Category: Human Resource Management

You have been told the HR Director is pleased with the work you have completed for the organization and would like to take your contribution to the next level. She would like you to review several strategic reports on the organization and provide feedback on how you think Southwest HR should move forward.
Review the recommended sources in addition to your own research.
Compile a strategy recommendation to the HR Director to be used for company-wide decisions. Include the following information in your report:
An executive summary of the HR strategy project
An analysis of current strategies and issues
Identify the type of strategy Southwest Airlines is following (choose one of the directional strategies described in Chapter 2).
Identify 3 HRM implications for Southwest Airlines.
Develop and justify business strategies for each of the 3 HRM implications.
Determine an HR strategy.
Review the Southwest Airlines Co. SWOT Analysis via the “Business Source Complete: SWOT Analyses” in the University Library. Enter “Southwest” in the search bar for access to the company profile. Once you have selected the appropriate year, select the PDF full text.
Use an additional source in your recommendation. One source you may find useful is Southwest’s investor relations site. Cite all sources.

Read the case study in the attached document.
At the end of reading, answer the following questions:
What were the main topics covered in this study? 
What type of short- and long-term actions did the company take to improve performance and efficiency at the site?
Was there a link between on-site work aids and employee performance?
In this case, what other alternatives could be used to improve workplace performance?
Contribute a minimum of 2 pages. It must include at least 2 academic sources, formatted and cited in APA.

Your final project will be to create a strategic HR plan to
position the human resources function as a key strategic contributor and focus organization. The final project will include an introductory cover letter, proposal content, an implementation method, and a conclusion. T you have an interest. This should include learning more about the industry and function of the company, as this will be the subject of you will also have the opportunity to submit an outline. This outline will not be part of your final submission but rather is an opportunity to or final paper.
Will attach rubric( all questions and instructions on rubric ) and example of format

Part A: Safety and Security in the Workplace
Discuss some of the common safety and security concerns in today’s workplace. What are some important laws that may help organizations reduce risk? What are some strategies HR managers can develop to mitigate some of these issues? Use the resources provided to support your ideas.
Part B: Employee and Labor Relations
Outline what legal and statutory protections are in place today to prevent worker abuse. What additional protections are needed? What industries or jobs do you think could become the next fertile area for union organizing attempts?

Hi, there are 12 questions to respond in an analytical way with examples to give, please check the instructions (attached) with tips. The word count of the text should be 4400 words without counting the questions. If any questions, please let me know, thanks.

Please follow file listed instructions. Have attached all files required as part of instructions so please reach out if anything else is required.

At this stage, you have a solid understanding of the problem the company is facing and you have provided a solution for your client. Now, you want Larson Property Management to accept your project plan. Mr. Larson and Ms. Johnson like your idea and would like you to present your project plan to the executive board of Larson Property Management.
To create a professional project plan, do not simply copy and paste Phases I–V. The previous phases were considered raw data, and now you will be summarizing and finalizing your findings. Use the feedback you received from your instructor on previous assignments, the textbook, and any other resources provided in the course. You want to apply critical thinking to describe the data you have obtained.
Instructions
Please include the following elements:
Table of Contents.
Executive Summary.
Organizational Plan and Analysis.
System Blueprint and Type.
Recommendation for an HRIS Vendor.
Change Management.
Project Management Roadmap and Cost Justification.
Maintenance and Evaluation.
Conclusion.
Refining your work in previous assignments, write a 4–6 page comprehensive proposal in which you:
1. Analyze the current issues the business is facing based on the details of the scenario, and
provide a plan for an HRIS based on that analysis.
2. Create a blueprint (outline) for the new system, proposing the type of HRIS for the organization
that you believe is the most efficient and effective. Discuss the function that type of HRIS
serves, and identify how that type will solve the business issue.
3. Recommend one vendor for your client, using your comparison of at least three HRIS vendors.
4. Determine how you will implement the HRIS using one of the change models discussed in the
textbook.
5. Create a project management roadmap for the client with projected timelines. Discuss the costs
associated with the implementation, justifying your claims with a cost-benefit analysis.
6. Describe how you will ensure the system is properly maintained and evaluated for continuous
improvement.
7. Use at least four quality academic or professional resources in this assignment. Note: Wikipedia
and similar websites do not qualify as quality resources. For help with research, writing, and
citation, access the library or review library guides.
This course requires the use of Strayer Writing Standards (SWS). The library is your home for SWS assistance, including citations and formatting. Please refer to the Library site for all support. Check with your professor for any additional instructions.

HRMT601 B001 Spring 2024
In at least 2,000 words (total), pick a different company (different from your Week 4 Assignment) Fortune 500 company and answer the following four questions… (IMPORTANT: For this assignment, the company you choose MUST have at least one union operating somewhere in the workforce).
1. What, if anything, can you glean from publicly available information about the company’s fixed pay compensation? (If the company does not offer publicly available pay information, you might try looking at employee review sites like glassdoor.com to try to get a sense of pay information). If you were in charge of Human Resources and Workforce Management for the company you selected, how would you approach fixed pay strategy? Identify at least one thing you would change about the way the company is doing things now. Be sure to support your decisions with sound reasoning.
2. What, if anything, can you glean from publicly available information about the company’s variable pay compensation? Does the company advertise offering bonuses, commissions, or any other type of gainsharing to any of its employees? (Again, if the company does not offer publicly available pay information, you might try looking at employee review sites like glassdoor.com to try to get a sense of pay information). If you were in charge of Human Resources and Workforce Management for the company you selected, how would you approach variable pay strategy? Identify at least one thing you would change about the way the company is doing things now. Be sure to support your decisions with sound reasoning.
3. Based on the total rewards compensation strategy of the company (i.e., looking at information on pay, healthcare benefits, retirement programs, etc.), what do you think are the most expensive components of employee costs for the company? Do you think any are significantly more expensive than the average paid by other companies? If you were in charge of Human Resources and Workforce Management for the company you selected, how would you approach employee cost control? Identify at least one thing you would change about the way the company is doing things now. Be sure to support your decisions with sound reasoning.
4. What, if anything, can you glean from publicly available information about the way in which the union(s) operating within the company effect employee pay and benefits? Do the union(s) have a strong membership and presence? Do they appear to wield a significant amount of power? Based on where the company operates (i.e. which states), do you think Right to Work laws are affecting union leverage within the company? If you were in charge of Human Resources and Workforce Management for the company you selected, how would you approach union partnership and negotiations? Identify at least one thing you would change about the way the company is doing things now. Be sure to support your decisions with sound reasoning.
_____________
Again, the reason why you are asked to choose a Fortune 500 company is that you are much more likely to find publicly available information for these very large companies insofar as it concerns the parameters of this assignment. Still, some big companies are still a bit shy about publishing some data related to the way they do things – examples commonly include salary ranges and human resources policies and procedures. That said, do the best you can with your research. A good idea, before choosing a company for this assignment, is to take a look at some different company options and assess how much data is available for you – this will ultimately determine how easy it will be to find the answers you need to guide your work.
The 2,000 word requirement here means 2,000 words of substance. So please do not count title pages, headings, or references. Also, if you choose to copy the question text into your paper (which is fine), do not count that either. I am looking for 2,000 words of your own thoughts and responses.
Since you must write at least 2,000 words, it would be my recommendation that you aim for (roughly) 500 words per question.
Your paper should also include a minimum of eight (8) sources (one for each of the questions) – properly cited in-text and in a reference list in APA format.
Your paper should be in proper APA format with a title page (no abstract required). Please double-space and use a readable 12pt font. Contrary to popular misunderstanding, first-person writing is perfectly acceptable in APA writing style so you may use first-person perspective where applicable and appropriate.

Chapter 10 details how externalities distort market outcomes. In this comedy skit, “Senator Collins” attempts to describe an oil spill disaster and the resulting 20,000 tons of crude that spilled into the ocean (This is a fictitious event and would certainly be a disaster if real). The term externalities refers to all costs or benefits of a market activity borne by a third party, that is, by someone other than the immediate producer or consumer. In production, these externalities may occur when a power plant burns high-sulfur coal or an oil tanker spills thousands of tons of oil and therefore damages the surrounding environment. The damage inflicted on the neighboring people, vegetation, and ecosystem is external to the cost calculations of the firm and are not reflected in the price of the products created by the firms. The behaviors of profit maximizers are guided by comparisons of revenues and costs, not by philanthropy, aesthetic concerns, or the welfare of fish.
What might be an example of an external cost associated with the oil production (including oil transportation) described in the YouTube mock interview? If a firm’s price of its product did, in fact, include all external costs, how would this change production decisions?
Video link – https://m.youtube.com/watch?v=SY8DVvOpQfA
(I have added the transcriipt below)
Senator Collins, thanks for coming in. It’s a great pleasure. Thank you. This ship that was involved in the incident off Western Australia this week, the one the front fell off. Yeah. Yeah. That’s not very typical. I’d like to make that point. Well, how is it untypical? Well, there are a lot of ships going around the world all the time, and very seldom does anything like this happen. I just don’t want people thinking that tankers aren’t safe. Was this tanker safe? Well, I was thinking more about the other ones, the ones that are safe, the ones the front didn’t fall off. Well, if this wasn’t safe, why did it have 80000 tonnes of oil on it? I’m not saying it wasn’t safe. It’s just perhaps not quite as safe as some of the other ones. Why? Well, some of them are built so the front doesn’t fall off at all because in this built. So the front wouldn’t fall. Well, obviously not. How do you know? Well, because the front fell off and 20000 thousand tonnes of crude oil spilled into the sea, caught fire. It’s a bit of a giveaway. I just like to make the point that that is not normal. Well, what sort of standards do these oil tankers built? Oh, very rigorous maritime engineering standards. What sort of thing? Well, the front’s not supposed to fall off for a start. And what other things? Well, there are regulations governing the materials that they can be made of. What materials cardboards out and no cardboard derivatives like paper, no paper, no string, no sellotape rubber, no rubber that they’ve got to have a steering wheel. There’s a minimum crew requirement. What’s the minimum crew? Oh, one, I suppose, to the allegations that they’re just designed to carry as much oil as possible, hold the consequences. I mean, that’s ludicrous. Absolutely ludicrous. These are very, very strong vessels. So what happened in this case? Well, the front fell off in this case by all means. But it’s very unusual, isn’t it, Collins? Why did the front book fall off? Well, a wave hit it. The wave hit it. A wave hit the ship. Is that unusual? Oh, yeah. At sea chance in a million. So what do you do to protect the environment in cases like this? The ship was towed outside the environment into another environment. No, no, no. It’s been towed beyond the environment, not in the environment, but from one environment to another environment. Now it’s beyond the environs, not in an environment, beyond the environment. Well, what’s out there? Nothing’s out there. There must be something. There is nothing out there. All there is is sea and birds and fish and and twenty thousand tonnes of crude oil. And what else? And a fire and anything else. And the part of the ship that the front fell off. But there’s nothing else out there. Senator Collins, thanks for a complete void. If we’re out of the environment’s perfectly safe, we’re out of time. You can you book me a cab? But didn’t you come in a Commonwealth car? Yes, I did. But what happened on the front fell off.

After reading the chapters, read the Closing Case entitled “Hard Facts and Half-Truths” on pages 156-157 (end of chapter 6) and answer the following case questions in 150-250 words:
1) Do you think evidence-based management seems like common sense? Explain your answer. Also, if you say yes, why wasn’t it advocated earlier?
2) Would you want to work under Jack Welch’s system at General Electric? Why or why not?
Hard Facts and Half-Truths
Stanford University professors Jeffrey Pfeffer and Bob Sutton, authors of Hard Facts, Dangerous Half-Truths, and Total Nonsense, have put out a call for a renewed reliance on rationality in managerial decision-making—an approach that they call evidence-based management (EBM). “Management decisions,” they argue, “[should] be based on the best evidence, managers [should] systematically learn from experience, and organizational practices [should] reflect sound principles of thought and analysis.” They define evidence-based management as “a commitment to finding and using the best theory and data available at the time to make decisions,” but their “Five Principles of Evidence-Based Management” make it clear that EBM means more than just sifting through data and crunching numbers. Here’s what they recommend:
Face the hard facts and build a culture in which people are encouraged to tell the truth, even if it’s unpleasant.
Be committed to “fact-based” decision-making—which means being committed to using the best evidence to guide actions.
Treat your organization as an unfinished prototype—encourage experimentation and learning by doing.
Look for the risks and drawbacks in what people recommend (even the best medicine has side effects).
Avoid basing decisions on untested but strongly held beliefs, what you have done in the past, or on uncritical “benchmarking” of winners.
Pfeffer and Sutton are particularly persuasive when they use EBM to question the outcomes of decisions based on “untested but strongly held beliefs” or on “uncritical ‘benchmarking’.” Take, for instance, the popular policy of paying high performers significantly more than low performers. Pfeffer and Sutton’s research shows that pay-for-performance policies get good results when employees work solo or independently. But it’s another matter altogether when it comes to the kind of collaborative teams that make so many organizational decisions today. Under these circumstances, the greater the gap between highest- and lowest-paid executives, the weaker the firm’s financial performance. Why? According to Pfeffer and Sutton, wide disparities in pay often weaken both trust among team members and the social connectivity that contributes to strong, team-based decision-making.
“Management decisions [should] be based on the best evidence, managers [should] systematically learn from experience, and organizational practices [should] reflect sound principles of thought and analysis.”
Or consider another increasingly prevalent policy for evaluating and rewarding talent. Pioneered at General Electric by the legendary Jack Welch, the practice of “forced ranking” divides employees into three groups based on performance—the top 20 percent, middle 70 percent, and bottom 10 percent—and terminates those at the bottom. Pfeffer and Sutton found that, according to many HR managers, forced ranking impaired morale and collaboration and ultimately reduced productivity. They also concluded that automatically firing the bottom 10 percent resulted too often in the unnecessary disruption of otherwise effective teamwork. That’s how they found out that 73 percent of the errors committed by commercial airline pilots occur on the first day that reconfigured crews work together.