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Human Resource Management

I need an explanation for this Management question to help me study.

Question 1: You are the HR manager for a commercial airline. You have been assigned to develop a realistic job preview for flight attendants. Your objective is to give a balanced picture of the job so that applicants will better understand what they will be asked to do. Job duties, schedules, and other facets of the job should all be well understood early in the recruiting process to avoid poor P/E fit later on.

  1. How would you gather information about the job context and environment? Explain what sources you would use and why.
  2. How could you use technology to show the positive and negative aspects of the job

Question 2: Why is evaluating training an important part of strategic training?

Requirement: For Questions 1 and 2 – Minimum 250-270 words, 12-point Times New Roman font using APA format. Must have a minimum of two sources to support each answer. In-text citations and 2 references each. No plagiarism.

Question 3: Pick 2 topics for your AB from the objectives listed

  • Be able to name and discuss the steps in the selection process.
  • Be able to explain why criteria development is an important part of the selection process.
  • Give examples of types of criteria that can be developed.
  • Describe the advantages and disadvantages of internal and external candidates.
  • Explain the various types of interviews and interview questions.
  • Discuss interview methods and potential mistakes in interviewing candidates.
  • Explain the interview process.
  • Explain the types of tests that can be administered as part of the selection process.
  • Be able to discuss the types of selection models.
  • Explain the steps in making the offer to the candidate.
  • Explain the four steps involved when training an employee.
  • Be able to explain and give examples of the types of training that can be offered within an organization.
  • Explain the types of training delivery methods.
  • Be able to design a training program framework.
  • Understand the uses and applications of a career development program.

Requirement: Each AB should be ½ to ¾ pages long. It should be double-spaced, and you are to use Times new Roman 12 font.For your AB, you must have: • Your name, date, course, and AB number at the top (see example) • APA Reference before the information (see example) Annotated bibliographies must be written in manner, in which, they are understandable. You must describe all-important data such as: • The participants • The reason the study was conducted • What research design was used (surveys, interviews, case study, etc.) • Which research analysis was used (MANOVA, ANOVA, Kruskal Wallace, etc.) • The results of the study along with any conclusions of the author(s) Your study must include all of these (if applicable).

Please check the format of AB

Annotated Bibliography Example

Name:

Date:

Course Objective

APA REFERENCE Craig, W. (2015). From Family To Franchising: Five Ways To Start Your Business Empire. Forbes.

According to this article there are more than half a million new businesses started across the country every single month (Craig, 2015). There are many ways to become a business owner in the world today and there are many risks involved with each of those avenues as well. When starting a business from scratch the most important aspect is having a product that people actually want. According to this article, nine out of ten startup companies fail and 42% of polled startup owners claimed their business failed due to lack of need for his or her product (Craig, 2015). A business can also be acquired by inheritance or taking over of a family business. Craig (2015) also found, only about 10% of family owned businesses will survive long enough to see the third generation take over. The reasons for this is the perception by younger generations that the family business will always be available as a backup option if other ventures don’t work out. Buying an existing business is also an option for those who have a keen insight for opportunity. Becoming a franchise owner is another way to become a business owner. This step also takes determination and focus but can be very rewarding. There is a stability that comes with taking over a location that has an established corporate presence already backing it up with corporate sponsors that are ready and willing to help get you started on the right track.

Note: Answer the questions separately in different documents.

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Human Resource Management

Now consider the activities that are described in the value chain for this organization. Which do you believe cost the most to perform? What factors do you base your opinion on? What do you believe can be done to reduce the costs, thereby giving this organization a competitive edge?

Now consider the activities that are described in the value chain for this organization. Which do you believe cost the most to perform? What factors do you base your opinion on? What do you believe can be done to reduce the costs, thereby giving this organization a competitive edge?Now consider the activities that are described in the value chain for this organization. Which do you believe cost the most to perform? What factors do you base your opinion on? What do you believe can be done to reduce the costs, thereby giving this organization a competitive edge?
Field: Human Resource Management
Identify a health care organization for which a significant amount of information is available, in books, journals, reports, or on the Internet. Conduct an audit of the organization’s strategic assets based on the information you are able to gather from various sources. The audit you conduct will not be as thorough and detailed of an audit as the organization itself might conduct as you will not have access to the same inside information as internal auditors. Do your best to gather and report the following information.

Start with a general description of the service that the healthcare organization provides. Include the mission statement for the organization. If there is not one, create one you believe would best describe the mission of the organization.

The first part of your audit should address the organization’s historical financial performance and its current financial condition, as described in your textbook. A lot of the necessary data can be found in the organization’s annual report and its filings with the Securities and Exchange Commission (SEC) and state-level government regulatory agencies. Research sources such as business journals, magazines, and other media that report on these types of organizations.

The second part of the audit should describe in as much detail as possible what you consider to be the major resources and competencies of the organization. Use a SWOT chart to categorize the most relevant points (these may be more narrative than quantitatively analytical). Try to identify assets that appear to be unique to the organization and that give it some competitive advantage over its rivals. Also make a note of areas in which the organization is weak, which might be the target of strategic attacks by those rivals.

Now consider the activities that are described in the value chain for this organization. Which do you believe cost the most to perform? What factors do you base your opinion on? What do you believe can be done to reduce the costs, thereby giving this organization a competitive edge?

Finally, consider that this organization would like to set up a satellite office in a nearby city. In this satellite office they will make changes to their processes to address their strengths, weaknesses, opportunities and threats. Develop a mission statement for this satellite office. Create four strategic goals for this office, one for each SWOT category.

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Human Resource Management

I need an explanation for this Management question to help me study.

Question 1: You are the HR manager for a commercial airline. You have been assigned to develop a realistic job preview for flight attendants. Your objective is to give a balanced picture of the job so that applicants will better understand what they will be asked to do. Job duties, schedules, and other facets of the job should all be well understood early in the recruiting process to avoid poor P/E fit later on.

  1. How would you gather information about the job context and environment? Explain what sources you would use and why.
  2. How could you use technology to show the positive and negative aspects of the job

Question 2: Why is evaluating training an important part of strategic training?

Requirement: For Questions 1 and 2 – Minimum 250-270 words, 12-point Times New Roman font using APA format. Must have a minimum of two sources to support each answer. In-text citations and 2 references each. No plagiarism.

Question 3: Pick 2 topics for your AB from the objectives listed

  • Be able to name and discuss the steps in the selection process.
  • Be able to explain why criteria development is an important part of the selection process.
  • Give examples of types of criteria that can be developed.
  • Describe the advantages and disadvantages of internal and external candidates.
  • Explain the various types of interviews and interview questions.
  • Discuss interview methods and potential mistakes in interviewing candidates.
  • Explain the interview process.
  • Explain the types of tests that can be administered as part of the selection process.
  • Be able to discuss the types of selection models.
  • Explain the steps in making the offer to the candidate.
  • Explain the four steps involved when training an employee.
  • Be able to explain and give examples of the types of training that can be offered within an organization.
  • Explain the types of training delivery methods.
  • Be able to design a training program framework.
  • Understand the uses and applications of a career development program.

Requirement: Each AB should be ½ to ¾ pages long. It should be double-spaced, and you are to use Times new Roman 12 font.For your AB, you must have: • Your name, date, course, and AB number at the top (see example) • APA Reference before the information (see example) Annotated bibliographies must be written in manner, in which, they are understandable. You must describe all-important data such as: • The participants • The reason the study was conducted • What research design was used (surveys, interviews, case study, etc.) • Which research analysis was used (MANOVA, ANOVA, Kruskal Wallace, etc.) • The results of the study along with any conclusions of the author(s) Your study must include all of these (if applicable).

Please check the format of AB

Annotated Bibliography Example

Name:

Date:

Course Objective

APA REFERENCE Craig, W. (2015). From Family To Franchising: Five Ways To Start Your Business Empire. Forbes.

According to this article there are more than half a million new businesses started across the country every single month (Craig, 2015). There are many ways to become a business owner in the world today and there are many risks involved with each of those avenues as well. When starting a business from scratch the most important aspect is having a product that people actually want. According to this article, nine out of ten startup companies fail and 42% of polled startup owners claimed their business failed due to lack of need for his or her product (Craig, 2015). A business can also be acquired by inheritance or taking over of a family business. Craig (2015) also found, only about 10% of family owned businesses will survive long enough to see the third generation take over. The reasons for this is the perception by younger generations that the family business will always be available as a backup option if other ventures don’t work out. Buying an existing business is also an option for those who have a keen insight for opportunity. Becoming a franchise owner is another way to become a business owner. This step also takes determination and focus but can be very rewarding. There is a stability that comes with taking over a location that has an established corporate presence already backing it up with corporate sponsors that are ready and willing to help get you started on the right track.

Note: Answer the questions separately in different documents.

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When you have no idea what to do with your written assignments, use a reliable paper writing service. Now you don’t need to worry about the deadlines, grades, or absence of ideas. Place an order on our site to get original papers for a low price.

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human resource management

3GCH08 10/01/2013 10:56:1 Page 291 Think about these manager behaviors. Which do you think play a direct or an indirect role in building an ethical culture? Which might build engagement but not influence ethical culture? Which do both? MANAGING THE “BASICS” A manager’s most important responsibility is to bring good people into the organization and then manage in a way that makes those good people want to stay. The new people may be permanent employees, or they may be part-time employees, temporary workers, or consultants. Effective managers need to be proficient at hiring the best people who fit the organizational culture, evaluating their performance, recognizing and praising excellence, and disciplining or even terminating poor performers. Hiring and Work Assignments HIRING CASE You’re planning to hire a new sales manager, and the most promising candidate is really homely. You are concerned about how your customers— and even his colleagues—would react to him. The specific job he’s applying for requires extensive customer contact, and his appearance is frankly disconcerting. On the other hand, his credentials are excellent, and he’s certainly qualified for the job. Federal law prohibits discrimination based on race, religion, sex, color, ethnic background, and age, and it protects those who are pregnant or disabled. In this case of a homely candidate, the solution is ambiguous. He is certainly qualified for the job, and unattractive looks are not included in protectionist handicapped legislation, so the law isn’t helpful. But the larger issues are what qualities should determine whether or not an individual should be hired, and is it ethical to consider a prospective employee’s attractiveness? All protectionist legislation points to the answer, as does the concept of fairness. Hiring, promotions, and terminations should be based on qualifications, period. However, it’s one thing to ignore someone because of your own prejudice and quite another to hesitate to put someone in a situation where he or she might suffer discrimination from an external audience, such as your customers, that’s out of your control. It’s difficult to say whether you’re doing someone a favor by setting him or her up for possible failure in an environment that’s hostile. Prejudice is difficult to overcome. As we’ve noted in earlier chapters, everyone has biases. Some people don’t like very tall people, or very short people, or fat ones, or skinny ones, or old ones, or young ones. Others have biases against brown eyes, or blue eyes, or eyes with wrinkles, or big noses, or aquiline noses, or balding heads, or hair that looks too long. Some people favor individuals from certain schools or from particular parts of the country. What if someone interviews for a job and, as in this case, he is just plain unattractive; or she’s deaf; or he had cancer three years ago; or she CHAPTER 8 ETHICAL PROBLEMS OF MANAGERS 291 3GCH08 10/01/2013 10:56:1 Page 292 speaks English with an accent? Do those qualities have anything to do with an ability to do the job or with talent? What kind of response would the Golden Rule prescribe? Kant’s categorical imperative? How about Rawls’s veil of ignorance? Some employers have a “corporate profile” in mind when they hire, especially when they’re trying to fill positions with “extensive public contact.” Some large Fortune 100 companies are well known for their penchant for hiring certain types of employees. They look for healthy young people with regular features, moderate height, a medium build, and no discernible accent. Do employers with a conscious or subconscious “corporate profile” think that the public or their customers are somehow homogeneous? If history had used a corporate profile as a yardstick, Abraham Lincoln, Benjamin Franklin, Marian Anderson, Albert Einstein, Sammy Davis Jr., and Franklin Roosevelt may have been relegated to positions with “no public contact.” Talent and ability come in a variety of packages. When managers use anything other than those two factors to evaluate qualifications for hiring, promotions, or work assignments, they shortchange not only the individual but also their employer and their customers (who surely come in a variety of packages). They also help perpetuate stereotypes, instead of trying to build a workforce that reflects real life. One way to hire is to deeply understand your own organizational culture and to hire based on how well a candidate will “fit” into the existing culture. Both the organization and the employee are likely to be more satisfied when a good fit is achieved. For example, think about a family-oriented organization, like Starbucks, that tries to demonstrate great care for its employees. What would happen if a manager hired an edgy, highly competitive person who doesn’t care about relationships? How would that type of person fare in a “warm and fuzzy” company? It would be far smarter for a manager to look for candidates who demonstrate the same qualities that the company values, because those are the people who will succeed in the company culture. On the other hand, companies that stick too closely to a corporate profile can risk being accused of discrimination (as happened to Abercrombie & Fitch when the “look” the company was attempting to achieve seemed to exclude qualified individuals from certain minority groups). Or, they risk becoming too homogeneous and therefore resistant to needed change. So, managers must strike a delicate balance. They need to hire people who fit the current culture, but also they need to be open to people who fit, but may be different. To be successful, organizations need to nurture strong cultures that have enough differences to encourage innovation and balance and that counter the tendency to hire to a “profile.” Performance Evaluation You were recently promoted to manager of a department with five professionals and two clerical staff. One of the professionals, Joe, is a nice guy, but he simply hasn’t been able to match the performance of the others in the department. When he tells you he has been interviewing for another job in a different part of your company, you pull his personnel file and see that your predecessor had rated Joe’s performance as “good to excellent.” You frankly 292 SECTION III MANAGING ETHICS IN THE ORGANIZATION


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Human Resource management

Application Case: The Out-of-Control Interview Maria Fernandez is a bright, popular, and well-informed mechanical engineer who graduated with an engineering degree from State University in June 2014. During the spring preceding her graduation, she went out on many job interviews, most of which she thought were conducted courteously and were reasonably useful in giving both her and the prospective employer a good impression of where each of them stood on matters of importance to both of them. It was, therefore, with great anticipation that she looked forward to an interview with the one firm in which she most wanted to work: Apex Environmental. She had always had a strong interest in the environment and believed that the best use of her training and skills lay in working for a firm like Apex, where she thought she could have a successful career while making the world a better place. The interview, however, was a disaster. Maria walked into a room where five menthe president of the company, two vice presidents, the marketing director, and another engineerbegan throwing questions at her that she felt were aimed primarily at tripping her up rather than finding out what she could offer through her engineering skills. The questions ranged from being unnecessarily discourteous (Why would you take a job as a waitress in college if youre such an intelligent person?) to being irrelevant and sexist (Are you planning on starting a family anytime soon?). Then, after the interview, she met with two of the gentlemen individually (including the president), and the discussions focused on her technical expertise. She thought that these later discussions went fairly well. However, given the apparent aimlessness and even mean-spiritedness of the panel interview, she was astonished when several days later the firm made her a job offer. The offer forced her to consider several matters. From her point of view, the job itself was perfect. She liked what she would be doing, the industry, and the firms location. And in fact, the president had been quite courteous in subsequent discussions. She was left wondering whether the panel interview had been intentionally tense to see how shed stand up under pressure, and, if so, why they would do such a thing. Questions How would you explain the nature of the panel interview Maria had to endure? Specifically, do you think it reflected a well-thought-out interviewing strategy on the part of the firm or carelessness on the part of the firms management? If it were carelessness, what would you do to improve the interview process at Apex Environmental? Would you take the job offer if you were Maria? If youre not sure, what additional information would help you make your decision? The job of applications engineer for which Maria was applying requires (a) excellent technical skills with respect to mechanical engineering, (b) a commitment to working in the area of pollution control, (c) the ability to deal well and confidently with customers who have engineering problems, (d) a willingness to travel worldwide, and (e) a very intelligent and well-balanced personality. List 5 questions you would ask when interviewing applicants for the job. Please write a 2 3 page case study analysis answering the questions above (not including title and reference pages). Due Date: This assignment is due by midnight, 7 July 2019.

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