tag:blogger.com,1999:blog-70607985348338819072024-03-06T12:03:13.670-08:00Example Assignments at Southern New Hampshire University (SNHU)Misty103http://www.blogger.com/profile/02489305392094931002noreply@blogger.comBlogger9125tag:blogger.com,1999:blog-7060798534833881907.post-20085936611396611802017-01-01T10:54:00.003-08:002017-01-01T10:54:23.546-08:00Health Psychology Week 5 Quiz and Answers<div align="center" style="line-height: 18.0pt; margin-bottom: .25in; margin-left: 0in; margin-right: 0in; margin-top: 0in; text-align: center;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Health Psychology Week 5<o:p></o:p></span></div>
<div style="line-height: 18.0pt; margin-bottom: .25in; margin-left: 0in; margin-right: 0in; margin-top: 0in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Pain has important medical consequences because<span class="apple-converted-space"> </span><br />
A. patients' delay behavior is related to the experience of debilitating pain.<br />
<br />
B. practitioners are trained to devote a significant amount of time to
diagnosing the source of pain, which often impairs the quality of medical
interactions.<br />
<br />
<strong>C. it is the symptom
most likely to lead an individual to seek treatment.</strong><o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 12pt;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">D. after death, pain is the most feared aspect of illness or
medical treatment.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Athletes who continue to play, despite being injured, may be
experiencing a short-term reduction of pain sensitivity due to<span class="apple-converted-space"> </span><br />
<br />
<strong>A.</strong><span class="apple-converted-space"><b> </b></span><strong>sympathetic arousal.</strong><br />
<br />
B. parasympathetic arousal.<br />
<br />
C. effective training and coaching.<br />
D. activities that focus their attention on the pain.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Pain behaviors<span class="apple-converted-space"> </span><br />
<br />
A. are observable, measurable behaviors that are manifestations of chronic
pain.<br />
<br />
B. have proven useful in identifying the dynamics of different pain syndromes.<br />
<br />
C. are used in assessing the impact of pain on quality of life.<br />
<strong>D.</strong><span class="apple-converted-space"><b> </b></span><strong>All of these.</strong><o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Nociception is the _______________ of pain.<span class="apple-converted-space"> </span><br />
<br />
A. physiological process<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">B. chemical process<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">C. sensation<br />
<br />
<strong>D. perception</strong><span class="apple-converted-space"><b> </b></span><o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"><br />
</span></b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Endogenous opioids are<span class="apple-converted-space"> </span><br />
<br />
A. substances produced by the substantia gelatinosa that help regulate pain.<br />
<br />
<strong>B. substances produced
by the brain and glands that help regulate pain.</strong><o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">C. specialized receptor sites that play an active role in the
regulation of pain.<br />
<br />
D. drugs, such as heroin and morphine, that help control pain.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Chronic low back pain and myofascial pain syndrome are examples
of<span class="apple-converted-space"> </span><br />
<br />
A. acute pain.<br />
<br />
<strong>B.</strong><span class="apple-converted-space"><b> </b></span><strong>chronic benign pain.</strong><br />
<br />
C. recurrent acute pain.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">D. chronic progressive pain<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">In comparison with acute pain patients, chronic pain patients<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">A. share a similar psychological profile.<span class="apple-converted-space"> </span><br />
B. experience higher levels of pain.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">C. are more responsive to pain management techniques.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<strong><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">D. suffer from a syndrome involving physiological,
psychological, social and behavioral components.</span></strong><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"><o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"><br />
</span></b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Chronic pain patients _______________ compared to persons
without chronic pain.<span class="apple-converted-space"> </span><br />
A. experience pain more acutely<br />
<br />
B. have increased sensitivity to noxious stimulation<br />
<br />
C. have impairment in pain regulatory systems<br />
<br />
<strong>D.</strong><span class="apple-converted-space"><b> </b></span><strong>All of these.</strong><o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"><br />
</span></b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">According to Ciccone et al. (1999), chronic pain patients whose
spouses provide support and positive attention<span class="apple-converted-space"> </span><br />
A. experience good marital and sexual functioning.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<strong><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">B. may inadvertently maintain or increase the expression of
pain.</span></strong><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"><o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">C. restrict their social contact to members of their immediate
family.<br />
D. take smaller amounts of pain killers than patients who do not receive such
support.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">According to research investigating personality variables
observed in chronic pain patients,<span class="apple-converted-space"> </span><br />
A. there is a pain-prone personality, which, like the disease-prone
personality, is characterized by negative affectivity.<br />
<br />
B. a significant proportion of the population appears to be predisposed to
experience pain.<br />
<br />
C. personality change is often a consequence of pain, but personality variables
are seldom involved as causes.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<strong><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">D. different personality factors may be involved in different
types of pain.</span></strong><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"><o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"><br />
</span></b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Antidepressants combat pain by<span class="apple-converted-space"> </span><br />
A. reducing anxiety.<br />
<br />
B. improving mood.<br />
<br />
C. affecting the downward pathways from the brain that control pain.<br />
<br />
<strong>D.</strong><span class="apple-converted-space"><b> </b></span><strong>All of these.</strong><o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"><br />
</span></b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Pharmacological control of pain<span class="apple-converted-space"> </span><br />
A. is dangerous in that it usually leads to addiction to prescription drugs.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">B. is of no concern to researchers and practitioners.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<strong><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">C.</span></strong><span class="apple-converted-space"><b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"> </span></b></span><strong><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">has a
low probability of leading to addiction to prescription drugs.</span></strong><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"><br />
<br />
D. is the treatment of last resort.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Counterirritation involves<span class="apple-converted-space"> </span><br />
A. influencing the central control mechanism.<br />
<strong>B.</strong><span class="apple-converted-space"><b> </b></span><strong>inhibiting pain in one part of the body by stimulating
another area.</strong><br />
C. creating lesions in pain fibers and receptors.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">D. influencing the transmission of pain impulses from the
peripheral receptors.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 12pt;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Relaxation training strategies are<span class="apple-converted-space"> </span><br />
<br />
<strong>A.</strong><span class="apple-converted-space"><b> </b></span><strong>seldom effective by themselves and need to be combined
with other methods of pain control.</strong><br />
<br />
B. generally less effective in reducing chronic pain than are meditation
techniques.<br />
<br />
C. effective in alleviating chronic but not acute pain.<br />
D. All of these.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 12pt;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Hypnosis relies on<span class="apple-converted-space"> </span><br />
<br />
A. physiological relaxation.<br />
<br />
B. distraction.<br />
<br />
C. reinterpretation of sensations.<br />
<br />
<strong>D.</strong><span class="apple-converted-space"><b> </b></span><strong>All of these.</strong><o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"><br />
</span></b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">In general, distraction is most effective in reducing pain when<span class="apple-converted-space"> </span><br />
<br />
A. the pain is of high intensity.<br />
<br />
<strong>B.</strong><span class="apple-converted-space"><b> </b></span><strong>the pain is of low intensity.</strong><br />
<br />
C. the pain is chronic.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">D. suggestion or sensory redefinition is impractical.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Cognitive-behavioral pain interventions<span class="apple-converted-space"> </span><br />
A. encourage patients to entrust the management of their pain to the treatment
team.<br />
<br />
B. attempt to modify maladaptive cognitions but not overt and covert behaviors.<br />
<br />
C. encourage clients to attribute their success to the treatment intervention.<br />
<br />
<strong>D. None of these.</strong><o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"><br />
</span></b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Pain management programs incorporate<span class="apple-converted-space"> </span><br />
A. individualized treatment.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">B. an interdisciplinary team of practitioners.<br />
<br />
C. an evaluation of the patient's physical, emotional, and mental functioning.<span class="apple-converted-space"> </span><br />
<strong>D.</strong><span class="apple-converted-space"><b> </b></span><strong>All of these.</strong><o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"><br />
</span></b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Placebo effects vary according to<span class="apple-converted-space"> </span><br />
<br />
A. how a provider interacts with the patient.<br />
<br />
B. how much a provider believes in the power of the placebo.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">C. a provider's warmth, confidence, and empathy.<br />
<strong>D.</strong><span class="apple-converted-space"><b> </b></span><strong>All of these are correct.</strong><o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"><br />
</span></b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">Pain<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">A. is directly related to the severity of physical symptoms.<o:p></o:p></span></div>
<div style="line-height: 18pt; margin: 0in 0in 0.25in;">
<strong><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">B.</span></strong><span class="apple-converted-space"><b><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"> </span></b></span><strong><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;">has an
important survival function.</span></strong><span style="color: #333333; font-family: "Arial","sans-serif"; font-size: 10.5pt;"><br />
<br />
C. has little medical significance outside of motivating most patients to seek
treatment.<br />
<br />
D. is an important component of most medical school curricula.<o:p></o:p></span></div>
<br />
<div class="MsoNormal">
<br /></div>
Misty103http://www.blogger.com/profile/02489305392094931002noreply@blogger.com1tag:blogger.com,1999:blog-7060798534833881907.post-54789242847425972762016-09-18T09:59:00.000-07:002016-09-18T09:59:46.647-07:00OL-442-X6290 Human Resource Strategy/Development <div class="hfeed site" id="page" style="border-bottom-color: initial; border-bottom-style: initial; border-image: initial; border-left-color: initial; border-left-style: initial; border-right-color: initial; border-right-style: initial; border-top-color: rgb(0, 0, 0); border-top-style: solid; border-width: 5px 0px 0px; font-family: Georgia, Times, "Times New Roman", serif; font-size: 23px; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">
<div id="triggers-wrapper" style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-align: center; vertical-align: baseline;">
<br /></div>
<div class="site-main" id="main" style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">
<div class="content-area" id="primary" style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">
<div class="site-content" id="content" role="main" style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">
<article class="post-88 page type-page status-publish hentry" id="post-88" style="border-bottom: 1px solid rgba(0, 0, 0, 0.0980392); padding: 102px 0px 68px;"><div class="entry-wrap wrap clear" style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px auto; max-width: 1272px; outline: 0px; padding: 0px; vertical-align: baseline;">
<div class="entry-content clear" style="border: 0px; float: left; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 34px 0px 0px; max-width: 696px; outline: 0px; padding: 0px; vertical-align: baseline; width: 696px;">
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter One: Human Resource Management in Organizations</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">CLASS NOTES:</strong><br />-“ Human Resources isn’t a thing we do, it’s the thing that runs our business”. –Steve Wynn, Wynn Las Vegas.<br />-Collaborative, Capacity, Commitment: The three C’s<br />-Patience two sided: upper management & human resource side.<br />-“ Great people without a great vision, you have nothing at all”<br />– 7 Basic Categories of Human Resources:<br />1. Total Rewards EX) Money, Benefits, Social Security, & Promote ability<br />2. Staffing: (102 days): Responsibility of HR & is a difficult process.<br />3. Talent Management: Right person for the right job & understanding the job.<br />4. Equal Employment opportunity: “Affirmative Action” “Doing with things incorrectly= lawsuits”.<br />5. Employee & Labor Relations: Unions have different rules, point of grievances changes.<br />6. Risk Management: EX) In Ohio if you don’t clean your driveway= walkers beware! / If you do clean your driveway= you are liable!<br />7. Strategic HR Management: Trying to know what is coming next for a company.<br />How to do This:<br />1. Look to the past<br />2. Technology (helps with strategies)<br />3. Administrative Process EX) E-check , making sure the right things are in the right place.<br />4. Corrective rather than punishable “This is not the right job for you, can I find you something else?”<br />5. Output driven rather than input oriented.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Basic Categories of Human Resources:<br />-“If any company is making money, someone will always try to match it, or break it.”<br />-David Ulrich/ Human Resource Champions : “ The next agenda for adding value & delivering results” Boston: Harvard Business School Press:<br />1. Strategic partner/ helps others to be successful<br />2. Administrative Experts<br />3. Change Agent<br />4. Employee Champion<br />-Competencies: What a company does well/ what a company is known for/ what is their culture?<br />-SWOT: Strengths, Weaknesses, Opportunity, & Threats: Use this to find competencies.<br />-Internal: Strengths & Weaknesses –External: Opportunities & Threats<br />-Managing Shift to Human Resources: – Field Human Resources: Where you can know each other.<br />-Companies merge- No longer need as many Human Resource people.<br />-Centers of Excellence: Companies that merge make more specific HR jobs &/OR EX) no more overtime.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter Outline:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Human Resources as Organizational Core Competency<br />-Core competency: Unique ability that creates high value and differentiates an organization from its competition.<br />Human Capital and HR<br />-Human Capital: The collective value of capabilities, knowledge, skills, life experiences and motivation of an organizational workforce.<br />HR Functions:<br />1. Strategic<br />2. Talent Management<br />3. Staffing<br />4. Equal Employment Oppurtunity<br />5. Total Rewards<br />6. Risk Management & Worker Protection<br />7. Employee and Labor Relations<br />Organizational Culture & HR.<br />-Organizational Culture: The shared values and beliefs in organization.<br />-Five dimensions useful in identifying and comparing cultures:<br />1. Inequality in power<br />2. Individualism<br />3. Masculinity<br />4. Uncertainty<br />5. Long-term/ Short-term orientation<br />Organizational Productivity:<br />Productivity: Measure of the quantity and quality of work done, considering the cost of the resources used.<br />Unit Labor Cost: Computed by dividing the average cost of workers by their average levels of output<br />-HR management efforts designed to enhance organizational productivity are as followed:<br />1. Organizational restructuring<br />2. Redesigning work<br />3. Aligning HR activities<br />4. Outsourcing analyses<br />Social Responsibilities of HR<br />-Sustainability: Being able to continue to operate, survive and adjust to significant changes.<br />-Global Social Responsibility and HR: Collecting/donating money for local charities or national disasters & numerous other activities.<br />Ethical Behavior and Organizational Culture:<br />Four Elements of Ethics Program:<br />1. A written code of ethics and standards of conduct<br />2. Training on ethical behavior<br />3. Advice to employees on situations they face<br />4. Systems for confidential reporting<br />-Organization for Economic Coorperation has emphasized the effects of ethics.<br />-People must be guided by values and personal behavior “codes” including these two questions:<br />1. Does behavior or result meet all applicable laws, regulations and government codes?<br />2. Does the behavior or result meet both organizational standards and professional standards of ethical behavior?<br />-Talent Management and Development: Some forces behind the emphasis on talent management have included:<br />1. The impending retirement of baby boomers<br />2. Shortages of skilled workers of certain types and at certain levels<br />3. Increasing global competition for human resource talent<br />4. Growth in technology capable of automating talent management processes<br />Globalization of Organizations & HR:<br />-Expatriate: A citizen of one country who is working in a second country and employed by an organization headquarted in the first country.<br />-Host-county National: A citizen of one country who is working in that country and employed by an organization headquarted in a second country.<br />-Third-country national: A citizen of one country who is working in a second country and employed by an organization headquarted in a third country.<br />HR Management Roles:<br />1. Strategic: Helping to define the strategy relative to human capital and its contribution to organizational results.<br />2. Operational and Employee advocate: Managing HR activities in line with the strategies and operations that have been identified by management and serving as employee “champion: for employee issues and concerns.<br />3. Administrative: Focusing on clerical administration and recordkeeping.<br />HR Competencies:<br />1. Strategic knowledge and impact means<br />2. Legal, administrative, and operational capabilities<br />3. Technology knowledge and usage abilities</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
HR Professionalism and Certification:<br />-HR generalist: A person who has responsibility for performing a variety of HR activities<br />-HR specialist: A person who has in-depth knowledge and expertise in a limited area of HR</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Critical Thinking Activities:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 1: Discuss several areas in which HR can affect organizational culture positively and negatively.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />Human resources can affect organizational culture positively by helping organizational performance of culture by developing or revising current and new products and services, acquiring new businesses and performing other activities with competitive advantages. HR can positively play a significant role in organizations by helping to create a culture that emphasizes effectiveness and productivity. Human resources can affect organizational culture negatively by not utilizing workers and businesses in various countries. They may also affect organizational culture negatively by not treating their members of the company correctly or not addressing the problems of the members of that particular company. It is HR’s responsibility is to use values that are inherent in the company that affect the nature of the organizational culture.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 2: Give some examples of ethical issues that you have experienced in jobs, and explain how HR did or did not help resolve them.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
I have experienced several ethical issues at jobs where I have worked. I currently work as a server at a restaurant and I notice sexual harassment of other employees occasionally. This happens when certain male cooks say derogatory comments to female servers. This problem has not ever been reported to HR or any of our management, however I believe that It is ethically wrong and a issue in my workplace. Moreover, where I work a server once stole another servers book with their money in it. The server reported the theft to HR, and the server who stole the money was terminated, and had to return the money. This is an example of employee relations, and is without a doubt an ethical issue.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 3: Why is it important for HR management to transform from being primarily administrative and operational to becoming a more strategic contributor?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
It is important for HR management to transform from being primarily administrative and operational to becoming a more strategic contributor because they will have more effectiveness, and will increase effectiveness, metrics, technology, planning, and retention. They need to focus on more than one primary aspect of management. If they become a more strategic contributor they will help to define the strategy relative to human capital and its contribution to organizational results, and they are proactive in addressing business realities and focusing on future business needs.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 4: Assume you are an HR director with a staff of seven people. A departmental objective is for all staff member to become professionally certified within a year. Using Internet resources of HR associations such as <a href="http://www.shrm.org/" rel="nofollow" style="border-bottom-color: rgba(0, 0, 0, 0.2); border-bottom-style: solid; border-image: initial; border-left-color: initial; border-left-style: initial; border-right-color: initial; border-right-style: initial; border-top-color: initial; border-top-style: initial; border-width: 0px 0px 1px; color: black; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; transition: all 0.2s ease-out; vertical-align: baseline;">http://www.shrm.org</a> and<a href="http://www.worldatwork.org/" rel="nofollow" style="border-bottom-color: rgba(0, 0, 0, 0.2); border-bottom-style: solid; border-image: initial; border-left-color: initial; border-left-style: initial; border-right-color: initial; border-right-style: initial; border-top-color: initial; border-top-style: initial; border-width: 0px 0px 1px; color: black; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; transition: all 0.2s ease-out; vertical-align: baseline;">http://www.WorldatWork.org</a> develop a table that identifies four to six certifications that could be obtained by your staff members and show the important details for each certification.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
1. Certified Recognition Professional sponsored by the Recognition Professionals International<br />2. Certified Professional in Learning and Performance sponsored by the American Society for Training and Development<br />3. Certified Graphics Communications Manager and Certified Mail Manager sponsored by the International Personnel Management Association<br />4. Certified Compensation Professional<br />5. Certified Benefits Professional</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Case Study:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 1: How does the integration of HR with the organizational culture contribute to the success of Google, Scripps, and UPS? To find ideas go to the corporate website for each of these companies and search for insights.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />The integration of human resources with the organization culture contributes to the success of Scripps because human resource functions are used to support the culture and core values at Scripps. They have a pay-for-performance system and that is how they reward their employees to make them more successful, which leads to a more successful company.<br />For Google the integration of HR with the organizational culture contributes to its success because HR establishes an innovative effort for its people and the overriding key of HR at Google is its emphasis on organizational culture. The following passage is displayed on Google’s website, “It’s really the people that make Google the kind of company it is. We hire people who are smart and determined, and we favor ability over experience. Although Googlers share common goals and visions for the company, we hail from all walks of life and speak dozens of languages, reflecting the global audience that we serve”. This passage is describing Google’s very own culture, which informs me that they are such a successful company because they are a diverse company that integrates this one of a kind culture with their human resource branch.<br />The integration of HR with the organizational culture contributes to the success of UPS because there HR is linked with business objectives and uses communication intranet programs to ensure that employees are kept constantly informed on business objectives. Their culture is based around a code of conduct and the integrate that with HR by reviewing this code with their employees. Diversity is also a big part of UPS and their culture that allows them to be so successful. On their website they state “UPS is in the business of linking people, cultures, and commerce, with diversity as an integral part of its global strategy”.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 2: Describe how some of the cultural facets mentioned compare to those among employers you have worked for, and explain the difference in the views of these various employers.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
There are a variety of cultural facets that were mentioned in the excerpt that can compare to employers I have worked for. One of UPS’s cultural facets was a code of conduct. This can compare to a job I once had at the YMCA. There, I too had a code of conduct that I had to follow, and I was constantly reminded of it as well at work. Another cultural facet that comparative to a previous job I had was Google’s approach to giving its employees flexibility to produce results, not just following core job requirements. This contrasts with my old job and the YMCA and compares with most recent job as a server at Margaritaville. At Margaritaville, they are extremely flexible to produce results, whereas at the YMCA everything was strictly by the book and core job requirements.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
1/16/14<br /><strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter Two: Human Resource Management in Organizations</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">CLASS NOTES:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Strategic HR:<br />What is the difference between a strategic plan and a tactical plan?<br />-A strategic plan is a course of action to achieve long-term goals, generally up to five years.<br />-A tactical plan is a course of action to achieve short-term goals, generally within a year or less.<br />1. Compliance function<br />2. Consultative services<br />3. “Miracle workers”<br />-Corporate strategy: How HR can become a player<br />-A number of HR practices and programs are significantly associated with a stronger strategic role for HR including:<br />-Having an HR strategy that is integrated with the business strategy<br />-The use of info technology<br />-Focusing on HR talent development<br />-Having HR activities that focus on organization design, organization development, change management, employee development, and metrics<br />-Using computer systems for training and development<br />-Having effective HR metrics and analytics<br />-Having an HR staff with technical organizational dynamics, business partners and metric skills<br />-Levels of global competition: Firms differ in the extent to which they participate in global competition, depending on the level they participate in the global market<br />-Domestic: In the United States<br />-International<br />-Multinational<br />– Transnational<br />-HR as a pool of national capital:<br />-HR is valuable<br />-HR is rare: EXAMPLE: If you’re a coin collector and someone has a double eagle for sale, everyone will line up because they are rare and valuable.<br />-HR as limitable: We should be able to teach people so they can do it themselves: It is bad when HR people try to be the holders of all knowledge.<br />-HR should be seen as non-substitutable: You do it all, not half way.<br />-Two aspects of HR work together to create a competitive advantage for the firm.<br />-There are knowledge’s, skills, and abilities (KSAS) inherit in the individuals who make up the organizations or the power information, knowledge, and rewards (PIKERS) that can be developed for these individuals.<br />-There are the employee behaviors that are necessary for translating these into productivity for the firm.<br />-Capitalizing on multiple labor pools:<br />1. Managers from specific countries bring to the process tactic knowledge of aspects of that countries political, cultural, legal and economical situation.<br />2. Having managers from a variety of cultures increases the diversity of viewpoints in terms of values, problem definition, and problem solving<br />-The role of HR in mergers and Acquisitions: if this is not handled well each company will go out of business<br />1. Talent Acquisition goes Social-forcing a reinvention of agencies and job boards<br />2. New models, diversity and “girl-power” will drive leadership strategies<br />3. Performance management will go agile</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter Outline:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
-Strategic planning:<br />-The process of defining an organizational strategy, or direction and making decisions on allocating the resources of the organization to pursue this strategy.<br />-Organizational mission: The core reason for the existence of the organization and what makes it unique.<br />-Strategic HR management: Refers to the use of employees to gain or maintain a competitive advantage<br />-Strategic Competencies for HR professionals refer to:<br />1. Credible Activist<br />2. Talent Manager/Organizational designer<br />3. Strategy Architect<br />4. Operational Executor<br />5. Business Ally<br />HR as Organizational Contributor :<br />-Hr management plays a significant role in the following strategies:<br />1. Organizational productivity<br />2. Customer service and quality<br />3. Financial contributions<br />-High- Performance Work Practices: Some recognized that HR’s best practices include:<br />1.Incentive compensation<br />2. Training<br />3. Employee participation<br />4.Selectivity<br />5.Flexible work arrangements<br />-HR Effectiveness and Financial Performance:<br />– Efficiency: The degree to which operations are done in an economical manner<br />-Environmental Analysis:<br />-Environmental Scanning: The assessment of internal and external environmental conditions that affect the organization.<br />-Succession planning: The process of identifying a plan for the orderly replacement of key employees.<br />-Geographic and Competitive Concerns: Where an organization locates it operations plays a role in how well it performs<br />-Multinational corporation: (MNC): A corporation that has facilities and other assets in at least one country other than its home country<br />-Off shoring: The relocation by a company of a business process or operation from one country to another<br />-HR Planning in Mergers and Acquisitions<br />-Due diligence: A comprehensive assessment of all aspects of business being acquired<br />-Before the Deal: Conduct due diligence, Assess Risks, Identify possible conflicts<br />-During Integration: Address key processes, Retain key talent, Recognize cultural differences<br />-Post Integration: Optimize workforce, Identify and establish new culture<br />-Four important factors in changing culture are:<br />1. Define the desired behaviors<br />2. Deploy role models<br />3. Provide meaningful incentives<br />4. Provide clear and consistent messages<br />-Best practices for companies carrying out layoffs include:<br />1. Identify the work that is core to sustaining a profitable business<br />2. Identify the knowledge, skills, and competencies<br />3. Protect the bottom line and the corporate brand<br />4. Constantly communicate with employees<br />5. Pay attention to the survivors<br />-Severance benefits: Temporary payments made to laid-off employees to ease the financial burden of unemployment<br />Managing a Talent Shortage<br />-Companies can use a number of alternative tactics to manage a talent shortage:<br />1. Use overtime<br />2. Outsource work<br />3. Implement alternative work arrangements<br />4. Bring back recent retirees<br />5. Use contingent workers<br />6. Reduce turnover<br />-Alternative work arrangements: Nontraditional schedules that provide flexibility to employees<br />-Outsourcing: Transferring the management and performance of a business function to an external service provider<br />-Electric human resource management systems: The planning, implantation, and application of information technology to perform HR activities.<br />-HR metrics: Specific measures tied to HR performance indicators<br />-Benchmarking: Comparing the business results to industry standards<br />-Balanced scorecard: A framework used to report a diverse set of performance measures</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Critical Thinking Activities:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
1. Discuss how technology has changed jobs in an organization where you have worked. What are some HR responses to those changes?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />Technology has changed jobs in an organization where I have worked because everything is computerized. I work at a restaurant where we use computers to send in all of our orders to the kitchen and the bar. At a previous diner I have worked at we did not do this nor have a computer to send our orders in. HR has responded to this change by changing with the technology. If we have any computer problems management is always willing to help out because they have been trained to use our computer systems effectively.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 2. What steps can HR professionals take to ensure that mergers and acquisitions are successful? How can HR help during the integration process?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer: Before the deal HR professionals can conduct due diligence, access risks, and identify possible conflicts. During integration HR professionals can address key HR processes, retain key talent, and recognize cultural differences. Post integration HR can optimize workforce and identify and establish new culture.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 3. How can an organization maintain its image while dealing with a talent surplus? If layoffs are necessary, what would you recommend managers do to ensure that survivors remain committed and productive?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer: Managers can keep survivors committed and productive by reminding them that they can be laid off as well. They also need to have one center person that talks to everyone that works for the company. If they do not have this, they need to make sure everyone is saying the same thing because it is painful to be laid off and to lay off others.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 4.As the HR manager for a multinational corporation, you want to identify HR competencies that are critical for global companies. Visit the website for the World Federation of People Management Association to research the topic and to identify differences in the body of knowledge in different parts of the world.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />As the HR manager for a multinational corporation you must understand the different language barriers, currencies and gender roles.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><br />Case Study:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 1: What are some reasons that more organizations do not implement HR analytics? How would you make the case for adopting HR analytics?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />Organizations do not implement HR analytics because they rely more on their intuition and gut feelings. HRIS are commonly used to capture and store data about employees; however organizations do not mine their data to progress human capital decisions. Organizations should however adopt HR analytics to enhance the strategic contribution of HR executives and lead to better decisions and organizational outcomes.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 2: How can HR professionals develop the needed skills to analyze and interpret metrics? What resources could an HR professional consult to begin building expertise in this area?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />Human Resource professionals can develop the needed skills to interpret metrics by doing research and utilizing that research to keep employees happy where they work. For example, at the food service and convenience company Wawa, Inc. they did research to find that their employees were less likely to quit and be happy if they worked 30 hours or less a week. They took this information and applied it to their jobs, and in return their company was more successful.<br />An HR professional could use the resources of their own employees to consult to begin building expertise in this area. They could give their employees surveys to find out what will make them happy in their workplace, and find out what needs to improve in their specific branches of the companies. For example, at the Superior Energy Services in New Orleans, the blue-collared workers were staying, whereas the more skilled workers were leaving their jobs. With proper training and coaching, HR found that the skilled workers were more likely to stay with their jobs. If they were to ask these skilled workers in advanced what they needed (coaching and training) , they would not have experienced this.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
1/23/14</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter Three: Equal Employment Opportunity</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter Notes:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
What is the purpose of Equal Employment Opportunity?<br />-The purpose of equal employment opportunity is to ensure fairness in hiring, promotion, and other workplace practices.<br />-EEP laws prevent employers from withholding job opportunities based on a workers sex, race, age, national or, origin, certain health conditions, and other reasons.<br />-Affirmative Action: EX) You are fishing, 20 % are good fish: $ 5/lb , 30% mediocre fish: $2/lb, 50% worthless fish. Competitors start fishing and take good fish. You find two more lakes, with a total of three lakes. Conclusion of fish story: We want good fish regardless of which lake they come from. Look for the best fish!<br />-Affirmative Action in Action: Affirmative Action’s first victim<br />-Ed Stevens.<br />-Rickey wanted the most talented players regardless of where they came from<br />-By concentrating on white players only, mediocre and bad players were filling the rosters<br />-The Dodgers spent money sending scouts into the Negro Leagues to find the most talented players<br />-The Dodgers didn’t wait for African-American players to knock down the doors demanding equal treatment.<br />-Bertrand and Mullainathan Study: More male call backs for job, rather than female, More white people being called back, rather than African-Americans<br />-Utilization analysis: Are there any pools that are not being tapped? Compare your workforce to the relevant labor force<br />What Affirmative Action is Not:<br />-Not a government mandate for many employers<br />-Not reverse discrimination<br />-Not quotas<br />-Equal Employment Opportunity<br />– Equal Pay Act of 1963: Women and men get paid the same amount<br />-250,000 Americans of all race march in Washington DC, in August 1963 to listen to Martin Luther King give his famous I have a dream speech<br />-In September 1963, four black children are killed when Birmingham’s 16th street Baptist church is fire bombed by individuals opposing integration efforts, the American public said “that was it”<br />-In 1964 there was the longest debate in history; the US Senate finally passes the Civil Rights Act of 1964<br />-LBJ appoints Franklin D. Roosevelt JR., Richard Graham (creator for NOW) , Aileen Hernandez= a political organization<br />-Under the original Title VII, EEOC has no authority to bring lawsuits of its own. However, private individuals may file actions in court and EEOC can recommend to the Department of Justice that it bring pattern and practice lawsuits.<br />-EEOC Chairman Franklin D. Roosevelt, Jr. appoints Charles T. Duncan an African American Howard University law professor, as EEOC’s first general counsel<br />-In January 1966, EEOC opens its first field office in Dallas, Texas. By years end, the office is relocated to Austin, Texas. Three other field offices open this year—Atlanta , Chicago and Cleveland<br />-President Lydon B. Johnson nominates Stephen N. Shulman to be chairman of EEOC. The Senate confirms Shulman within two weeks, when nominated Shulman is General Counsel of the U.S Air force<br />-In 1967 Congress passes the Age Discrimination in Employment Act of 1967 protecting individuals who are between 40-65 years of age from discrimination<br />-EEOC shifts the focus of its relationship with state and local Fair Employment Practice Agencies from research to action orientation<br />-EEOC now has seven regional offices and 27 district offices nationwide. Field directors are delegated authority to issue Findings of Fact to the parties to charge. The parties then have the right to file exceptions to the Findings before the Commission makes its decision.<br />-The 1970’s “The Toothless Tiger gets it’s Teeth”:<br />1.EEOC now has litigation authority.<br />2. Educational institutions are subject to Title VII.<br />3.State and local governments are no longer exempt from Title VII<br />4. The Federal Government is subject to Title VII<br />5.The number of employers covered by Title VII is increased by reducing the number of employees needed for an employer to be covered by the act.<br />-In Albermarle Paper Co. V. Moody, the Supreme Court decides that after a court has found an employer guilty of discrimination<br />-President Jimmy Carter nominates and the Senate confirms Eleanor Holmes Norton to be the fist African-American chair<br />-In 1978 amendments to the Rehabilitation Act of of 1973 make the processes for federal employees claims of discrimination on the basis of disability and the available remedies virtually identical to federal sector Title VII<br />-Ronald Regan nominates the Senate confirms Clarence Thomas: The first black Supreme Court justice. President George Bush then selects Thomas to be a judge on the U.S. Court of Appeals for the DC circuit and two years later nominates him and the Senate confirms Thomas to be an Associate Justice on the U.S. Supreme Court<br />-The Commission settles a sex discrimination suit against Teachers Insurance and Annuity Equities Fund. This suits results in recalculating pensions<br />-George Bush signs into law the Americans with Disabilities Act of 1990- the world’s first comprehensive civil rights law for people with disabilities<br />-In February of 2000 President Clinton signs an Executive Order prohibiting federal departments and agencies from making employment decisions based on genetic information. Ex) Does anyone in your family suffer from Cancer?<br />-“What you don’t know, can hurt you! I’ve never had this problem before.. I use common sense.”<br />CASE EXAMPLES:<br />– I do not want my employee to have a nose ring, and the girl says it is a part of her religious background, she is fired, and now she is suing the company. The employer wins this case, and the EEOC does not like this.<br />-EEOC represents this women: A Muslim women has a job operating with printing equipment, she wears loose clothing because of religious company. The employer determines her clothing as a safety hazard, the court sides with the employer. “Could there be a better job fit?”.<br />Understanding the EEOC: They are responsible for enforcing Federal Laws that make it illegal to discriminate against a job applicant or an employee because of the person’s race, color, religion, sex, national origin, age, disability or genetic information<br />-It is also illegal to discriminate against a person because the person complained about discrimination, filed a charge of discrimination or participated in an employment discrimination lawsuit or investigation<br />-Most employers with at least 15 employees are covered in EEOC laws<br />-The EEOC has the right to bring lawsuits against employers, but only has cone this in a small percentage of claims<br />-Often the will offer to organize a settlement conference to resolve the complaint<br />-EECO considers its mission to be valuable public service: Employers have expressed frustration with the EEOC and its pro-employee viewpoint<br />What should you do if your business receives a notice of a charge of discrimination from the EEOC?<br />1. Get organized and provide a thorough response within the assigned deadlines<br />2. Supporting documentation should be sued to provide evidence of your written records. It is a good strategy to give examples where you consistently used the same approach for all employees<br />3. Check your companies insurance policy<br />4. Do not retaliate<br />5. Cooperate with the investigation</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter Outline:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Nature of Equal Employment Opportunity:<br />-Protected category: A group identified for protection under EEO laws and regulations<br />-Disparate treatment: Occurs when members of a group are treated differently from others.<br />-Disparate Impact: Occurs when members of a protected category are substantially underrepresented as a result of employment decisions that work to their advantage<br />-Equal Employment Opportunity Concepts:<br />-Business necessity: A practice necessary for safe and efficient organizational operations.<br />-Bona fide occupational qualification: Characteristic providing a legitimate reason why an employer can exclude persons on otherwise illegal bases of consideration.<br />-Burden of Proof: What individuals who file suit against employers must prove in order to establish that illegal discrimination<br />-Retaliation: Punitive actions taken by employers against individuals who exercise their legal rights<br />-Equal employment: Employment that is not affected by illegal discrimination<br />-Blind to differences: Differences among people should be ignored and everyone should be treated equally<br />-Affirmative Action: Employers are urged to employ people based on their race, age, gender or national origin to make up for historical discrimination<br />-Affirmative action plan: A document reporting on composition of an employers workforce, required for federal contractors<br />Sex/Gender Discrimination Laws & Regulations:<br />-Availability Analysis: Identifies the number of protected-class member available to work in the appropriate labor markets for given jobs<br />-Utilization analysis: Indentifies the number of protected-class members employed in the organization and the types of jobs they hold<br />Equal Pay and Pay Equity:<br />-Pay equity: The ideas that pay for jobs requiring comparable levels of knowledge skill, and availability should be similar, even if actual duties differ significantly<br />-Sexual harassment: Actions that are sexually directed are unwanted and subject the worker to adverse employment conditions or create a hostile work environment<br />-Glass ceiling: Discriminatory practices that have prevented women and other protected class members from advancing to executive job levels<br />-Nepotism: Practice of allowing relative to work for the same employer<br />-Types of sexual harassment:<br />1. Quid pro que: Sexual harassment in which employment outcomes are linked to individual granting sexual favors<br />2. Hostile environment: Sexual harassment in which an individual’s work performance or psychological well-being is unreasonably affected by intimidating or offensive work conditions<br />Americans with Disabilities:<br />-Essential Job functions: Fundamental job duties<br />-Reasonable accommodation: A modification to a job or work environment that gives a qualified individual an equal employment opportunity to perform<br />-Undue hardship: Significant difficulty or expense imposed on an employer in making an accommodation for individuals with disabilities<br />-Disable person: Someone who has a physical or mental impairment that limits life activities who has record of such impairment, or who is regarded as having such an impairment<br />-Reasonable Accommodation:<br />1. Modified work schedules<br />2. Special Equipment<br />3. Job restructuring<br />4. Job reassignment<br />5. Employer-Provided assistance<br />Religion and Spirituality in the Workplace:<br />-Phased Retirement: Approach in which employees gradually reduce their workloads and pay levels<br />Managing Religious Diversity in the Workplaces:<br />1. Accommodations of Religious beliefs in Work Schedules<br />2. Respect for Religious practices Affecting Dress and Appearance<br />3. Accommodation of Religious Expression in the Workplace</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Critical Thinking Activities:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 1: If your employer asked you to review the decision not to hire an African American applicant for a job, what would you need to consider?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />If my employer asked me to review the decision not to hire an African American applicant for a job, I would consider whether the African American applicant fits the requirements for the job, fits the qualifications needed and the experience. If this person does fit the requirements I would consider the consequences of the EEOC. However, if they don’t fit the requirements I would consider my other hiring options and other candidates. I would try and find the best person for the job.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 2: Explain why you agree or disagree with affirmative action and how affirmative action may be affected by growing workforce diversity?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />I agree with affirmative action and how it may be affected by growing workforce diversity. I agree with it because it promotes the plan to get companies to become more varied and helps companies to have a more open mind when they are hiring applicants.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 3: From your own experience or that of someone you know, give examples of the two types of sexual harassment.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />The two types of sexual harassment are quid pro quo and hostile environment. Quid pro quo is sexual harassment in which employment outcomes are linked to the individual granting sexual favors. An example of this is when someone I knew had a boss that had a sexual relationship with a employee, and both employees are fired. Hostile environment is sexual harassment in which an individual’s work performance or psychological well-being is unreasonably affected by intimidating or offensive working conditions. An example of this that someone I knew felt violated at work when another employee kept making sexual passes, and remarks at her.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 4: Use this text and the U.S. Department of Justice website (<span class="skimlinks-unlinked" style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">www.usdoj.gov/crt/ada</span>/) to identify what is reasonable accommodation and how it is determined. ‘</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />Reasonable accommodation is a modification to a job or work environment that gives a qualified individual an equal employment opportunity to perform. EEOC guidelines are used to determine reasonable accommodation with guidelines that encourage employers and individuals to work together to determine what are appropriate reasonable accommodations, rather than employers alone making those judgments. Reasonable accommodation is restricted to actions that do not place an undue hardship on an employer.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Case Study:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 1: What is the legal basis for the EEOC to hold the JBS-SWIFT had violated the employees civil rights?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />The EEOC ruled that JBS-SWIFT had violated the civil rights of the employees that they had fired because it is those employees had the constitutional right to pray at work for their religious holiday. Conversely, instead these specific people were fired, which in turn is illegal.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 2: Contrast the solutions to the Tyson situation and the JBS-SWIFT situation. Which is likely to have the greatest positive impact on the company and why?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />The solutions to the Tyson and JBS-SWIFT situations contrast because they had two different outcomes. In the JBS-SWIFT situation, the EEOC ruled that the company was wrong and had violated the civil rights of their employees, whereas in the Tyson situation they said the employers may not treat people more or less favorably because of their religion. The solution to the JBS-SWIFT situation is more likely to have the greatest impact on the company because they later on set up prayer rooms at its plants and allow Muslims workers to meet their religious obligations.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
1/30/14</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter Four: Workers, Jobs, and Job Analysis</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">CLASS NOTES:</strong><br />Workforce Composition Transformation: To support the success of their operations, an analysis of the workforce composition is an essential tool.<br />1. Do we need to hire more employees in a specific function or career level?<br />2. Do we have too many employees in a specific function or career level?<br />3. How many people are necessary to manage our financial or career level?<br />4. How does our staffing situation compare to those careers?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
-Judgmental forecasts allow human resources to rely on the opinions of informed experts (usually managers), who provide their estimates of current and projected productivity levels.<br />– Human resource objectives are to state in quantitative or qualitative terms what is to be achieved with regard to the firm’s human resources.<br />-Organizational analysis is the assessment of the external and internal environments.<br />-SWOT: Used in marketing and HR: Strengths, Weaknesses, Opportunities, & Threats.<br />-Strategic Alignment: When we have the systems that facilitate the growth of the company<br />-Human resource planning refers to the activities associated with scanning and accessing the environment; specifying the objectives to by achieve by HR activities, along with the measures to be used to assess the achievement of those objectives; and developing specific plans for HR policies and practices along with timetables for implementing the plans.<br />-Bringing about change in a worker and their job design can affect negatively. A person could get anxious because they do not like the change. HR’s job is to fix this.<br />-So, how is that done? : Workers and job design, Workflow analysis, & Job enrichment<br />-The Job Characteristic Model: Core Job Characteristics, Outcomes, Psychological States<br />-Job Hierarchy /Needs Of a Job:<br />1. Self-Actualization<br />2. Loving/Fulfillment<br />3. Belonging</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
4. Safety<br />5. Food, Clothing, Shelter ( work because I have to)<br />-Human Relations Movement:<br />-Performance can be improved by good human relations<br />-Managers should consult employees<br />-Leaders should be democratic instead of authoritarian<br />-Employees are motivated by social and psychological rewards and are not just “economic animals”<br />-The work group plans an important part in influencing the performance<br />– Soci-technical systems aim on jointly optimizing the operation of the social and technical system; the goods and services would then be efficiently produced and psychological needs of the workers fulfilled<br />-Anticipatory change: When an organization takes action in anticipation of upcoming events or early in the cycle of a new trend<br />-Reactive Change: Occurs when an organization is forced to change in response to an unanticipated event in the eternal or organizational environment<br />Hackman and Oldman’s theory:<br />– Making larger work units by coming smaller more specialized tasks<br />– Mandating for workers to be responsible in have direct contact with clients/customers<br />– Having employee evaluation done frequently to provide feedback for learning<br />– Allowing workers to be responsible for their jobs by fiving them authority and control<br />-Scenario planning begins with information about the changes likely to occur in the external environment, such as the characteristics and size of the labor force, new government regulations, and competitors actions<br />-Incremental change is an ongoing process of gradual evolution, during which many small changes occur routinely<br />-Human resource metrics is the measurements that are used to assess progress against HR objectives<br />-Radical Change: When organizations must make major adjustments in the ways they do business<br />-Learning organizations continually find new ways to satisfy customers and other stakeholders by skillfully integrating the resources of information, technology and people to produce and then effectively use new knowledge<br />-Job Analysis begins by understanding the requirements of the job being filled:<br />1. The mental/physical tasks involved<br />2. How is the job done<br />3. The reason that the job exists<br />4. The qualifications that are needed<br />-The analysis may include these activities:<br />1. Reviewing the job responsibilities<br />2. Reviewing similar job responsibilities<br />3. Analyzing the work duties, tasks, and responsibilities<br />4. Researching and sharing with other companies<br />5. Articulate the most important outcomes or contributions<br />-Human resource plans are thought of as blueprints for developing and designing an organization<br />-Human resource forecasts estimate the firm’s future HR needs:<br />1. Statistical forecasts: Rely heavily on objective data<br />2. Replacement chart: The titles of key jobs in the organization are displayed along with names of both the incumbents and the employees who might be used to fill potential vacancies<br />3. Talent Pool: A list of employees who have been identified as having high potential for advancement, usually because they are the top performers in their positions<br />-Timetables specify when each planned activity will be completed<br />-Succession planning is the planning to ensure that the organization is prepared to fill key positions when the incumbents leave for any reason<br />-Vertical alignment exists when the HRM system fits with all other elements of the organizational environment<br />1. Judgmental Forecast: To rely on the opinions of informed experts (usually managers), who provide their estimates of current and projected productivity levels, market demand, and sales, as well as current staffing levels and mobility information<br />2. Human Resource Objectives: To state in quantitative or qualitative terms what is to be achieved with regard to the firms human resources<br />3. Organizational Analysis: The assessment of the external and internal environments</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter Outline:</strong><br />Workforce Composition:<br />-The tangible indicators of diversity that employers must consider include the following:<br />1. Race/ethnicity<br />2. National origin/immigration<br />3. Age/generational differences<br />4. Gender<br />5. Marital and family status<br />6. Sexual orientation<br />7. Disabilities<br />8. Religion<br />Business Contribution of Diverse Workers:<br />-Diversity: Differences in human characteristics and composition in an organization<br />-The business cases for diversity include the following:<br />1. New talent and ideas from employees of various backgrounds, which can enhance organizational performance<br />2. Helps recruiting and retention<br />3. Allows for an increase of market share<br />4. Can lead to lower costs because there may be fewer discrimination lawsuits<br />Race and Ethnicity:<br />Some common age/generational groups are labeled as follows:<br />1. Matures (born before 1946)<br />2. Baby-boomers (born 1946-1964)<br />3. Generation Xers (born 1965-1980)<br />4. Generation Yers (millenials/born 1981-2000)<br />Nature of Jobs & Work:<br />-Work: Effort dedicated toward accomplishing results<br />-Work flow analysis: Study of the way work moves through an organization<br />-Job: Grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee<br />-Business process reengineering (BPR): Measures for improving such activities as product development, customer service, and service delivery<br />Job Design:<br />-Job design receives attention for three major reasons:<br />1. Performance<br />2. Satisfaction<br />3. Physical and mental health<br />-Job design: Organizing tasks, duties, responsibilities, and other elements into a productive unit of work<br />-Types of workers in one firm may include:<br />1. Full-time employees<br />2. Part-time employees<br />3. Independent contractors<br />4. Temporary workers<br />5. Contingent workers<br />– Contingent worker: Someone who is not an employee, but a temporary or part-time worker for a specific period of time and type of work<br />-Person-job fit: Matching characteristics of people with characteristics of jobs<br />Common Approaches to Job Design:<br />-Job Enlargement: Broadening the scope of a job by expanding the number of different tasks to be performed<br />-Job Enrichment: Increasing the depth of a job by adding responsibility for planning, organizing, controlling, or evaluating the job<br />-Job rotation: Process of shifting a person from job to job<br />-Job sharing: Scheduling arrangement in which two employees perform the work of one full-time job<br />-Skill variety: Extent to which the work requires several different activities for successful completion<br />-Task Identity: Extent to which the job includes a “whole” identifiable unit of work that is carried out from start to finish and that results in a visible outcome<br />-Task Significance: Impact the job has on other people<br />-Autonomy: Extent of individual freedom and discretion in the work and its scheduling<br />-Feedback: The amount of information employees receive about how well or how poorly they have performed<br />Using Worker Teams in Jobs:<br />-Special-purpose team: Organizational team formed to address specific problems, improve work processes and enhance the overall quality of products and services<br />-Self-directed team: Organizational team composed of individuals who are assigned a cluster of tasks, duties, and responsibilities to be accomplished<br />-Virtual team: Organizational team composed of individuals who are separated geographically but linked by communications technology<br />Jobs and Work Scheduling:<br />-Telework: Employees work with technology via electronic, telecommunications and Internet means<br />Work Schedule Alternatives:<br />-Compressed workweek: A workweek in which a full week’s work is accomplished in fewer than five 8-hour days<br />-Flextime: Scheduling arrangement in which employees work a set number of hours a day but vary starting and ending times<br />Purposes of Job Analysis:<br />-Job analysis: Systematic way of gathering and analyzing information about the content, context and human requirements of jobs<br />-Information coming from job analyses that can be helpful in making the distinction among jobs includes the following:<br />– Work activities and behaviors<br />-Interactions with others<br />-Performance standards<br />-Financial and budgeting impact<br />-Machines and equipment used<br />-Working conditions<br />-Supervision given and received<br />-Knowledge, skills, and abilities needed<br />-Task: Distinct, identifiable work activity composed of motions<br />-Duty: Work segment composed of several tasks that are performed by an individual<br />Competency-Based Job Analysis:<br />-Responsibilities: Obligations to perform certain tasks and duties<br />-Competencies: Individual capabilities that can be linked to enhanced performance by individuals or teams<br />-Stages in the Job Analysis Process:<br />-Planning the Job Analysis<br />-Preparing for and Introducing job Analysis<br />-Conducting the Job Analysis<br />-Developing Job Descriptions and Job Specifications<br />-Maintaining and Updating Job Descriptions and Job Specifications<br />Behavioral and Legal Aspects of Job Analysis:<br />-The three major considerations used in determining essential functions and marginal functions are as followed:<br />1. Percentage of time spent on tasks<br />2. Frequency of tasks done</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Critical Thinking Activities:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 1: Describe how diversity of workers has been impacting organizations, including organizations for which you have worked recently.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />Diversity of workers has been impacting organizations by making it a broader employee base and generating more income for companies in the form of broader sales and greater productivity. Diversity affects the organization where I work by making it a more dissimilar environment where we can all learn from each other.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 2: For many individuals, the nature of work and jobs is changing. Describe these changes, some reasons for them, and how they are affecting both HR management and individuals.<br />Answer:<br />The nature of work and jobs are changing because of technology, there are more flexible hours, and people are also working from home. This in turn is affecting the communication of HR management and individuals.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 3: Explain how you would conduct a job analysis in company that has never had job descriptions. Utilize the O Net as a resource for your information.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />I would conduct a job analysis in a company that has never had job descriptions by gathering information from the employers about their expectations of an employee. I would also I would also examine data, people and things. I would also identify what currently is being performed in the job and what should be getting done.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 4: You need to convince upper management of the usefulness of a companywide diversity program. How will you define diversity, and what arguments can be made for so defining it? Use the website <a href="http://www.diversityinc.com/" rel="nofollow" style="border-bottom-color: rgba(0, 0, 0, 0.2); border-bottom-style: solid; border-image: initial; border-left-color: initial; border-left-style: initial; border-right-color: initial; border-right-style: initial; border-top-color: initial; border-top-style: initial; border-width: 0px 0px 1px; color: black; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; transition: all 0.2s ease-out; vertical-align: baseline;">http://www.diversityinc.com</a> and other sources to gather the necessary information.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />Diversity can be defined as the differences in human characteristics and composition in an organization. One can argue this definition because diversity is when people from different cultures, races, backgrounds, and ethnicities come together to work. Upper management should be aware of the usefulness of diversity because it allows new talents and ideas from employees of different backgrounds, which can enhance organizational performance. Diversity allows for an increase of market share because customers can be attracted to purchase products and services with varied demographic marketing activities, and it can lead to lower costs because there may be fewer discrimination lawsuits. Nevertheless diversity helps recruiting and retention because protected-class individuals often prefer to work in organizations with coworkers of various demographics.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><br />Case Study:</strong><br />Question 1: Discuss how a ROWE-type program would fit in organizations where you have worked. Explain why it would or would not work.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />ROWE-type program would both work and not work in organizations where I have worked. The ROWE-type program would not fit into the job where I am currently working at because I am a waitress. I have most certainly have to work during the hours of the restaurant because they are only open at a specific time, and always have to make sure of customer satisfaction when I am at work. However, management at my work could benefit from a ROWE-type program because they put in a strenuous amount of hours and if they focused more on employee performance meeting expectations and not just being a work I believe they would be more successful and happy.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 2: Identify factors in the ROWE program that might make using it for retail employees more difficult than using it for managers and employees in corporate offices, technical centers, and nonretail jobs and locations.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />Managers and employees in corporate offices, technical centers and nonretail jobs and locations would have a less difficult time using the ROWE program rather than retail employees because they do not have to be at work to get their job done. They can focus more on how employees are performing and meeting expectations rather than being at work majority of the time. It is more significant for retail employees to meet clock hours, whereas managers and employees in more corporate offices can focus on getting their work done.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
2/6/14<br /><strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter Five: Human Resources Management & Staffing</strong></div>
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"></strong><div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"></strong><br /><strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Class Notes:</strong><br />-Overview and Definition: HRM is the management of various activities that are designed to enhance the effectiveness of the manpower in an organization in the achievement of organizational goals.<br />-Human Resource Management (HRM) may be defined as the function of planning for human resource needs and recruitment, selection, development and compensation.<br />-Workforce planning is a continual process used to align the needs and priorities of the organization with those of its workforce to ensure it can meet its legislative, regulatory, service and production requirements and organizational objectives.<br />-Workforce planning is the business process for ensuring that an organization has suitable access to talent to ensure future business success. Access to talent includes considering all potential resources.<br />-Strategic Workforce Planning is the framework applied for Workforce planning and development..<br />-Operational Workforce planning is the initially processed based and focused on building understanding and capabilities in workforce planning, supported by simple tools.<br />-Human Resource Management Process: Staffing, Recruitment, Selection, Training, Developing, Performance Appraisal and Compensation.<br />-Human Resource Planning is the process of determining the future human resource needs relative to an organizations strategic plan and devising the steps necessary to meet those needs.<br />Parts of HRM: Forecasting Manpower demand, Forecasting manpower supply, & Human resource actions<br />-Resources Supply Forecasting:<br />1. Current Inventory<br />2. Productivity Levels<br />3. Turnover Rate<br />4. Absenteeism Rate<br />5. Movement among Jobs Rate<br />-Human Resource Actions: Hiring, Training, Career Management, Productivity Program, Reduction in Force<br />-Disadvantages of Manager Inventory Chart:<br />1. Doesn’t show which positions someone should be promoted to<br />2. Data insufficient for Fair Assessment of an Individual<br />3. Updating chart time consuming and requires a lot of effort<br />4. Top level Managers fear losing to competent subordinates to other organizational units<br />-Implementation : Determining your project & it is goal oriented</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter Outline:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Organizational Size and HR Planning:<br />-Human resource planning: Process of analyzing and identifying the need for and availability of human resources so that the organization can meets its objectives.<br />HR Planning Process:<br />1. Review Organizational HR Strategic Plans<br />2. Asses External and Internal Workforce<br />3. Compile HR Planning Forecasts<br />4. Develop HR Staffing Plans and Actions<br />Changing Workforce Consideration:<br />-When scanning the potential and future work-force, it is important to consider a number of variables including:<br />1. Aging of the workforce<br />2. Growing diversity of Workers<br />3. Female workers and work-life balancing concerns<br />4. Availability of contingent<br />Current and Future Jobs Audit:<br />-The following questions may be some key ones addressed during the internal assessment:<br />1. What jobs exist now and how essential are they?<br />2. How many individuals are performing each job?<br />3. What are the reporting relationships of jobs?<br />4. What are the vital KSAs needed in the jobs?<br />5. What jobs will be needed to implement future organizational strategies?<br />6. What are the characteristics of those anticipated jobs?<br />-Forecasting: Using information from the past and the present to identify expected future conditions<br />-Psychological Contract: The unwritten expectations employees and employers have about the nature of their work relationship<br />Individual Motivation and Management Implications:<br />-Motivation: The desire within a person causing that person to act<br />-Performance=Ability X Effort X Support<br />Nature of Satisfaction:<br />-Job Satisfaction: A positive emotional state resulting from evaluating ones job experience<br />-Attitude Survey: A survey that focuses on employee’s feelings and beliefs about their jobs and the organization<br />-Organizational commitment: The degree to which employees believe in and accept organizational goals and desire to remain with the organization<br />-Turnover: The process in which employees leave an organization and have to be replaced<br />Types of Employee Turnover:<br />-Uncontrollable Turnover: Employees leave for reasons outside the control of the employer<br />-Controllable Turnover: Employees leave for reasons that could be influenced by the employer<br />-Churn: Hiring new workers while laying off others<br />-Detailing Turnover Costing:<br />1. Separation Costs<br />2. Vacancy Costs<br />3. Replacement Costs<br />4. Training Costs<br />5. Hidden/ Indirect Costs<br />-Exit interview: An interview in which individuals who are leaving an organization are asked to give their reasons</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Critical Thinking Activities:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 1: Discuss the major components of HR planning and forecasting efforts.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />The major components of HR planning are reviewing organizational HR strategic plans, accessing external and internal workforce (external conditions and influences, and internal workforce capabilities) , compile HR planning forecast (demands for human resources, and supply of human resources), and developing HR staffing plans and actions such as selection process and actions and recruiting sources and means. Forecasting is using information from the past and the present to identify expected future conditions.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 2: Describe your expectations for a job. How well does your employer meet the expectations you bring to the psychological contract?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />Some of the expectations that I require for my job is that I am paid an expected wage, I have benefits such as health insurance and career progression over a given period of time. Currently I am a waitress and a full time student. My job does not meet my expectations that I wish to have in the future after I graduate, however I am thankful for my current job.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 3: If you became the new manager at a restaurant with high employee turnover, what actions would you take to increase retention of employees?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />If I became the manager of a place with high employee turnover, I would increase retention of employees by rewarding employees for performance and with benefits, have a relationship with my employees, and give them proper career training and development.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 4: As the HR manager, you must provide the senior management team with turnover costs for the following high-turnover position. Use websites such as<a href="http://www.talentkeepers.com/" rel="nofollow" style="border-bottom-color: rgba(0, 0, 0, 0.2); border-bottom-style: solid; border-image: initial; border-left-color: initial; border-left-style: initial; border-right-color: initial; border-right-style: initial; border-top-color: initial; border-top-style: initial; border-width: 0px 0px 1px; color: black; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; transition: all 0.2s ease-out; vertical-align: baseline;">http://www.talentkeepers.com</a> and<a href="http://www.keepemployees.com/" rel="nofollow" style="border-bottom-color: rgba(0, 0, 0, 0.2); border-bottom-style: solid; border-image: initial; border-left-color: initial; border-left-style: initial; border-right-color: initial; border-right-style: initial; border-top-color: initial; border-top-style: initial; border-width: 0px 0px 1px; color: black; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; transition: all 0.2s ease-out; vertical-align: baseline;">http://www.keepemployees.com</a> to calculate turnover and analyze the variables involved. Also identify any other data that might be relevant and then discuss how you would reduce the turnover.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />To reduce turnover costs one must decide how the organization is going to record departures and what calculations are necessary to maintain and benchmark the turnover rates. For example, if a job pays $20,000 and benefits cost 40% , then the total annual cost for one employee is $28,000. Other areas to be included in calculating turnover costs would be replacement costs, vacancy costs, separation costs, training costs, and hidden/indirect costs. If one wants to reduce turnover, they must increase work relationships, organizational and management factors, job and work-life, and create rewards and compensation for employees!</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Case Study:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 1: Identify how some Accenture-type efforts have and have not occurred in your current and previous workplaces. Also, discuss why focusing on employee retention pays off for Accenture clients, and not just for Accenture itself.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />Some of Accenture type efforts have occurred in my previous and current workplaces because all of the jobs I have had have HR services, and leadership training and development. For example, I am currently a trainer at my job as a waitress, and I would not have got this position without leadership training and development. Focusing on employee retention pays off for Accenture clients because they have 60,000 employees and more than 170,000 employees.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 2: Go to the Accenture website, <a href="http://www.accenture.com/" rel="nofollow" style="border-bottom-color: rgba(0, 0, 0, 0.2); border-bottom-style: solid; border-image: initial; border-left-color: initial; border-left-style: initial; border-right-color: initial; border-right-style: initial; border-top-color: initial; border-top-style: initial; border-width: 0px 0px 1px; color: black; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; transition: all 0.2s ease-out; vertical-align: baseline;">http://www.accenture.com</a>, to research and gather job-and career related information that might need to be adapted by other employers. As part of this research, examine how Accenture markets itself to current and potential employees.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />Some of the research and information I have required through the Accenture website that might need to be adapted by other employers is that they are “Drawing on the extensive experience of our management consultants around the world, we help clients identify and deliver value with pace, certainty and strategic agility.” They also use “Accenture Technology to provide a broad, deep spectrum of technology services to help organizations translate their strategic business agendas into IT initiatives and solutions that measurably improve performance.” Accenture markets itself to current and potential employees by using mission statements about the company on their webpage to attract those to their company.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
2/6/14</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter Six: Recruiting and Labor Markets</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Class Notes:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
-Staffing: is defined as filling and keeping filled positions in the organization<br />-Take into account internal factors of the firm such as Personnel Policies, Climate in Organization, Appraisal System<br />-For example with changes in technology need for hiring workers who can work with high technology demands<br />-Advantages of Internal Recruitments:<br />1. Familiarity with the candidate<br />2. Available information and observation by superiors<br />3. Selection and socialization of job incumbents involves less time and money<br />4. Enhances employee morale by offering opportunities for upward mobility<br />5. Prevents high-quality employees from leaving the organization<br />-Disadvantages of Internal Recruitment:<br />1. Lack of new ideas<br />2. Need for expensive training program<br />3. Can breed nepotism and political maneuvers<br />4. Leads to “ Ripple Effect”<br />5. May leave unsuccessful contenders disgruntled<br />-External Recruitment Disadvantages:<br />1. Influx of new ideas<br />2. Candidates who are recruited from competitors provide valuable information about competitor’s moves and strategies<br />3. Facilitates recruitment of candidates with diverse skills, expertise and vast experience<br />-External Recruitment: Advertising, Educational Institutions, Employment Agencies, Voluntary Applicants, Referrals by current employees<br />-Job Analysis:<br />1. Analyzing the environment in which employees work<br />2. Determining duties and responsibilities to be discharged<br />3. Observing and recording the various tasks of the jobs as they are actually performed<br />-Functional Job Analysis:<br />1. The data, people and jobs pertaining to individuals job.<br />2. Methods and techniques that the individual uses on the job<br />3. Tools and equipment used by the worker<br />4. Products and services produced by the worker<br />-First three dimensions-Input and job activities<br />-Fourth Dimension: Output and job performance<br />-Selection Process: Preliminary screening, application blank, selection test, comprehensive tests, reference check, physical examination, making the selection<br />-Socialization: Process of adaptation by new employee</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter Outline:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
-Recruiting: Process of generating a pool of qualified applicants for organizational jobs<br />-Recruiters require an employer to:<br />1. Know the industry and where to successfully recruit qualified employees.<br />2. Identify keys to success in the labor market<br />3. Cultivate Relationships with sources of prospect employees<br />4. Promote the “Company Brand”<br />-Labor Markets: External supply pool from which employers attract employees<br />-Labor Force population: All individuals who are available for selection if all possible recruitment strategies are used<br />-Applicant population: A subset of the labor force population that is available for selection using a particular recruiting approach<br />-Applicant pool: All persons who are actually evaluated for selection<br />Recruiting Diversity:<br />-Nontraditional diverse recruits for certain jobs may include:<br />1. Persons with different racial/ethnic backrounds<br />2. Older workers over 40 years of age<br />3. Single parents<br />4. Workers with disabilities<br />5. Welfare-to-work workers<br />6. Homeless/Substance abuse workers<br />Internet Recruiters :<br />-The growth in Internet use is a key reason that the following employer actions occur:<br />1. Adjusting general employer recruiting systems to use new approaches<br />2. Identifying new types of recruiting for specific jobs<br />3. Training managers and HR professionals on technical recruiting sources, skills and responsibilities<br />-Job postings: System in which the employer provides notices of job openings and employees respond by applying for specific openings<br />-Yield Ratio: Comparison of the number of applicants at one stage of recruiting process with the number at the next stage<br />-Selection Rate: Percentage hired from a given group of candidates<br />-Acceptance Rate: Percentage of applicants hired divided by total number of applicants offered jobs<br />-Some common activities that are reviewed during evaluation are:<br />-Resume mining<br />-Applicant Tracking<br />-Employee Career Website<br />-Internal Mobility<br />-Realistic Job Previews<br />-Responsive Recruitment</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><br />Critical Thinking Activities:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 1: What labor markets should be considered when recruiting to fill an opening for a sales representative for a pharmaceutical manufacturer?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />The labor markets that should be considered when recruiting to fill an opening for a sales representative for a pharmaceutical manufacturer are educational and technical labor markets.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 2: Discuss ways a regional bank could use the internet effectively to recruit loan officer professionals.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />A regional bank could use the internet to effectively recruit loan officer professionals by using internet job boards such as Monster and Hotjobs. Also, they could use professional/career websites and employer websites to find candidates.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 3: Describe how a local firm might be able to utilize college/university interns to generate future applicants for jobs planned within the next one to years.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />A local firm might be able to utilize college interns to generate future applicants for jobs planned because they will know the interns by already previously working with them, and will know if they would make good candidates for the opening positions.<br />Question 4: Assume you are going to look for a current job of interest to you. Utilize a broad websites such as<a href="http://www.job.com/" rel="nofollow" style="border-bottom-color: rgba(0, 0, 0, 0.2); border-bottom-style: solid; border-image: initial; border-left-color: initial; border-left-style: initial; border-right-color: initial; border-right-style: initial; border-top-color: initial; border-top-style: initial; border-width: 0px 0px 1px; color: black; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; transition: all 0.2s ease-out; vertical-align: baseline;">http://www.Job.com</a>, Yahoo! Hotjobs, Monster, Taleo and others to learn about job possibilities for yourself.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />I am a business management major; therefore I am looking for a job in the corporate world. I have found summer internships at P & G in the administrative branch that I am interested in. This is valuable to me because I would hope to get the internship and then later a position at this company. Another job I found that I would be interested in that I found on <a class="skimlinks-unlinked" data-skim-creative="500005" data-skimwords-word="Monster.com" href="https://monster.com/" style="border-bottom-color: rgba(0, 0, 0, 0.2); border-bottom-style: solid; border-image: initial; border-left-color: initial; border-left-style: initial; border-right-color: initial; border-right-style: initial; border-top-color: initial; border-top-style: initial; border-width: 0px 0px 1px; color: black; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; transition: all 0.2s ease-out; vertical-align: baseline;" title="">Monster.com</a> is a product manager in San Francisco, California.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Case Study:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 1: Describe how employing a large number of new workers require strategic recruiting planning and operational efforts, and discuss what aspects might be different in smaller firms</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />Recruiting a large number of new workers requires strategic recruiting planning and operational efforts and Kia gives a strong example of these efforts. Kia was able to hire 500 employees within six months, and later on 1,200 more employees were added. They did this by using technology to have people apply only online, where they made an efficient selection process. They also sorted these employees into electronic buckets and divided them by their work and educational experiences. Aspects might be different in smaller firms because they might not be able to hire so many people in such a short time period. They also might not have enough employees to do the research of the applicants that are applying for the company.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 2: Discuss how utilizing the Internet, like Kia did and other employers do, is changing how recruiting efforts are occurring for a variety of jobs in employers of different sizes.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />Utilizing the internet, like Kia did and other employees do is changing how recruiting efforts are occurring because companies are able to become more efficient and sort employees applications electronically, instead of paperwork which will take much more time.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
2/20/14</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter Seven: Selecting Human Resources</strong></div>
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"></strong><div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Class Notes:</strong>Placement:<br />-Person-job fit: Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilities-TDRS).<br />-Benefits of person-job fit<br />-Higher employee performance<br />-Lower turnover and absenteeism<br />-Person-organization Fit: The congruence between individuals and organizational factors<br />-Criteria, Predictors and Job Performance<br />-A characteristic that a person must have to do a job successfully<br />-Predictors: The measurable or visible indicators of a selection criterion<br />-Validity: The correlation between a predictor and job performance<br />-Reliability: The extent to which a predictor repeatedly produces the same results over time<br />-Elements of job Performance:<br />1. Quantity of work<br />2. Quality of Work<br />3. Compatibility at Work<br />4. Length of Service<br />5. Flexibility<br />-Multiple Hurdles: Establishing a minimum cutoff for each predictor and requiring that each applicant must score at least the minimum on each predictor to be considered for hiring<br />-Compensatory Approach: Scores on all predictors are added together allowing a higher score on one predictor to offset a lower score on another predictor<br />-The Selection Process: Legal concerns in the Selection Process: Equal employment opportunity laws and regulations<br />-Non-discriminatory job-related selection practices ‘<br />-Who is an applicant?<br />-This employee must have taken steps to fill a particular job.<br />– The individual must follow the application procedure.<br />-Recruitment: The process of attracting, screening, and on-boarding a qualified person to a specific job<br />-The stages of the recruitment process include: Job analysis and developing same person specification, the sourcing of networking, advertising and other search methods, matching candidates to job requirements and screening individuals using testing.<br />-The recruitment process also includes the making and finalizing of job offers and the induction and on-boarding of new employees.<br />-Depending on the size and the culture of the organization, recruitment may be under taken in-house by managers, human resource generalists and specialists.<br />-Applicant Job Interest: Realistic Job Preview: The process through which a job applicant receives an accurate picture of the organizational realities of the job.<br />– On average 250 resumes are received for each corporate job offering, First resume is sent in within 200 seconds after it is posted, and 427,00 other resumes are posted on Monster alone each and every week<br />-The Hiring Funnel:<br />– 1,000 individuals see a job post<br />-1-3 individuals will be back for a final interview<br />-25 resumes will be seen by the hiring manager<br />-Keywords portray the candidate as a highly qualified applicant for the job:<br />1. Match your application with the skills required by the employer<br />2. Show the hiring manager how and why you are highly qualified for the job<br />-Keyword Example: – Increased – Reduced –Upgraded –Recognized –Chosen –Credited<br />EX) “ I reduced turnover among the first year”.<br />-Applications: Purposes of Applications:<br />1. Record of applicant’s interest in job<br />2. Provides a profile of the applicant<br />3. Basic record for applicants who are hired<br />4. Research effectiveness of the selection process<br />-Employment-at-will: Indicates the right of the employer to terminate the employment relationship at any time with or without notice or cause<br />-Reference Contacts: Obtains applicants permission to contact references<br />-Employment Testing: Notifies applicants of required drug tests, physical exams and other tests.<br />-Application Time Limits: Indicates how long the application will remain active<br />-Biographical Testing: Use a paper and pencil, they are demonstrated to produce valid outcomes, and they do not require skill administrators.<br />-The most popular testing is the simple Interview: This provides a measure of skill, and this can reduce the costs of testing.<br />-Applications should not contain illegal questions concerning:<br />-marital status<br />-Height/ weight<br />-Number and ages of dependents<br />-Information on spouse<br />-Date of High school graduation<br />-Contact in case of emergency<br />-Controversial and Questionable Tests:<br />-Graphology: (Handwriting analysis) Analysis of the characteristics of an individual’s writing that purports to reveal personality traits and suitability for employment<br />-Psychics: Persons who are supposedly able to determine a personals intellectual and emotional suitability for employment<br />-Legal Concerns and Selection Testing: Job-relatedness of selection tests, Compliance with EEOC and ADA laws and regulations<br />-Proper use of tests in selection: Use for additional information, not disqualification<br />-Reliability and Validity of Interviews:<br />-Intra-rater reliability: interviewers who are consistent in their ability to select individuals.<br />-Nondirective Interview: Applicants are queried using question that are developed from the answers to previous questions.<br />-Stress Interviews: An interview designed to create anxiety and put pressure on a applicant to see how the person responds.<br />-Competency Question Example: Describe a time when members of your team did not get along, how did you handle the situation?<br />-Problems in an Interview: Snap judgments, Negative Emphasis, Halo Effect, Biases and stereotyping<br />-Types of Global Employees: Expatriate, Host-Country National , Third Country National</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Chapter Outline:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Selection and Placement: Selection: The process of choosing individuals with the correct qualifications needed to fill jobs in an organization.<br />-Placement: Fitting a person to the right job.<br />-Person/job fit: Matching the KSAs of individuals with the characteristics of jobs<br />Selection, Criteria, Predictors, and Job Performance:<br />-Person/organization fit: The congruence between individuals and organizational factors.<br />-Selection criterion: Characteristic that a person must possess to successfully perform work.<br />-Predictors of selection criteria: Measurable or visible indicators of selection criteria<br />Validity:<br />:<br />-Correlation coefficient: Index number that gives the relationship between a predictor variable and a criterion variable<br />-Concurrent validity: Measured when an employer tests current employees and correlates the scores with their performance ratings.<br />-Predictive validity: Measured when test results of applicants are compared with subsequent job performance.<br />Pre-employment Screening<br />-Realistic Job Preview: Process through which a job applicant receives an accurate picture of a job.<br />Application Forms:<br />Application disclosures:<br />1. Employment-at-will<br />2. Reference Contacts<br />3. Employment Testing<br />4. Application time Limit<br />5. Information Falsification<br />Ability Tests:<br />-Cognitive ability tests: Tests that measure an individual’s thinking, memory, reasoning, verbal and mathematical abilities.<br />-Physical ability tests: Tests that measure an individual’s abilities such as strength, endurance, and muscular movement<br />-Psychomotor Tests: Tests that measure dexterity, hand eye coordination, arm-hand steadiness, and other factors<br />-Work Sample Tests: Tests that require an applicant to perform a simulated task that is specified part of a target job.<br />-Situational judgment Tests: Tests that measure a person’s judgment in work settings.<br />-Structured Interview: Interview that uses a set of standardized questions asked of all applicants<br />-Behavioral Interview: Interview in which applicants give specific examples of how they have performed a certain task or handled a problem in the past<br />-Situational Interview: Structured interview that contains questions about how applicants might handle a specific job situations<br />-Nondirective interview: Interview that uses questions developed from the answers to pervious questions<br />Effective Interviewing:<br />-Stress Interview: Interview designed to create anxiety and put pressure on applicants to see how they respond<br />-Panel interview: Interview in which several interviewers meet with the candidate at the same time<br />-Team interview: Interview in which applicants are interviewed by the team members with whom they will work<br />-Legal Constraints on Background Investigations:<br />-Negligent hiring: Occurs when an employer fails to check an employees background and the employee injuries someone on the job.<br />-Negligent Retention: Occurs when an employer becomes aware that an employee may be unfit for work but continues to employ the person</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Critical Thinking Activities:</strong></div>
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"></strong><div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"></strong><br />Question 1: Develop a set of soft skills necessary for a college professor’s job.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />Some of the skills necessary for a college professor’s job are speaking, doing presentations, instructing, critical thinking skills, active listening and reading comprehension.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 2: Put together a structured interview for hiring assistant managers at a large retail store.<br />Answer:<br />For a structured interview I would ask my candidates to tell me about themselves, what brings them here today, why are they interested in working in the company, how do they handle stressful situations. I would also ask them more questions such as, what separates you from other candidates, what type of work environment best fits you, and what are your past work experiences.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 3: How would you do a complete background investigation on applicants to minimize concerns about negligent hiring?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />I would complete a background investigation to minimize negligent hiring because this will save me money and time because if I were to find out something bad about a new employee, I would have to start over again. I would go about doing this by running a background check.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 4: Your Accounting Manager has decided that a behavioral interview to select accountants will solve many hiring problems. What can you tell the manager about this type of interview and whether it is likely to be effective?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />I could tell the manager that a behavioral interview is an interview in which applicants give specific examples of how they have performed in a certain task or handled a problem in the past. These interviews are better at identifying achievement at work, and can help hiring managers predict how these employees will behave in future situations.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
<strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Case Study:</strong></div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 1: Discuss what a manager should do in each of the two Michigan cases?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />I personally believe that a manager should take action in the second case in Michigan. I do not think that the man who had served 10 years for child pornography should not be allowed to work with children. However, I think the man who attacked the women on the jogging path should keep his job because it is not as serious as an offense as the other man. He is also considered an excellent employee.</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Question 2: What circumstances might lead you to make different decisions in different cases under Megan’s Law?</div>
<div style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin-bottom: 34px; outline: 0px; padding: 0px; vertical-align: baseline;">
Answer:<br />If I was a manager I would be extremely opposed to hiring any type of sex offender. I also believe that everyone should be able to search the backgrounds of those who are being employed. I also think that Megan’s Law is a good tool to keep children and families safe.</div>
<div class="sharedaddy sd-like-enabled sd-sharing-enabled" id="jp-post-flair" style="border: 0px; clear: both; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px 0px 34px; outline: 0px; padding: 0.5em 0px 0px; vertical-align: baseline;">
Courtesy of TIFFANY GUMZ<div class="sharedaddy sd-sharing-enabled" style="border: 0px; clear: both; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">
<div class="robots-nocontent sd-block sd-social sd-social-icon-text sd-sharing" style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">
<div class="sd-content" style="border: 0px; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">
</div>
</div>
</div>
</div>
</div>
</div>
</article></div>
</div>
</div>
</div>
Misty103http://www.blogger.com/profile/02489305392094931002noreply@blogger.com0tag:blogger.com,1999:blog-7060798534833881907.post-9874674629782351912016-09-18T09:56:00.004-07:002016-09-18T09:56:52.019-07:00Case Study: Recruiting at Kia As economic conditions became more demanding<br />
for some employers, other firms continued<br />
to recruit people for jobs. One firm, Kia Motors<br />
America, added a large number of jobs at one<br />
of its newer facilities. As a subsidiary of a South<br />
Korean corporation, Kia Motors America added<br />
tons of equipment at its West Point, Georgia,<br />
plant, so that ultimately about 300,000 vehicles<br />
would be produced annually.<br />
As the firm sought recruits to fill its Georgia<br />
plant workforce, more than 40,000 individuals<br />
applied for the jobs, the bulk of which were<br />
production and maintenance positions. However,<br />
the need for people in a variety of other occupations,<br />
including air-conditioning service people,<br />
cafeteria workers, and medical staff, added to the<br />
depth and scope of Kia’s recruiting. A limited time<br />
frame for applications was set by Kia as part of its<br />
recruitment planning.<br />
In the recruiting process, a variety of regional<br />
and area sources were contacted as part of the Kia<br />
broad publicity and inclusive efforts in the area.<br />
Randy Jackson, HR Director, spent a month visiting<br />
colleges and churches, appearing on radio and<br />
television shows, and using other means to market<br />
Kia’s recruiting and employment efforts. All of<br />
these activities were done to inform applicants<br />
about the numerous jobs at Kia and the month long<br />
time frame for application.<br />
To make its recruiting system effective in<br />
screening the large number of applicants, Kia<br />
established an online-only application process on<br />
a special website. As part of its recruiting efforts,<br />
Kia and a Georgia Department of Labor agency<br />
worked together. One of the agency activities was<br />
to make computers available at a local technical<br />
college, libraries, and other locations for those<br />
persons without home-based Internet. Having<br />
the online system allowed Kia’s HR staff to move<br />
quickly to identify those applicants who matched<br />
available jobs. The use of this system by HR<br />
recruiters and managers doing the hiring made the<br />
selection process more efficient.<br />
To aid in the selection of employees, recruiting<br />
software was used to sort applicants into<br />
electronic “buckets,” divided by work experiences<br />
and education. Then an eight-step process was<br />
established to let applicants obtain a realistic<br />
job preview of working at Kia. These recruiting<br />
actions resulted in the hiring of more than 500<br />
new employees within six months. During the<br />
rest of the year, an additional 1,200 workers were<br />
hired, primarily for the second shift, and more<br />
were hired later.<br />
Although smaller employers might not use<br />
such an extensive recruiting process, the Kia process<br />
illustrates the kinds of recruiting planning,<br />
activities, Internet linkages, and other means that<br />
can be used by both large and small employers<br />
doing recruiting. The long-term success of Kia’s<br />
efforts to staff its Georgia operation demonstrates<br />
ways in which HR can use both time- and cost effective<br />
recruiting to hire qualified individuals.66<br />
QU E S T I O N S<br />
1. Describe how employing a large number of new<br />
workers requires strategic recruiting planning<br />
and operational efforts, and discuss what<br />
aspects might be different in smaller firms.<br />
2. Discuss how utilizing the Internet, like Kia<br />
did and other employers do, is changing how<br />
recruiting efforts are occurring for a variety of<br />
jobs in employers of different sizes.<br />
Recruiting at Kia<br />
<br />
<br />
Question 1: Describe how employing a large number of new workers require strategic recruiting planning and operational efforts, and discuss what aspects might be different in smaller firms<br />
<br />
Answer:<br />
Recruiting a large number of new workers requires strategic recruiting planning and operational efforts and Kia gives a strong example of these efforts. Kia was able to hire 500 employees within six months, and later on 1,200 more employees were added. They did this by using technology to have people apply only online, where they made an efficient selection process. They also sorted these employees into electronic buckets and divided them by their work and educational experiences. Aspects might be different in smaller firms because they might not be able to hire so many people in such a short time period. They also might not have enough employees to do the research of the applicants that are applying for the company.<br />
<br />
Question 2: Discuss how utilizing the Internet, like Kia did and other employers do, is changing how recruiting efforts are occurring for a variety of jobs in employers of different sizes.<br />
<br />
Answer:<br />
Utilizing the internet, like Kia did and other employees do is changing how recruiting efforts are occurring because companies are able to become more efficient and sort employees applications electronically, instead of paperwork which will take much more time.Misty103http://www.blogger.com/profile/02489305392094931002noreply@blogger.com0tag:blogger.com,1999:blog-7060798534833881907.post-33338890368332108402016-05-01T09:44:00.004-07:002016-05-01T09:44:55.415-07:00The Art of Public Speaking 9,10,11 Quiz with Answers <div class="render-question-page-break gradedCorrect sb--part-question__header">
<div class="questionUnit">
<div class="questionWrap">
<div class="myAnswers">
<div class="question-stem-title">
<table border="0" cellpadding="0" cellspacing="0" style="width: 750px;"><tbody>
<tr><td width="100%">Research shows that a well-organized speech can increase the speaker's competence and trustworthiness in the minds of listeners.</td></tr>
</tbody></table>
</div>
<div class="mctfyn__choices">
<div class="mctfyn__choice">
<span class="icon-answer-indicator--checkmark"></span><label class="icon-radio checked"><input name="Q_13252703571540628" type="radio" value="1" /><span class="mctfyn__choice-txt">True</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703571540628" type="radio" value="2" /><span class="mctfyn__choice-txt">False</span></label></div>
</div>
<div class="feedback_block">
<table border="0" cellpadding="0" cellspacing="0" style="width: 750px;"><tbody>
<tr><td width="100%">Research shows that a well-organized speech can increase the speaker's competence and trustworthiness in the minds of listeners.</td></tr>
</tbody></table>
</div>
<div class="qi_container footer-container">
</div>
</div>
</div>
</div>
</div>
<div class="render-question-page-break gradedCorrect sb--part-question__header">
<!-- Question #5 --> <div class="questionUnit">
<div class="questionHeader">
<div class="questionNumberInfo">
5.</div>
<div class="questionScoreInfo" id="Q_13252703537259326_sinfo">
</div>
<div class="questionHeaderInfo">
</div>
</div>
<div class="questionWrap">
<div class="myAnswers">
<div class="question-stem-title">
It is important to know your main points before you begin researching your speech.</div>
<div class="mctfyn__choices">
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703537259326" type="radio" value="1" /><span class="mctfyn__choice-txt">True</span></label></div>
<div class="mctfyn__choice">
<span class="icon-answer-indicator--checkmark"></span><label class="icon-radio checked"><input name="Q_13252703537259326" type="radio" value="2" /><span class="mctfyn__choice-txt">False</span></label></div>
</div>
<div class="feedback_block">
Main points often emerge as you research the speech and evaluate your findings.</div>
<div class="qi_container footer-container">
</div>
</div>
</div>
</div>
</div>
<div class="render-question-page-break gradedCorrect sb--part-question__header">
<!-- Question #6 --> <div class="questionUnit">
<div class="questionHeader">
<div class="questionNumberInfo">
6.</div>
<div class="questionScoreInfo" id="Q_13252703538827832_sinfo">
</div>
<div class="questionHeaderInfo">
</div>
</div>
<div class="questionWrap">
<div class="myAnswers">
<div class="question-stem-title">
Most speeches should have six to ten main points.</div>
<div class="mctfyn__choices">
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703538827832" type="radio" value="1" /><span class="mctfyn__choice-txt">True</span></label></div>
<div class="mctfyn__choice">
<span class="icon-answer-indicator--checkmark"></span><label class="icon-radio checked"><input name="Q_13252703538827832" type="radio" value="2" /><span class="mctfyn__choice-txt">False</span></label></div>
</div>
<div class="feedback_block">
Speeches will usually contain two to five main points, and most will be limited to two or three points. If you have more than five main points, the<br /> audience will have trouble sorting them out.</div>
<div class="qi_container footer-container">
</div>
</div>
</div>
</div>
</div>
<div class="render-question-page-break gradedCorrect sb--part-question__header">
<!-- Question #7 --> <div class="questionUnit">
<div class="questionHeader">
<div class="questionNumberInfo">
7.</div>
<div class="questionScoreInfo" id="Q_13252703579355168_sinfo">
</div>
<div class="questionHeaderInfo">
</div>
</div>
<div class="questionWrap">
<div class="myAnswers">
<div class="question-stem-title">
A ____________ outline is a detailed outline developed during the planning stage of a speech.<br />
<span style="color: white;">rev: 09_12_2015_QC_CS-23738</span></div>
<div class="mctfyn__choices">
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703579355168" type="radio" value="0" /><span class="mctfyn__choice-txt">preliminary</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703579355168" type="radio" value="1" /><span class="mctfyn__choice-txt">introductory</span></label></div>
<div class="mctfyn__choice">
<span class="icon-answer-indicator--checkmark"></span><label class="icon-radio checked"> <input name="Q_13252703579355168" type="radio" value="2" /><span class="mctfyn__choice-txt">preparation</span></label></div>
</div>
<div class="feedback_block">
A preparation outline is a detailed outline developed during the planning stage of a speech.</div>
<div class="qi_container footer-container">
</div>
</div>
</div>
</div>
</div>
<div class="render-question-page-break gradedCorrect sb--part-question__header">
<!-- Question #8 --> <div class="questionUnit">
<div class="questionHeader">
<div class="questionNumberInfo">
8.</div>
<div class="questionScoreInfo" id="Q_13252703579355170_sinfo">
</div>
<div class="questionHeaderInfo">
</div>
</div>
<div class="questionWrap">
<div class="myAnswers">
<div class="question-stem-title">
A preparation outline should include</div>
<div class="mctfyn__choices">
<div class="mctfyn__choice">
<span class="icon-answer-indicator--checkmark"></span><label class="icon-radio checked"> <input name="Q_13252703579355170" type="radio" value="0" /><span class="mctfyn__choice-txt">a bibliography.</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703579355170" type="radio" value="1" /><span class="mctfyn__choice-txt">research notes.</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703579355170" type="radio" value="2" /><span class="mctfyn__choice-txt">delivery cues.</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703579355170" type="radio" value="3" /><span class="mctfyn__choice-txt">All answers are correct.</span></label></div>
</div>
<div class="feedback_block">
A preparation outline should include a bibliography, but not research notes or delivery cues.</div>
<div class="qi_container footer-container">
</div>
</div>
</div>
</div>
</div>
<div class="render-question-page-break gradedCorrect sb--part-question__header">
<!-- Question #9 --> <div class="questionUnit">
<div class="questionHeader">
<div class="questionNumberInfo">
9.</div>
<div class="questionScoreInfo" id="Q_13252703579197905_sinfo">
</div>
<div class="questionHeaderInfo">
</div>
</div>
<div class="questionWrap">
<div class="myAnswers">
<div class="question-stem-title">
A preparation outline should include</div>
<div class="mctfyn__choices">
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703579197905" type="radio" value="0" /><span class="mctfyn__choice-txt">a specific purpose statement.</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703579197905" type="radio" value="1" /><span class="mctfyn__choice-txt">a central idea.</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703579197905" type="radio" value="2" /><span class="mctfyn__choice-txt">connectives.</span></label></div>
<div class="mctfyn__choice">
<span class="icon-answer-indicator--checkmark"></span><label class="icon-radio checked"> <input name="Q_13252703579197905" type="radio" value="3" /><span class="mctfyn__choice-txt">All answers are correct.</span></label></div>
</div>
<div class="feedback_block">
A preparation outline should include a specific purpose statement, a central idea, and connectives.</div>
<div class="qi_container footer-container">
</div>
</div>
</div>
</div>
</div>
<div class="render-question-page-break gradedCorrect sb--part-question__header">
<!-- Question #10 --> <div class="questionUnit">
<div class="questionHeader">
<div class="questionNumberInfo">
10.</div>
<div class="questionScoreInfo" id="Q_13252703220315533_sinfo">
</div>
<div class="questionHeaderInfo">
</div>
</div>
<div class="questionWrap">
<div class="myAnswers">
<div class="question-stem-title">
<table border="0" cellpadding="0" cellspacing="0" style="width: 750px;"><tbody>
<tr><td width="100%">In a preparation outline, the most important ideas are placed farthest to the left and the less important ideas are placed<br /> progressively farther to the right.</td></tr>
</tbody></table>
</div>
<div class="mctfyn__choices">
<div class="mctfyn__choice">
<span class="icon-answer-indicator--checkmark"></span><label class="icon-radio checked"><input name="Q_13252703220315533" type="radio" value="1" /><span class="mctfyn__choice-txt">True</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703220315533" type="radio" value="2" /><span class="mctfyn__choice-txt">False</span></label></div>
</div>
<div class="feedback_block">
<table border="0" cellpadding="0" cellspacing="0" style="width: 750px;"><tbody>
<tr><td width="100%">In a preparation outline, the most important ideas are placed farthest to the left and the less important ideas are placed progressively farther to the right.</td></tr>
</tbody></table>
</div>
<div class="qi_container footer-container">
</div>
</div>
</div>
</div>
</div>
<div class="render-question-page-break gradedCorrect sb--part-question__header">
<!-- Question #11 --> <div class="questionUnit">
<div class="questionHeader">
<div class="questionNumberInfo">
11.</div>
<div class="questionScoreInfo" id="Q_13252703612112617_sinfo">
</div>
<div class="questionHeaderInfo">
</div>
</div>
<div class="questionWrap">
<div class="myAnswers">
<div class="question-stem-title">
In a preparation outline, you should state your main points in brief phrases.</div>
<div class="mctfyn__choices">
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703612112617" type="radio" value="1" /><span class="mctfyn__choice-txt">True</span></label></div>
<div class="mctfyn__choice">
<span class="icon-answer-indicator--checkmark"></span><label class="icon-radio checked"><input name="Q_13252703612112617" type="radio" value="2" /><span class="mctfyn__choice-txt">False</span></label></div>
</div>
<div class="feedback_block">
<table border="0" cellpadding="0" cellspacing="0" style="width: 750px;"><tbody>
<tr><td width="100%">In a preparation outline, you should state your main points in full sentences to ensure that you develop your ideas fully.</td></tr>
</tbody></table>
</div>
<div class="qi_container footer-container">
</div>
</div>
</div>
</div>
</div>
<div class="render-question-page-break gradedCorrect sb--part-question__header">
<!-- Question #12 --> <div class="questionUnit">
<div class="questionHeader">
<div class="questionNumberInfo">
12.</div>
<div class="questionScoreInfo" id="Q_13252703579197938_sinfo">
</div>
<div class="questionHeaderInfo">
</div>
</div>
<div class="questionWrap">
<div class="myAnswers">
<div class="question-stem-title">
<table border="0" cellpadding="0" cellspacing="0" style="width: 750px;"><tbody>
<tr><td width="100%">Even though a speaking outline should be kept as brief as possible, you should usually write out quotations in full.</td></tr>
</tbody></table>
</div>
<div class="mctfyn__choices">
<div class="mctfyn__choice">
<span class="icon-answer-indicator--checkmark"></span><label class="icon-radio checked"><input name="Q_13252703579197938" type="radio" value="1" /><span class="mctfyn__choice-txt">True</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703579197938" type="radio" value="2" /><span class="mctfyn__choice-txt">False</span></label></div>
</div>
<div class="feedback_block">
Unless you are good at memorizing quotations, you should write them out fully in your speaking outline.</div>
<div class="qi_container footer-container">
</div>
</div>
</div>
</div>
</div>
<div class="render-question-page-break gradedCorrect sb--part-question__header">
<!-- Question #13 --> <div class="questionUnit">
<div class="questionHeader">
<div class="questionNumberInfo">
13.</div>
<div class="questionScoreInfo" id="Q_13252703610375135_sinfo">
</div>
<div class="questionHeaderInfo">
</div>
</div>
<div class="questionWrap">
<div class="myAnswers">
<div class="question-stem-title">
<table border="0" cellpadding="0" cellspacing="0" style="width: 750px;"><tbody>
<tr><td width="100%">In a speaking outline, words such as "pause," "faster here," and "slow down" are ____________ that help a speaker remember how she or he wants to present key parts of the speech.</td></tr>
</tbody></table>
</div>
<div class="mctfyn__choices">
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703610375135" type="radio" value="0" /><span class="mctfyn__choice-txt">speech tags</span></label></div>
<div class="mctfyn__choice">
<span class="icon-answer-indicator--checkmark"></span><label class="icon-radio checked"> <input name="Q_13252703610375135" type="radio" value="1" /><span class="mctfyn__choice-txt">delivery cues</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703610375135" type="radio" value="2" /><span class="mctfyn__choice-txt">stage directions</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703610375135" type="radio" value="3" /><span class="mctfyn__choice-txt">oral guides</span></label></div>
</div>
<div class="feedback_block">
<table border="0" cellpadding="0" cellspacing="0" style="width: 750px;"><tbody>
<tr><td width="100%">These words are all examples of delivery cues that help a speaker remember how she or he wants to present key parts of the speech.</td></tr>
</tbody></table>
</div>
<div class="qi_container footer-container">
</div>
</div>
</div>
</div>
</div>
<div class="render-question-page-break gradedCorrect sb--part-question__header">
<!-- Question #14 --> <div class="questionUnit">
<div class="questionHeader">
<div class="questionNumberInfo">
14.</div>
<div class="questionScoreInfo" id="Q_13252703593123491_sinfo">
</div>
<div class="questionHeaderInfo">
</div>
</div>
<div class="questionWrap">
<div class="myAnswers">
<div class="question-stem-title">
<table border="0" cellpadding="0" cellspacing="0" style="width: 750px;"><tbody>
<tr><td width="100%">Below are a main point and three subpoints from a preparation outline about body piercing. Which is the main point?</td></tr>
</tbody></table>
</div>
<div class="mctfyn__choices">
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703593123491" type="radio" value="0" /><span class="mctfyn__choice-txt">A pierced tongue can result in loss of taste.</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703593123491" type="radio" value="1" /><span class="mctfyn__choice-txt">A pierced tongue can result in an infection.</span></label></div>
<div class="mctfyn__choice">
<span class="icon-answer-indicator--checkmark"></span><label class="icon-radio checked"> <input name="Q_13252703593123491" type="radio" value="2" /><span class="mctfyn__choice-txt">Tongue-piercing can pose several hazards.</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703593123491" type="radio" value="3" /><span class="mctfyn__choice-txt">A pierced tongue can result in chipped teeth.</span></label></div>
</div>
<div class="feedback_block">
<table border="0" cellpadding="0" cellspacing="0" style="width: 750px;"><tbody>
<tr><td width="100%">The main point is, “Tongue-piercing can pose several hazards,” since it is broader in scope than any of the other statements.<br /><br />15.<br /><br /><div class="myAnswers">
<div class="question-stem-title">
What method of gaining the audience's attention and interest does the speaker use at the start of this speech?</div>
<div class="mctfyn__choices">
<div class="mctfyn__choice">
<span class="icon-answer-indicator--checkmark"></span><label class="icon-radio checked"> <input name="Q_13252703346020129" type="radio" value="0" /><span class="mctfyn__choice-txt">He tells a story.</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703346020129" type="radio" value="1" /><span class="mctfyn__choice-txt">He states the importance of the topic.</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703346020129" type="radio" value="2" /><span class="mctfyn__choice-txt">He begins with a quotation.</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252703346020129" type="radio" value="3" /><span class="mctfyn__choice-txt">He questions the audience.</span></label></div>
</div>
<div class="feedback_block">
The speaker gains the audience's attention and interest by telling a story.</div>
<div class="feedback_block">
<br /></div>
<div class="feedback_block">
16.</div>
<div class="feedback_block">
<br /></div>
<div class="feedback_block">
<div class="render-question-page-break gradedCorrect sb--part-question__header">
<div class="questionUnit">
<div class="questionWrap">
<div class="myAnswers">
<div class="question-stem-title">
In which section of the speech does the speaker show PowerPoint images of puppy mills?</div>
<div class="mctfyn__choices">
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252702767753012" type="radio" value="0" /><span class="mctfyn__choice-txt">The introduction</span></label></div>
<div class="mctfyn__choice">
<span class="icon-answer-indicator--checkmark"></span><label class="icon-radio checked"> <input name="Q_13252702767753012" type="radio" value="1" /><span class="mctfyn__choice-txt">The problem section</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252702767753012" type="radio" value="2" /><span class="mctfyn__choice-txt">The solution section</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252702767753012" type="radio" value="3" /><span class="mctfyn__choice-txt">The conclusion</span></label></div>
</div>
<div class="feedback_block">
<table border="0" cellpadding="0" cellspacing="0" style="width: 750px;"><tbody>
<tr><td width="100%">The speaker uses PowerPoint images in the problem section to show listeners the inhumane conditions in puppy mills.</td></tr>
</tbody></table>
</div>
<div class="qi_container footer-container">
</div>
</div>
</div>
</div>
</div>
<div class="render-question-page-break gradedCorrect sb--part-question__header">
<!-- Question #17 --> <div class="questionUnit">
<div class="questionHeader">
<div class="questionNumberInfo">
17. </div>
<div class="questionHeaderInfo">
</div>
</div>
<div class="questionWrap">
<div class="myAnswers">
<div class="question-stem-title">
How many guidelines does the speaker present in the individual initiative part of his solution?</div>
<div class="mctfyn__choices">
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252702697227053" type="radio" value="0" /><span class="mctfyn__choice-txt">Two</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252702697227053" type="radio" value="1" /><span class="mctfyn__choice-txt">Three</span></label></div>
<div class="mctfyn__choice">
<span class="icon-answer-indicator--checkmark"></span><label class="icon-radio checked"> <input name="Q_13252702697227053" type="radio" value="2" /><span class="mctfyn__choice-txt">Four</span></label></div>
<div class="mctfyn__choice">
<label class="icon-radio"><input name="Q_13252702697227053" type="radio" value="3" /><span class="mctfyn__choice-txt">Five</span></label></div>
</div>
<div class="feedback_block">
The speaker presents four guidelines: (1) consider adopting a dog from a trusted animal shelter, (2) visit a breeder's premises when buying a new dog, (3) avoid buying a dog from a pet store, and (4) don't be fooled by advertisements of suspicious dog breeders.</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgrSTKaijzTPGoNmsuUYFQO4AAGho_o2dLsznpgggchCGBookOpqD1PyPsjsrBN_bIsXqqB_rRwCZwY-oaRY9ErtTRkvPpXPOSBq2-Mm1WDuQWZPnF1TtFwU8ssTqOdXbpCKV9bDVU8LjJ-/s1600/11.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="418" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgrSTKaijzTPGoNmsuUYFQO4AAGho_o2dLsznpgggchCGBookOpqD1PyPsjsrBN_bIsXqqB_rRwCZwY-oaRY9ErtTRkvPpXPOSBq2-Mm1WDuQWZPnF1TtFwU8ssTqOdXbpCKV9bDVU8LjJ-/s640/11.jpg" width="640" /></a></div>
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgdTdsBye72Z0NxLDmmMl_XzNPRXtRmCOd_zP5aCqAl_WmAZnL9AIVRLhtILCuPMvxdoVnN7sbP7hDn_649OkLOxM8yz5GTEp0glmdB-S-j8qqBpwKD2L0BMvcDLIigCt7RBjEvfBpucE6j/s1600/12.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgdTdsBye72Z0NxLDmmMl_XzNPRXtRmCOd_zP5aCqAl_WmAZnL9AIVRLhtILCuPMvxdoVnN7sbP7hDn_649OkLOxM8yz5GTEp0glmdB-S-j8qqBpwKD2L0BMvcDLIigCt7RBjEvfBpucE6j/s640/12.jpg" width="564" /></a></div>
<div class="feedback_block">
<br /></div>
<div class="qi_container footer-container">
</div>
</div>
</div>
</div>
</div>
</div>
<div class="qi_container footer-container">
</div>
</div>
</td></tr>
</tbody></table>
</div>
</div>
</div>
</div>
</div>
Misty103http://www.blogger.com/profile/02489305392094931002noreply@blogger.com0tag:blogger.com,1999:blog-7060798534833881907.post-20637044534047554002016-05-01T09:41:00.000-07:002016-05-01T09:41:45.082-07:00Read through the list of points about suicide among college students. Determine main points, subpoints, and sub-subpoints. Drag each point to its appropriate place on the outline to the right.Read through the list of points about suicide among college students. Determine main points, subpoints, and sub-subpoints. Drag each point to its appropriate place on the outline to the right.<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiz5tm0wc80kv4ILn1kkrnWjA99IgvhxAzaAfKXWKMFZMjLIEjZCjTP3YsMtKPhHa0Ui-OluaogIcaO9_9cud4BLe1CGuOFxFVA3Zu6Emt4c1c8R3uGoEkpbo_PX6OQVyLbdcmsu3N0rQUx/s1600/12.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiz5tm0wc80kv4ILn1kkrnWjA99IgvhxAzaAfKXWKMFZMjLIEjZCjTP3YsMtKPhHa0Ui-OluaogIcaO9_9cud4BLe1CGuOFxFVA3Zu6Emt4c1c8R3uGoEkpbo_PX6OQVyLbdcmsu3N0rQUx/s640/12.jpg" width="564" /></a></div>
<br />Misty103http://www.blogger.com/profile/02489305392094931002noreply@blogger.com0tag:blogger.com,1999:blog-7060798534833881907.post-85114679519871259212016-05-01T09:37:00.000-07:002016-05-01T09:37:46.918-07:00Read through the list of points about dandelions. Determine main points, subpoints, and sub-subpoints. Drag each point to its appropriate place on the outline to the right.Read through the list of points about dandelions. Determine main points, subpoints, and sub-subpoints. Drag each point to its appropriate place on the outline to the right.<br />
<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj5TBq50VsOyfNq4-ma2H41vTDKYc53Gx2WLCwnCHBPW6MP-_p1Cyfew9E4UjQk332lGD-gc7UlxpF9UAOcfscfGEZXZao64CwsGNXxd_68LWyk0gbP9CPbF_M356Kp41Z5dXtPKlHO4ouR/s1600/11.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="417" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj5TBq50VsOyfNq4-ma2H41vTDKYc53Gx2WLCwnCHBPW6MP-_p1Cyfew9E4UjQk332lGD-gc7UlxpF9UAOcfscfGEZXZao64CwsGNXxd_68LWyk0gbP9CPbF_M356Kp41Z5dXtPKlHO4ouR/s640/11.jpg" width="640" /></a></div>
<br />Misty103http://www.blogger.com/profile/02489305392094931002noreply@blogger.com0tag:blogger.com,1999:blog-7060798534833881907.post-22013477029152385032016-04-26T09:53:00.000-07:002016-04-26T09:53:31.489-07:00E-Sonic Records Compensation FormatFinal Project Final Milestone 1<br />
E-Sonic Records Compensation Format<br />
Southern New Hampshire University<br />
Final Project Final Milestone 2<br />
Abstract<br />
This final paper is combination of previous research to give E-Sonic a clear understanding on the procedures in completing a total compensation package. We will also look into the historical perspective on compensation packages. These packages include base pay, benefit packages and both short and long term incentives to retain and recruit talent. The output is sourced from the three major sections of research. I will give information gathered in each individual step to formulate a total package that will be competitive and attractive to our labor force. I will review the strategic analysis procedure to give an in depth look into industry profile, competition, foreign demand and labor market assessment. The internally consistent job structure is an important step. The formation of writing job descriptions, development of job structures, and both the development and implementation of a point evaluation method to quantify job differences objectively. The external competiveness is focused on where we take the direct relationship of external factors in creating a competitive pay package. The final portion of this paper ties everything together to give us the complete overlook on how compensation packages are formed and implanted within an organization. We, conclude the findings and give this organization a look on how we used the given resources to comply a tailor a compensation package to e-sonic.<br />
Keywords: Compensation package, Pay scales, Job structure, Labor market assessment, Strategic analysis<br />
Final Project Final Milestone 3<br />
E-Sonic Records Compensation Format<br />
Introduction<br />
E-Sonic is a 1,000 employee based company that is looking to expand its products and services on a digital format. They have their revenue stream decline over the years due to the advancements in technology and the demand for digital music vs traditional music, which consists of records and cds. The digital music industry is thriving with E-Sonics competitors posting gains on this type of product. Competitors such as Apples ITunes, Google Play, and Amazon’s Prime for streaming music. If E-sonic wants to turn around the decline in revenue their market entry point has to be now.<br />
In addition to the new staff, new positions need to be created to ensure the success of the organization. Since digital music consists of a massive amount of stored data, positions such as data managers, information security specialists, and information technology project managers have to be hired to fulfill the demand of new customers. The shift from traditional marketing to an online platform also means hiring a creative director with a new marketing director to give market analysis and trends.<br />
These positions consisted of different pay structures and pay levels. Being a consultant for E-sonic market research is done internally and externally to see what other competitors are compensating for these positions. E-sonic is eyeing for the most talented individuals to fill these positions and keeping their completive and aligned with the market median in wages and benefits. Since this is a new startup within an organization it’s important that E-sonic does not over pay for positions by not conducting the proper research with the information available to them.<br />
Final Project Final Milestone 4<br />
Historical Perspective<br />
Workers Compensation has evolved over time to ensure that employees are being compensated fairly. A majority of time the labor force market dictates what employees should be compensated by adjusting itself to factors such as cost of living increases, inflation, and non-union and union negations. Companies need to ensure that they are in compliance with federal and state regulation when drafting their compensation packages. Compensation packages have evolved from base pay to a complex set of packages. These packages consist of base pay and benefit pay which include short and long term incentives.<br />
The Department of Labor ensures that organizations are meeting the regulations put into place to give employees are fair and balanced compensation packages. In the past when no regulations were put into place, employees were treated poorly with very little compensation for the total amount of work they completed. A good example of this would be working long hours but only get paid the minimum amount. This law was implemented to remove this practice from the workforce. The enforcement of office workers compensation programs (OWCP) has four major disability compensation programs. These packages consist of wage replacement benefits, medical treatment, vocational rehabilitation and other key benefits.<br />
The Fair Labor Standards Act (FLSA designed standards and overtime pay, which affected most private and public employment. This historic milestone was designed to give people fair opportunity for pay increases and pay equity which continues to be a topic of concern. This historical addition to the compensation of U.S. workers had led to the increase in productivity and has made our economy stronger. The importance of compensation packages is what shapes an organizations vision. In executive summaries corporations often include ethical and employee relations, which entails compensation packages.<br />
Final Project Final Milestone 5<br />
Executive Summary<br />
The e-commerce market has exploded with online music platforms that allow users and subscribers to purchase music at a reduced rate. E-Sonic is entering this market trend with the promises of increasing overall revenue by providing an effective and efficient product and service to its consumers. The rapid growth of this industry is on the rise with the age of digital music and streaming being in high demand. Sonic Records will be launching E-sonic to allow music to be purchased online. Although the market consist of a multitude of organizations big and small offering similar products and services, E-sonic is looking to differentiate themselves from its competitors by creating a relation with its consumers.<br />
The starting price for products will range from $0.75 – $1.25 a song. The purchase of entire albums will be at a reduced by price ranging from $9.99 to $12.99 depending on the negotiated contract with the other record labels. This pricing strategy will give E-sonic subscribers the opportunity to have a wider range of a music selection. E-sonic believes that it will provide consumers a new service at a reduced rates compared to their competitors. Music downloaded and purchased from our site is provided at high resolution and to provide high levels of output to increase its quality.<br />
E-sonic has aligned its mission to provide an outstanding product with exceptional services by hiring the most talented individuals available. E-sonic is offering competitive and fair compensation packages that include more than just a base pay. A well rounded compensation package, in which it in entails short and long term incentives. This will allow us not only to attract but to also retain talent. This initiative will directly impact our production and services adding a sound and well structure organization.<br />
Final Project Final Milestone 6<br />
Strategic Analysis<br />
Every industry in the United States falls under a category that is determined by the North American Industrial Classification System (NAICS). According to the NAICS, E-Sonic is under code 5122 which is Sound Recording Industries. Furthermore E-Sonic NAICS has it classified as a Record Production. These establishments contract with artists and arrange and finance the production of original master recordings. They also hold the rights to reproduce and sell making it a majority of its revenue (North American Industry Classification System (NAICS), 2013). This information is a necessity for E-Sonic to gain knowledge of its market place and to have a concept on who and what is their direct competitors.<br />
External Market Environment<br />
As stated above E-Sonic falls under code 5122 (Sound Recording Industries). This industry group comprises establishments primarily engaged in producing and distributing musical recordings, in publishing music, or in providing sound recording and related services (North American Industry Classification System (NAICS)).This is a highly competitive market and according to the U.S Census in 2009 the recording industry took in $14.8 billion in revenue. This shows an increase from the previous years. E-Sonic is facing a shift in the market going fromMP3 to the ability to stream music instead of purchasing it.<br />
In a census conduct by the United States in digital downloads of music of single tracks is predict to be 1.2 billion and in full album downloads it reached 763.40 million in the United States alone. This creates a heavily competitive atmosphere with giant music sharing platforms such as I Tunes, Amazon, and SoundCloud. These organizations are constantly evaluating to give themselves an advantage in the marketplace. They understand the demand by its users and<br />
Final Project Final Milestone 7<br />
continue to thrive for innovation to continue success. E-sonic needs to follow in the same footsteps, yet differ themselves to make their product efficient, effective, and unique.<br />
Competition<br />
E-sound faces a couple of giants in the industry, one of them being Apple. The launch of ITunes was a major success for Apple in which it saw millions of subscribers flock it to start downloading music, movies, and TV shows. It also has the capability to stream live radio, and podcast, which is a digital, audio file made available on the Internet for downloading to a computer or portable media player, typically available as a series, new installments of which can be received by subscribers automatically. According to Fortune website a study was conducted by 40 analysists and it is estimated that ITunes did $4.1 billion in sales 28% higher than the previous year (Elmer-Dewitt, 2013). We can use those numbers to determine that our point of market entry is a bit late but we can succeed if we (E-sonic) diversify ourselves and offer a unique product/service that will give us the competitive advantage.<br />
Organizations are often diversifying themselves and Amazon has launched a music purchasing agent, called Prime music. It offers over a million songs, and hundreds of playlists, ad-free, and personalized stations. Amazon has marketed this offering by including it in a package for its Prime subscribers. The concept that they follow is that everything is based on streaming, so you never own the song. This has allowed them to not charge for the song. Again this is another competitor with the same concept and a different approach.<br />
SoundCloud allows its users to directly upload their own music and share it with other friends. This is not a direct competitor but an indirect competitor because it constantly takes potential customers away who want a free type of service. They cater to the same consumers in<br />
Final Project Final Milestone 8<br />
the same market place. Overall it doesn’t matter if the competitor directly produces music, or distributes is technology, it is always evolving, which brings a higher demand for music.<br />
Foreign Demand<br />
Due to significant improvements to the internet and the increase of access of the internet throughout the world the digital music sales are on the rise. According to the NY Times, in 2012 the global recording industry moving onto the road of recovery (Pfanner, 2013). The demand can be directly linked to the easier access to a global market. In 2012 it’s estimated that digital sales revenue made up for the offset on CD Sales. This article justifies the case that E-sonic needs to launch their internet based service to offset loses e-sonic has faced with the decline in CD sales.<br />
Long-Term Industry Prospect<br />
The record industry as we know it is dying. But the music industry is healthier and more vibrant than ever, with limitless possibilities for change and growth due to the Internet and the digitization of music (Kusek & Leonhard, 2015). People love entertainment and they always continue to enjoy music. It’s important for organizations such as E-Sonic, to adapt its self to the ever changing marketplace. The era of digital downloads is here and the market is always evolving such as the adaption of music streaming as well. The Bureau of Labor Statics sees an increase in the same marketplace due to the high demand for digital music.<br />
Labor Market Assessment<br />
Since this is an online based system it’s important that E-sonic add professionals that specialize in computer information technology. Some of these positions include a computer programmer whose 2012 median pay was $74,280 a year. A database administrator (DBA) whose 2012 median pay was $77,080 a year with a projected 10-19 percent job growth. The<br />
Final Project Final Milestone 9<br />
digital movement of music also needs to have a level of security since customers want to know their personal data is safe. An information security analyst plans and carries out security measures to protect an organizations computer network. This position is median level entry position pays $86, 170 a year. Security analysis is projected to grow 37% from 2012-2022, much faster than average for all occupations.<br />
Functional Capabilities<br />
E-sonic has to put in place the correct infrastructure needed to succeed in its online format. The investment into information systems is crucial for the success of E-sonic. The amount of data and information that needs to be processed to create a digital database to for its users to purchase music. I also think that marketing the new launch is going to be a constant formality of business. Competitors such as ITunes are always marketing themselves by reducing prices, hosting events, and continuously partnering up with recording artist for promotional needs. As consultants I think it’s important that every position be reviewed and staff be re-trained on the new changes in operation that is occurring within in the company. The importance of hiring an operations manager to keep projects operating on time is important. A human resource manager is what is going to tie everything together. The human resource manager will ensure that the objectives of each position is in align with those of the organizations mission.<br />
Human Resource Capabilities<br />
The music industry is a fast paced industry that is constantly changing and improving itself. It’s important that E-Sonic focuses its attention on gathering the right people to begin this start up. The marketing department is in need to revamp themselves I gather this assessment by the amount of time it took to create E-Sonic. Company management doesn’t have much<br />
Final Project Final Milestone 10<br />
knowledge when it comes to the improvements in the digital music age. This weakness needs to be addressed by training session by the human resource department.<br />
Job Descriptions<br />
A job description is a board, general, and written statement for a specific job, based on the findings of a job analysis which is part of a strategic analysis. It will include duties, purposes, and responsibilities. It also referenced as a job outline, or a scope of work for staff. These are important because they form the basic job specifications needed to complete the task given by the employer. A job description will also help E-Sonic to attract the right candidates for the job and provide a reference point for compensation decisions. This will allow them to hold competitive wages in their industry (Job Descriptions, 2003). It’s important that E-Sonic does under pay its staff due to a poor job description.<br />
Job Description – Administrative Assistant<br />
The administrative assistant maintains responsibility for all of E-Sonic’s electrical functions. Administrative assistants should possess strong multi-tasking abilities, exemplary inter-personal skills, and the ability to work with a dynamic environment which thrives on change. Experience working in the recording or technology industry is highly desired.<br />
Administrative Assistant - Job Duties<br />
Use computers for various applications, such as database management or word processing.<br />
Answer telephones and give information to callers, take messages, or transfer calls to appropriate individuals.<br />
Create, maintain, and enter information into database.<br />
Final Project Final Milestone 11<br />
Operate office equipment, such as fax machines, copiers, or phone systems and arrange for repairs when equipment malfunctions.<br />
Attending meetings and record attendance, time, and meeting content<br />
Make copies of correspondence or other printed material.<br />
File and retrieve corporate documents, records, and reports.<br />
Worker Specifications<br />
Anyone or any combination of the following types of preparation: (a) credit for college training leading to a major or concentration in a Business Field or closely related field.<br />
Or<br />
Five years of work experience as a professional staff members supporting mid to top level management in a fast pace industry.<br />
Information Technology Project Manager<br />
The Information Technology Project Manager needs to be able to plan, initiate, and manage information technology (IT) projects. In addition to the technical capabilities of the software engineer, the project manager must possess the ability to effectively lead and manage technical terms, lead and guide the work of technical staff, and serve as a liaison between business and technical aspects of projects. Plan project stages and assess business implications for each stage. Monitor progress to assure deadlines, standards, and cost targets are met.<br />
Information Technology Project Manager – Job Duties<br />
Manage project execution to ensure adherence to budget, schedule, and scope.<br />
Final Project Final Milestone 12<br />
Develop or update project plans for information technology projects, including information such as project technologies, systems information specifications, schedules, funding.<br />
Monitor or track project milestones and deliverables.<br />
Confer with project personnel to identify and resolve problems.<br />
Prepare project status reports by collecting, analyzing, and summarizing information and trends.<br />
Assign duties, responsibilities, and spans of authority to project personnel.<br />
Establish and execute a project communication plan<br />
Information Technology Project Manager – Knowledge<br />
Knowledge on computers and electronics such as processors, chips, electronic equipment, computer hardware and software.<br />
Knowledge of arithmetic, algebra, statistics and their applications to correlate with the digital music age.<br />
Position calls for the knowledge of customer and personal services such as, including meeting quality standards for the digital music industry.<br />
Knowledge of media production, communication and dissemination technique and methods. This includes alternative ways to inform and entertain via written, oral, and visual media.<br />
Worker Specifications<br />
Anyone or any combination of the following types of preparation (a) MBA Degree in Information Technology Studies or a related field in Project Management.<br />
Final Project Final Milestone 13<br />
Or<br />
A minimum of five of years of consecutive service in the IT field / Project Management with a four year degree from an accredited institution.<br />
Marketing Director<br />
The marketing director formulates, directs, and coordinates all E-sonic activities. The marketing director uses insight from the creative and copy writing staff to design E-Sonic’s overall marketing strategy. This position reports directly to E-Sonic’s CEO and top management team, advising firm executives regarding promotion strategies.<br />
Marketing Director – Job Description<br />
Formulate, direct and coordinate marking activities and policies to promote products and services, working with advertising and promotion managers.<br />
Identify, develop, or evaluate marketing strategies based on knowledge of establishment objectives, market characteristics and cost and mark up factors<br />
Work closely with the HR Dept. on the hiring, training, or performance evaluations of marketing and sales staff.<br />
Develop pricing strategies, balancing firm objectives and customer satisfaction.<br />
Use sales forecasting or strategic planning to ensure the sale and profitability of products, lines, or services, analyzing business developments and monitoring market trends.<br />
Initiate market research studies or analyze their findings.<br />
Worker Specifications<br />
Any one or any combination of the following types of preparation:<br />
Final Project Final Milestone 14<br />
(a) A MBA in Marketing or a related field in correlation with the marketing industry. A minimum of five years of experience related in top level management in marketing.<br />
(b) A Bachelor’s Degree from an accredited institution in marketing with a minimum of seven years of experience related in top level management in marketing. Certification such as market research and market analysis in addition to a four year degree is preferable but not required.<br />
Customer Service Agent<br />
The customer service agent confers with E-Sonic clients via telephone, e-mail, and live web chats; providing information about E-Sonic’s products and services, opening and canceling customer accounts, and keeping records of complaints. All customer service representatives report to the director of customer service. This position requires excellent client relation skills, attention to detail, and some experience dealing with customer related concerns in a business environment.<br />
Customer Service Representatives– Job Description<br />
Confer with customers by telephone or in person to provide information about products or services, take or enter orders, cancel accounts, or obtain details of complaints.<br />
Check to ensure that appropriate changes were made to resolve customer’s problems.<br />
Resolve customer’s service or bills complaints by performing activities such as exchanging merchandise, refunding or adjusting billing concerns.<br />
Refer unresolved customer grievances to designated departments for further investigation.<br />
Final Project Final Milestone 15<br />
Keep records of customer interactions or transactions, recording details of inquiries, complaints, or comments, as well as actions taken.<br />
Work Specifications<br />
This position calls for the minimum of a high school diploma or equivalent education. Experience in work-related skills, knowledge, or experience is preferred such as previous customer engagement roles.<br />
E-Sonic Job Structure<br />
Compensable factors – Administrative Assistant<br />
Knowledge<br />
Skills<br />
Abilities<br />
Administrative knowledge (Universal)<br />
Time Management Skills (Universal)<br />
Writing abilities (Universal)<br />
Computer Application knowledge (Universal)<br />
Multi-tasking skills (Universal)<br />
Oral comprehension abilities (Universal)<br />
CEO<br />
Marketing Director<br />
Director of Market Analysis<br />
Market Research Analysist<br />
Creative Director<br />
Copy Writer<br />
Director of Customer Service<br />
Office Manager<br />
Executive Assisstant<br />
Adminstraive Asistance<br />
Customer Service Agent<br />
Director of Software Development<br />
Software Project Manager<br />
Software Testing<br />
Software Enginering<br />
Final Project Final Milestone 16<br />
Budgeting knowledge<br />
Critical thinking<br />
Written expression on an online platform<br />
Online music industry knowledge<br />
Online music search skills<br />
Financial analysis abilities focusing online platform<br />
Determination of Weight each Compensable Factor – Administrative Assistant<br />
Compensable Factor<br />
Relative Percentage Value<br />
Admin & Management Knowledge<br />
30%<br />
Computer Application Knowledge<br />
30%<br />
Time Management Skills<br />
20%<br />
Writing Ability<br />
10%<br />
Online Music Industry Knowledge<br />
5%<br />
Financial Analysis Abilities<br />
5%<br />
Compensable Factors – Information Technology Project Manager<br />
Knowledge<br />
Skills<br />
Abilities<br />
Computer knowledge; including information security, database management, and application development<br />
Critical thinking<br />
Inductive reasoning to find reasoning on unrelated events.<br />
Knowledgeable in mid-level math including arithmetic, geometry, and statistics.<br />
Monitoring performance of yourself and individuals and/or the organizations<br />
Oral and written comprehension<br />
Communication and media knowledge on the basis of technological techniques and Methods in the digital music industry<br />
Coordination of projects and information on an online platform<br />
Problem sensitivity on product, consumer, and online data bases<br />
Final Project Final Milestone 17<br />
Determination of Weight each Compensable Factor – IT Project Manager<br />
Compensable Factor<br />
Relative Percentage Value<br />
Computer Knowledge<br />
30%<br />
Coordinate Projects on an online platform<br />
30%<br />
Oral & Written Compensation<br />
20%<br />
Critical Thinking Skills<br />
10%<br />
Problem Sensitivity<br />
5%<br />
Inductive Reasoning<br />
5%<br />
Compensable Factors - Marketing Director<br />
Knowledge<br />
Skills<br />
Abilities<br />
Computer knowledge, including online trends and techniques to market using f-commerce, or e-commerce format<br />
Multi-tasking skills<br />
Oral and written comprehension<br />
Online music industry<br />
Coordination of projects and information on an online platform<br />
Forecast market trends<br />
Internet and new media<br />
Organizational Leadership including management, and marketing analysis<br />
Deductive and Inductive reasoning<br />
Determination of Weight each Compensable Factor – Marketing Director<br />
Compensable Factor<br />
Relative Percentage Value<br />
Computer knowledge<br />
20%<br />
Multi-task skills<br />
20%<br />
Final Project Final Milestone 18<br />
Coordination of projects and information on an online platform<br />
20%<br />
Ability to forecast market trends<br />
20%<br />
Organizational leadership skills<br />
10%<br />
Oral and written comprehension<br />
10%<br />
Compensable Factors – Customer Service Agent<br />
Knowledge<br />
Skills<br />
Abilities<br />
Computer knowledge on basic skills including file transmissions and open communication<br />
Active listening skills<br />
Oral and written comprehension<br />
Product knowledge based on the digital music industry<br />
Service orientation<br />
Speech clarity<br />
Knowledge on principles and processes for providing customer and personal services.<br />
Persuading others to change their minds or behaviors.<br />
Written expression and written comprehension<br />
Determination of Weight each Compensable Factor – Customer Service Agent<br />
Compensable Factor<br />
Relative Percentage Value<br />
Administrative Knowledge<br />
30%<br />
Knowledge of principles and processes for providing customer and personal services<br />
20%<br />
Service orientation skills<br />
20%<br />
Oral and written comprehension abilities<br />
20%<br />
Active listening skills<br />
10%<br />
Administrative Assistant<br />
Compensable Factor<br />
Total<br />
Degree<br />
1<br />
2<br />
3<br />
4<br />
5<br />
6<br />
Final Project Final Milestone 19<br />
Admin & Management Knowledge<br />
62.5<br />
75 93.75<br />
125<br />
187.5<br />
375<br />
93.75<br />
Computer Application Knowledge<br />
62.5<br />
75 93.75<br />
125<br />
187.5<br />
375<br />
93.75<br />
Time Management Skills<br />
41.6667<br />
50<br />
62.5 83.3333<br />
125<br />
250<br />
83.3333<br />
Writing Ability<br />
20.8333<br />
25 31.25<br />
41.6667<br />
62.5<br />
125<br />
31.25<br />
Online Music Industry Knowledge<br />
10.4167 12.5<br />
15.625<br />
20.8333<br />
31.25<br />
62.5<br />
12.50<br />
Financial Analysis Abilities 10.4167<br />
12.5<br />
15.625<br />
20.8333<br />
31.25<br />
62.5<br />
10.4167<br />
Total Points: Administrative Assistant: 93.75 + 93.75 + 83.33 + 31.25 + 12.50 + 10.42 = 325<br />
Information Technology Project Manager<br />
Compensable Factor<br />
Total<br />
Degree<br />
1<br />
2<br />
3<br />
4<br />
5<br />
6<br />
Computer Knowledge<br />
62.5<br />
75<br />
93.75<br />
125 187.5<br />
375<br />
187.50<br />
Ability to Coordinate Projects<br />
62.5<br />
75<br />
93.75<br />
125 187.5<br />
375<br />
187.50<br />
Oral & Written Compensation<br />
41.6667<br />
50<br />
62.5 83.3333<br />
125<br />
250<br />
83.3333<br />
Critical Thinking Skills<br />
20.8333<br />
25<br />
31.25<br />
41.6667 62.5<br />
125<br />
62.50<br />
Problem Sensitivity<br />
10.4167<br />
12.5<br />
15.625<br />
20.8333 31.25<br />
62.5<br />
31.25<br />
Inductive Reasoning<br />
10.4167<br />
12.5<br />
15.625<br />
20.8333 31.25<br />
62.5<br />
31.25<br />
Total Points: IT Project Manager: 187.50 + 187.50 + 83.3333 + 62.50 + 31.25 + 31.25 = 583.33<br />
Marketing Director<br />
Compensable Factor<br />
Total<br />
Degree<br />
1<br />
2<br />
3<br />
4<br />
5<br />
6<br />
Computer Knowledge<br />
41.66667<br />
50<br />
62.5<br />
83.33333 125<br />
250<br />
125<br />
Multi-Task Skills<br />
41.66667<br />
50<br />
62.5<br />
83.33333 125<br />
250<br />
125<br />
Coordination Projects<br />
41.66667<br />
50<br />
62.5<br />
83.33333<br />
125 250<br />
250<br />
Ability Forecast Market Trends<br />
41.66667<br />
50<br />
62.5<br />
83.33333<br />
125 250<br />
250<br />
Organizational Leadership Skills<br />
20.83333<br />
25<br />
31.25<br />
41.66667<br />
62.5 125<br />
125<br />
Oral and Written Comprehension<br />
20.83333<br />
25<br />
31.25<br />
41.66667<br />
62.5 125<br />
125<br />
Total Points: Marketing Director: 125 + 125 + 250 + 250 + 125 + 125 = 1,000<br />
Final Project Final Milestone 20<br />
Customer Service Agent<br />
Compensable Factor<br />
Total<br />
Degree<br />
1<br />
2<br />
3<br />
4<br />
5<br />
6<br />
Administrative Knowledge<br />
62.5 75<br />
93.75<br />
125<br />
187.5<br />
375<br />
75<br />
Principles and process<br />
41.6667 50<br />
62.5<br />
83.3333<br />
125<br />
250<br />
50<br />
Service orientation Skills<br />
41.6667<br />
50<br />
62.5 83.3333<br />
125<br />
250<br />
83.3333<br />
Oral and written comprehension abilities<br />
41.6667 50<br />
62.5<br />
83.3333<br />
125<br />
250<br />
50<br />
Active listening skills<br />
20.8333<br />
25 31.25<br />
41.6667<br />
62.5<br />
125<br />
31.25<br />
Total Points: Customer Service Agent: 75 + 50 + 83.3333 + 50 + 31.25 = 289.58<br />
Rank Jobs at E-Sonic<br />
Administrative<br />
Sales and Marketing<br />
Operations / MS / IT<br />
Administrative Assistant (325)<br />
Marketing Director (1,000)<br />
IT Project Manager (583.33)<br />
Customer Service Agent (298.58)<br />
Determination of Pay Policy Mix<br />
One of the first steps is to take a survey of what other competitors are paying their employees. Important that E-Sonic does not over compensated their employees. This is crucial since an organizations labor force is one the most expensive factors for an organization to operate. In today’s market it seems that often times benefit packages are costing employers more and more. This is often contributed to the rising cost of benefits that as require level of health insurance and the ever rising cost of health programs.<br />
A respectable mix will include a base pay, benefit cost, a short-term and long term incentives. A base pay entails an individual’s base hourly rate, or annual salary without any of benefits or incentives included into the total. An added benefit package can include child care,<br />
Final Project Final Milestone 21<br />
health care, and other sources of benefits. These can involve either discretionary or legally required benefits. A short term incentive can include bonuses paid to E-Sonics staff above and beyond their base salary. A long term incentive consist of incentives that motivate staff to continue to produce at high levels for a long period of time<br />
Benefit expenses add an additional cost to the compensation package that E-sonic is going to inherit when coming up with a plan. These plans include paid leave, insurance, retirement and savings. According to the U.S. Bureau of Labor Statistic, on average a private industry employer costs averages $2.54 per hour worked for insurance benefits (United States Department of Labor, 2015). The national average for wages and salaries averaged $21.72 per hour (United States Department of Labor, 2015). This indicates that on the on average the total amount paid out by employers to staff was in the range of 69.4 percent of their total cost, with 30.6 percent for benefits.<br />
Stock purchasing often allows employees to either purchase at a reduced price than the market price. It also, at times, allows them to purchase stock at a locked price to increase profits for the employee. Profit sharing consists of a percentage of firms profits distributed to participating employees. It’s important that E-Sonic gives a clear description and also notifies positions that are eligible and not eligible of this partition of their benefit package. When all these items are combined together a competitive compensation can be created.<br />
Pay Policy Mix – Administrative Assistant<br />
The administrative assistant position that we are looking to compensate at E-sonic is going to be considered a level I assistant. We came up with this conclusion from the previous research conducted that laid out the benchmarks and job descriptions of this position. We<br />
Final Project Final Milestone 22<br />
concluded that this position would require a total of 325 points in the compensable factors. An administrative assistant with a factor above that number is considered an II or III depending on the margin it falls under. According to Salary Wizard, the base pay of an administrative assistant is $18.00 an hour with the yearly salary consisting of $37,492.<br />
This position doesn’t allocate itself to long term incentives such as profit sharing and vesting in company stock options. It does, however, consist of yearly bonuses based on the criteria of their management in form of an annual bonuses consisting of $300 to $500. Since this position is considered a regular full time position a benefit package which entails health insurance coverage is also available to the employee. The total contribution of this employee cannot exceed more than 9.8% of their total household gross income, according to federal law.<br />
Pay Policy Mix – Information Technology Project Manager<br />
The role of our IT Project Manager is a major contributor to the success of E-Sonics success. This position calls for a 583.33 points in their compensation factor. These numbers need to be adopted into creating a compensation package. The base pay of an IT Project should<br />
69.40%<br />
25%<br />
4%<br />
0.60%<br />
Compensation<br />
Base Pay<br />
Benefit Pay<br />
Long-Term Incentives<br />
Short-Term Incentives<br />
Final Project Final Milestone 23<br />
surpass the salary of an entry level. The median hourly rate for this position is $36.00 with a total yearly salary of $75,057. The top 10% on average base salary is $101,000 a year. Bonuses for this project range between $2,000 and $3,000 a year based on performance of both the organization and positon.<br />
The proposed base salary for this position should be 78,000 with the possible if additions of bonus. This position should also be entitled to a percentage of what the total amount is going to be designated for profit sharing. Since it’s a mid to high level management position it’s crucial that retention is taking in to consideration with this position. It also adds a sense of security to the employee by adding profit sharing. It can reduce waste and increase productivity<br />
Pay Policy Mix – Marketing Director<br />
Every position at E-Sonic is crucial to the success of E sonic meeting its organization’s goals and objectives. The position of Marketing Director plays a vital role ensuring that E-sonic remains a step ahead of our competitors. This position calls for a lot of responsibility and ranks at 1,000 out of 1,250 total points in the compensable factor. This position calls for a base pay at a salary rate of $130,000 as the median in Manchester, New Hampshire. This position should<br />
69.40%<br />
25.00%<br />
2.50%<br />
0.60%<br />
Compensation<br />
Base Pay<br />
Benefit Pay<br />
Short-Term Incentives<br />
Long-Term Incentives<br />
Final Project Final Milestone 24<br />
entail a long term incentive in the form of stock purchasing options and profit sharing. Since this position is ranked high in our job structure the percentage of long term incentive should be highly considerably higher than lower ranking positions. Short term incentives can range between 5-15% of their total yearly compensation (Glassdoor, 2015).<br />
Pay Policy Mix – Customer Service Representative<br />
The customer service agents help E-sonic communicate and solve and concerns that customers may have. They need to be knowledge have service orientated skills and be able to use critical thinking skills to meet the demand of our customer base. This position is ranked at 289.58 points for an entry level position with three capable promotion levels within the same job title. Median salary of a customer service representative is $32,353. On average they not receive long term incentives but often share short incentives such as bonuses that range between $300 and $500. The benefit package associated with this position often tends to be minimum and consist of contributions of its staff in the form of a percentage of their total base pay towards health insurance.<br />
50%<br />
30%<br />
5%<br />
15%<br />
Compensation<br />
Base Pay<br />
Benefit Pay<br />
Short-Term Incentives<br />
Long-Term Incentives<br />
Final Project Final Milestone 25<br />
Pay – Policy Level Decisions<br />
E-Sonic is located in Manchester, New Hampshire. New Hampshire has a strong labor force with the unemployment rate at 3.9 % which is lower the national average (Security, 2015). E-Sonic should pay its staff at what the market price is calling for. I think adjustments should be made to wages among the discrepancy of the hiring manager and the Human Resource Department. If E-sonic wants to save some money based on our market analysis I think it could reduce the average base pay for lower ranking positions such as administrative assistant and customer service associate. I don’t think they would need to pay more for higher ranking positions due to the state statics and what other organizations such as; Stoney field yogurt, Deacon, and Velcro pays for the same positions. Although these companies are in a different sector, there presence of a music producing organization is Absolut in the state of New Hampshire. Its comparable are companies with the same size of staff with the volume of total revenue.<br />
External Market Survey Marketing and Sales<br />
69%<br />
30%<br />
0%<br />
1%<br />
Compensation<br />
Base Pay<br />
Benefit Pay<br />
Long-Term Incentives<br />
Short-Term Incentives<br />
Final Project Final Milestone 26<br />
Job<br />
Minimum<br />
1st Quartile<br />
Average<br />
Median<br />
3rd Quartile<br />
Maximum<br />
Market Research Analyst<br />
45,075.80<br />
48,747.81<br />
51,351.22<br />
51,202.79<br />
53,674.86<br />
58,993.59<br />
Artist Relationship Manager<br />
55,120.25<br />
60,434.83<br />
64,443.70<br />
64,452.84<br />
68,082.58<br />
75,028.03<br />
Creative Director<br />
65,388.06<br />
73,567.79<br />
80,151.40<br />
80,260.97<br />
86,262.97<br />
96,348.26<br />
Director of Market Analysis<br />
70,283.08<br />
77,969.16<br />
83,051.70<br />
82,797.91<br />
87,846.71<br />
96,395.48<br />
Marketing Director<br />
40,165.76<br />
46,035.11<br />
53,136.13<br />
52,282.20<br />
59,607.57<br />
69,639.22<br />
External Market Survey Information Technology<br />
Job<br />
Minimum<br />
1st Quartile<br />
Average<br />
Median<br />
3rd Quartile<br />
Maximum<br />
Software Testing Specialist<br />
35,304.81<br />
46,985.43<br />
58,441.18<br />
57,089.25<br />
70,782.24<br />
85,820.67<br />
Software Engineer<br />
55,120.25<br />
64,460.70<br />
73,747.70<br />
72,857.35<br />
82,770.01<br />
96,395.48<br />
Software Project Manager<br />
35,094.46<br />
43,708.06<br />
52,475.92<br />
51,325.47<br />
60,840.00<br />
75,072.02<br />
Director of Software Development<br />
65,388.06<br />
88,733.55<br />
114,150.99<br />
114,680.13<br />
140,019.83<br />
160,933.47<br />
External Market Survey – Customer Service<br />
Job<br />
Minimum<br />
1st Quartile<br />
Average<br />
Median<br />
3rd Quartile<br />
Maximum<br />
Customer Service Agent<br />
35,243.71<br />
38,100.29<br />
40,208.75<br />
40,249.19<br />
42,373.25<br />
46,113.89<br />
Director of Customer Service<br />
59,103.77<br />
63,618.16<br />
66,722.51<br />
66,700.44<br />
69,646.64<br />
75,022.66<br />
External Market Survey – Administrative Assistant<br />
Final Project Final Milestone 27<br />
Job<br />
Minimum<br />
1st Quartile<br />
Average<br />
Median<br />
3rd Quartile<br />
Maximum<br />
Copy Writer<br />
35,243.71<br />
38,100.29<br />
40,208.75<br />
40,249.19<br />
42,373.25<br />
46,113.89<br />
Office Manager<br />
43,137.63<br />
50,347.63<br />
57,232.60<br />
56,752.55<br />
63,574.09<br />
75,022.66<br />
Conclusion<br />
I used many different outlets to gather all the information needed to compile this paper together. This package is designed to give E-sonic a perspective on how to draft and create a paper that will give them a competitive advantage above their competitors. I used the strategic approach on gathering my information by following an array of steps to ensure that I was not creating a package that was compatible the industry and market that E-sonic is associated with. I reached dilemmas when creating the weight among positions and using a point method system to different position by responsibility, task, skills, knowledge needed.<br />
The importance of conducting my research I ran into the dilemma of finding expired information. Since compensation rates, CPI, and pay scales are always evolving it’s important to find accurate and up to date information available. Although historical information was used to determine and predict future market trends, the basis of this paper was to conduct research on the current market to apply it to a competitive compensation package. I used my research to find out information that I was not sure about an example of this was the changing CPI numbers that are posted by the U.S. Federal Government. I also had to research market value since pay scales differ from state to state and often times from city to city.<br />
The research conducted allowed me to view information from competitors ranging in sizes from Apple, Amazon and other smaller file sharing programs such as torrent databases. Since the internet is always evolving I needed ensure that the position listed were positions that<br />
Final Project Final Milestone 28<br />
were going to be suited for the job duties that would align with the success of E-sonic. In conducting my research I also discovered the importance of the amount of communication that has to be followed by both management and staff. When a job description is written it needs to comprehensible to the party reading the information. A clear description leads to a path for that individual to complete the task at hand with the resources he is provided with.<br />
I utilized my analytical skills throughout conducting my research. When drafting a point system I need to often go back to revise the weight of the factors that I found appropriate for that position. I had to make a decision on what was the best and beneficial format to follow to not only benefit E-sonic but also to allow a fair opportunity for the candidate filling the position. As with any package there is always going to be constant revision to fine tune the compensation package to be accurate and fair to both parties.<br />
The purpose of this paper was not only to design a package to be presented to E-sonic management to solve the issues of creating new and competitive compensation packages for positions needed in the expansion of E-sonic. It took multiple outlines to ensure that we met all the criteria needed. A large amount of research conducted from multiple sources and also a critical thinking to piece it together to come up with the competitive compensation packages that aligns with the executive summary of E-sonic and helps them succeed in the future.<br />
Final Project Final Milestone 29<br />
References<br />
Elmer-Dewitt, P. (2013, 07 21). Time Inc. Retrieved 03 26, 2015, from Fortune Website: http://fortune.com/2013/07/21/how-much-revenue-did-itunes-generate-for-apple-last-quarter/<br />
Glassdoor. (2015). Glassdoor, Inc. Retrieved 04 17, 2015, from http://www.glassdoor.com/Salaries/marketing-director-salary-SRCH_KO0,18.htm<br />
Job Descriptions. (2003, 01). Information Management Journal, 37(1), 406-407.<br />
Kusek , D. , & Leonhard, G. (2015). Berklee School of Music. Retrieved 03 24, 2015, from http://online.berklee.edu/store/product?product_id=2583359&usca_p=t<br />
North American Industry Classification System (NAICS). (2013, 05 13). U.S. Census Bureau | North American Industry Classification System (NAICS). Retrieved 03 26, 2015, from U.S. Department of Commerce: http://www.census.gov/cgi-bin/sssd/naics/naicsrch?code=512210&search=2012%20NAICS%20Search<br />
Pfanner, E. (2013, 02 26). The New York Company. Retrieved 03 26, 2015, from New York Times: http://www.nytimes.com/2013/02/27/technology/music-industry-records-first-revenue-increase-since-1999.html?_r=0<br />
Security, N. H. (2015, 04 14). New Hampshire Employment Security (NHES). Retrieved from http://www.nhes.nh.gov/elmi/statistics/documents/nr-current.pdf<br />
United States Department of Labor. (2015, 03 11). Bureau of Labor Statistic. Retrieved from http://www.bls.gov/news.release/ecec.nr0.htm<br />
Final Project Final Milestone 30Misty103http://www.blogger.com/profile/02489305392094931002noreply@blogger.com1tag:blogger.com,1999:blog-7060798534833881907.post-53885846266665324702016-03-13T12:34:00.002-07:002016-03-13T12:34:43.635-07:00e-sonic Develop Internally Consistent Job Structures example<br />
2<br />
Executive Summary<br />
The following is the Strategic Analysis of Sonic Records so that it may move forward with its venture into the online retail world of music downloads. Sonic Records is moving forward with their new venture in digital downloads, streaming, and online sales via the online store E-Sonic. As such they have hired a consultant firm to assist them in analyzing their needs to be an industry leader in the new online market so that they may be able to find where their needs lie in finding the best possible way in which to have this business be just as much of a success as the current business.<br />
By examining the external market for challenges they may face and the current industry standing of the company, the competition, foreign demand, long-term industry prospects, labor market, Internal Functions, Functional Capabilities, and the Capabilities of the Human Resources Department they have the tools and resources information to make this an industry leading downloading and streaming system that other companies will model. While this new way of listening to music is evolving and changing constantly they must provide customers with an easy to use and appealing way to use the system while providing the customer service they have become known for in their brick and mortar stores. Many online stores currently exist but with over half of all sales for music being processed and conducted solely online there is no limit to what the business may achieve by having the talent to support them – and possibly branch out into other areas of online streaming services.<br />
Examination of the management system in place shows no experience or knowledge with online, streaming, or downloading systems. Thus Human Resources must find the talent necessary to assist in the new venture. By conducting an internal analysis of the current company structure and talent pool they can better find what is needed and what may be in place already. By extending<br />
3<br />
their services online thru marketing and the software development they can better serve consumers and find a bigger and broader client base. These jobs are critical to the new company as they will set the pace and the first ‘foot steps’ to success of the company. With the growing market for this type of product, compensation should be competitive and recognize the contributions of the individuals.<br />
Strategic Analysis<br />
E-Sonic, a subsidy of Sonic Records, falls into 2 different NAICS codes as it provides the download music that customers want. The NAICS, North American Industrial Classification System, at www.census.gov , lists them in code 33614 and 512220 according to the 2012 Statistics. Code 334614, Software and Other Prerecorded Compact Disc, Tape, and Recording Producing states:<br />
“This U.S. industry comprises establishments primarily engaged in mass reproducing computer software or other prerecorded audio and video material on magnetic or optical media, such as CD-ROMs, DVDs, tapes, or cartridges. These establishments do not generally develop any software or produce any audio or video content. This industry includes establishments that mass reproduce game cartridges.” (NAICS, n.d.)<br />
Code 512220 Integrated Record Production/Distribution states:<br />
This industry comprises establishments primarily engaged in releasing, promoting, and distributing sound recordings. These establishments manufacture or arrange for the manufacture of recordings, such as audio tapes/cassettes and compact discs, and promote and distribute these products to wholesalers, retailers, or directly to the public. Establishments in this industry produce master recordings themselves, or obtain<br />
4<br />
reproduction and distribution rights to master recordings produced by record production companies or other integrated record companies. (NAICS, n.d.)<br />
External Market Environment<br />
Industry Profile, Competition, Foreign Demand, Long-Term Industry Prospects, and Labor Market Assessment are all components of the External Market Environment that must be examined in order to gain a full understanding of e-Sonic. With the move from CD’s and tapes to the digital download E-Sonic has seen a decrease in its sales. In order to stay evolve and stay relevant the business needs to reexamine its business model for the changing times. Recruiting talent for this expansion of the company is needed as the internal management has no experience. The need to develop a competitive, inviting atmosphere with compensation packages that will help attract and retain the proper talent is the focus.<br />
Industry Profile<br />
E-Sonic is viewed an industry leader having had sales revenues over $15 billion. However, with the excess of 30 percent decline in sales due to pirating and customer demand access change, E-Sonic must evolve, even with government regulation, it has been difficult. CD burning is just not popular anymore as businesses move online with online music stores for a customer’s instant needs. Customers are now, through these online stores, able to download and listen instantly instead of waiting for a physical store, a brick and mortar store, to open.<br />
Competition<br />
With one of the highest Company profiles in the industry, competition is high and growing. More and more people are downloading music and moving into the era where CD’s are no longer wanted. There are several businesses - Spotify, Google Music, Rhapsody, ITunes, Amazon – that have already started to move into the direction of international downloads and have done so<br />
5<br />
successfully – as shown in their increased revenues.. These sites offer their customers music from all over the world. Their digital business model needs to be a balance of competitive advances and strategic use of software that limits online piracy. The forum must be user friendly and engaging so that customers can tell them apart from the competition. Wishing to create a leading online store and “ensuring Sonic Records’ prominence in the record industry’s future” (Martocchio, 2015) is the goal.<br />
Foreign Demand<br />
Digital downloads are growing and the foreign market for these is doubling. With several articles showing that digital downloads are growing at four times the rate of hard copy purchase (actually going to a brick and mortar store and buying the album). (IFPI, 2012)“The Norwegian music market rose 7% in 2012 due to streaming. This is the first year with an increase since 2004.” (IFPI, 2012) The opportunities for sales and revenues in this area are vast even though there are several different online stores at which to go to. There is some risk of uncertainty as in certain markets piracy is high – Russia, China, etc. (Burrows, 2009)<br />
Sonic Records is going to have to stay ahead of the market in protecting the customer, the artist, and the privacy of all consumers to keep their industry standing. Many recent incidents of leaks in online retailers – Best Buy, Home Depot, and Bank of America – have cost consumers and businesses millions. With over half of all music sales being digital downloads the need to move the business of Sonic Records to an online store is necessary. Add these sales to the lowering of the costs of music production and you have a great amount of profits and sales to be ‘raked in’. Thus insuring that shareholders, company employees, artists, and customers get the best of both worlds – low costs and high revenues.<br />
Long-Term Industry Prospects<br />
6<br />
46% of the music industries revenues for 2014 came from digital sales – including downloads. (Facts and Stats - IFPI - Representing the recording industry worldwide, n.d.) This tied what the physical sales were for the same year. The US alone had $6.9 Billion in digital sales (a 6.9% increase over 2013) Demand is growing in this area and e-sonic needs to be a part of it. Most markets have doubled each year with the amount of digital sales as more and more markets come online to the digital download revolution.<br />
Labor-Market Assessment<br />
Completing a Labor Market Assessment is vital for any business but more importantly and as in the case of E-Sonic, when they choose to branch out into a new area. Knowing where your current labor divide is and where it needs to be can help you in moving toward the new labor market goal. At current E-Sonic’s current labor is divided between the following: Customer Service Representatives, Software Developers and Engineers and Marker Research Analysts. Current information, as provided by Sonic Records, indicates that Customer Service Representatives (CSR) handle customer orders, complaints, and questions about products and services offered by Sonic Records. The current salary for CSR is $14.70 with a projected job growth of 13% between 2012 and 2022 (which is about average growth). (Occupational Outlook Handbook, 2012) The outlook for this job is good and having computer skills is necessary as more and more of this position is handled online via the computer.<br />
E-Sonic should consider an above average pay for this position and be aggressive in their recruitment of persons for these jobs, as many times these persons are the only contact that the customer has with the company. They need to understand that the company as a whole exists to serve the customer and that providing the superior customer that E-Sonic is to be known for they must have those skills. One bad or good experience with the customer service of a business can<br />
7<br />
hurt a business or help a business succeed. E-Sonic needs to set itself apart – and above – its competition so that customers will want to come back and often times when they do they bring friends and family with them.<br />
E-Sonic has Engineers and Developers that design computer programs, they can also be used to help with the software issues that may arise. According to the Bureau of Labor Statistics for 2012 data, Software Developers/Engineers earned $44.88 per hour and has a job outlook of 22% (much faster than average) from 2012 thru 2022. (Occupational Outlook Handbook, 2012) These persons are highly skilled and often hold bachelor degrees or above, each with an emphasis on a specific area or they can generalize. They have creative minds that can allow for the different ways and uses that the online store can be seen and accessed. They can help in protecting the customers, artists, and the company from different threats – piracy, hacking, etc.<br />
Market Research Analysts see the trends and study the possibilities of the current and upcoming markets of the consumers’ potential sales. They earned $28.99 per hour, most have a bachelor’s degree or higher, and has a 32% job outlook (much faster than average) thru 2022, according to the Bureau of Labor Statistics. (Occupational Outlook Handbook, 2012) They are key to helping a company decide a direction to go as they have a better idea as to what a customer is looking for and possibly wants.<br />
Analysis of Internal Capabilities<br />
The company must have the persons internally to do all the new functions of E-Sonic and at the same time the functions of the current company, Sonic Records, and the talent they currently have. This way they can see where the company stands and help the Human Resource department understand where they need assistance and where to look for possible candidates. After all, you wouldn’t put a job ad out for a Customer Service Representative when you need Software<br />
8<br />
Developer Technical Support staff. Developing this program, the analysis of the internal abilities and capabilities of the current staff, is the job of the Human Resource department.<br />
Functional Capabilities<br />
Knowing the functional capabilities of E-Sonic will prove to be the move toward success of the company. Thru the analyzing of the developers, management information systems, human resources, marketing, and engineering departments and to move those in the direction the business wishes to go. Moving all of these departments toward the company’s objective – to offer downloads, access, and the ability to buy music and other items via an online store. The competition in the online store venue will be and is intense, having a compensation that views the skills and abilities of the persons you wish to employ – the best in their line of expertise – is needed. Developing a talent pool and retaining those persons should be part of the compensation strategy for the company.<br />
Human Resource Capabilities<br />
The labor force of E-Sonic should reflect the successful analysis of strengths and weakness by the Human Resources department to recruit and retain talent so that Sonic Records and E-Sonic can continue to be an industry leader in music distribution. Working with those that are in company to figure out what is needed and to learn a little of the systems they work in is what will set E-sonic apart. Having this knowledge will assist in retention of key employees. Developing a review and compensation program that will advance the company in the direction of the wishes of the company is the charge of the Human Resources Department.<br />
9<br />
Job Descriptions<br />
Office Manager<br />
Job Summary:<br />
The Office Manager is responsible for the day-to-day running of the office by coordinating the smooth operation and effectiveness of the E-Sonic Office.<br />
Job Duties:<br />
- Monitors the use, up keep, and operation of the office equipment<br />
- Answers phone calls, directs calls, and takes messages<br />
- Maintains the filling, inventory, mailing, and database systems<br />
- Responsible for maintaining the office budget<br />
- Prepares schedules, assigns duties, and oversees the administration of yearly reviews<br />
Work Specifications:<br />
- High School Diploma is required<br />
- Experience in managing an office environment<br />
Creative Director<br />
Job Summary:<br />
The creative director contributes to the creative process by encouraging others and protects the copy writers of all works.<br />
Job Duties:<br />
- Provides creative support, with feedback, to copy writers in regards to advertising – campaign or copy.<br />
- Manages all copy writers<br />
- Helps, supports, and encourages copy writers with presentations and ideas submitted to management<br />
- Prepares schedules, assigns duties, and oversees the administration of yearly reviews<br />
Work Specifications:<br />
- High School Diploma is required<br />
- Degree in Marketing, Advertising, or Creative Discipline is required.<br />
- Four years of experience in technology or music production environment<br />
Director of Customer Service<br />
Job Summary:<br />
10<br />
The Director of Customer Service is responsible for supervising and coordinating all employees engaged in customer service activities and, occasionally, handling extremely difficult customers.<br />
Job Duties:<br />
- Supervises all employees in customer service roles<br />
- Provide employees with ways to resolve customer complaints<br />
- Prepares schedules, assigns duties, and oversees the administration of yearly reviews<br />
- Establishes and implements policies, goals, objectives, training programs, and procedures with the assistance of the board of directors, organizational officials, support staff, and Human Resources<br />
- Plans sales promotions while coordinating the activities and direction with other departments<br />
Work Specifications:<br />
- High School diploma is required<br />
- Degree in Business related discipline or nine years’ experience in customer service industry<br />
- Minimum five years’ experience in customer service industry<br />
- Minimum four years’ experience in Store Manager or higher position with advanced training in conflict resolution<br />
- Excellent customer services skills are required<br />
Artist Relationship Manager<br />
Job Summary:<br />
The artistic relationship manager is responsible for the creation of new relationships with artist and production companies, maintaining relationships with current artists and production companies. This position is also responsible for the favorable negotiating of royalties for artists and production companies.<br />
Job Duties:<br />
- Establish and maintain effective working relationships with artists and production companies. Fosters these relationships while using them to develop and build new ones<br />
- Write interesting and effective press releases about artists on E-Sonic<br />
- Develop and maintain the company image and identity with artists and production companies<br />
- Assist external agencies with the development and implementation of communication strategies and information programs.<br />
- Review and evaluate advertisements and promotions for compatibility with artists and production companies.<br />
Work Specifications:<br />
- High School Diploma is required<br />
11<br />
- Minimum four year degree in business<br />
- Minimum five years’ experience in development of business in a technology or music based environment.<br />
12<br />
Job Structures<br />
Administrative<br />
Sales and Marketing<br />
Development<br />
Customer Service<br />
Executive Assistant<br />
Marketing Director<br />
Director of Software Development<br />
Director of Customer Service<br />
Administrative Assistant<br />
Creative Director<br />
Software Project Manager<br />
Customer Service Manager<br />
Office Manager<br />
Copy Writer<br />
Software Engineer<br />
Customer Service Agent<br />
Market Research Analyst<br />
Software Testing<br />
Artist Relationship Manager<br />
Point Evaluation and Point Calculation<br />
Administrative<br />
Compensable Factors<br />
Weight<br />
Total Possible Points<br />
Total Points for each factor<br />
1<br />
2<br />
3<br />
4<br />
5<br />
Administrative and Management Knowledge<br />
30%<br />
1250<br />
425<br />
125<br />
200<br />
275<br />
350<br />
425<br />
Computer software application knowledge and skill<br />
15%<br />
1250<br />
175<br />
50<br />
75<br />
110<br />
150<br />
175<br />
Writing and attention to detail knowledge and skills<br />
15%<br />
1250<br />
175<br />
50<br />
75<br />
110<br />
150<br />
175<br />
Oral and Written Skills<br />
25%<br />
1250<br />
300<br />
100<br />
150<br />
200<br />
250<br />
300<br />
Time Management Skills<br />
15%<br />
1250<br />
175<br />
50<br />
75<br />
110<br />
150<br />
175<br />
Totals<br />
375<br />
575<br />
805<br />
1050<br />
1250<br />
13<br />
Sales and Marketing<br />
Compensable Factors<br />
Weight<br />
Total Possible Points<br />
Total Points for each factor<br />
1<br />
2<br />
3<br />
4<br />
5<br />
Marketing and Sales knowledge<br />
30%<br />
1250<br />
425<br />
125<br />
200<br />
275<br />
350<br />
425<br />
Societal Perspectives knowledge<br />
15%<br />
1250<br />
175<br />
50<br />
75<br />
110<br />
150<br />
175<br />
Critical Thinking Skills<br />
15%<br />
1250<br />
175<br />
50<br />
75<br />
110<br />
150<br />
175<br />
Communication and Media Relations Skills<br />
25%<br />
1250<br />
300<br />
100<br />
150<br />
200<br />
250<br />
300<br />
Oral and Written expression abilities<br />
15%<br />
1250<br />
175<br />
50<br />
75<br />
110<br />
150<br />
175<br />
Totals<br />
375<br />
575<br />
805<br />
1050<br />
1250<br />
Development<br />
Compensable Factors<br />
Weight<br />
Total Possible Points<br />
Total Points for each factor<br />
1<br />
2<br />
3<br />
4<br />
5<br />
Engineering/Technology Knowledge<br />
30%<br />
1250<br />
425<br />
125<br />
200<br />
275<br />
350<br />
425<br />
Decision making skills and Judgement<br />
15%<br />
1250<br />
175<br />
50<br />
75<br />
110<br />
150<br />
175<br />
Design Knowledge<br />
15%<br />
1250<br />
175<br />
50<br />
75<br />
110<br />
150<br />
175<br />
Critical Thinking Skills<br />
25%<br />
1250<br />
300<br />
100<br />
150<br />
200<br />
250<br />
300<br />
Oral and Written expression abilities<br />
15%<br />
1250<br />
175<br />
50<br />
75<br />
110<br />
150<br />
175<br />
Totals<br />
375<br />
575<br />
805<br />
1050<br />
1250<br />
14<br />
Customer Service<br />
Compensable Factors<br />
Weight<br />
Total Possible Points<br />
Total Points for each factor<br />
1<br />
2<br />
3<br />
4<br />
5<br />
Customer Service and Personal Knowledge<br />
30%<br />
1250<br />
425<br />
125<br />
200<br />
275<br />
350<br />
425<br />
Computer Skills<br />
15%<br />
1250<br />
175<br />
50<br />
75<br />
110<br />
150<br />
175<br />
Critical Thinking Skills<br />
15%<br />
1250<br />
175<br />
50<br />
75<br />
110<br />
150<br />
175<br />
Problem Solving and Sensitivity<br />
25%<br />
1250<br />
300<br />
100<br />
150<br />
200<br />
250<br />
300<br />
Oral and Written expression abilities<br />
15%<br />
1250<br />
175<br />
50<br />
75<br />
110<br />
150<br />
175<br />
Totals<br />
375<br />
575<br />
805<br />
1050<br />
1250<br />
15<br />
Jobs Industries Unionization Sizes Cost of living adjustment<br />
Administrative Assistant Retail Nonunionized only Medium 3%<br />
Executive Assistant Large<br />
Office Manager Market Pay Line<br />
y = -8399.28x + 10539875.27<br />
r2 = .89<br />
CompAnalysis Results<br />
Job Structure:Administrative<br />
0<br />
2000000<br />
4000000<br />
6000000<br />
8000000<br />
10000000<br />
12000000<br />
0 200 400 600 800 1000 1200 1400<br />
Salary<br />
Job Evaluation Points<br />
Market Pay Graph<br />
Annual Salary<br />
Predicted<br />
Annual Salary<br />
16<br />
Jobs Industries Unionization Sizes Cost of living adjustment<br />
Administrative Assistant Retail Nonunionized only Medium 3%<br />
Executive Assistant Large<br />
Office Manager<br />
CompAnalysis Results<br />
Job Structure:Administrative<br />
0<br />
10000<br />
20000<br />
30000<br />
40000<br />
50000<br />
60000<br />
70000<br />
1247.5 1248 1248.5 1249 1249.5 1250 1250.5<br />
Salary<br />
Job Evaluation Points<br />
Pay Policy Lines<br />
At Market Pay (Average) Market Lead (Highest Quartile) Market Lag (Lowest Quartile)<br />
17<br />
Ranges Industries Unionization Sizes Cost of living adjustment<br />
Retail Nonunionized only Medium 3%<br />
Range 1 ( 1 - 1150): Spread = 10 Large<br />
Range 2 ( 1151 - 1250): Spread = 10<br />
Administrative Assistant (1249)<br />
Executive Assistant (1250)<br />
Office Manager (1248)<br />
CompAnalysis Results<br />
Job Structure:Administrative<br />
0<br />
10000<br />
20000<br />
30000<br />
40000<br />
50000<br />
60000<br />
Grade/Range 1 Grade/Range 2<br />
Annual Salary<br />
Pay Grades and Ranges<br />
`<br />
18<br />
Job<br />
Minimum<br />
1st Quartile<br />
Average<br />
Median<br />
3rd Quartile<br />
Maximum<br />
Office Manager<br />
52,775.40<br />
55,562.03<br />
57,562.26<br />
57,472.93<br />
59,476.60<br />
62,590.27<br />
Administrative Assistant<br />
44,500.35<br />
47,118.88<br />
49,194.98<br />
49,218.77<br />
51,199.30<br />
54,169.50<br />
Executive Assistant<br />
36,167.45<br />
38,482.60<br />
40,763.70<br />
40,718.66<br />
42,882.08<br />
45,701.97<br />
IndustriesUnionizationSizesCost of living adjustmentRange2RetailNonunionized onlyMedium3%Minimum Pay46,875.02 LargeMidpoint49,218.77 Maximum Pay51,562.52 Median49,218.77 CompAnalysis ResultsJob Structure:Administrative<br />
19<br />
Jobs Industries Unionization Sizes Cost of living adjustment<br />
Copy Writer Retail Nonunionized only Medium 3%<br />
Creative Director Large<br />
Marketing Director Market Pay Line<br />
Market Research Analyst y = -11074.26x + 13889787.16<br />
Artist Relationship Manager<br />
r2 = .48<br />
CompAnalysis Results<br />
Job Structure:Sales and Marketing<br />
0<br />
2000000<br />
4000000<br />
6000000<br />
8000000<br />
10000000<br />
12000000<br />
14000000<br />
16000000<br />
0 200 400 600 800 1000 1200 1400<br />
Salary<br />
Job Evaluation Points<br />
Market Pay Graph<br />
Annual Salary<br />
Predicted<br />
Annual Salary<br />
20<br />
Jobs Industries Unionization Sizes Cost of living adjustment<br />
Copy Writer Retail Nonunionized only Medium 3%<br />
Creative Director Large<br />
Marketing Director<br />
Market Research Analyst<br />
Artist Relationship Manager<br />
CompAnalysis Results<br />
Job Structure:Sales and Marketing<br />
0<br />
20000<br />
40000<br />
60000<br />
80000<br />
100000<br />
120000<br />
140000<br />
1245.5 1246 1246.5 1247 1247.5 1248 1248.5 1249 1249.5 1250 1250.5<br />
Salary<br />
Job Evaluation Points<br />
Pay Policy Lines<br />
At Market Pay (Average) Market Lead (Highest Quartile) Market Lag (Lowest Quartile)<br />
21<br />
Ranges Industries Unionization Sizes Cost of living adjustment<br />
Retail Nonunionized only Medium 3%<br />
Range 1 ( 1 - 1050): Spread = 10 Large<br />
Range 2 ( 1051 - 1150): Spread = 10<br />
Range 3 ( 1151 - 1250): Spread = 10<br />
Copy Writer (1248)<br />
Creative Director (1249)<br />
Marketing Director (1250)<br />
Market Research Analyst (1247)<br />
Artist Relationship Manager (1246)<br />
CompAnalysis Results<br />
Job Structure:Sales and Marketing<br />
0<br />
10000<br />
20000<br />
30000<br />
40000<br />
50000<br />
60000<br />
70000<br />
Grade/Range 1 Grade/Range 2 Grade/Range 3<br />
Annual Salary<br />
Pay Grades and Ranges<br />
`<br />
22<br />
Industries Unionization Sizes<br />
Cost of<br />
living<br />
adjustment Range 3<br />
Retail Nonunionized only Medium 3% Minimum Pay 57,510.15<br />
Large Midpoint 60,385.66<br />
Maximum Pay 63,261.17<br />
Median 60,385.66<br />
CompAnalysis Results<br />
Job Structure:Sales and Marketing<br />
Job Minimum 1st Quartile Average Median 3rd Quartile Maximum<br />
Artist Relationship Manager 87,880.83 98,490.68 106,815.28 105,478.58 116,756.95 127,133.20<br />
Market Research Analyst 46,495.25 49,344.79 52,153.93 52,094.41 54,818.32 58,420.28<br />
Copy Writer 67,593.01 72,942.55 78,734.13 78,669.21 84,676.19 90,277.19<br />
Creative Director 52,770.24 57,073.32 60,606.09 60,385.66 63,965.21 69,016.93<br />
Marketing Director 41,503.36 44,534.44 47,217.88 47,164.88 49,776.60 53,020.44<br />
23<br />
Jobs Industries Unionization Sizes Cost of living adjustment<br />
Software Testing Specialist Retail Nonunionized only Medium 3%<br />
Software Engineer Large<br />
Software Project Manager Market Pay Line<br />
Director of Software Development y = -29364.05x + 36749324.79<br />
r2 = .92<br />
CompAnalysis Results<br />
Job Structure:Development<br />
0<br />
5000000<br />
10000000<br />
15000000<br />
20000000<br />
25000000<br />
30000000<br />
35000000<br />
40000000<br />
0 200 400 600 800 1000 1200 1400<br />
Salary<br />
Job Evaluation Points<br />
Market Pay Graph<br />
Annual Salary<br />
Predicted<br />
Annual Salary<br />
24<br />
Jobs Industries Unionization Sizes Cost of living adjustment<br />
Software Testing Specialist Retail Nonunionized only Medium 3%<br />
Software Engineer Large<br />
Software Project Manager<br />
Director of Software Development<br />
CompAnalysis Results<br />
Job Structure:Development<br />
0<br />
20000<br />
40000<br />
60000<br />
80000<br />
100000<br />
120000<br />
140000<br />
160000<br />
180000<br />
1246.5 1247 1247.5 1248 1248.5 1249 1249.5 1250 1250.5<br />
Salary<br />
Job Evaluation Points<br />
Pay Policy Lines<br />
At Market Pay (Average) Market Lead (Highest Quartile) Market Lag (Lowest Quartile)<br />
25<br />
Ranges Industries Unionization Sizes Cost of living adjustment<br />
Retail Nonunionized only Medium 3%<br />
Range 1 ( 1 - 1050): Spread = 10 Large<br />
Range 2 ( 1051 - 1150): Spread = 10<br />
Range 3 ( 1151 - 1250): Spread = 10<br />
Software Testing Specialist (1247)<br />
Software Engineer (1248)<br />
Software Project Manager (1249)<br />
Director of Software Development (1250)<br />
CompAnalysis Results<br />
Job Structure:Development<br />
0<br />
10000<br />
20000<br />
30000<br />
40000<br />
50000<br />
60000<br />
70000<br />
80000<br />
90000<br />
100000<br />
Grade/Range 1 Grade/Range 2 Grade/Range 3<br />
Annual Salary<br />
Pay Grades and Ranges<br />
`<br />
26<br />
Industries Unionization Sizes<br />
Cost of<br />
living<br />
adjustment Range 3<br />
Retail Nonunionized only Medium 3% Minimum Pay 79,059.29<br />
Large Midpoint 83,012.25<br />
Maximum Pay 86,965.22<br />
Median 83,012.25<br />
CompAnalysis Results<br />
Job Structure:Development<br />
Job Minimum 1st Quartile Average Median 3rd Quartile Maximum<br />
Software Testing Specialist 113,656.43 126,215.34 135,703.71 134,848.17 145,091.81 159,134.68<br />
Software Engineer 82,746.38 92,385.51 99,717.73 99,899.16 107,014.40 116,896.90<br />
Software Project Manager 56,854.04 63,341.33 70,100.19 70,139.95 76,331.62 84,750.86<br />
Director of Software Development 36,445.35 42,405.76 47,696.04 48,401.82 52,978.67 58,435.16<br />
27<br />
Jobs Industries Unionization Sizes Cost of living adjustment<br />
Customer Service Agent Retail Nonunionized only Medium 3%<br />
Director of Customer Service Large<br />
Market Pay Line<br />
y = -10540.45x + 13217233.04<br />
r2 = .74<br />
CompAnalysis Results<br />
Job Structure:Customer Service<br />
0<br />
2000000<br />
4000000<br />
6000000<br />
8000000<br />
10000000<br />
12000000<br />
14000000<br />
0 200 400 600 800 1000 1200 1400<br />
Salary<br />
Job Evaluation Points<br />
Market Pay Graph<br />
Annual Salary<br />
Predicted<br />
Annual Salary<br />
28<br />
Jobs Industries Unionization Sizes Cost of living adjustment<br />
Customer Service Agent Retail Nonunionized only Medium 3%<br />
Director of Customer Service Large<br />
CompAnalysis Results<br />
Job Structure:Customer Service<br />
0<br />
10000<br />
20000<br />
30000<br />
40000<br />
50000<br />
60000<br />
70000<br />
1248.8 1249 1249.2 1249.4 1249.6 1249.8 1250 1250.2<br />
Salary<br />
Job Evaluation Points<br />
Pay Policy Lines<br />
At Market Pay (Average) Market Lead (Highest Quartile) Market Lag (Lowest Quartile)<br />
29<br />
Ranges Industries Unionization Sizes Cost of living adjustment<br />
Retail Nonunionized only Medium 3%<br />
Range 1 ( 1 - 1050): Spread = 10 Large<br />
Range 2 ( 1051 - 1150): Spread = 10<br />
Range 3 ( 1151 - 1250): Spread = 10<br />
Customer Service Agent (1249)<br />
Director of Customer Service (1250)<br />
CompAnalysis Results<br />
Job Structure:Customer Service<br />
0<br />
10000<br />
20000<br />
30000<br />
40000<br />
50000<br />
60000<br />
Grade/Range 1 Grade/Range 2 Grade/Range 3<br />
Annual Salary<br />
Pay Grades and Ranges<br />
`<br />
30<br />
Industries Unionization Sizes<br />
Cost of<br />
living<br />
adjustment Range 3<br />
Retail Nonunionized only Medium 3% Minimum Pay 44,616.77<br />
Large Midpoint 46,847.61<br />
Maximum Pay 49,078.45<br />
Median 46,847.61<br />
CompAnalysis Results<br />
Job Structure:Customer Service<br />
Job Minimum 1st Quartile Average Median 3rd Quartile Maximum<br />
Customer Service Agent 46,550.00 49,622.43 52,212.26 52,199.31 54,555.25 58,422.41<br />
Director of Customer Service 36,291.42 38,971.31 41,671.82 41,740.25 44,129.15 47,789.62<br />
31<br />
References<br />
Burrows, P. (2009, March 1). Demand for Online Music Services Is In The Rise, but So is Uncertainty About Their Business. Retrieved from businessweek.com: http://www.businessweek.com/the_thread/techbeat/archives/2009/03/kodaks_on-line.html<br />
Entertainment Markets Electrosonic. (n.d.). Retrieved from esonic.com: http://www.esonic.com/entertainment<br />
Facts and Stats - IFPI - Representing the recording industry worldwide. (n.d.). Retrieved from ifpi.org: http://www.ifpi.org/facts-and-stats.php<br />
IFPI. (2012, November). IFPI Digital Music Report 2013: Engine of a digital World. Retrieved from ifpi.org: http://www.ifpi.org/content/library/DMR2013.pdf<br />
Martocchio, J. J. (2015). Strategic Compensation: A Human Resource Management Approach, 8th Edition. Upper Saddle River, New Jersey: Pearson Education, Inc.<br />
NAICS. (n.d.). Retrieved from NAICS Search: http://www.census.gov/cgi-bin/sssd/naics/naicsrch<br />
NAICS. (n.d.). Retrieved from NAICS Search: http://www.census.gov/cgi-bin/sssd/naics/naicsrch<br />
O*Net Online. (2015). Retrieved from Occupational Job Handbook Guide: http://www.onetonline.org/<br />
Occupational Outlook Handbook. (2012, May). Retrieved from Bureau of Labor Statistics: http://www.bls.gov/ooh/Office-and-Administrative-Support/Customer-service-representatives.htm<br />
Zoominfo - ESonic Productions L.L.C. (n.d.). Retrieved from Zoominfo.com: http://www.zoominfo.com/s/#!search/profile/company?companyId=351477258&targetid=profileMisty103http://www.blogger.com/profile/02489305392094931002noreply@blogger.com0tag:blogger.com,1999:blog-7060798534833881907.post-64149746816183732862016-02-28T10:52:00.002-08:002016-02-28T10:52:28.721-08:00E-Sonic Executive Summary and Strategic Analysis<div class="Default">
<b>E-Sonic Executive Summary </b><o:p></o:p></div>
<div class="Default">
The proceeding evaluation provides a strategic analysis of
Sonic Records compensation system and their newly established subsidiary and
online music store E-Sonic. The development of a strategic analysis guides all
decisions made regarding compensation systems. This strategic analysis reveals
firm-specific challenges, objectives, and initiatives that allow E-Sonic to
align the goals of a compensation system effectively with those of the
company’s strategy, challenges, and objectives. The strategic analysis allows a
better understanding of the business environment and the external market
challenges E-Sonic may face in addition to its internal capabilities as they
aim for better alignment of a competitive system design. <o:p></o:p></div>
<div class="Default">
Through the examination of external market challenges such as
industry profiles, competition, foreign demand, long-term industry prospects,
and labor market assessments as well internal functions and Human Resource
capabilities, e-sonic is poised to become a leader in the online music industry.
The study determines their influence over the distribution of music online as
E-Sonic embarks into an industry that is ever-evolving with revolutionary
software and marketing tactics. In an effort to corner the market it is
imperative to offer consumers an innovative product through outstanding
customer service and ease of use. Nevertheless, market research regarding the
needs and wants of knowledgeable consumers will also play a key role. Despite
competition, room remains for not only online music distribution, but for added
products within the entertainment industry such as e-books and on demand movie
streaming. <o:p></o:p></div>
<div class="Default">
The declining demand for music CD’s has opened the door for
the new business model of an online music store. While offering innovative
online products would be valuable in this technological era, it is likewise
important and would benefit E-Sonic to understand and meet the needs of foreign
demand. Globally, digital sales make up more than half of the music revenue. <o:p></o:p></div>
<div class="Default">
Management has no experience in software development and
online marketing. Taking advantage of offerings through exceptional service
that extends beyond the domestic market would offer a larger customer base.
Besides skilled Market Researchers and Developers, highly knowledgeable and
qualified, friendly talent is key to the success of E-Sonic; therefore, it is
equally important to offer competitive incentives for recruitment and retention
purposes. With a positive and encouraging outlook for E-Sonic, the compensation
consulting team suggests a market competitive compensation system that
recognizes the achievements of the individual contributors. <o:p></o:p></div>
<div class="Default">
<b>Strategic Analysis </b><o:p></o:p></div>
<div class="Default">
As a subsidiary of Sonic Records, E-Sonics provides an online
service of downloadable music. The identification of E-Sonic’s industry based
on the North American Industry Classification System (NAICS) falls into two
different codes: 334614 and 512220. According to the United States Census
Bureau, 334614 falls under the category of “Software and other Prerecorded
Compact Disc, Tape, and Record Reproducing” and is comprised of <o:p></o:p></div>
<div class="Default">
establishments primarily engaged in mass reproducing computer
software or other prerecorded audio and video material on magnetic or optical
media, such as CD-ROMs, DVDs, tapes, or cartridges. These establishments do not
generally develop any software or produce any audio or video content. This
industry includes establishments that mass reproduce game cartridges.
(www.census.gov) <o:p></o:p></div>
<div class="Default">
The second code, 512220, applies to “Integrated Record
Production/Distribution”. <o:p></o:p></div>
<div class="Default">
This industry comprises establishments primarily engaged in
releasing, promoting, and distributing sound recordings. These establishments
manufacture or arrange for the manufacture of recordings, such as audio
tapes/cassettes and compact discs, and promote <o:p></o:p></div>
<div class="Default">
and distribute these products to wholesalers, retailers, or
directly to the public. Establishments in this industry produce master
recordings themselves, or obtain reproduction and distribution rights to master
recordings produced by record production companies or other integrated record
companies. (www.census.gov) <o:p></o:p></div>
<div class="Default">
<b>External Market Environment </b><o:p></o:p></div>
<div class="Default">
Examining the five elements of the external environment, the
strategic analysis will investigate industry profile, competition, foreign
demand, industry long prospects and the labor market that comprise the business
of E-Sonic. E-Sonic’s external market environment has been faced with a
declining demand for music CD’s; therefore, it is in the company’s best
interest to shift their focus and evolve their business model. Internally,
management has no experience in software development or online management.
Recruiting talent in this realm would aid in catapulting the company to the
next level. Needless to say, establishing a competitive and inviting
compensation structure would attract and retain the proper talent. <o:p></o:p></div>
<div class="Default">
<b>Industry Profile </b><o:p></o:p></div>
<div class="Default">
Having been a leader in the production and recording studio
industry boasting in excess of $15 billion in revenues, Sonic Records has
experienced a decline in the demand for music CD’s within the last five years.
With the evolution of technology and advances in media access, alternatives to
CD’s have challenged the industry. Despite government regulations attempting to
control music pirating, CD burning and general consumer preferences, Sonic
Records has been challenged to the point that declining sales have exceeded 30
percent. Incessant regulation enforcement by the Recording Industry Accusation
of America coupled with fear of litigation on behalf of culprits has deterred
illegal activity. Additionally, the rise of numerous on line music stores are
evidence of high consumer demand. In this regard, Sonic Records is inspired to
adapt to the new revolutionary music delivery method, adjust rapidly and in
response to the market shift decide to form a subsidiary company named E-Sonic.
<o:p></o:p></div>
<div class="Default">
<b>Competition </b><o:p></o:p></div>
<div class="Default">
Although E-Sonic’s competition may be fierce, they are
determined not to be left behind by creating an online music store that will
compete with already established players in the industry. With competitors such
as ITunes, Rhapsody and Amazon, along with free Online and Customizable Radio
Stations such as Pandora and IHeart, they must be careful to establish a
competitive strategy and a digital business model to compete with the lure of
online piracy. They need to be distinguished from the competition through not
only branding but a user-friendly software platform. Their mission is to
“create the world’s leading online music store; ensuring Sonic Records’
prominence in the record industry’s future.” (Martocchio, 2015) <o:p></o:p></div>
<div class="Default">
<b>Foreign Demand </b><o:p></o:p></div>
<div class="Default">
According to a 2013 NY Times article, foreign demand figures
reported by the International Federation of the Phonographic Industry provided
significant encouragement. Nonetheless, although the music industry’s decline
in general appeared dismal, digital sales and other new sources of revenue grew
significantly enough to offset the continuing decline in CD sales. Although
once believed that the so-called digital revolution was killing music in fact
it is believed that today it is indeed saving music according to Edgar Berger,
chief executive of the international arm of Sony Music Entertainment. Digital
delivery of music has lowered the record companies’ overhead; therefore,
jumping on the band wagon, E-Sonic can take advantage of the demand and
experience robust profitability in the coming years. <o:p></o:p></div>
<div class="Default">
In the United States as well countries such as India, Norway
and Sweden, digital sales already make up more than half of the music revenue
while executives’ skills and knowledge are <o:p></o:p></div>
<div class="Default">
back in demand. For example, “book publishers in London and
New York…have been hiring digital experts away from record companies, analysts
say, as they seek to build up their e-book businesses.” (Pfanner, 2013) Just
one more competitive edge that E-Sonic will have to overcome. Additionally, it
has been reported that in countries like Russia and China, where the industry
is still emerging, piracy remains prevalent and legitimate digital services are
struggling. <o:p></o:p></div>
<div class="Default">
<b>Industry Long-Term Prospects </b><o:p></o:p></div>
<div class="Default">
The long-term industry outlook for E-Sonic is not only
positive but encouraging. According to PwC (PriceWaterhouseCoopers), two-thirds
of revenue growth from consumers and advertising will be digital. Additionally
they suspect that <o:p></o:p></div>
<div class="Default">
of the US$241bn growth in total entertainment and media
consumer and advertising revenue from 2013 to 2018, US$157bn will come from
digital sources. So 65% of global entertainment and media growth – almost two
in every three extra dollars – will be from digital.(www.pwc.com) <o:p></o:p></div>
<div class="Default">
Through the expansion of new markets and creation of new
models, the music industry continues to evolve and grow. This evolution has
amassed users and expanded the global audience for artists. Digital downloads
remain a key revenue stream; nevertheless, downloads account for two-thirds of
digital revenues serving to drive digital growth in developing markets such as
South Africa, Hong Kong, Philippines and Slovakia. According to a report
publicized by the International Federation of the Phonographic Industry (IFPI),
revenues for the digital industry grew 4.3% in 2013 for a total of $5.9 billion.
(Figure 1) Streaming and subscription revenues rose by more than 50% over the
past year to reach $1.1 billion, helping overall sales of recorded music in
Europe grow for the first time in 12 years. Globally, digital formats today
account for 39% of the global revenues with the majority of the revenues coming
from three out of the ten top markets. Generally, revenues from recorded music
grew in Europe and Latin America, stablized with a growth of .08% in the United
States and dropped 16.7% in Japan- the world’s largest market. In Sweden,
France and Italy streaming is already more popular than downloading. Music
subscription services have surpassed $1 billion in sales worldwide while
consumers increasingly opt to pay for online music. In a three-year period the
number of paying subscribers rose from 8 million to 28 million. <o:p></o:p></div>
<div class="Default">
<b>Labor Market Assessment </b><o:p></o:p></div>
<div class="Default">
A labor-market assessment is necessary to describe key market
characteristics, the current labor supply and future trends influencing the
availability of qualified employees for E-Sonic. Besides some of the typical
occupations, the most important positions at E-Sonic are comprised of Customer
Service Representatives, Software Engineers/Developers and Market Research
Analysts. Customer Service Representatives’ handle customer complaints, process
orders, and provide information about an organization’s products and services.
The median hourly wage was $14.70 in May 2012 with a projected growth of 13
percent from 2012 to 2022, about as fast as the average for all occupations.
Overall job opportunities are good and possessing computer skills should offer
the best job prospects. <o:p></o:p></div>
<div class="Default">
Customer service is important to E-Sonic for many reasons.
First of all, customers are vital to an organization; therefore, it would be
challenging for E-Sonic to be successful without customer service. Customer
service is often the only contact the consumer has with an organization. If
customers expend a lot of money per year with a company they expect a company's
customer service department to resolve their issues. Customer Service is also
important to E-Sonic because it can help distinguish the company from its
competitors. A company who offers excellent customer service is more likely to
get repeat business consequently benefiting with greater sales and profits.
When a consumer has a positive experience with a company's customer service
department there are more likely to share their experience boosting sales. On
the other hand, bad Customer Service can often tarnish a company’s reputation
potentially resulting in loss revenue. <o:p></o:p></div>
<div class="Default">
According to the Bureau of Labor Statistics (BLS), in 2012 an
Engineer or Developer in this industry earned an average of $99, 000 per year.
With an expected job outlook of 22% expected growth from 2012 to 2022, this
highly skilled and accomplished profession will experience greater growth than
the average of all occupations. The main reason for the rapid growth, according
to BLS, is a large increase in the demand for computer software. <o:p></o:p></div>
<div class="Default">
Software Developers are described as “the creative minds
behind computer programs. Some develop the applications that allow people to do
specific tasks on a computer or other device. Others develop the underlying
systems that run the devices or control networks.” (www.bls.gov) They must
possess qualities that enable them to solve challenging problems, be able to
quickly acquire knowledge as the field constantly evolves, have a business
oriented approach to software development and be team oriented. <o:p></o:p></div>
<div class="Default">
Lastly, Market Research Analysts “study market conditions to
examine potential sales of a product or service. They help companies understand
what products people want, who will buy them, and at what price.” (www.bls.gov)
The median annual wage for market research analysts in 2012 was $60,300. Market
Research Analysts jobs are projected to grow 32% from 2012 to 2022, much faster
than the average for all occupations. Employment growth will be driven by an
increased use of data and market research across all industries as the needs of
consumers evolve and the company aims to quantify their marketing results with
the organizational strategy. <o:p></o:p></div>
<div class="Default">
<b>Functional Capabilities </b><o:p></o:p></div>
<div class="Default">
Considering the functional capabilities will prove crucial to
E-Sonic’s success. Through the assessment of such operations as engineering,
research and development, management information systems, human resources and
marketing a comprehensive compensation strategy can be develop that operates in
line with the organization’s business objective. Competition among online music
stores makes it necessary for E-Sonic to maintain functional capabilities
specifically in marketing and operations to spread the word of competitive
offerings. Nonetheless, talent acquisition and retention should successfully
align with the company’s compensation strategy. <o:p></o:p></div>
<div class="Default">
<b>Human Resources Capabilities </b><o:p></o:p></div>
<div class="Default">
Human Resource capabilities are assessed through the analysis
of the strengths and weaknesses of E-Sonic’s labor force in an effort to design
a compensation approach consistent with talent procurement and retention
initiatives. The knowledge of the workers along with enhanced productivity
drives the core of their competiveness within the industry. Instituting merit
programs can enhance the customer service experience by rewarding employees
with predetermined performance incentives. Likewise, pay-for-knowledge programs
would reward Software Engineers and Developers, as technology evolves and they
aim to maintain ahead of the competition.<o:p></o:p></div>
<div class="Default">
<br /></div>
<div class="Default">
<br /></div>
<div class="Default">
<br /></div>
<div class="Default">
<br /></div>
<div class="Default">
<br /></div>
<div class="Default">
<br /></div>
<div class="Default">
<br /></div>
<div class="Default">
<span style="font-size: 11.5pt;">References <o:p></o:p></span></div>
<div class="Default">
<span style="font-size: 11.5pt;">Garside, J. (2014, March 18).
Music streaming breaks through $1bn sales barrier. Retrieved from http://www.theguardian.com
<o:p></o:p></span></div>
<div class="Default">
<span style="font-size: 11.5pt;">Global data insights. (n.d.).
title of article? Retrieved from
http://www.pwc.com/gx/en/global-entertainment-media-outlook/data-insights.jhtml
<o:p></o:p></span></div>
<div class="Default">
<span style="font-size: 11.5pt;">Martocchio, J. J. (2015). <i>Strategic
compensation: A human resource management approach </i>(8th ed.). Retrieved
from https://view.ebookplus.pearsoncmg.com <o:p></o:p></span></div>
<div class="Default">
<span style="font-size: 11.5pt;">Moore, F., & Domingo, P.
(2014). IFPI Digital Music Report 2014. Retrieved from http://www.ifpi.org/ <o:p></o:p></span></div>
<div class="Default">
<span style="font-size: 11.5pt;">Pfanner, E. (2013, February
26). Music Industry Sales Rise, and Digital Revenue Gets the Credit. Retrieved
from
http://www.nytimes.com/2013/02/27/technology/music-industry-records-first-revenue-increase-since-1999.html
<o:p></o:p></span></div>
<div class="Default">
<span style="font-size: 11.5pt;">Shuttle, R. (n.d.). Why Is
Customer Service Important to an Organization? Retrieved from
http://smallbusiness.chron.com/customer-service-important-organization-2050.html
<o:p></o:p></span></div>
<br />
<div class="Default">
<span style="font-size: 11.5pt;">"U.S. Bureau of Labor
Statistics." www.bls.gov. U.S. Bureau of Labor Statistics, n.d. Web.<o:p></o:p></span></div>
Misty103http://www.blogger.com/profile/02489305392094931002noreply@blogger.com1