Targeted Recruitment Strategy

A targeted recruitment strategy refers to a selective recruitment mechanism that involves applying proactive recruitment measures that are aimed at seeking applicants that have certain characteristics or certain skills or targeting personnel within a specific location (Elrehail et al., 2019). It provides an opportunity for the HR professionals to narrow down their hiring efforts and identify certain characteristics that are linked to the vacant job description.

Targeted Recruitment Strategy

In my opinion, I think that targeted recruitment systems are fair and can be helpful for an organization in various ways towards enhancing the effectiveness of the organization’s personnel to meet the needs of the organization. Gartner (2020) noted that targeted recruitment systems commonly focus on the segments that prospective employers want to draw employees from. The deontological ethical perspective attempts to provide a rationale underpinning an employer’s duty to seek individuals who are most suited for the vacant position and recruit the most suited individuals even if it is through selective recruitment supported by targeted principles of hiring new staff. For example, if a position will enable an individual to interact with an older person mainly, then it is deemed productive that the employer fills it with an older person (Oehlhorn et al., 2020). Conversely, if the employee will mainly be engaging or interacting with people of a certain background or language, then the employer can consider recruiting someone who is conversant or shares such a background to enhance the ease of integration and promote effective communication (Oehlhorn et al., 2020). Generally, targeted recruitment procedures can promote the biblical values of fairness and being merciful towards people who are within certain underrepresented groups such as those with a certain disability.  

One might perceive that such practices of targeted recruitment can be blatantly unfair because it might involve bypassing people who might have more skills and knowledge for the specific role. In fact, the unfairness of this practice has been challenged before the Supreme Court in a case called General Dynamics Land Systems versus Cline (Gartner, 2020). The Court pronounced itself and held that the practice is not unfair especially if it is done in a manner that is sufficiently supported by reasons that can be effective to enhance productivity and does not cause any unfairness to the targeted personnel who apply. This means that employers should still diversify their work forces, but this should be done through a procedural manner that still supports the overarching principles of fairness. Therefore, employers must comply with legal provisions that are aimed at ensuring that the process of targeted recruitment is done in a manner that increases diversity and opportunity instead of impeding it.

Therefore, targeted recruitment can focus on securing candidates that have very specific skills, or located within a specific area or might target an under-represented demographic group such as Hispanic women, and others (Oehlhorn et al., 2020). This targeted recruitment process should be conducted in a fair manner to enhance organizational competency in a specific discipline and helps to improve the number and quality of applicants particularly for positions that are difficult to fill. If done correctly, targeted recruitment strategy enables the organization to represent the various segments of society through advertising for job openings in identified places and mechanisms that will only attract candidates that possess certain skills, experiences of characteristics (Elrehail et al., 2019).

The human resource department should ensure that the targeted recruitment strategy is highly specific in terms of goals and the intent to track the return on investment of applying the targeted recruitment strategy. This should be effectively done with the goal of marketing to the type of candidate that an employer is seeking to fill and must be implemented in the areas where the target candidate lives and has access. Interestingly, the targeted star tegu should incorporate regular posting and promoting of the available jobs and seek candidates that are involved in the process and who resonate with the overarching values and goals of the organization.

References

Oehlhorn, C. E., Maier, C., Laumer, S., & Weitzel, T. (2020). Human resource management and its impact on strategic business-IT alignment: A literature review and avenues for future research. The Journal of Strategic Information Systems29(4), 101641.

Elrehail, H., Harazneh, I., Abuhjeeleh, M., Alzghoul, A., Alnajdawi, S., & Ibrahim, H. M. H. (2019). Employee satisfaction, human resource management practices and competitive advantage: The case of Northern Cyprus. European Journal of Management and Business Economics29(2), 125-149.

Gärtner, C. (2020). Smart human resource management. Wiesbaden: Springer Gabler.

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Collaborative Learning Community

This is a Collaborative Learning Community (CLC) assignment.

This presentation aims to discuss the major responsibilities of human resources management (HRM). Students will select an organization needing change and make recommendations to manage the change by integrating the major responsibilities of HRM.

The major responsibilities of human resources management (HRM) are to attract, develop, and maintain a quality workforce.

Presentation

As a team, research an organization that is in need of a change and present how the team will manage the change process by incorporating the three essential responsibilities of HRM, focusing on one subsystem that requires change within the organization. For more information, reference the assigned topic textbook readings. The team is required to create and present a PowerPoint presentation of 15 to 18 slides (including a title slide and references slide).

Address following in your presentation under the appropriate heading:

Overview of the Organization:

  1. Provide an overview of the chosen organization.
  2. Justify the choice of the organization.
  3. Identify the change needed and how the issue has impacted the organization.

Organizational Subsystems in Need of Change Within the Organization: 

  1. Identify three of the subsystems in the organization that relate to the needed change that was identified.
  2. Of the three subsystems chosen, identify the main subsystem that failed and led to the problem.
  3. Provide a justification or explanation for choosing the subsystem for change.

Impact of the Proposed Change on Two Other Organizational Subsystems: 

  1. Discuss how the proposed change will affect the other two subsystems identified.
  2. Discuss any system realignment that may result from the changes proposed.

Subsystem Comparison to Another Organization: 

  1. Compare the chosen subsystem for change to the same subsystem in a different organization. The subsystem chosen should be from an organization that is successful in the area of change being proposed. Provide justification.

Satisfaction of Three Stakeholders: 

  1. Identify any three stakeholders in the organization affected by the proposed change.
  2. Explain how the proposed change will satisfy each of the three stakeholders identified.

Ethics

  1. What does the organization’s website state about its view on ethics? Does the organization’s published view on ethical standards conform to or differ from its practice(s)? Use the “Four Views of Ethics,” located in your assigned textbook reading, to compare the company’s published versus practiced ethical behavior. Provide justification. 

Corporate Social Responsibility (CSR)

  1. Building upon the ethical behavioral analysis, what CSR perspectives or strategies does it appear the organization is currently adopting. Refer to the CSR strategies and perspectives provided in your textbook reading. Provide a recommendation on how the organization can behave in a socially responsible manner to create a competitive advantage for the three stakeholders identified earlier. 

Attracting Human Resources:

  1. Propose how the organization should attract the change agent required to support the change in the primary subsystem.
  2. Focus the proposal to attract the change agent (a specific individual or organization) on one of the following: human resource planning, recruitment, or selection.
  3. Explain how the proposed efforts to attract the change agent to bring about the change will affect the primary subsystem identified.

Developing Human Resources:

  1. Propose how the organization should develop the change agent (attracted in the previous section) in order to support the change.
  2. Focus the proposal to develop the change agent on one of the following: employee orientation, training and development, or performance appraisal.
  3. Explain how the proposed efforts to develop the change agent to bring about the change will affect the primary organizational subsystem identified.

Maintaining Human Resources:

  1. Propose how the organization should maintain the change agent (attracted and developed in the previous sections) in order to support the change.
  2. Focus the proposal to develop the change agent on one of the following: career development, work-life balance, compensation and benefits, retention, or labor-management relations.
  3. Explain how the proposed efforts to maintain the change agent to bring about the change will affect the primary organizational subsystem identified.

Internal Consistency:

  1. Explain how the HR processes chosen to attract, develop, and maintain the change agent are the optimal choices to bring about the proposed change given the identified organizational issue and the main (primary) subsystem.

Course Connectivity: 

  1. Choose a minimum of three appropriate topics from the broader course materials (from Topics 1-6) and connect the discussion of each to the proposed changes and recommendations made in the presentation.
  2. This discussion should thoroughly explain or define each of the chosen topics and clearly integrate the discussion of each to develop a persuasive argument that demonstrates a holistic understanding of the subject.

Integration of Faith, Learning, and Work – CWV: 

  1. Review the “Statement on the Integration of Faith and Work,” located in the topic resources, and the “Christian Worldview Belief Statements” document outlining the integration of faith, learning, and work. Based on these resources, integrate a Christian worldview (CWV) component in the presentation.
  2. Using a minimum of two relevant Bible verses in total, explain how at least two of these CWV perspectives relate to the proposed change. You are required to address a minimum of two CWV perspectives as long as it applies to your presentation.
  3. Make a clear connection on how each CWV perspective should inform the management practice.
  4. All individuals have a worldview. An individual’s faith-based perspective/worldview influences that person’s decisions, values, and perceptions. It also affects how an individual manages people (or thinks they should be managed). For this assignment, this requirement relates to the worldview of the presenters, not the organizations. For example, how does the CWV perspective inform your interpretation of the problem or the proposed solution?

General Requirements

You are required to use at least four external scholarly sources, in addition to the textbook, to provide evidence. The rationale should be justified; this should not be completed based on an opinion. One of the sources should directly relate to the company discussed in the presentation and one to the comparison organization. These sources must be cited within the presentation, not just provided as references at the end of the presentation.

Additionally, speaker notes are required. Include detailed speaker notes within the PowerPoint presentation in the designated slide field.

Refer to the resource, “Creating Effective PowerPoint Presentations,” located in the Student Success Center, for additional guidance on completing this assignment in the appropriate style.

While APA style is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are not required to submit this assignment to LopesWrite.

Benchmark Information

This benchmark assignment assesses the following programmatic competencies:

BS Accounting; BS Business Administration; BS Business Analytics; BS Business Information Systems; BS Business Management; BS Entrepreneurial Studies; BS Finance; BS Finance and Economics; BS Hospitality Management; BS Marketing and Advertising; BS Sports Management; BS Supply Chain and Logistics Management 

1.1: Demonstrate skills for effective collaboration, negotiation, and teamwork.

BS Applied Management

1.4: Demonstrate skills for effective collaboration, negotiation, and teamwork.

BS Homeland Security and Emergency Management

2.2: Demonstrate skills for effective collaboration, negotiation, and teamwork.

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Outline the concept and components of a High-Performance Work System (HPWS) and evaluate evidence of their impact and effectiveness and barriers to their successful implementation.

Description of the assessment

This module prepares you to analyse the causes of poor performance within organisations and the principles and practices of effective performance management. By the end of the module you will be able to explain how these practices can be integrated into high-performance work systems (HPWS) and analyse barriers to high performance working and the development of high performance cultures.

You are required to write a management report to demonstrate learning outcomes 2 & 3:

  • Analyse the signs, causes, principles and practices of performance management in a modern organisation, the impact of practices on key stakeholders, and how work and people performance can be measured
  • Outline the concept and components of a High Performance Work System (HPWS) and evaluate evidence of their impact and effectiveness and barriers to their successful implementation.

You should apply your answer to the Middleton NHS Trust case study.  Related information sources are provided at the end of the case study in Appendix A and we will work with the case study during lectures and seminars as a teaching and learning aid.

For students on the HRM pathway, successful completion of this assignment is also mapped against the CIPD core knowledge indicators KO2.02A, KO4.04A and KO4.07A.

Assessment Content

Task

Analyse the indicators and possible causes of performance problems at Middleton NHS Trust.  Advise the senior management team how they could build an effective High Performance Work System to address the problems you have identified.

Your response should consider:

  • The multiple possible causes of poor performance and how this shapes the approach to managing performance within an organisation
  • The concept and key components of a HPWS
  • Possible barriers to the successful implementation of the system you recommend

Your answer must be:

  • Presented as a management report of 2,000 – 2,500 words (NOTE: 2,500 words is the MAXIMUM word limit.  There is no +10% allowance on these questions.)
  • Supported with relevant literature using the Harvard Referencing system.  This requires citations (references to relevant literature) within the answer itself which then must also be listed in full in a reference list at the end of your work. Work will not be awarded a pass grade at this level of study without a clear demonstration of this skill

Work will be assessed using the undergraduate marking scale shown in section F3 of the assessment regulations for undergraduate programmes and the assessment rubric shown below

Appendix A:  Middleton NHS Trust

Susan Bell has recently been appointed as an HR partner at Middleton NHS Trust.  Middleton is one of the largest NHS Trusts in the UK.  With an annual budget of over £970 million and around 13,000 clinical and support staff, it provides medical services to a population of over one million patients per year and recently received a rating of ‘Good’ from the Quality Care Commission.  The Trust Board of Executive Directors and Officers are responsible for setting the strategic direction of the Trust lead by the Chief Executive Officer (CEO).  Its vision of providing “Exceptional Care Together” is supported by clinical, quality, people and finance strategies that aim to: put patients first; get things right first time; invest resources wisely and develop and nurture staff.

Departments are organised into four clinical divisions: medicine; surgery; cancer diagnostics and clinical support; and women’s and children’s services, each lead by a Director of Services and General Manager.  There are also six nonclinical departments in the structure: operations; finance, performance and IT; workforce management; strategy improvement; corporate affairs and governance; and patient experience and facilities management, each run by a non-medical Director. 

Since April 2021 The Trust have implemented the pay progression framework for all of its staff. Prior to the changes, employees received automatic annual increments moving upwards through the pay points each year until they reached the top pay point for their job role.  The change made movement through the pay increments dependent on individual performance as shown in the Band 5 Example below. 

https://www.nhsemployers.org/system/files/media/Pay-progression-diagram-Jan-19_0.pdf

Performance is assessed through a traditional annual appraisal between a member of staff and their line manager. To move to a higher pay band, individuals must now demonstrate they have the appropriate knowledge and skills they need to carry out their roles enabling them to make the greatest possible contribution to patient care.  This includes assessment against the six core dimensions of the simplified NHS Knowledge and Skills Framework (KSF):

At the pay step date the line manager must use information from the appraisal to make a decision as to whether the individual can progress to the next pay level. The NHS Terms and Conditions of Service state that:

To progress to your next pay step point, you must have met the following standards:

If managers conclude the employee is not meeting the requirements, the pay step will be deferred and the manager should discuss and agree a plan with the employee to bring the performance levels back up to the required standard within a clearly stated timescale, including the provision of any training and support to achieve this.

Despite this performance based payment scheme the Trust’s CEO and HR director have identified ongoing performance problems. The most recent Care Quality Commission (CQC) review reported:

Whilst we found that the service was responsive to the local community we identified issues with the appointments system. Overbooking of appointments had become common practice which led to clinics over running and frustration for patients who experienced long waits. Five percent of patients failed to attend appointments. The hospital cancelled 10% of appointments and patients cancelled 11% of appointments.

Formal complaints processes were embedded however we did not see evidence that informal complaints were being recorded in line with the trust complaints policy

Despite the extension of the treatment centre into a state-of-the-art building, the largest investment in the Trust for over a decade increasing the number of patients who can have surgery, the department has failed to meet the government’s target to reduce the wait for elective cases to less than two years by July 2022 (www.england.nhs.uk).  By April 2023 this should be down to less than 18 months! The Accident and Emergency Department is also under huge pressure.  As a result of limited GP capacity, the number of patients attending the Trust’s A&E department has increased to nearly 1,000 patients a day.  The average waiting time in the department is currently 8 hours and 20 minutes, breaching the target of 4 hours from arrival to admission, transfer or discharge.  

Susan reviewed the hospital’s National Staff Survey results published in March 2022. At Trust level results are largely in line or slightly above the national average, however there is still a decline in the number of people who would recommend the Trust as a place to work (60.1%) and an increase in the number of staff thinking about leaving the organisation (30%). Only 33% said they were satisfied with their level of pay, 44% said they felt able to meet all the conflicting demands on their time at work and 26% said there were enough staff at the organization for them to do their job properly. She was unsurprised therefore to see that 47% said they had felt unwell as a result of work related stress in the last 12 months. A recent report from the Health and Social Care Committee estimated a shortage of 50,000 nurses and midwives and 12,000 hospital doctors in England alone (Ford, 2022).  With accompanying concerns about staff wellbeing, an environment of chronic stress, and burnout, The Nursing Times reported 1/3rd of healthcare workers ‘feel overwhelmed at least once a week,’ almost half are considering a job change and nearly a fifth plan to leave the care sector all together.

Digging deeper into the data she notices that the Clinical Support Division have a number of results below the Trust and National average (shown below).

 National averageClinical Support
We are compassionate and inclusive
My immediate manager:        66.8% 69.3% 68.4% 64.6%  54% 49% 45% 57%
We are recognised and rewarded
My immediate manager values my work70.6%62%
We each have a voice that counts
I am trusted to do my job90.4%78%
We are always learning
There are opportunities for me to develop my career in this organisaion52.9%48%
I feel supported to develop my potential52.5%45%
My appraisal:      20.4% 30.9% 29.8%  14% 22% 19%
We are a team
My immediate manager encourages me at work69.9%52%
Staff Engagement
I look forward to going to work52.5%43%
Morale
I often think about leaving this organisation31.1%47%

In a meeting with the Clinical Support general manager, Susan tried to explore the Staff Survey results further. He told her that a new waiting list manager was appointed in June 2021, about 4 months before the hospital staff completed the recently published survey. The manager has strong hospital experience, working for 3 years as a receptionist in the radiology department, followed by 2 years as a team leader/supervisor in the hospital call centre. They are young and enthusiastic and have already made an impact on the department’s KPI’s (key performance indicators) by implementing changes to some of the systems and processes.  Patient waiting times and ‘no shows’ have gone down and he speculates that this may have had an impact on the small increase in patient satisfaction scores that have been reported this month.

However, the new manager is also young and relatively inexperienced in the people management aspects of his role. While the appraisals have been completed within his department Susan notices that the staff have all been set the same objectives.  The personal development plans have little detail and the departments training budget is underspent. She also notices there are a number of missing return to work interviews and that the absence rates in the department are higher than the hospital as a whole. The Clinical Support manager also confesses that he has some concerns about how he has heard the new young manager speaking to some of his staff members when he has been walking through the department. He has observed the manager holding morning meetings with his team where he passes on hospital information and allocates tasks for the day but thinks that overall his style is very autocratic and has been picking up on some friction within the team.

Further resources

Department of Health (2004) The NHS Knowledge and skills framework (NHS KSF) and the Development Review Process [Internet] Available at https://www.nhsemployers.org/system/files/2021-07/The-NHS-Knowledge-and-Skills-Framework.pdf   Accessed January 2023

Ford, M. (2022) Concerns NHS and social care face ‘greatest workforce crisis in history’, Nursing Times, 27th July

NHS (2022) Survey Documents [Internet] Available at https://www.nhsstaffsurveys.com/survey-documents/ Accessed January 2023

NHS Employers (2019) Pay progression [Internet] Available at https://www.nhsemployers.org/articles/pay-progression Accessed January 2023

NHS England (2022) Delivery plan for tackling the COVID19 backlog of elective care [Internet] Available at https://www.england.nhs.uk/coronavirus/wp-content/uploads/sites/52/2022/02/C1466-delivery-plan-for-tackling-the-covid-19-backlog-of-elective-care.pdf Accessed August 2022

Nursing Times (2022) Third of healthcare workers ‘feel overwhelmed at least once a week’, [Internet] Available at https://www.nursingtimes.net/news/workforce/third-of-healthcare-workers-feel-overwhelmed-at-least-once-a-week-12-08-2022/  Accessed August 202

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Self-Leadership is defined as the process of influencing oneself

Self-Leadership is defined as the process of influencing oneself. A comprehensive process involving cognitive (thoughts) and behavioral (actions) factors. This definition is derived primarily from research and theory in two (2) areas of psychology: Social Cognitive Theory and Intrinsic Motivation Theory (Self-Determination Theory). 

In the first half of the paper compare and contrast Social Cognitive Theory and Intrinsic Motivation Theory. For the second half discuss self-efficacy, a construct from Social Cognitive Theory and Intrinsic Motivation Theory. What are your personal sources of self-efficacy? Think about J.K. Rowling’s and her journey while reviewing your own. 

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Different Types of Interfaces

Abstract

PMO stands for Project Management Office. Management is a crucial aspect of any business and helps determine the success or failure of the business. A good management strategy paves the way for better outcomes within an institution. Therefore, any institution needs to understand PMO and the different types of PMO as this can help the institution choose the most appropriate one. PMO has some functions for monitoring and controlling to strategic management. Working on a project gives people a unique thrill. Thus it is important to understand the Project Management Office and it aims to achieve to delivering the project. The first few projects may present a challenge because someone wants to be perfect at them; however, with a clear understanding of PMO, these projects may define a better success story (Mischler, 2012). Therefore, it is important to understand PMO and its different types.

Different Types of PMO

Introduction

PMO is a subdivision within an institution that delineates and helps maintain criterions for project management in the enterprise (Rouse & Shein, 2017). A PMO should be designed and staffed in a way that assures maximum effectiveness. This depends on some organizational factors, which may include goals, cultural imperatives, and traditional strengths. In addition, PMO has three basic organizational structures. First, there is the project repository, which often occurs in institutions that support distributed (Rouse & Shein, 2017). Second, there is a business-centric enterprise, which has weak central governance, scheme coach model that shoulders a readiness to part some project organization practices through commercial purposes, and in turn uses the office to organize announcement (Rouse & Shein, 2017). Finally, the enterprise project management office, which embraces a governance process, which will involve the PMO in all projects (Rouse & Shein, 2017).

Literature Review

The issue of PMO has been widely discussed in a bid to understand its effectiveness. The Project Institute Management led by Monique Aubrey conducted an exploratory research in a bid to understand the issues that were faced when managing, building, and operating a PMO (Aubrey, et al., 2013). The study argued that one common issue was that some basic notions about PMO like what the different types of PMO were and what they represented often challenged, people. Therefore, in a bid to understand PMO, there have been institutions offering lessons on the issue.          Ireland’s premier Project Management Certification Authority has tried to expound on the issue by teaching the different levels of PMO, the resource deployment within PMO, and strategic PMO among other topics on the issue (Institute Project Management, 2017). There have been a lot of research on the issue all aimed at better understanding PMO.

Research Objective

            The project is expected to:

  • Explain the different types of PMO, what they mean and what differentiates them.
  • Try to expound on which kind of PMO is appropriate in a particular situation.
  • Give guidelines on which type of PMO to enact and how to do so to achieve better results.

Body

There are three types of PMO, which include controlling PMO, supportive PMO, and Directive PMO. As if the name suggests, helpful PMO delivers sustenance in the form of templates, on-demand knowledge, and access to evidence, best practices and expertise on other schemes (Reiling, 2014). This type of PMO is effective in an institution where developments are done successfully and where additional controlled is seen as unnecessary.

Controlling PMO can be used in institutions where there is an urge and desire to take control of the procedures, processes, and documentation among other activities. The organization provides support and requires that this support is used. This might require the adoption of specific methodologies, forms, templates, and application of other PMO controlled rules (Reiling, 2014). Controlling PMO works if there is a strong circumstance, which shows acquiescence with project organization submissions will lead to improvement in the institution and if the PMO has ample policymaking support to stand behind the panels that are put in place (Reiling, 2014). The directive PMO goes beyond control and takes control of the projects by offering the project management experience and essential resources to help manage the project (Reiling, 2014).

Conclusion

In conclusion, understanding the different types of PMO is important when developing a project. This gives one a better view of the outcomes due to choosing a particular type of PMO. It is important to understand the three types of PMO; supportive, directive, and controlling so that one can better understand which to use. Understanding the different types of PMO is the first step towards ensuring that a company enacts the right type.

Abstract

There exist several types of interfaces which play different roles. In computing, an interface is regarded as a collective borderline in which two different constituents of a computer system used to exchange data (Interface Analysis: Exchange Transactions Within An Implicit Functional Group, 1970). It is important to understand that this interchange can be amid computer hardware, software, peripheral devices, humans, or a combination of these (Interface Analysis: Exchange Transactions Within An Implicit Functional Group, 1970). Several kinds of user interfaces range from natural-language to graphical user interfaces. It is important to understand the different types of interfaces and show how they relate, and one can manipulate them to achieve a result.

Different Types of Interfaces

Introduction

According to the business dictionary, the interface is a common boundary between two devices, cultures, environments, entities, and systems. It is where information, energy, and other material are exchanged. The different types of interfaces relate to the computing world, with the most common types being hardware interface, software interface, and user interface.

One can argue that an interface is a shared boundary between two components (Interface Analysis: Exchange Transactions Within An Implicit Functional Group, 1970). To function properly, most systems need connections with other hardware, applications, and peripheral devices. Therefore, it is important to understand what interface refers to and the different interface types. By so doing, one can choose the most appropriate interface to achieve the required results. It is also important to distinguish between these interfaces, understand them separately, and understand what they mean.

Literature Review

There have been many studies on the issue of interfaces. A Scientific Reports journal looked at the expanding field of Nanoengineering and the rise in the production of Nanocrystals and showed how this relates to different interfaces (Eriksson, Rusz, Sarma, & Kocevski, 2015). On this situation, the study focused on the interfaces between the shell and the core (Eriksson, Rusz, Sarma, & Kocevski, 2015). The term interface can be used to refer to many things; however, the most appropriate study focuses on the computing aspect and the different types of interfaces about this aspect.

The International journal of software engineering and applications focused on the type variability and the completeness of interfaces in Java applications. The journal argued that interfaces are often used as central design elements arguing that they are abstract types similar to abstract classes (Abdeen & Shata, 2014). Therefore, it is important to understand these different interfaces, how they operate and show how one would use them to ensure effectiveness in an institution.

Research Objective

The research is meant to help bring a better understanding of the following aspects;

  • Explain clearly on the different types of interfaces and what they refer.
  • Compare and contrast between the different types of interfaces and elaborate on their functions separately.
  • Explain the issue of computing and how it relates to the study of interfaces.

Body

Different Types of Interfaces

The main research objective is to understand the different types of interface (Eriksson, Rusz, Sarma, & Kocevski, 2015). Hardware interface consists of connectors, cables, and ports, which link devices such as printers, mice, keyboard, and storage drives among others (Interface Analysis: Exchange Transactions Within An Implicit Functional Group, 1970). Software interface consists of codes, commands, and messages, which enable diverse programs to connect between them and the operating system (Interface Analysis: Exchange Transactions Within An Implicit Functional Group, 1970). The user interface, on the other hand, consists of menus, command lines, dialogue boxes, prompts, and icons among others, which allow the user and the computer to communicate with each other (Interface Analysis: Exchange Transactions Within An Implicit Functional Group, 1970). The user interface has other types such as natural language interfaces, which permit users to interact with the computer in their natural or everyday language. Apart from this interface, there is also question and answer interfaces in which the computer parades a question to the user on display (Types of User Interface, 2008). Therefore, it is important to understand these different types of interfaces ultimately.

Conclusion

In conclusion, it is appropriate to argue that understanding is the key to coming up with better outcomes. Therefore, it is important to understand the different types of interfaces and have the knowledge on how to manipulate them if one is to achieve success. Finally, the concept of different types of interfaces, can refer to computing or logically and thus it is important to understand it.

References

Abdeen, H., & Shata, O. (2014). Type variability and completeness of interfaces in Java applications. International Journal of Software Engineering and Application (USEA), 5(3), 1-7.

Aubrey, M., Doerscher, T., Dosunmu, F., Fladager, D., Furfari, J., & Kaplan, M. (2013, November). PMO frameworks. Retrieved from http://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/pmo-frameworks.pdf

Eriksson, O., Rusz, J., Sarma, D. D., & Kocevski, V. (2015). First-principles study of the influence of different interfaces and core types on the properties of CdSe/CdS core-shell nanocrystals. Scientific Reports, 3(5).

Institute Project Management. (2017). Project management office essentials. Retrieved from http://www.projectmanagement.ie/userfiles/PMO.pdf

Interface Analysis: Exchange transactions within an implicit functional group. (1970). Retrieved from http://web.pdx.edu/~tothm/Manuscripts/interface_analysis.htm

Mischler, S. (2012, October). Project management office: PMO as a strategic success factor for project-based organizations. Retrieved from https://www.sqs.com/_resources/whitepaper-project-management-office.pdf

Reiling, J. (2014, January 8). The three different types of project management offices. Retrieved from http://www.projectsmart.co.uk/3-different-types-of-project-management-offices.php

Rouse, M., & Shein, E. (2017, February). Project management office (PMO). Retrieved from http://www.searchcio.techtarget.com/definition/Project-Management-Office

Types of User Interface. (2008). Retrieved from www.w3computing.com/systemsanalysis/types-user-interface/

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Motivation, Job Satisfaction, and Work Performance

Nature of Motivation

Motivation, Job Satisfaction, and Work Performance

Motivation serves a great deal in ensuring goal success. Ample motivation ensures that there is job satisfaction and eventually increases the level of work performance. All companies work towards increasing their output and ensuring there is better work performance. There has been a constant debate on the link between money and motivation (Olafsen, Halvari, Forest, & Deci, 2015). Procedural justice regarding salary affects variables such as the amount of pay and the perceived distributive justice that of employees (Olafsen, Halvari, Forest, & Deci, 2015). Motivation, job satisfaction, and work performance closely relate. However, these variables are not codependent, and they can exist with and without the other.

Performance Issue

Some employees feel unappreciated, and thus they do not perform to their potential. It is important to incorporate managerial need support to promote need satisfaction and intrinsic work motivation (Olafsen, Halvari, Forest, & Deci, 2015).  Managers will aim at getting the best from each employee and therefore, they need to understand how to relate to employees and how to ensure that these employees give the best work output that they can manage. Therefore, job satisfaction is essential, and motivation can greatly ensure this is achieved.

A certain case of which often results from motivational problems includes cases of employees being judged according to economics and extrinsic incentives. This refers to a situation whereby and the employee is judged according to what they have achieved in the market and not on their performance within the institution. This means that an employee will be required to offer more to the clients and customers so that the organization can argue that this employee is performing according to the company’s expectations. This is supported by the external motivation theory which fully relies on extrinsic incentives and economics (Firestone, 2014). Maintaining effective intrinsic incentives and incorporating them with extrinsic ones is important.

Authentic leadership can help control motivational problems. It is the root element necessary for effective leadership which can pave the way for healthier work environments (Wong & Laschinger, 2012). Some motivational problems are often bias in that they favor some people more than others. An institution may have employees who are dedicated to their work while others have skills and talent. The manager should understand that these employees are different and thus when motivating them, the manager should look for a way to motivate all employees.

Theory of Motivation

An institution can look at Maslow’s hierarchy of needs to solve motivational problems. This helps both the institution and the employees. The hierarchy of needs is represented as a pyramid in which the more basic needs are at the bottom (Olafsen, Halvari, Forest, & Deci, 2015). The top of the pyramid looks at self-actualization, esteem, love and belonging, safety, and physiological, represented in that order (Olafsen, Halvari, Forest, & Deci, 2015). This theory was used to show the pattern in which human motivation goes through starting with physiological all the way to self-actualization.

Motivation should be aimed at ensuring that all employees will gain from their effort and their work. The result should ensure that the employees attain self-actualization. Therefore, including external motivation theories and internal motivation theories. These theories should not be limited to benefit a small number of people. Rather, they should be created in a way that all employees will benefit if they work towards attaining their set standards and achieving the organization’s goals and objectives.

Maslow’s theory of motivation is aimed at attaining the sixth level of the stage which is self-transcendent needs. The most important needs in the pyramid include friendship and love, security, esteem, and physical needs. Therefore, an institution should ensure that the motivation it offers will result in these needs being attained. People will work towards achieving something that will benefit them and offer a certain kind of satisfaction and fulfillment.

Job Satisfaction

Employees will offer more if they are satisfied with their job. Sometimes people are satisfied in their job because of the pay, while others are satisfied because of the work environment, or the treatment from the employer and colleagues. Providing a positive job environment is important as it will make the employees feel comfortable and thus be free to work without being distracted.

Another key factor to consider in ensuring job satisfaction includes reward and recognition. Motivation closely associates with job satisfaction and work performance. Employees will perform better if they are rewarded for their good work. People like to be recognized when they do something good, and this will motivate them to keep improving since they will gain a reward and recognition. The people who perform below par can also be advised on how to improve and be regarded as crucial members of the institution. This ensures that these employees will want to do better the next time since they are considered as important members of the organization.

Work Performance

It is important to inspire employees and to increase their satisfaction to improve the level of work performance. It is important to ensure that employees are satisfied from the start, which can be achieved by offering thorough employee orientation. The manager should ensure that the employees are paid fairly to represent their work. In some institutions, employees are paid cheaply; thus, they do not feel the need to raise their performance since they feel it does not account for the pay. A good pay ensures that employees offer adequate output.

Managers who are seen as authentic often emphasize on balanced processing, transparency, high ethical standards and self-awareness (Wong & Laschinger, 2012). Therefore, these managers can play a great role in ensuring that the organization achieves its goals and standards and that the work performance is above par. These kinds of leaders will be able to understand their employees and how to use them. These leaders will also devise a way to motivate these employees and ensure that they are satisfied in their line of duty. This will ultimately contribute to positive results.

Motivation and job satisfaction are key variables in regards to work performance. It is important to include both general or company motivation, and personal or individual motivation. The inclusion of both sense of belonging facets and the individual goal in the picture ensures that employees have personal targets and benefit from a social kind of motivation especially when strong interpersonal links are incorporated (Kember, 2015). Motivation and job satisfaction are key towards attaining a high level of work performance, and thus an institution should work towards ensuring that they are incorporated to attain results.

Leadership is crucial in ensuring the success of an organization. However, good leadership requires other traits to attain results. The job environment should be shaped in a way that ensures the satisfaction of the employees. The style of leadership should also be designed to ensure that it is and fair to all employees and that the company does not discriminate and in turn gives all employees equal chances. This will ensure that all employee attain a positive view about the organization and it will be easier for them to work as a team. All employees need to work towards the company’s objectives and goals and thus a leader should incorporate a leadership style that works towards bringing the employees together and motivating them to work for a common purpose.

Most companies fail to achieve their set goals and standards because they do not have enough resources. Therefore, the institution needs to set aside sufficient resources to aim at achieving what the company has set out in its strategic plan. Ultimately, motivation and job satisfaction will ensure that a company achieves better results and raises the level of work performance.

References

Firestone, W. A. (2014, March 1). Teacher evaluation policy and conflicting theories of motivation. Sage Journals, 43(2), 100-107.

Healy, K. (2016). A theory of human motivation by Abraham H. Maslow. Psychological Review, 50, 370-396.

Kember, D. (2015). Relationship to other theories of motivation. In Understanding the Nature of Motivation and Motivating Students Through Teaching and Learning in Higher Education (pp. 21-41). Singapore: Springer.

Olafsen, A. H., Halvari, H., Forest, J., & Deci, E. L. (2015, August). Personality and social psychology. Scandinavian Journal of Psychology, 56(4), 447-457.

Wong, C. A., & Laschinger, H. K. (2012). Authentic leadership, performance, and job satisfaction: the mediating role of empowerment. Journal of Advanced Nursing, 69(4), 947-959.

Nature of Motivation

Motivation, Job Satisfaction, and Work Performance

Motivation serves a great deal in ensuring goal success. Ample motivation ensures that there is job satisfaction and eventually increases the level of work performance. All companies work towards increasing their output and ensuring there is better work performance. There has been a constant debate on the link between money and motivation (Olafsen, Halvari, Forest, & Deci, 2015). Procedural justice regarding salary affects variables such as the amount of pay and the perceived distributive justice that of employees (Olafsen, Halvari, Forest, & Deci, 2015). Motivation, job satisfaction, and work performance closely relate. However, these variables are not codependent and can exist with and without the other.

Performance Issue

Some employees feel unappreciated, and thus they do not perform to their potential. It is important to incorporate managerial need support to promote need satisfaction and intrinsic work motivation (Olafsen, Halvari, Forest, & Deci, 2015).  Managers will aim at getting the best from each employee and therefore, they need to understand how to relate to employees and how to ensure that these employees give the best work output that they can manage. Therefore, job satisfaction is essential, and motivation can greatly ensure this is achieved.

A certain case of which often results from motivational problems includes cases of employees being judged according to economics and extrinsic incentives. This refers to a situation whereby and the employee is judged according to what they have achieved in the market and not on their performance within the institution. This means that an employee will be required to offer more to the clients and customers so that the organization can argue that this employee is performing according to the company’s expectations. This is supported by the external motivation theory which fully relies on extrinsic incentives and economics (Firestone, 2014). Maintaining effective intrinsic incentives and incorporating them with extrinsic ones is important.

Authentic leadership can help control motivational problems. It is the root element necessary for effective leadership which can pave the way for healthier work environments (Wong & Laschinger, 2012). Some motivational problems are often bias in that they favor some people more than others. An institution may have employees who are dedicated to their work while others have skills and talent. The manager should understand that these employees are different and thus when motivating them, the manager should look for a way to motivate all employees.

Theory of Motivation

An institution can look at Maslow’s hierarchy of needs to solve motivational problems. This helps both the institution and the employees. The hierarchy of needs is represented as a pyramid in which the more basic needs are at the bottom (Olafsen, Halvari, Forest, & Deci, 2015). The top of the pyramid looks at self-actualization, esteem, love and belonging, safety, and physiological, represented in that order (Olafsen, Halvari, Forest, & Deci, 2015). This theory was used to show the pattern in which human motivation goes through starting with physiological all the way to self-actualization.

Motivation should be aimed at ensuring that all employees will gain from their effort and their work. The result should ensure that the employees attain self-actualization. Therefore, including external motivation theories and internal motivation theories. These theories should not be limited to benefit a small number of people. Rather, they should be created in a way that all employees will benefit if they work towards attaining their set standards and achieving the organization’s goals and objectives.

Maslow’s theory of motivation is aimed at attaining the sixth level of the stage which is self-transcendent needs. The most important needs in the pyramid include friendship and love, security, esteem, and physical needs. Therefore, an institution should ensure that its motivation will result in these needs being attained. People will work towards achieving something that will benefit them and offer a certain kind of satisfaction and fulfillment.

Job Satisfaction

Employees will offer more if they are satisfied with their job. Sometimes people are satisfied in their job because of the pay, while others are satisfied because of the work environment, or the treatment from the employer and colleagues. Providing a positive job environment is important as it will make the employees feel comfortable and thus be free to work without being distracted.

Another key factor to consider in ensuring job satisfaction includes reward and recognition. Motivation closely associates with job satisfaction and work performance. Employees will perform better if they are rewarded for their good work. People like to be recognized when they do something good, and this will motivate them to keep improving since they will gain a reward and recognition. The people who perform below par can also be advised on how to improve and be regarded as crucial members of the institution. This ensures that these employees will want to do better the next time since they are considered as important members of the organization.

Work Performance

It is important to inspire employees and to increase their satisfaction to improve the level of work performance. It is important to ensure that employees are satisfied from the start, which can be achieved by offering thorough employee orientation. The manager should ensure that the employees are paid fairly to represent their work. In some institutions, employees are paid cheaply; thus, they do not feel the need to raise their performance since they feel it does not account for the pay. A good pay ensures that employees offer adequate output.

Managers who are seen as authentic often emphasize on balanced processing, transparency, high ethical standards and self-awareness (Wong & Laschinger, 2012). Therefore, these managers can play a great role in ensuring that the organization achieves its goals and standards and that the work performance is above par. These kinds of leaders will be able to understand their employees and how to use them. These leaders will also devise a way to motivate these employees and ensure that they are satisfied in their line of duty. This will ultimately contribute to positive results.

Motivation and job satisfaction are key variables in regards to work performance. It is important to include both general or company motivation, and personal or individual motivation. Including sense of belonging facets and the individual goal in the picture ensures that employees have personal targets and benefit from a social kind of motivation especially when strong interpersonal links are incorporated (Kember, 2015). Motivation and job satisfaction are key towards attaining a high level of work performance, and thus an institution should work towards ensuring that they are incorporated to attain results.

Leadership is crucial in ensuring the success of an organization. However, good leadership requires other traits to attain results. The job environment should be shaped in a way that ensures the satisfaction of the employees. The style of leadership should also be designed to ensure that it is and fair to all employees and that the company does not discriminate and in turn gives all employees equal chances. This will ensure that all employee attain a positive view about the organization and it will be easier for them to work as a team. All employees need to work towards the company’s objectives and goals and thus a leader should incorporate a leadership style that works towards bringing the employees together and motivating them to work for a common purpose.

Most companies fail to achieve their set goals and standards because they do not have enough resources. Therefore, the institution needs to set aside sufficient resources to aim at achieving what the company has set out in its strategic plan. Ultimately, motivation and job satisfaction will ensure that a company achieves better results and raises the level of work performance.

References

Firestone, W. A. (2014, March 1). Teacher evaluation policy and conflicting theories of motivation. Sage Journals, 43(2), 100-107.

Healy, K. (2016). A theory of human motivation by Abraham H. Maslow. Psychological Review, 50, 370-396.

Kember, D. (2015). Relationship to other theories of motivation. In Understanding the Nature of Motivation and Motivating Students Through Teaching and Learning in Higher Education (pp. 21-41). Singapore: Springer.

Olafsen, A. H., Halvari, H., Forest, J., & Deci, E. L. (2015, August). Personality and social psychology. Scandinavian Journal of Psychology, 56(4), 447-457.

Wong, C. A., & Laschinger, H. K. (2012). Authentic leadership, performance, and job satisfaction: the mediating role of empowerment. Journal of Advanced Nursing, 69(4), 947-959.

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The Purpose Principle

The Purpose Principle

Purpose plays a vital role in setting direction whether in life or an organization. The secret of success is constancy of purpose. Purpose frames all life experiences and career experiences. The purpose principle provides an opportunity for to create a system or a life infused with purpose, meaning, abundance, and awareness. The purpose principle allows organizations to have a clear step-by-step plan towards achieving their purpose and organizational goals (Cashman, 2015). The purpose has the prospective to uplift individuals and groups from predicament to influence (Cashman, 2015). Crisis impedes an organization from achieving its goals and objective, but a clear purpose principle infused in the system of the organization creates a more enduring contribution. Purpose expands possibilities into a meaning-filled future without losing touch with higher-order values and long-term perspective while solving urgent problems in an organization.

Purpose signifies the aim intended to be achieved when doing something. In a health care setting, it is important to observe the purpose principle to ensure the physical and mental safety of patients and wellbeing of the concerned stakeholders in the health care system is maintained (Cashman, 2015). The purpose principle ensures that undesirable situations of mental problems are avoided at all cost.

 Mission and vision ensure that health institutions are operating by the health act to ensure smooth flow of activities. Despite having mission and vision, just like in other entities, challenges are inevitable in the health care system. Many challenges arise in the health institutions affecting the desired flow of operations and achievement of the set goals and objectives. Therefore, it is vital for health institutions to establish clear quality management and risk management goals. A clearly communicated, shared and understood mission and vision helps an organization to adopt profound risk management and quality management goals. Quality management ensures that patient’s needs and expectations are meet more profoundly to minimize risks. On the other hand, risk management goals ensure that strong mechanisms have been put in place to reduce the severity of risks when they strike. Strong quality and risk management strategies ensure that health care services are not severely affected as result of unforeseen risk events. Consequently, patients continue being served in light of striking risks in a health institution.

Risk Management

When setting risk management strategy, it is important to ensure that the mission and vision of the heath institution are incorporated. Undeniably, when risks strike, they affect every stakeholder of a health institution from the care provider, patients, financiers, and property to overall operations (Fairfield, 2000). Mission and vision encompass contribution of every stakeholder towards achieving a common goal. Therefore, it is vital to ensure that a risk management strategy creatively infuse the mission and vision of an organization to ensure consistency with the intended purpose (Lundgren, 2013). Failure to harmonize the risk management strategy with mission and vision of health institutions increases the chances of failure. When a strategy fails to achieve its intended purpose, it results to waste of resources, time, and expertise applied in its creation (Lundgren, 2013). Mission and vision provide direction of daily activities and the purpose of every activity. It is, therefore, essential to consult the mission and vision of an organization when developing a risk management strategy to ensure that it is working in line with the organizational goals.  

Quality Management

Quality management assists a health organization in meeting patient’s needs and in developing strategies that help in meeting patient’s expectations. Mission and vision spell out how the patients’ needs and requirements will be meet in a health organization. Therefore, when developing a quality management strategy, it is essential to consider the guidelines of the vision and mission to guarantee that they are all working towards a common course.

Risk Management Goals and Quality Management

One of the objectives of risk managing is to ensure that an organization is working within the scope of its mission and vision with minimal hitches. Moreover, the risk management ensures that patient’s safety is guaranteed as per the purpose principle. Patients are vital to health organization since they are the only customers (Fairfield, 2000). Health institutions are responsible for mitigating factors that put patients’ lives at risk.

One of the ways of ensuring patients’ safety is the use of quality equipment and medicine. Moreover, it is essential to employ quality health practitioners who have the professional capacity to take good care of the patients and observe the work ethics (Fairfield, 2000). Quality employees ensure integrity and diligence are not compromised when caring for the patients. Moreover, the quality staff handles patients’ cases swiftly by eliminating bureaucracies and lose of patients data.

On the other hand, quality management is geared towards increasing patient’s value, patient’s satisfaction and enhancing organizational reputation by understanding the current and future needs of the patients/customers. Customer focus is the main goal of quality management. It is achieved by linking organizational objectives with the customer’s needs and expectations (Fairfield, 2000). Moreover, measuring and monitoring customer’s satisfaction is an important aspect. Additionally, quality management ensures effective management of the relationship between a health organization and its customers to achieve sustained success.

Purpose

The purpose of the risk management and quality management goals is to ensure that a health organization has not shifted from its mission and vision. Moreover, risk and quality management help an organization to safeguard the patient’s well-being, protect property and to create a strong relationship with the customers to ensure the success of the organization.

Desired Result

 The desired outcome of the risk and quality management strategies is to meet patients/ customers satisfaction. That is possible through providing the patients’ with the right care when they need it. Moreover, giving the patients maximum attention will ensure that all their needs have been met adequately in an attempt to enhance their satisfaction.

Performance Measure

The effectiveness of the quality and risks management strategies can be measured in some ways. One of the indicators that can be used to measure the effectiveness of the two aspects is the amount of time spent to see any new changes. If the strategies take too much time to bring a turnaround, corrective measures should be implemented to foster their success. Moreover, the level of adherence to the purpose principle can be used to measure the performance of the management strategies. Additionally, the number of calamities recorded can be another performance measure. A low number of calamities will indicate that risk management strategy is successful. Furthermore, customers’ review can be used to as a performance measure for the quality management strategy.

Outcomes

The intended outcome of the risk management is to provide the organization with a plausible risk management model that guarantee patients safety and professionalism in the as per the health act. Moreover, a plausible risk management strategy is expected to provide a risk manager with options for dealing with future uncertain occurrences. It also ensures that health practitioners adhere to the rules and code of their profession.

Mental Models

Experiencing something helps one develop perceptions, imagination, and knowledge about that thing. Mental models are conceptual illustrations of actual, theoretical, and fictional circumstances. Mental models are a tandem to risk management strategies since having experience helps one to gain knowledge and develop plausible measures to counter future risks effectively.

A simple mental model can move thinking, action to the outcome (Magzan, 2012). Moreover, it can move from risk assessment by determining things that are exposed to risks. Risk assessment should be followed by adaptive measures that can be used to cope with the situation when it risks strike (Magzan, 2012). Additionally, there should be corrective measures that will be used to initiate remedies to risks.

Role of on Managers

Risk managers set proactive measures to control different risks that an organization faces. The risk manager provides a methodology to identify and analyze impacts of financial loss on an organization, employees, and public in the event of occurrence of a risk (McNeil, 1999). Moreover, the risk manager helps in laying strategies that are followed by an organization during recovery after a risk has stricken. Additionally, the risk manager identifies risks and put in place measures to curb them before they blow out of proportion (Fairfield, 2000). He also advises the health employees on the right practices to use to avoid the occurrence of risks.

Risk management is important to a health organization just as if it is to other entities. The effects of risks at the health organizations are severe since human life is at stake. Therefore, risk management strategies should be infused with the purpose principle to ensure that they cover for every stakeholder in the health institution. Similarly, the risk management strategy should be in line with the mission and vision of the organization to enjoin them towards a common course.

References

Cashman, K. (2015). Purpose principle: It frames all life experience and career experience. Retrieved from http://cashmanleadership.com/site/wp-content/uploads/2015/09/Purpose-Principle.pdf

Fairfield, C. (2000). Improving the safety of health care: The leapfrog initiative. Eff Clin Pract, 6, 313-316.

Lundgren, R. E., & McMakin, A. H. (2013). Risk communication: A handbook for communicating environmental, safety, and health risks. John Wiley & Sons.

Magzan, M. (2012). Mental models for leadership effectiveness: Building future different from the past. Journal of Engineering Management and Competitiveness, 2(2), 57-63.

McNeil, A. J. (1999). Extreme value theory for risk managers. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.70.9298&rep=rep1&type=pdf

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Why is it important for advocates of CSR that the belief that shareholders own the firm is undermined

Advocates of Corporate Social Responsibility (CSR) argue that businesses have a responsibility to consider the impact of their operations on society and the environment, not just their financial performance. The belief that shareholders own the firm is important because it is often used to prioritize the interests of shareholders over other stakeholders, such as employees, customers, and the broader community.

If the belief that shareholders own the firm is undermined, making a case for CSR becomes easier. Advocates of CSR can argue that businesses have a broader responsibility to society and should not focus solely on maximizing shareholder value. Instead, they can argue that businesses should take a more holistic approach, considering the needs and interests of all stakeholders.

Furthermore, if the belief that shareholders own the firm is undermined, it may become easier to adopt governance structures that give more power to other stakeholders. For example, companies could adopt stakeholder governance models that give employees, customers, and other stakeholders a greater voice in corporate decision-making.

In summary, advocates of CSR may want to undermine the belief that shareholders own the firm because it could help make a case for a more holistic approach to business that considers the needs and interests of all stakeholders, not just shareholders.

When you own a share of stock, what are the main rights accompanying that ownership?

When you own a share of stock, you become a shareholder and are entitled to certain rights. The main rights that accompany stock ownership include:

  1. Voting rights: Shareholders can vote on important company decisions, such as electing the board of directors, approving mergers and acquisitions, and approving changes to the company’s bylaws.
  2. Dividend rights: Shareholders can receive a portion of the company’s profits through dividends. However, not all companies pay dividends, which can vary yearly.
  3. Right to transfer ownership: Shareholders have the right to sell or transfer their shares of stock to another party.
  4. Right to inspect company books and records: Shareholders can access certain company documents and financial statements.
  5. Preemptive rights: Shareholders have the right to purchase new shares of stock before they are offered to the general public, which can help prevent the dilution of their ownership stake.

It’s important to note that the specific rights that come with stock ownership can vary depending on the type of stock, the company, and the country in which it is incorporated. Additionally, some rights may be limited by laws and regulations.

Define strategic CSR in your own words. What signs would you look for to indicate that a firm has implemented a strategic CSR perspective?

Strategic CSR, also known as strategic corporate social responsibility, is an approach to CSR that integrates social and environmental considerations into a company’s core business strategy. This means that the company sees CSR not just as a set of philanthropic activities, but as an integral part of its overall strategy to create value for all stakeholders, including shareholders, customers, employees, and the broader community.

A company that has implemented a strategic CSR perspective would show the following signs:

  1. Integration of social and environmental considerations into business decisions: The company would consider social and environmental factors when making strategic business decisions, such as product development, supply chain management, and marketing.
  2. Clear alignment of CSR initiatives with business objectives: The company’s CSR initiatives would be aligned with its overall business strategy and goals, with a clear understanding of how CSR can create value for the company and its stakeholders.
  3. Measurable targets and performance indicators: The company would have measurable targets and performance indicators in place to track the impact of its CSR initiatives, and would report on progress against these targets.
  4. Engagement with stakeholders: The company would actively engage with its stakeholders, including customers, employees, suppliers, and the broader community, to understand their needs and perspectives, and to incorporate their feedback into its CSR initiatives.
  5. Long-term perspective: The company would take a long-term perspective on CSR, recognizing that CSR initiatives can create long-term value for the company and its stakeholders, rather than just short-term gains.

Overall, a company that has implemented a strategic CSR perspective would see CSR as a way to create shared value for all stakeholders, rather than as a separate set of activities.

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Introduction to Organization

2 pages

Introduction to Organization

During this course, you will analyse case studies for a fictional organization, ParlaTech. As we move through the course, you will learn more about the organization, its employees, and the issues that arise related to HR.

ParlaTech is a technology company that specializes in machine to machine (M2M) communication. They offer solutions that allow remote machines to send data back to a central hub, where the data can be measured and analyzed. ParlaTech’s headquarters are in Maryland, but they have clients all over the world. Most of their engineers and R&D employees work in the US, but they also have a call center in Bangalore, India. 

Mini Case Study 4 Instructions

You have been called to a meeting with the CEO, Jacob Zielinski, and the COO, Sofia Morales.

For this assignment, review the survey results on change readiness and then do the following:

  • analyze the survey results and write a summary of your findings 
  • recommend a plan for change based on a change model
  • suggest at least three KPIs and explain how you can track and measure them

You may need to research how to collect metrics around KPIs in order to make informed suggestions.

Transcript from the Memo Instruction-video:

Transcript

CEO: Good morning! We are here today to talk about the change initiative that we are planning for our Bangalore call center. Based on recommendations from last month, we are going to change the work hours in our call center to 40 hours a week. However, this is going to involve a shift in the working hours for most of our employees, since we still need to maintain 24/7 service. So, we are hiring new employees who will be shadowing our current customer service employees. The current employees will be training the new employees on the job. 

COO: Yes, I’ve heard from the managers that some of the employees are concerned about this. They’re saying that their work hours went down but their workload went up because they need to train the new employees! They are afraid that the new employees will just be a burden on them. 

CEO: It’s very frustrating because we are trying to improve the working conditions while maintaining quality customer service. We’d like to hear what your role can be in this change and how you can help us overcome employee resistance. 

COO: You know I am big on data, so I’ve collected some data on change readiness among the employees. I would like you to analyze this data and write up a summary of what you find. Also, I am concerned about performance, so I would like to see some key performance indicators tracked and measured after we increase the number of employees. 

CEO: Overall, this is a three-part task: We need a plan for what HR can do to help prepare for this change, a summary of what we know about change readiness among the employees, and at least three KPIs you suggest tracking and measuring.  Since today is Monday, I am hoping you could have something for us by the end of the week.

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  • CAREFULLY FOLLOW THESE RUBRICS-CRITERIA TO MAX THIS CASE STUDY
CriteriaExceeds Standard 37.5 points
Propose a change management plan.  The steps of the proposed change management plan MUST be all clearly explained and supported by a change model.
Identify at least three key performance indicators. At least three KPIs MUST be identified that are clearly related to the change initiative.
Identify metrics that measure the KPIs. Each KPI MUST have a related metric that is observable and quantifiable.
Communicates information clearly and professionally with appropriate supporting evidence, formatting, and grammar.    The information MUST be clearly and professionally presented, without errors in grammar or mechanics. Citations MUST be used appropriately, and the formatting MUST be correct for APA style.

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Propose a change management plan.

Please see the attached files and pay attention to the  RUBRICS:  

– Propose a change management plan: The steps of the proposed change management plan MUST all be clearly explained and supported by a change   model.

 – Identify at least three key performance indicatorsAt least three KPIs MUST be identified that are related to the change initiative.

– Identify metrics that measure the KPIs: Each KPI MUST have a related metric that is observable and quantifiable.

–  Communicates information clearly and professionally with appropriate supporting evidence,   formatting, and grammar: The information MUST be clearly and professionally presented, without errors in grammar or mechanics. Citations MUST be used appropriately, and the formatting MUST be correct for   APA style.

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