You are the Human Resource Director at a company that has decided to adopt a

“cost leadership” competitive strategy. Its main goal is to increase its sales by 30% within 1 year.

Currently you have forty salespeople. Five of them are going to retire within 3 months. The others have attended their last training course (a 2 days course on sales techniques – basic) four years ago.

Considering that strategy, business goal and workforce situation, you are required to prepare a HRM plan containing:

an introductory description of the link between your organization’s business strategy and your HRM strategy;

your employment planning and forecasting strategy;

your recruitment and selection activities; you will also prepare a job description and job specification for the profile(s) that you think you should hire;

the test(s) that you would use employee selection;

the way in which you are going to interview the candidates explaining:

type(s) of interview

types of questions, with examples

the training process and training methods that you will adopt for the newly hired employee(s);

the performance appraisal system and tools that you will utilize;

the total reward package for the employee(s) that you will decide to hire.

a comprehensive approach to retaining employees.

Please justify all your choices.

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Parts 1 and 2 of Idler’s blog post,

“How to Design for a Cross-Cultural User Experience,”

review Hofstede’s cultural dimensions theory, and describe how these dimensions may impact the user experience. For each dimension, the article depicts an image that shows where different countries are located on Hofstede’s cultural dimension scale, which should influence how the user experience might best be designed for users in that country. For each of the cultural dimensions listed below, two countries are identified that are on opposite ends of the scale for that dimension.

Power distance: Australia and Russia.

Individualism versus collectivism: Mexico and Norway.

Masculinity versus femininity: Philippines and Sweden.

Uncertainty avoidance: Poland and Greenland.

Long-term versus short-term orientation: Argentina and France.

In your initial post, select a cultural dimension and describe the likely differences between users in the two countries listed above based on the cultural dimension you selected. What design strategies would you need to include in your food ordering system user interface if you were planning to implement a version of the application in each country?

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Instructions:

For this discussion post, please research an appropriate graph taken from an online published journal or newspaper. In your initial post, please provide the link to this graph and the document itself, and address the following questions: (400 words)

Summarize the background information presented to you in the journal or newspaper.

Focusing on the graph itself, discuss the connection between the graphic and the background information. What would you have done differently to make the graph more dynamic, appealing, or accurate?

Looking at the article as a whole, should more graphics have been added to the document, or did the existing graph simplify the document well enough?

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Estimate the impact of legal provisions on human resource management.

BHR 3352, Human Resource Management 1

Course Learning Outcomes for Unit II Upon completion of this unit, students should be able to:

2. Estimate the impact of legal provisions on human resource management.

5. Relate different selection criteria and selection methods to organizational considerations.

Reading Assignment Chapter 3: Ensuring Equal Employment Opportunity and Safety Chapter 6: Selecting Employees Who Fit

Unit Lesson Legal Proliferation Boiled Down to Disagreement When President Johnson signed Executive Order 11246 in 1965 and Title 7 Laws were passed in the midst of a civil rights cultural revolution, he probably never imagined America would be where it is today. We now have dozens and dozens of complex employment laws governing every aspect of employment (and these are just federal laws!). The Equal Employment Opportunity Commission (EEOC) has a budget of over $365 million dollars, hundreds of lawyers, and reviews over 88,000 cases a year against employers. To understand this phenomenon, we must first realize that philosophical differences are driving the investigations, cases, and laws that govern them. In most cases, the average person believes if you are not breaking the law on a given issue, you are fine. In the employment-law world, it is different. The main philosophy of the EEOC is that every employment decision should be based on documented merit and nothing else. The main philosophy of business owners is that every employment decision should be in the best interest of the company and not break any existing laws. Do you see the disconnect here? For example, let’s say I (as a manager) do not like the Pittsburgh Steelers American Football team, and one day my junior associate wears a shirt with a Pittsburgh Steelers logo. In response, I terminate his employment as now I do not want to work with him. What is the problem? The EEOC would say this is “illegal” as the decision was not made based on documented merit (performance history). I, as the manager, say it is NOT illegal as there are no laws making Pittsburgh Steelers supporters a protected class. The 50-year conversation has gone like this between the EEOC and the business community. While this evolving legal landscape has been a source of massive frustration for human resource professionals, it has been significantly helpful for victims of discrimination and harassment. Several years ago, an “expert witness” was brought into a case to review evidence for wrongful discharge (when someone is terminated for an illegal or improper reason). An EEOC lawyer made a comment to him in passing that she was just “keeping the American Dream alive.” When he asked her what she meant by her story, she said she did not like being the big, bad, government pit-bull going after businesses, but she believed strongly that she wanted to live in a nation where no matter who you are, where you came from, or what you believed, if you worked hard enough and performed well enough, you should get a shot at your success.

UNIT II STUDY GUIDE

The Legal Environment of Human Resource Management

BHR 3352, Human Resource Management 2

UNIT x STUDY GUIDE

Title

The EEOC is typically avoided by most companies and loathed by many. However, they exist to make sure people are being treated fairly by employers, and everyone is given a fair shot at employment. If you do your job thoughtfully, legally, and ethically, you will not see them very much at all. In navigating the legal landmines of employment law, you can win, lose, mediate, and settle many cases. These experiences offer three pieces of advice as you manage a firm.

1. Create a document trail: When you make a decision to hire, fire, layoff, promote, or demote, make sure you have a clear document trail where any “prudent” person could review the documents and would likely come to the same conclusion you did.

2. Make a group decision: Nobody knows everything. Before you make employment related decisions, especially those that you think may be challenged, have two or three other people review the decision, and make sure they agree with you. A group is less likely to be (and be perceived as) biased.

3. Check your metrics: The 4/5ths rule (in the textbook) is not simply for your annual EEO-1 reporting form; it is a powerful management metric. Quarterly, review your data to ensure you are hiring, firing, and paying different types of people (e.g., race, age, disability status) equally. Reviewing trends in this data often shows you problems to deal with before they ever become court cases (Stewart & Brown, 2015).

References Stewart, G. L., & Brown, K. G. (2015). Human resource management: Linking strategy to practice (3rd ed.).

Hoboken, NJ: Wiley.

Suggested Reading In recent years, many requirement have been put in place that were never an issue earlier in our history. The United States military has witnessed a landslide of changes over the past couple of decades regarding gender, religion, and ethnic issues. The following NPR article is an example of these issues: Sikhs regain right to wear turbans in U.S. Army. (2010, March 24). Retrieved from

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