Application: comparative analysis of individual, couple, and family

As you have learned in previous weeks, the scope of crisis is broad, encompassing everything from natural disasters affecting millions of people to a personal loss affecting a single family, couple, or individual. As a result of this extreme variability, it is helpful to organize different types of crisis situations into categories based on fundamental similarities. For example, some crises can be classified as “individual, couple, and family,” such as the following: PTSD, lethality, sexual assault, partner violence, addiction, and bereavement.

Although these crises share a classification, they are far from identical. In fact, there is as much variability within the category of “individual, couple, and family crises” as there is within the general designation of “crisis.” One of the major areas of potential contrast is breadth of impact. A situation involving partner violence, for example, may be limited in impact to the two parties involved, particularly if the parties conceal it from others. An individual’s suicide, however, may have the most intense impact on the individual’s direct family members, but is likely to affect others outside of this realm as well, such as friends, neighbors, classmates, and/or coworkers.

In some cases, human services professionals may use similar strategies for different types of crises. A counseling session with a sufferer of PTSD, for example, may in some ways mirror a session with a sexual assault victim. Crisis intervention strategies vary in their effectiveness and in their potential to bring about positive outcomes, depending on both the nature of the crisis itself and the psychological resilience of those experiencing it.

To prepare for this assignment:

  • Review Chapters 8, 9, and 10 in your course text, Crisis Intervention Strategies. As you read, focus on the similarities and differences between the three types of individual, couple, and family crisis situations: crisis of lethality, sexual assault, and/or partner violence.
  • Review the articles, “Optimistic Explanatory Style as a Moderator of the Association Between Negative Life Events and Suicide Ideation” and “Best Practices for Working With Rape Crisis Centers to Address Elder Sexual Abuse.” Focus on how the issues examined in these articles are either unique to the particular crisis discussed or are shared with the other crises you have examined this week.
  • Select two of the three types of crisis situations you have studied this week. (Be sure that one of your selections is different from the two you chose to analyze in this week’s Discussion.) Reflect on how the two types of crisis situations you have selected are similar as well as how they are different, particularly in terms of their breadth of impact, the intervention strategies most often used in response to these situations, their intended outcomes, and the effectiveness of these intervention strategies in achieving these outcomes.

The assignment (2–3 pages):

  • Identify and briefly describe the two specific types of individual, couple, and/or family crisis situations you have selected.
  • Explain how the two types of crises are similar and how they are different, including, but not limited to the following:
    • Their breadth of impact
    • Crisis intervention strategies that might be used for each
    • The intended outcomes of intervention strategies used for each
    • The effectiveness of the outcomes of intervention strategies used for each
  • Explain what insights you have or conclusions you can draw based on this comparison.

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The myth of lobbyists | Human Resource Management homework help

Part I- 4 pages/ APA format/ No plagarism/ Part II: Make a 1 page agenda using a template from Microsoft word 

Part I: Lobbyists have been part of the U.S. Government system since the early 1800s. Lobbyists play an important role in healthcare, as they are advocates for their interest group. In a 4 page paper, analyze two examples of how lobbyists affect healthcare legislation. Conclude your paper with your opinion about whether the actions of lobbyists have a positive or negative effect on healthcare legislation in the United States. Please keep in mind the position and facility you selected. Make sure to include the following:

  1. Discuss the specific interest of the lobbyist in each example.
  2. Discuss in detail some of the ethical issues and moral disputes for each example.
  3. Discuss your position on whether the lobbyists’ actions are positive or negative on healthcare legislation in the United States and support your points with details.
  4. This portion of your assignment will require you to research and examine information from various sources. Use a minimum of five credible sources for your paper, with three being an academic source from the Rasmussen College Online Library (don’t forget to include in-text citations throughout your paper with paraphrasing or quoting)
  5. Make sure to include your APA formatted reference page.

Part II: An agenda can set the tone for a meeting. It’s an important tool to ensure meetings are staying on track and meeting all of the objectives. Create a detailed meeting agenda for a meeting you will hold with your supervisor and fellow department heads discussing your findings (Hint: Microsoft Word has many agenda templates). SkillSurfer in the online tutoring platform offers beginner, intermediate, and advanced tutorials on Microsoft Office products. Make sure to include the following in our agenda:

  1. Explain each example
  2. The majority of the agenda should be focused on whether the actions of lobbyists have a positive or negative effect on healthcare legislation in the United States.

Make sure to use audience specific language and tone in your agenda. Remember, your supervisor and other department heads will be in attendance. Also, make sure to follow proper agenda/business formatting guidelines and make sure document is professional in appearance.

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Career development at electronic applications electronic

Career Development at Electronic Applications

Electronic Applications Corporation is a major producer of silicon chips for the computer industry.  It is located southeast of San Francisco in an area of high technology firms.  Since its founding in 1972, the company has grown rapidly in terms of sales and profits, thus enhancing its stock price many times over. 

However, human resource policies have tended to lag behind company growth.  Emphasis has been on reactive policies to meet the requirements of external organizations such as the federal government.  Human resources have not been a high priority.

Recently, Harold Sweeney has been hired as Director of Human Resources for the company.  Sweeney had previously served as an Assistant Personnel Director for a large “blue-chip” corporation in southern California.  He took his present position not only because of an increase in pay and responsibility, but also because of what he termed “the challenge of bringing this company from a 1950s human resource mentality to one more compatible with the realities of 1990s.”

Sweeney has been on the job for four months and has been assessing the situation to determine the more significant human resource problems.  One significant problem seems to be high turnover among electrical engineers who work in Research and Development.  This is the core of the research function and turnover rates have averaged about 30 percent per year over the past three years.

In assessing the cause of the problem, Sweeney checked area wage surveys and found Electronic Applications paid five to eight percent above the market for various categories of electrical engineers.  Since the company did not have a formal exit interview system, he could not check out other possible explanations through that mechanism.  However, through informal conversations with a large number of individuals, including the engineers themselves, he learned that many of the engineers felt “dead-ended” in the technical aspects of engineering.

In particular, the Research and Development Department had lost some of the younger engineers who had been considered to be on the “fast track.”  Most had gone to competitors in the local area.

One particular Research and Development employee who impressed Sweeney was Helen Morgan.  Helen was 29 years old, had a B.S. degree in Electrical Engineering from California Institute of Technology, and was studying for her M.B.A. at the University of Santa Clara at night.  Helen had been employed for seven years, three in an entry-level engineering position and four as a section chief.  The latter promotion was the highest position in Research and Development other than the position of Director of Research and Development.

Helen claimed that “the company doesn’t really care about its good people.”  In her view, the present director, Harry James, doesn’t want to allow his better people to move up in the organization.  He is more interested in keeping them in his own department so he can meet his own goals without having them to orient and train new people.  Helen also claimed she was told she “has a bright future with the company” by both James and the former Personnel Director.  Her performance appraisals have been uniformly excellent.

 

 

She went on to criticize the company for using an appraisal form with no section dealing with future potential or future goals, no rewards for supervisors who develop their subordinates, no human resource planning to identify future job openings, no centralized job information or job positioning system, no career paths and/or career ladders, and attitudinal barriers against women in management positions.

Sweeney checked out the information Morgan had provided him and fount it to be accurate.  Moreover, he heard through the “grapevine” that she is in line for the excellent position with a nearby competitor.  Clearly, he has an even greater challenge that he had anticipated.  He realizes he has an immediate problem concerning high turnover of certain key employees.  In addition, he also has a series of interconnected problems associated with career development.  However, he is not quite sure what to do and in what order.

 

Question

  1. Describe the nature and causes of the problem faced by Mr. Sweeney.

 
2.      What additional questions should Sweeney ask or what additional information is needed before proceeding toward a solution to this problem?  Why?
 
 
3.      What are the individual and organization benefits of a formalized career development system?
 
4.      If Sweeney decides to develop a formalized career development system of Electronic Applications, what components or types of service should be offered?   Why?
 
 
 
 
5.      Should the career development activities be integrated with other human resource management activities?  If yes, which one? Why?
 
 6.       What criteria should Sweeney consider to evaluate good candidates for promotion?  What criteria could be used to evaluate the performance of supervisors in development of their subordinates?

 

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Power point presentation case failure of tokai mura accident

Final Presentation:

1.            The presentation is presenting the  case analysis as a power point presentation. So the presentation will cover only part 1 of your final paper.

Use that as a guideline in making your presentations.

3.            You have the following options for the presentation:

 

a.            PowerPoint with annotated slides: In this option you make the slides and add notes to it (in the notes area of each slide). These notes must help the audience understand your case analysis. The notes must also be succinct.

 

PART I: Tokaimura Criticality Accident 1999

 

 

Introduction

 

Would you go to work if you thought you had a chance of dying? NO! These workers who were killed during the Tokai-mura accident didn’t think so either. However, how would you feel if I told you that their deaths were preventable? Pretty upsetting right? The cause of the accident was based on “human error and serious breaches of safety principles,” according to the International Atomic Energy Agency (IAEA)(Nighswonger, 1999) The headline statement from the IAEA really jumped out at me especially when safety should be priority when dealing with radiation and nuclear facilities. Throughout my term paper, I will identify and describe appropriate managerial principles to solve technical management challenges that the Tokaimura facility faced as key failures identified by the Nuclear Regulatory Commission. These failures were very SIMPLE and PREVENTABLE issues that could have saved and prevented death and injury that these three workers sustained that day on September 30th, 1999 at the Tokaimura facility.

 

Background of Failure

On September 30, 1999, an accident occurred at a uranium fuel conversion test facility of JCO Co., Ltd. Tokaimura, Japan.  JCO has operated mainly conversion facilities to produce uranium oxide powder or uranyl nitrate solution from low enriched uranium hexafluoride. The accident was triggered by pouring a sufficient amount of the 18.8% enriched uranium solution into a precipitation vessel, causing a high-level reaction, and was terminated after approximately 19 hours by draining the cooling water around the vessel, which acted as a neutron reflector to maintain the condition. As a result, this accident gave serious radiation doses to 3 employees and fatal doses to 2 of them; further, neutrons and gamma-rays emitted by the accident caused doses to many residents, JCO employees, and emergency personnel who attempted to terminate the condition and to rescue the 3 employees. The dominant dose for the residents and the JCO employees was caused by neutrons and gamma-rays produced in the precipitation vessel. The individual dose was estimated for 234 residents, 169 JCO employees and 260 emergency personnel, respectively. (Tanaka, 2002) The Tokaimura accident of 1999 is the third most serious accident in the history of nuclear power, after the 1986 Chernobyl accident and the 1979 Three Mile Island accident but unlike the other cases, the Tokaimura accident did not involve a nuclear power station but a nuclear fuel factory where no nuclear chain reaction should ever happen. (Hoover, 2011)  The accident happened when workers preparing nuclear fuels mixed uranium oxide with nitric acid using a stainless-steel container instead of a mixing apparatus. The shortcut was described in an illegal operating manual drafted by the company. The manual had never been approved by the supervising ministry, as was legally required. The procedure violated some of the most basic safety requirements that were well known in the nuclear industry since the early 1940’s. Safety in the nuclear fuel cycle has always been focused on reactor operations, where a huge amount of energy is released continuously in a small volume of material, and where there are substantial amounts of radioactive materials which would be very hazardous if released to the biosphere. The investigations of the accident revealed that JCO allowed unsafe procedures in order to save time and money. In addition, the workers had no proper qualifications and had not received proper training. Moreover, no emergency routines had been prepared, as criticality events were considered unrealistic. The poor crisis management and restrictive information policy during and after the accident were criticized by scientists, politicians and reporters.. With all of this identified, I will continue to analyze the failures from this report.

Analysis of Failure using the Management Functions

This objective of this paper will consist of analyzing the failures by listing and applying the functions of engineering management decisions with the accident using the five management functions. The Nuclear Regulatory Committee analyzes the failure of management in this accident that led to a few by conclusions drawn by the investigations conducted by the Government of Japan. It revealed that there were three general root causes involved with the Tokai-mura criticality accident: The report from the NRC addressed failures that led to the cause of the accident, which included: inadequate regulatory oversight; overall lack of an appropriate safety culture at the JCO facility and inadequate worker training and qualification. (NRC Review, 2000) I think that most of these failures led to human factors issues. The procedure verification and validation wasn’t happening both from the employees nor supervisors.  Operational management deficiencies related to operational control as well as operator training and qualification that presented as lacking as well as  approval for transfer of nuclear material. There should have been supervisory authorization of solution transfers, however supervisors were not present. Technical management of the preparation, review and approval of operating procedures, specifically highlighting the failure to require and obtain approval of the safety management group were neglected. Business management in that the company did not pay full attention to a process involving the manufacturing of special products in small quantities on an irregular basis and a licensing process that did not consider a criticality accident to be credible. Lastly, the safety regulation process did not include appropriate inspections.The ah-ha moments that occurred to me wastrying to understand how long supervisors allowed these kinds of acts to keep occurring. Why hadn’t another authority caught these kinds of unsafe acts and rituals??? How long had this been occurring? Why were inspections not being done? What really surprised me after all this was the little changed in terms of a nuclear safety culture, as the meltdowns of the Fukushima reactor in 2011 painfully demonstrated.Analyzing the management’s decision based on the accident and proposing  effective and possible  solutionsto presented problems and using the management functions listed below is categorized by using the acronym POSDCORB. (Bonoma, T, & Slevin, 1978) We can use these categories to progress on the proposed plan as well to discuss the way ahead for JCO to prevent and mitigate an accident like Tokaimura from happening again.

·         Planning: planning the way ahead to prevent an accident like this from happening again I believe will take ALL aspects of management and outside agencies to help assist with policy. Anticipating problems and preventing accidents from reoccurring will be top managements priority and goal.

 

·          Organizing: management will establish structures and systems that will address the response of specific objectives to meet the need in case an emergency arises.

 

·         Staffing: will ensure the company has adequate staffing to meet the demand of isotope and nuclear production safely and effectively. This will include selecting and training staff and maintaining safe work conditions and ensure all certifications and responsibilities are met.

 

·         Directing: management will need to make appropriate, effective and safe decisions and set the example by leading and directing what right looks like.

 

·         Coordinating: this will take JCO and several other agencies to come in and set up remedial training and continuing to conduct routine audits and inspections of the facility to ensure employee safety is being met and short-cuts are avoided.

 

·         Reporting: criticality drills will be rehearsed and everyone will report and UNSAFE acts to their immediate supervisors.

·         Budgeting: this will be an initial burden due to the accident; however will be management’s responsibility to invest the money into shielding barriers and lead PPE that will satisfy the safety requirement for employees.

 

Text Box: 2. Choice of controls:  Consider the controls in the form of rules or work procedures needed to achieve process goals while controlling the process.Text Box: 1. Process Designer:   Define processes, scenarios. Performance goals and hazards associated with worker activities.Moving forward and implementing some kind of organizational strategy for both short and long term plans I developed this flow chart to help JCO consider moving forward.

       
   
 
 

 

            

            

            

            

            

            

            

            

            

            

            

 

 

 

 

 

 

 

 

Analysis of Failure using the Balanced Scorecard Approach

 

Goals

Measures

Financial

Expense of safety equipment installation

Safety measures implemented (physical barriers)

Customer

Safety

Trusted processes

QA/QC inspection

Employee Satisfaction

Routine Audits

Internal

Supervision

Communication

 

Management improvement

 

Follow up and monitoring

 

Communicate risks effectively

 

Knowledgeable supervisors

Innovation and Learning

 

 

Employee education

Feedback

 

Skills assessed of handling radioactive material

Process improvement with functional excellence

Risk Management: Through the use of a Balanced Scorecard (Kaplan, 1992) an analysis of a management plan can be obtained, ideally alleviating some risks that may arise and outline goals and measures for the Tokaimura facility.

 

Conclusion

The criticality accident was the violation of procedural regulations, but revealed in itself a simple accident. However, it is by no means simple from the standpoint of prevention of similar accidents discussing the lessons learned from JCO accident, it is one of the most thought-provoking experiences in a nuclear energy related facility, not only in Japan but also in the world. It caused fatalities among employees as well as emergency evacuation of neighboring residents. It posed a lot of issues which should be discussed not only among nuclear fuel processing industries but also among other nuclear industries and among those who handle radioactive materials. What has really been learned is that another significant event can still happen anywhere and at any time if a strong vigilance of maintaining safety is not exercised by highest priority. Recommendations will place heavy responsibilities upon those who are expected to carry them out and will take extraordinary efforts from the management of the facility. I recommend that the Tokaimura facility be inspected and audited routinely to foster a safe work environment and to avoid shortcuts.

            

           References:

1.)    Todd Nighswonger, Nov 17, 1999, http://www.ehstoday.com/news/ehs_imp_32563

2.)    S. Tanaka, “Summary of the JCO Criticality Accident in Tokai-Mura and a Dose Assessment,” J. Radiat. Res. 42, Suppl., S1 (2001).

3.)    W. D. Hoover, Historical Dictionary of Postwar Japan (Scarecrow Press, 2011).

4.)    NRC Review of Tokai-mura Criticality accident , April 2000 Division of Fuel Cycle Safety and Safeguards Office of Nuclear Material Safeguards US Nuclear Regulatory Commission (pg. 3)  https://www.nrc.gov/reading-rm/doc-collections/commission/secys/2000/secy2000-0085/attachment1.pdf

5.)    Bonoma, T, & Slevin, D. P. (1978). Executive survival manual. Boston: CBI Publishing Company

 

6.)    Kaplan, R., Norton, D. (1992). The Balanced Scorecard-Measures that Drive Performance. Harvard Business Review, January-February Edition, 69-80.

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Essay 5 pages | Human Resource Management homework help

Option #1: Changing a Company’s Culture

Choose a company that values organization culture. Describe what the company did to make its culture better overall, not just a better place to work, but financially as well. (A basic Google search of leading companies should give you ample options to choose from.)

What is the secret to their success? Address these points in your paper:

  • Describe (briefly) the culture before the company changed its culture.
  • List the steps the company took to change its culture.
  • Describe (briefly) the impact on employees and other statistics such as increased retention rates.
  • Show in table format the impact on gross income and profit over a three-year period.
  • Analyze the effectiveness of the steps to change culture.
  • Evaluate whether the steps were efficient and effective or whether other steps could have been taken.
  • Recommend how these changes could be used in a company whose culture is causing high employee turnover and poor image and detracting from its competitive advantage.

Your well-written paper must adhere to the following parameters:

  • Be 5-6 pages in length, not including the title and reference pages.
  • Be supported by four scholarly references. Remember, you must support your thinking/opinions and prior knowledge with references; all facts must be supported; in-text references used throughout the assignment must be included in an APA-formatted reference list.
  • Review the grading rubric, which can be found in the Module 6 folder.
  • Be formatted according to the CSU-Global Guide to Writing & APA (Links to an external site.).

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Option #2: organizational staffing and development portfolio

Option #2: Organizational Staffing and Development Portfolio Presentation

In this final Portfolio Project presentation, you will illustrate the lessons learned throughout this term. For this portfolio assignment:
Consider an organization you currently work for or have worked for in the past.  Assume that you have been asked to educate the senior leadership of that organization regarding the benefits of a staffing and development plan that is linked to the organization’s strategic plan.  
Explain the staffing and development to the organization’s senior leadership including a recommendation that the organization utilize the model in their staffing practices. 

  1. Address elements of the plan, the interrelationships between staffing and development and how these are linked to an impact the organization’s strategic plan.
  2. Address any potential resistance to the policy used.  Include examples and recommendations. 
  3. Develop three (3) recommendations on how to improve upon the current staffing and development policies. These recommendations should be new and innovative, showcasing your creativity based on what you learned in the course.
  4. Assess any resistance to these recommendations, and how that would be overcome.

The presentation (PowerPoint or other presentation program) should be 7 slides, not including title or reference slides, and follow CSU-Global APA format (Links to an external site.).  A minimum of five scholarly sources should be cited and referenced. Consider other industry/trade and government sources as well. Use the notes page for extensive talking points and to show an understanding of the topics.

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Organizing leadership | Human Resource Management homework help

I want you to identify a specific public service organization that has recently undergone a major change or reform; or a specific public service organization that might change as a result of pending legislative action. Another option would be to discuss a change to a nonprofit organization. Below are some examples of organizations that have undergone reforms and changes that we have mentioned or discussed in class:

  1. The Department of Veteran’s Affairs
  2. Washington D.C. Public Schools 
  3. Reforms at Arizona Child Protective Service (CPS)

I encourage you to pick something aligned with your own personal interests, however, if you are having a hard time identifying one that interests you, I suggest you chose one from the list above.  Ultimately, you will not be graded on which public service organization you examine; it will be graded on your ability to apply the course material to that particular case.  

Requirements.png

  • Write a 2,500 word discussion paper applying key concepts from the course to your case.
  • You are required to use a minimum of 10 sources (including course materials). 
  • Format your paper in accordance with APA style guidelines. 
  • The paper is to be written in Times New Roman 12pt font, double-spaced, with 1-inch margins. 
  • Writing should be clear, well-organized, and contain minimal grammatical errors.

Structure.png

Organize your paper with the following sections and be sure to answer all questions in each section:

1) Background

  • What is the organization?
  • What does this organization do?
  • What is the reform or proposed change (please be specific)?
  • What were the drivers of the change?
  • Were they internal or external?
  • What level (individual, group, or organizational) is the change occurring?

2) Leadership: Who is the current leader of this organization?

  • Did the events driving the change occur when he/she was in charge?
  • Based on your research, do they appear to be transformational or transactional? Why or why not?

3) Barriers to Change

  • What are the environmental barriers to change?
  • Are resources available to support the change?
  • Is there consensus on what the goal of the change should be?
  • How are the organization’s employees likely to respond to the proposed changes? Why might employees resist change?

4) Strategies for Successful Change

  • Based on the readings for this class, what advice would you give to this organization to successfully implement the proposed changes or reforms?
  • Specifically, how might a leader overcome the barriers to change that you have identified?

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2 pages-cite five relevant sources-apa a must (portfolio milestone)

Instructions:

Identify your Portfolio Project choice in the title of a Word document and then briefly explain why you selected your project in a two- to three-page paper, which is double spaced. Cite five relevant sources including scholarly, trade/industry and government sources.

Option I selected for final Portfolio Project:

Option #1: Staffing and Development

The final project Portfolio Assignment requires you to build a professional document incorporating the central lessons you have learned throughout this course. For this Portfolio Assignment, please select an organization that you work for or one that you are familiar with. Then, complete the following:

  1. Provide an organizational profile that includes information about the organization’s mission, vision, culture, and strategy. This information, aside from the mission, should be explained in your own words. 
  2. Explain the organization’s industry, provide information about its competitors, and provide details about how the organization can differentiate itself from other organizations within the industry.
  3. Compare your organization to any one of the organizations in the article “Building talent: The very best of 2017,” found in the required readings. The comparison that you provide should provide details regarding how your organization differs in terms of talent recruitment, selection, and retention, as well as how your organization measures up in terms of training and development opportunities.
  4. Identify how your organization assesses employee performance and explore the strengths and weaknesses of your selected organization’s performance management system. 
  5. Explain how your organization can utilize the principles outlined in the book entitled The carrot principle: How the best managers use recognition to engage their people, retain talent, and accelerate performance to ensure a strong workplace environment.

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Need asap 1-2 page | Human Resource Management homework help

Visioning Before Strategizing

Imagine that you are the HR manager for a new company just opening its doors in your community. The owners have asked you to prepare a vision for compensating the staff. They do not want specific policies, but guiding principles that will help them collect data and write specific HR policies later. Complete the following:

Describe the type of business, number and types of employees, such as exempt and non-exempt, and the customer base you will use as your example company for this assignment, as well as the state and city or area of the state where your company is located.

Create a list of essential guideposts for developing a total compensation policy. In your vision, include statements that can be made public to your customers and employees. Also consider whether your vision will be strategic in a strong economy, as well as in a down economy. Will you be able to adapt your vision during various economic conditions?

Using Exhibit 2.3 (Tailor the Compensation System to the Strategy) in your text, identify which of the three business strategies is most appropriate, and include an analysis of why you believe this is the case.

Discuss the appropriate business response, HR program alignment, and compensation system for this new business.

How will other existing businesses in your community affect the compensation vision and strategy of this new company? You can use the Overview of BLS Wage Data by Area and Occupation Web page from the Bureau of Labor Statistics Web site and linked under Resources to help you research information for your response.

Refer to the text’s example in Exhibit 2.4 (IBM’s Strategic Principles and Priorities in Strategy Execution) outlining IBM’s strategic principles and priorities. Do not be limited by IBM’s choice of words.

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Sustainability and corporate practices | Human Resource Management homework help

  

This assignment gives you an opportunity to practice your newly developed skills in assessing the sustainability of a company. In a statement of its business policies, British Petroleum (BP) asserted that “A good business should be both competitively successful and a force for good.”

However, moving from a general statement to implementation of positive corporate practices that advance sustainability is challenging and progress is often incremental.

Using the module readings, the Argosy University online library resources, and the Internet, research Corporate Social Responsibility (CSR) at BP. Provide your evaluation of how successful BP has been at achieving its goals of CSR.

Cover the following in your analysis:

 

  • What is the relationship between business operations       and CSR at BP?
  • Does the organization consider CSR as obligatory or do       they seek opportunities for CSR? In other words, is the organization       reactive or proactive?
  • What are some elements of corporate culture and       policies that impact CSR? Examine the policies of BP such as the stated       environmental policy, cultural diversity policy, equal employment       opportunity (EEO), and so on.

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