Gómez-Mejía, L., Balkin, D., & Cardy, R. (2012). Managing human resources. (7th ed.). Upper Saddle River, NJ: Prentice Hall.
Please write up 150 to 200 word count for questions 1 to 12; #13 is a matrix, #14- Create a Flowchart. Try and relate the material to real-life applications and also to the textbook and Human Resources in Health Care. Do not plagiarize!
1. Why is career development and succession planning an important component of an organization’s strategic plan?
2. Chap 8- Performance problems seem all too common in your workplace. People do not seem to be putting forth the needed effort, and interpersonal conflict on the work teams seems to be a constant. Is training the answer? If so, what kind of training should be done? What other actions may be appropriate?
3. Chap 8- How effective do you think training can be in raising employee motivation?
4. Chap 9- It has been argued that training can lead to turnover, but career development can reduce it. Differentiate between training and career development. Why might training lead to turnover whereas career development might improve retention? Explain.
5. Chap 9- How would you go about retaining and developing older employees who are part of a dual-career couple?
6. Why are training and development opportunities important to certain employees and not others? To which employees do they appear to be the most important and why?
7. According to the article “The Balancing Act”(Workforce Management 2008), “training and development are extremely critical. Employees must be trained and must understand their career paths. Organizational development is a massive responsibility: How will we lead and motivate our people? How do we prepare for the future? How do we think strategically? In the training area, the focus is on developing mandatory, brand-related training in values and actions, such as onboarding, communications and harassment prevention; customer service skills and financial knowledge; and management and leadership development”. The article discusses how the manager places a high value in training and developing and takes the time to enforce and encourage proper training methods.
In the past I have also observed managers that did not place value in training, sending an employee out for training was a cut in the financial budget and a day the employee is out of the office. Basically the manager is focusing on the present rather than preparing for the future.
As a manager how will you justify implementing a training program?
Salopek, Jennifer.J.(2008) The Balancing Act Workforce Management, October 29, 2008. Retrieved August 07, 2015 from www.workforce.com/archive/feature/25/89/74/index.php
8. The Lakeside Hospital has been going through rapid expansion after a recent take-over by ACME, a major health care management system. Shirley has been the head nurse on the pediatric floor for 10 years. She has been consistently recognized for her high performance over the years. Today she was called into her new Director’s office and reprimanded for not submitting the shift report on ACME’s new form. She stated she did not know ACME had a special form and therefore she used the old standard form.
Does Shirley need training in being a head nurse? What is the root issue? What action do you suggest?
9. According to the following article,”10 Elements for a Successful, Effective Corporate Learning Program” (Workforce Management 2005), Anovarism a successful pharmaceutical company developed a program named appropriately “Corporate Learning in 1998 with the goal of “developing a stable of future leaders who could grow with the business”. The programs success is related to the implementation of the following 10 elements;
1. Secure management support
2. Focus on key initiatives
3. Hire the right employees
4. Put quality first
5. Manage carefully and with consensus
6. Act globally
7. Select and partner with the best training providers
8. Assess learning results and align with the business
9. Persevere and thrive
10. People management
Considering the #1 element is strategic management support, in what ways will HR need to strategically partner with management and employees to identify issues impacting performance levels?
Reference Waltmann,F. (2009) “10 Elements for a Successful, Effective Corporate Learning Program”.Workforce Management, March 11, 2009. Retrieved August 6, 2015 from www.workforce.com
10. Why are career development and succession planning important components of an organization’s strategic plan?
11. Expanding the job vertically gives employees responsibilities that empowers the employee. The manager is able enrich the job to increase the skill variety, task identity, task significance and feedback.
What are some ways that management can provide support when the job is expanded vertically?
12. Discuss this transcript below: Align Your Training Organization to the Business
Whether you view yourself as a training professional, being in the shared service, or the service organization, whatever it happens to be, you cannot be successful in this role—or as an organization—without great alignment. In my case, we were supporting partners, customers, engineering, global services, sales, and so forth. I make sure that on my team I have the right people who can build relationships with each one of those audiences, as appropriate; at the highest level, at the individual contributor level, left, right—we have relationships all over the place. What we have found, just because of alignment and having the right people in place is: we need to develop less, we develop the right things, and even better, the consumption with our audiences is through the roof. The audiences that we’re aligned with help us determine—we determine together—what’s required and then each quarter we roll out required training. Within eight weeks, ninety-five percent of the field is trained; and much of this is scaleable or it’s local workshops using our content. I challenge anybody to say, “We can get ninety-five percent of our field up to speed on multiple topics each quarter within eight weeks.” Before we put this whole program together—again, based on the alignment and the relationships—but before we put this together, we would put training out to the field and maybe forty percent would do it over a couple of quarters. So [it’s a] huge turnaround. But it all came down to step one, being: you need to have great alignment with your audiences. The way to create great alignment: first of all, on the education team, you need to have the right people. The first thing that we did, when we consolidated all the different training organizations, the first thing we did as a management team, is everybody who reports to me came from the business. I actually don’t have a single traditional training person on my direct staff. The person that manages sales education came from sales; the person that manages the technical training actually ran all of the technical workforce in Asia Pacific—200 to 300 people over there—built the training organization, understands that audience, and now they’re in the training function. Now we have plenty of great training professionals on our organization—director of training strategy, director of curriculum design, things like that—but the people who are most front-facing to the audiences all came from those specific audiences. At the end of the day, it’s all about over-achieving the business requirements. Whether it’s sales, services, the consumer group, we’re in business to help these organizations be successful. You have to understand their business. You have to align with them. The more you do, I guarantee you you’ll have more success, and your businesses will have more success, and you will have more value to the company.
13. Complete the Recruitment Matrix
Recruitment Strategy or Method External or Internal Strategy Identification A detailed 200-word description of the strategy and why the strategy is appropriate for health care
Internal Bulletin and Personal Recommendations • •
Employment and Recruitment Agencies • •
14. Create a Flowchart identifying the different components of the two selection process (Internal Bulletin and Personal Recommendations and Employment and Recruitment Agencies).
Include the following in the Flowchart:
• A detailed 200-word description that differentiates between job analysis, job description, and job specification for the two Strategies (Internal Bulletin and Personal Recommendations and Employment and Recruitment Agencies) (**200 words each**)
Cite and Reference each work properly.
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