Category: Human Resource Management

First Post—Module 3
A common form of training is cooperative training. There are two widely used cooperative training methods: internships and apprentice training. In both forms of training, there is a combination of classroom training (formal education) and on-the-job training (experience) that can be used for career development. Based on your experiences, discuss the added value of cooperative training. How do we as HRM professionals objectively determine the “value” of cooperative training? Then, discuss the problems of cooperative training that should be taken into consideration by human resource professionals. Finally, make a recommendation as to how cooperative training can be assessed and used for succession planning.
Support your post with additional information from at least two reputable sources (library and/or web-based). Cite your sources. Bring in your own personal experiences, if applicable.
Required Material
Please note that the links below labeled ‘LinkedIn Learning’ will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscriiption to LinkedIn Learning as a part of this course
ASQ.org. (n.d.) What is a decision or Pugh matrix? Retrieved from https://asq.org/quality-resources/decision-matrix
Higgins, J. (2014). Bringing HR and finance together with analytics. HR Magazine, 59(11), 44-46. Retrieved from ProQuest in the Trident Online Library.
Human Resources: Using Metrics to Drive HR Strategy – LinkedIn Learning
Mahoney-Phillips, J., & Adams, A. (2010). Getting the measure of HR. Strategic HR Review, 9(1), 5-9. Retrieved from ABI/INFORM Global in the Trident Online Library.
Roberts. M. (Nov. 17, 2018). How hiring managers screen job applicants. Retrieved from https://www.thebalancecareers.com/how-do-hiring-managers-screen-job-applications-1669574
Shah, S.; Horne, A.; and Capella, J. (April 2012). Good data won’t guarantee good decisions. Harvard Business Review. Retrieved from https://hbr.org/2012/04/good-data-wont-guarantee-good-decisions
Zielinski, D. (2014). Get analytical. HR Magazine, 59(11), 61-62. Retrieved from ProQuest in the Trident Online Library.
Optional Material
Boyd, N., & Gessner, B. (2013) Human resource performance metrics: methods and processes that demonstrate you care. Cross Cultural Management 20.2 (2013): 251-273. Retrieved from the Trident Online Library.
Chhinzer, N., & Ghatehorde, G. (2009). Challenging Relationships: HR Metrics and Organizational Financial Performance. Journal Of Business Inquiry: Research, Education & Application, 8(1), 37-48. Retrieved from the Trident Online Library.
Five steps to effective metrics. (2005). Strategic HR Review, 4(3), 7. Retrieved from ABI/INFORM Global, in the Trident Online Library.
Mirza, B. (2011). Cost-per-hire metric standard open for comment. HR Magazine, 56(3), 80. Retrieved from the Trident Online Library.
Wroe, N. (2012). Innovations in Talent Analytics. T+D, 66(8), 30-31. Retrieved from the Trident Online Library.
360-Degree Feedback
Please note that the links below labeled ‘LinkedIn Learning’ will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscriiption to LinkedIn Learning as a part of this course.
Required Material
360-Degree Feedback – LinkedIn Learning
Obtaining and benefiting from 360-degree feedback – LinkedIn Learning
Custom Insight (2018). What is 360 Degree Feedback? Retrieved from https://www.custominsight.com/360-degree-feedback/what-is-360-degree-feedback.asp
Optional Material
Bracken, D. W., Rose, D. S., & Church, A. H. (2016). The evolution and devolution of 360° feedback. Industrial and Organizational Psychology, 9(4), 761-794. Retrieved from ProQuest in the Trident Online Library.
Brett J, Atwater L. 360° Feedback: Accuracy, Accuracy, Reactions, and Perceptions of Usefulness. Journal Of Applied Psychology [serial online]. October 2001;86(5):930-942. Available from: Business Source Complete in the Trident Online Library.
Nguyen, T., & Massingham, R. (2011). Using 360 degree peer review to validate self-reporting in human capital measurement. Journal of Intellectual Capital, 12(1), 143-74. Retrieved from ProQuest in the Trident Online Library.
Internships/Apprenticeships
Please note that the links below labeled ‘LinkedIn Learning’ will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscriiption to LinkedIn Learning as a part of this course.
Required Material
Nano Tips for Landing Your Dream Internship with Sho Dewan – LinkedIn learning
Creating a Top Talent Program – LinkedIn Learning
10 Benefits of Starting an Internship Program. Retrieved from http://www.internships.com/employer/resources/setup/benefits
The American Apprentice. (2013). HR Magazine, 58(11), 32-36. Retrieved from ProQuest in the Trident Online Library.
Houston, L. (2014, Apr 23). Top law company hails benefits of on-the-job training. Belfast Telegraph. Available in the Trident Online Library.
Jones, D. A. (2011). Apprenticeships back to the future. Issues in Science and Technology, 27(4), 51-56. Available in the Trident Online Library.
Optional Material
10 Internship Characteristics that Attract Exceptional Interns. Retrieved from http://www.internships.com/employer/resources/setup/10-internship-characteristics-that-attract-exceptional-interns
Apprenticeship. (1992). Occupational Outlook Quarterly, 35(4), 26. Retrieved from ProQuest in the Trident Online Library.
Blackhurst, J. (2013). Collaborative training. Training Journal, 9-12. Available in the Trident Online Library.
Bring Back U.S. Apprenticeships. (2013). HR Magazine, 58(10), 4. Available in the Trident Online Library.
Google (2013). Google Interns’ first week. Retrieved from https://www.youtube.com/watch?v=9No-FiEInLA
Lerman, R. I. (2011). In support of apprenticeships. Issues In Science & Technology, 28(1), 12. Available in the Trident Online Library.

Signature Assignment: Quantitative Reasoning, Reinforced Level
In this assignment, your quantitative reasoning skills will be assessed at the “reinforced” level. The Quantitative Reasoning rubric will be useful for this purpose. In MGT511, quantitative reasoning skills were assessed at the “introduced” level. Finally, in HRM599 your skills will be assessed at the “emphasized” level.
Case Assignment
Background: Judith and Eric Sultan own a business providing HR decision-making expertise to employers across the nation. The name of their business is HRM Analysis Services. Their business is located in Phoenix and has grown exponentially since 2005. Up to this point they have not had their own employees, but instead hired established consultants (often called management analysts) to work on a project-by-project basis.
They want to hire three full-time management analysts to work in three different locations: San Francisco, Philadelphia, and Miami. The analysts would scout out work in their designated regions and manage the contracting and oversight of contractual consultants.
Judith and Eric plan to keep ownership of the company, but want to step away from the day-to-day as soon as the business is working well enough without them.
The focus of this assignment is to assist Judith and Eric with the selection of three Management Analysts by coming up with a weighted formula of important selection factors. The Job Applicants Table shows the applicants who applied for the position. See What Management Analysts Do for a description of the position.
Your task is to:
Develop a formula to quantify the merits of each applicant based on the factors provided. Justify why you gave heavier weight to some factors over others.
Develop your own visual/graphic showing how each applicant fared.
Discuss your visual/graphic in essay format.
Recommend 6-8 applicants to proceed to a panel interview phase.
Critique the process of identifying best candidates to proceed in a selection process by using a custom-designed formula applied to each candidate.
Use at least 3 library sources to help strengthen your discussion. Reference all material cited.
Your paper plus table(s) should be at least 4-5 pages (not including cover sheet and reference page).
Note: There is no right or wrong formula to use. Use your best judgment for a formula based on the factors in the table given. Be sure to also spend time on the critical-thinking/analysis phase of this assignment.
Required Material
Please note that the links below labeled ‘LinkedIn Learning’ will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course
ASQ.org. (n.d.) What is a decision or Pugh matrix? Retrieved from https://asq.org/quality-resources/decision-matrix
Higgins, J. (2014). Bringing HR and finance together with analytics. HR Magazine, 59(11), 44-46. Retrieved from ProQuest in the Trident Online Library.
Human Resources: Using Metrics to Drive HR Strategy – LinkedIn Learning
Mahoney-Phillips, J., & Adams, A. (2010). Getting the measure of HR. Strategic HR Review, 9(1), 5-9. Retrieved from ABI/INFORM Global in the Trident Online Library.
Roberts. M. (Nov. 17, 2018). How hiring managers screen job applicants. Retrieved from https://www.thebalancecareers.com/how-do-hiring-managers-screen-job-applications-1669574
Shah, S.; Horne, A.; and Capella, J. (April 2012). Good data won’t guarantee good decisions. Harvard Business Review. Retrieved from https://hbr.org/2012/04/good-data-wont-guarantee-good-decisions
Zielinski, D. (2014). Get analytical. HR Magazine, 59(11), 61-62. Retrieved from ProQuest in the Trident Online Library.
Optional Material
Boyd, N., & Gessner, B. (2013) Human resource performance metrics: methods and processes that demonstrate you care. Cross Cultural Management 20.2 (2013): 251-273. Retrieved from the Trident Online Library.
Chhinzer, N., & Ghatehorde, G. (2009). Challenging Relationships: HR Metrics and Organizational Financial Performance. Journal Of Business Inquiry: Research, Education & Application, 8(1), 37-48. Retrieved from the Trident Online Library.
Five steps to effective metrics. (2005). Strategic HR Review, 4(3), 7. Retrieved from ABI/INFORM Global, in the Trident Online Library.
Mirza, B. (2011). Cost-per-hire metric standard open for comment. HR Magazine, 56(3), 80. Retrieved from the Trident Online Library.
Wroe, N. (2012). Innovations in Talent Analytics. T+D, 66(8), 30-31. Retrieved from the Trident Online Library.
360-Degree Feedback
Please note that the links below labeled ‘LinkedIn Learning’ will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.
Required Material
360-Degree Feedback – LinkedIn Learning
Obtaining and benefiting from 360-degree feedback – LinkedIn Learning
Custom Insight (2018). What is 360 Degree Feedback? Retrieved from https://www.custominsight.com/360-degree-feedback/what-is-360-degree-feedback.asp
Optional Material
Bracken, D. W., Rose, D. S., & Church, A. H. (2016). The evolution and devolution of 360° feedback. Industrial and Organizational Psychology, 9(4), 761-794. Retrieved from ProQuest in the Trident Online Library.
Brett J, Atwater L. 360° Feedback: Accuracy, Accuracy, Reactions, and Perceptions of Usefulness. Journal Of Applied Psychology [serial online]. October 2001;86(5):930-942. Available from: Business Source Complete in the Trident Online Library.
Nguyen, T., & Massingham, R. (2011). Using 360 degree peer review to validate self-reporting in human capital measurement. Journal of Intellectual Capital, 12(1), 143-74. Retrieved from ProQuest in the Trident Online Library.
Internships/Apprenticeships
Please note that the links below labeled ‘LinkedIn Learning’ will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.
Required Material
Nano Tips for Landing Your Dream Internship with Sho Dewan – LinkedIn learning
Creating a Top Talent Program – LinkedIn Learning
10 Benefits of Starting an Internship Program. Retrieved from http://www.internships.com/employer/resources/setup/benefits
The American Apprentice. (2013). HR Magazine, 58(11), 32-36. Retrieved from ProQuest in the Trident Online Library.
Houston, L. (2014, Apr 23). Top law company hails benefits of on-the-job training. Belfast Telegraph. Available in the Trident Online Library.
Jones, D. A. (2011). Apprenticeships back to the future. Issues in Science and Technology, 27(4), 51-56. Available in the Trident Online Library.
Optional Material
10 Internship Characteristics that Attract Exceptional Interns. Retrieved from http://www.internships.com/employer/resources/setup/10-internship-characteristics-that-attract-exceptional-interns
Apprenticeship. (1992). Occupational Outlook Quarterly, 35(4), 26. Retrieved from ProQuest in the Trident Online Library.
Blackhurst, J. (2013). Collaborative training. Training Journal, 9-12. Available in the Trident Online Library.
Bring Back U.S. Apprenticeships. (2013). HR Magazine, 58(10), 4. Available in the Trident Online Library.
Google (2013). Google Interns’ first week. Retrieved from https://www.youtube.com/watch?v=9No-FiEInLA
Lerman, R. I. (2011). In support of apprenticeships. Issues In Science & Technology, 28(1), 12. Available in the Trident Online Library.

Onboarding Assignment (Job Descriiption)
You are the hiring manager at a major home improvement retailer, Home Improvement Center, and need to fill a position for an exempt-status night shift supervisor. The applicants should have retail business experience, preferably in housewares, and at least some supervisory experience. You are looking for someone to fill third shift from 10 P.M.-6 A.M. There may be heavy lifting involved. Your company offers the industry standard for salary, benefits, and growth opportunities.
Write a comprehensive job descriiption for this position that will help you prepare for the interview process and address any questions you might receive from applicants. Be sure to apply the guidelines for writing job descriiptions you learned in your readings. You are also encouraged to conduct your own outside research on a major home improvement center and O*Net to help you complete this activity.
To successfully complete the assignment, you must meet the following minimum requirements:
Write a comprehensive job descriiption using the information provided.
Apply the guidelines for writing job descriiptions, as presented in your reading assignments this week.
Conduct your own outside research to help you create a more realistic job descriiption.
Include a reference page to give credit to your sources.
Tips for Project Success
Make sure that you include all basic categories for the job descriiption. Research for the industry will be required. Your job descriiption needs to be realistic! Please note this is NOT a job advertisement. Cite and reference sources at the end of the document.
Instructions:
This job descriiption should not exceed 3 pages in length including the reference page. (Format: 12 point, single space, Times New Roman font).
Consult the posted rubric for more details.

Onboarding Assignment (Job Descriiption)
You are the hiring manager at a major home improvement retailer, Home Improvement Center, and need to fill a position for an exempt-status night shift supervisor. The applicants should have retail business experience, preferably in housewares, and at least some supervisory experience. You are looking for someone to fill third shift from 10 P.M.-6 A.M. There may be heavy lifting involved. Your company offers the industry standard for salary, benefits, and growth opportunities.
Write a comprehensive job descriiption for this position that will help you prepare for the interview process and address any questions you might receive from applicants. Be sure to apply the guidelines for writing job descriiptions you learned in your readings. You are also encouraged to conduct your own outside research on a major home improvement center and O*Net to help you complete this activity.
To successfully complete the assignment, you must meet the following minimum requirements:
Write a comprehensive job descriiption using the information provided.
Apply the guidelines for writing job descriiptions, as presented in your reading assignments this week.
Conduct your own outside research to help you create a more realistic job descriiption.
Include a reference page to give credit to your sources.
Tips for Project Success
Make sure that you include all basic categories for the job descriiption. Research for the industry will be required. Your job descriiption needs to be realistic! Please note this is NOT a job advertisement. Cite and reference sources at the end of the document.
Instructions:
This job descriiption should not exceed 3 pages in length including the reference page. (Format: 12 point, single space, Times New Roman font).
Consult the posted rubric for more details.

This assignment will bring together the information from the previous three assignments to create a presentation to your senior management team. Integrating the HR data elements, using the communication plan, and following the process map will create a presentation that will validate your recommendations concerning the recruiting resources for the organization.
Using previously established data analysis, communication plans, and the project process map, create a presentation to the senior leadership team that will make a case for increasing, decreasing, or keeping stable the recruiting resources of the organization.
Your presentation will need to include the current situation, provide the supporting data in numbers as well as graphs, and make your recommendation again supported by data and graphs. Costs are important and must be supported by your data and graphs. Remember, you are selling these recommendations to the leadership team.
The presentation must include:
The problem to be solved, why the problem exists, and the impact on the organization
The data that supports the problem. Typically this shows current historical (year over year, quarter over quarter) data
Predictive data to show the future
Recommendations and solutions supported by data and graphs
PowerPoint is the medium typically used to present this type of information and is the required format for this assignment. The presentation should consist of 10 to 12 slides with a minimum of six data graphics.
I will attach more files for your reference. Let me know if you have any questions. You need to use the Assignment 2 file for data points for this presentation. Just follow the instructions.

Please review the attached case study and answer the following questions:
1. Should the company’s treatment of the grievant for the first two “sleeping on the job” incidents influence the outcome in this case? Explain.
2. Did the Company have just cause to dismiss the grievant for violating safety rules when in each instance cited, the truck was out of gear with the safety brake on?
3. Is the union’s argument that the grievant just appeared to be “sleeping” creditable in the absence of any testimony of support by the backhoe driver, a fellow union member?
Response should be a minimum of 275 words per question. Thanks.

Do your independent research and give us a 1-3 page analysis on the topic:
“Using Strategic Goals to Drive Diversity” . ( Word doc )
Then….within the 1-3 pages, give us 3 companies who have done, as what you have just analyzed, who have done it well.

Prepare an individual report demonstrating that you a) understand the key ideas presented in the assigned and recommended readings for Week 1 and b) can analyze critically the extent to the Defense contract management agency. Your report should be 800-1000 words and must cite supporting evidence from the readings. Your report should be double-spaced and you should use an appropriate writing style (APA) The title page, reference list, and any appendices are not included in this suggested word count. You do not need to include an abstract.
The questions your report must address are: What business model does your company use? What is your organization’s vision and mission? What objective evidence is there that your organization’s vision, mission, and objectives is helping it gain a sustainable competitive advantage. Only briefly touch on what objective evidence, using the Three Tests of a Winning Strategy, is there that your organization’s vision, mission, and objectives support its strategy? (We will address the three tests in more detail later) Be sure to introduce your argument, explain your understanding of key terms, present your reasoning, and include independently verifiable supporting evidence.
Week 1 readings
https://saylordotorg.github.io/text_mastering-strategic-management/s05-01-defining-strategic-management-.html
https://saylordotorg.github.io/text_mastering-strategic-management/s05-04-understanding-the-strategic-ma.html
https://saylordotorg.github.io/text_mastering-strategic-management/s06-01-vision-mission-and-goals.html
http://ezproxy.umgc.edu/login?url=http://sk.sagepub.com.ezproxy.umgc.ehttp://ezproxy.umgc.edu/login?
url=http://sk.sagepub.com.ezproxy.umgc.edu/reference/hdbk_strategymgmt/n3.xmldu/reference/management/n92.xml

Week 2 Key Assignment
Instructions
In accordance with the requirements of our Key Assignment (Due in Week 7) in this course, please review the following list of potential problem/situations and choose one for your final assignment, Strategic HR Plan. You can write your paper as if you were employed at a Fortune 500 company, a current organization that is in the news, or a past or present employer.
Below is the list of potential problems or situations from which you can select, choose one to research for your final project:
Rollout of a change management initiative.
Creation and implementation of a new compensation and benefits package.
Creation and implementation of a new performance appraisal system or method of conducting performance appraisals.
Creation and implementation of an effective recruiting and retention program to enhance the quality of employees and management within the organization.
Creation and implementation of a succession plan.
Technological changeover from one computer system to a newer computer system (HRIS – include possible conversion problems).
Creation and implementation of a revised policy to replace a current policy, which is not working (and lawsuits have resulted from the current, for example – a poorly written disciplinary policy).

Choose your problem/situation from the list above for your strategic HR plan. Include a paragraph or two on the importance of the topic and your rationale for selection. Please submit via MS Word in the appropriate drop box for Week 2 Assignment.

Behaviorally anchored rating scales (BARS) directly assess performance behaviors. The BARS method depends on critical incidents or short descriptions of effective and ineffective behaviors that ultimately produce a number value. The assessor is responsible for rating the specific behaviors of an employee based upon the behavioral expectations that are provided as anchors. When rating the employee, most employers prefer to also provide written feedback for why the employee received a specific rating.
“Typically, supervisors rate several performance dimensions using BARS and score an employee’s overall job performance by taking the average value across all the dimensions” and “because the critical incidents convey the precise kinds of behaviors that are effective and ineffective, feedback from BARS can help an employee develop and improve over time.”
Source of the quote above: Colquitt, J.A., Lepine, J.A., & Wesson, M.J. (2011). Organizational behavior (2nd ed.). New York: McGraw-Hill. (Note: This textbook is not available from the Trident Online Library).Behavioral Anchored Rating Scales (BARS)
Two Assessment Area Examples:
Oral Communication: Organizes thoughts and expresses them in a clear and logical manner, quickly comprehends another’s meaning, uses appropriate vocabulary, correct grammar, and appropriate non-verbal communication (gestures, etc.).
Expresses ideas clearly and concisely.
Answers questions completely and precisely. Speaks with a voice that exhibits an appropriate command presence.
Relates thoughts in an organized manner. Gives concise answers to questions. Demonstrates effective active listening behaviors (e.g., leans forward, nods in agreement, repeats statements back, verbalizes understanding).
Clearly enunciates words. Attentively leans forward.
Voices ideas randomly or several at a time.
Interrupts others inappropriately. Excessive use of filler words, phrases (umm, like I said, etc.)
Fails to listen to questions asked by role player(s). Uses incorrect words or grammar in responding to questions.
Takes too long without making a point.
Uses profanity.
Problem Analysis & Resolution: Ability to critically evaluate a situation, gather and analyze relevant information, identify underlying issues, assess alternative solutions, and to consider the implications of problems and potential solutions.
Identifies possible resources to resolve problem. Deals with problems before they worsen.
Ensures a follow up plan is established. Develops alternative approaches to deal with the problem. Verbalizes the impact on the organization as a whole (morale, operations, budget, etc.). Thoroughly considers relevant information.
Provides feasible solutions; considered feasibility of alternatives. Makes suggestions for resolving the problem.
Assures adherence to standards.
Is unable to support conclusions with facts or logic.
Fails to consider alternatives.
Considers only a portion of the available information. Abdicates responsibility, blames others.
Waits until a problem has worsened before dealing with the problem.
Fails to act.
Source of the above examples: The City of Columbus, Civil Service Commission. Behaviorally anchored rating scales (BARS). Slide presentation retrieved from http://www.ipacweb.org/Resources/Documents/conf13/reed.pdf.
SLP 2 Assignment:
Following the examples above, create a similar BARS instrument (based on your current position) with at least FIVE different areas of assessment. Meet with a colleague or supervisor to have him or her evaluate your behaviors. Discuss the results with your colleague/supervisor to figure out where you scored highest and where you scored lowest.
Write a paper discussing the following issues:
Your results
The process you went through
How your instrument can be adjusted for optimal results
What the strengths and weaknesses of BARS are
How the feedback from the BARS can help an individual improve over time
How BARS compares to two other performance appraisal processes
Other recommendations you may have
This pragmatic approach will help you get into the routine of continuously being evaluated. You will submit both the BARS instrument that you created and the paper.
Bring in at least 2 library sources to help strengthen your discussion.
Your paper should be at least 2-3 pages, (not including the cover sheet and reference list). Deal with these issues in an integrated fashion, not as a series of individual questions.
Please upload your submission by the module due date.
Please note that the links below labeled ‘LinkedIn Learning’ will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.
Required Material
Davenport, T. H. (2012). Case study: Social media engages employees. FT.Com, Retrieved from the Trident Online Library.
Wilkie, D., & Wright, A. (2014). Balance risks of screening social media activity. HR Magazine, 59(5), 14. Retrieved from ProQuest in the Trident Online Library.
Wright, A. (2014). How Facebook recruits. Retrieved from https://www.shrm.org/ResourcesAndTools/hr-topics/technology/Pages/How-Facebook-Recruits.aspx
Optional Material
Social Media for Working Professionals – LinkedIn Learning
Segal, J. A. (2014). The law and social media in hiring. HR Magazine, 59(9), 70-72. Retrieved from ProQuest in the Trident Online Library.
Segal, J. A., & LeMay, J., (2014). Should employers use social media to screen job applicants? HR Magazine, 59(11), 20-21. Retrieved from ProQuest in the Trident Online Library
Swain, K. (2017). The impact of social media in the workplace pros and cons. Retrieved from http://work.chron.com/impact-social-media-workplace-pros-cons-22611.html
Walden, J. A. (2016). Integrating Social Media Into the Workplace: A Study of Shifting Technology Use Repertoires. Journal Of Broadcasting & Electronic Media, 60(2), 347-363. Available in the Trident Online Library.
Wright, A. D. (2014). More states prohibit social media snooping. HR Magazine, 59(10), 14. Retrieved from ProQuest in the Trident Online Library.
Behaviorally Anchored Rating Scales
Required Material
Behaviorally Anchored Rating Systems—BARS. Retrieved from http://performance-appraisals.org/appraisal-library/Behaviorally_Anchored_Rating_Systems_-_BARS/
Optional Material
Behaviorally Anchored Rating Scale (BARS). Example. Retrieved from www.in.gov/spd/files/bars.doc
Simulation Training
Required Material
Abernathy, D., Allerton, H., Barron, T., & Salopek, J. (1999). Everyday simulation. Training & Development, 53(11), 37. Retrieved from the Trident Online Library.
Virtual Tours: Video, Photo, and VR – LinkedIn Learning
Optional Material
Catling, C., Hogan, R., Fox, D., Cummins, A., Kelly, M., & Sheehan, A. (2016). Simulation workshops with first year midwifery students. Nurse Education in Practice, 17, 109-115. Available in the Trident Online Library.
Lambert, C., and Lloyd-Jones, H. (2014). Run simulation in your workplace. Education for Primary Care. 25(6), 357-359. Retrieved from EBSCOHost in the Trident Online Library.
McMaster, S., Ledrick, D., Stausmire, J., & Burgard, K. (2014). Evaluation of a simulation training program for uncomplicated fishhook removal. Wilderness & Environmental Medicine, 25, 416-424. Available in the Trident Online Library.
Uptick in simulation training. (2013). Air Force Time, 3. Retrieved from the Trident Online Library.