Human Resources Management Paper

Human Resource Management homework help

Students can choose a topic of their own areas of specific interest on any HRM area covered in the course. Given the point of view taken in HRM591, the paper should reflect the strategic shift in HRM from labor as a cost to be controlled to labor as an asset in which to be invested. This perspective should treat the chosen topic and trace how it has changed to reflect the challenges presented by a technology-driven global economy. Research should trace the historical roots of the topic and how technology, globalization, and other strategic forces have shaped its changes.
The paper length should be a minimum of 10–12 pages (5 point deduction for every page less than 10) and comply with all formatting and APA style standards. Some suggested topics can include, but not be limited to, the following.
· The role of social media in employee staffing
· The role of employee retention as a strategy to enhance productivity
· The role of total rewards in motivating staff performance
· Employment law issues in the 21st century
· The evolving role of staff performance from bureaucratic performance appraisal to comprehensive performance management
· The role of labor and unions in the 21st century
· Human capital management and HRM
· Measuring HR through predictive analytics
· Line/HR partnerships
Most of the best known academic and popular journals will provide acceptable content. Primary among them are some of the following journals and publications.
· People & Strategy (formally human resource planning)
· Harvard Business Review
· Human Resource Management
· Academy of Management Journals (various titles included)
· Journal of Labor Economics
· Human Resource Management Review
· Personnel Psychology
· International Journal of Human Resource Management
· Journal of Management
· Sloan Management Review
· California Management Review
· Administrative Sciences Quarterly
This paper should reflect the collective efforts of the entire course content and the strategic evolution of HRM from a marginalized area of practice to one that assumes a position within management that is reflective of the potential role that effective workforce planning and development can play. The chosen topic should be framed in the above perspective and trace where it has been, where it is now, and what future direction it can take. Students’ research should defend why their chosen topic matters to senior management and the cost/benefit justifications that are required to defend that position. In short, the paper should speak to the two essential questions by which the course is framed. Those questions ask, “so what and now what?”
Grading Rubrics

Category Points % Description
Documentation and Formatting 12 4 Properly referenced according to APA Guidelines
Organization and Cohesiveness 9 3 Written in a cohesive manner that flows from stated assumptions
Editing 9 3 Spell checked for meaning as well as accuracy
Content 270 100 Paper demonstrates a significant shift in area of content that reflects the direction of the entire course; and should reflect the three themes of human capital, metrics, and partnering with line management. The paper should be reflective of the historical roots of the topic and how it has evolved (environmental pressures for change) as well as the direction expected for the future. The paper should include significant academic references and stay away from web pages that offer sales or opinions versus academic rigor. A successful paper should demonstrate a student’s deep understanding of the topic; but also why and how that topic matters in moving HR to a strategic position in the management of the firm.
Total 300 100  A quality paper will meet or exceed all of the above requirements

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Organizational structure

Human Resource Management homework help

Read the case study, “The Organization of Outback Steakhouse” at the  end of Chapter 16 and answer the following questions in your post:

  1. From an organizational perspective, can Outback continue to grow with so little organizational structure?
  2. What kind of organizational structure would you suggest for Outback Steakhouse?

This is the case study
Chris Sullivan, Bob Basham, Trudy Cooper, and Tim Gannon—cofounders of the Outback Steakhouse concept—began their restaurant careers as a busboy, dishwasher, server, and chef’s assistant, respectively. So how did they manage to build one of the all-time most successful restaurant concepts? Their careers may have had humble beginnings, but they had the money to excel. Chris and Bob met at Bennigan’s (part of Steak and Ale). They honed their management skills under the mentorship of industry legend Norman Brinker, who later financed Chris and Bob’s franchised chain of Chili’s restaurants in Georgia and Florida. They later sold the Chili’s restaurants back to Brinker for $3 million. This seed money allowed them to develop a restaurant concept they had been toying with.The concept was for a casual themed steakhouse, and because the partners did not like a western theme (it had already been done by others), they opted for an Australian theme because, at the time, there was a lot of hype about Australia. Australia had just won the America’s Cup (a major sailboat race held every four years), and the movie “Crocodile” Dundee was popular. As with all new restaurant concepts, they searched for a suitable name. Beth Basham came up with the idea of Outback for the name of the steakhouse—she wrote it on a mirror in lipstick. The Outback themed concept was just what the partners wanted—a casual, fun, family atmosphere and the highest-quality food, which is reflected in Outback’s 40 percent food cost (the industry norm for steakhouses is about 36 percent). Chris and Bob asked Tim Gannon, who at the time hardly had enough money to buy the gas to drive to Tampa, to join them. Organizationally, each of the partners “brought something to the table.” Chris was the visionary, Bob the operations person, Tim the chef, and Trudy the trainer. Later they realized they needed a numbers guy, and in 1990 Bob Merritt became chief financial officer (CFO).Instead of fancy marketing research, the partners did lots of talking and observation on what people were eating—remember, this was a time when eating red meat was almost taboo. The partners figured that people were not eating as much red meat at home, but when they dined out they were ready for a good steak.Initially, the partners thought of setting up one restaurant and then a few more, which would allow them to spend more time on the golf course and with their families. So the success of Outback surprised the partners as well as the Wall Street pundits. The organization grew quickly, and by the mid-1990s more than 200 stores were open; they also signed a joint venture partnership with Carrabba’s Italian Grill, giving them access to the high-end Italian restaurant segment.Same-store sales increased year after year, and the partners looked forward to 500 or even 600 units. Financial analysts were amazed at the rise in Outback’s stock. So, to what can we attribute Outback’s success? It’s a well-defined and popular concept, has a great organizational mantra of “No Rules—Just Right,” and serves the best-quality food and service in a casually themed Australian outback–decor restaurant. The typical Outback is a little more than 6,000 square feet, with about 35 tables seating about 160 guests and a bar area that has 8 tables and 32 seats. Outback’s target market is “A” demographics and a “B” location, which is often a strip mall. Another aspect of Outback’s organization is that servers handle only three tables at a time; this increases their guest contact time and allows for more attention to be paid to each table. They also offer an Australian-themed menu with a higher flavor profile than comparable steakhouses. The design of the kitchen takes up about 45 percent of the restaurant’s floor space—12 percent more than other similar restaurants. This extra space represents a potential loss of revenue, but that is the way Outback wanted it done because they realized the kitchen does not run well when it’s being “slammed” on a Friday or Saturday night.There is no organization chart at Outback Steakhouse; everyone at the unpretentious corporate headquarters in Tampa is there to serve the restaurants. There is no corporate human resources department, but applicants are interviewed by two managers and must pass a psychological profile test that gives an indication of the applicant’s personality. Outback provides ownership opportunities at three levels in the organization: individual restaurant level, multistore joint venture and franchises, and an employee stock ownership plan. Because there is no middle management, franchisees report directly to the president. Outback’s founders had fun setting up the concept and want everyone to have fun too—they sometimes drop in on a store and ask employees if they are having fun. Not only are they doing that—they are laughing all the way to the bank!
(Walker 538-539)
Walker, John R. Introduction to Hospitality Management, 3/e for Ashford University,  3rd Edition. Pearson Learning Solutions. VitalBook file


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Human Resource Management homework help
MS  PowerPoint Presentation Report on Organization (20%) 
In this assignment, you will design and share a MS PowerPoint presentation that describes an organization, its current and future challenges, its capabilities, and the requisite competencies needed for its success. You will look for and report on examples of the existing total rewards programs to include monetary, non-monetary, and the work environment (including values and culture). The MS PowerPoint presentation will include a report on existing metrics (organizational or HR) if any are present. If citations or Web site materials are used, in-text citations and sources presented on a References page using American Psychological Association (APA) format are expected. This information can be used in the final paper (the final assessment which is a plan to change the organization’s total rewards programs). It is expected that at least three references will be used with at least one of the three being of a scholarly nature.
At the least, this MS PowerPoint Presentation will include:
1.    Academic Title Slide
2.    Introduction and Purpose for the Paper
3.    Description of the Organization
4.    Capabilities of the Organization and Requisite Competencies of the Employees
5.    Current and Future Challenges
6.    Academic Definition of Total Rewards Programs
7.    Description of Existing Total Rewards Program (Monetary, Non-Monetary and Work Environment)
8.    Existing Metrics that Evaluate the Success of the Total Rewards Program
9.    Conclusions
10.  References Page (With a minimum of three References from course materials)

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Business & Finance homework help

Assignment 3 Part 1: Operation, Technology, and Management Plan (70 points)

For this assignment, you will plan out the operations, technology, management, and organization for your company. To do this, you will use the “NAB Company Portfolio” that you downloaded from the Student Center.
Before you get started on this exercise, watch the video below for some helpful tips on completing Assignment 3 Part 1.
For fullscreen viewability click here to open the video in a new window
Instructors, training on how to grade is within the Instructor Center.
Assignment 3 Part 1: Operation, Technology, and Management Plan
Due Week 8 and worth 70 points
Use the “NAB Company Portfolio”.
Write a three to six (3-6) page paper in which you provide the following information below.
Operations Plan (1 – 2 pages)
Note: Remember to assign a dollar amount to each operational cost you find, as you will need these figures for your income statement and cash flow in Week 8.

  1. Create an operations plan for your NAB company using the template in the text as a guide (p. 214 | Operations Plan Preparation FormClick here for help accessing a specific page number in your eBook). Extract appropriate information from the NAB Company portfolio, where applicable. Other required items in the template should be filled in using your personal preferences.
  2. Provide a rationale for the competitive advantages section using appropriate functional-level and business-level strategies to explain the competitive advantages.
    • Note: Much of the research pertaining to the hints provided here can be found in the NAB company portfolio.
    • Hints: Consider whether you will rent or buy your facilities or outsource production to an existing company.
    • Hints: One of your biggest expenses as a startup non-alcoholic beverage company will be transitioning from a small batch prototype of your beverage to production on a large scale. Research the equipment you will need (vats, refrigerators, burners, ovens, bottling equipment, and so on), whether you will rent or buy, how you will maintain and clean it, and so forth. Consider how you will ensure quality control. What capacity do you intend to reach?
    • Hints: Deliberate your inventory control. Where do your supplies come from and what is your turnaround time to produce your beverage once you have received an order?
    • Hints: Consider your distribution method. Refer back to your notes for the SWOT analysis assignment in Week 2 of class.
    • Hints: How will you stay abreast of new developments in your industry? What new products do you have in development now, in addition to your flagship product?
  3. Describe your research and development activities and explain how they will contribute to the company.

Technology Plan (1 – 2 pages)

  1. Create a technology plan for your NAB company using the template in the text as a guide (p. 227 | Technology Plan Preparation Form ). Extract appropriate information from the NAB Company portfolio, where applicable. Other required items in the template should be filled in using your personal preferences.
  2. Provide a rationale for the personnel needs section by incorporating appropriate functional-level strategies.
    • Hints: Consider the type of technology your company will use to conduct the following activities: manage personnel; take, fulfill, and track orders; manage inventory; communicate with customers and provide customer service; and produce your beverage.

Management & Organization (1 – 2 pages)

  1. Create a management plan for your NAB company using the template in the text as a guide (p. 248 | Management Plan Preparation Form ). Extract appropriate information from the NAB Company portfolio, where applicable. Other required items in the template should be filled in using your personal preferences.
  2. Using the flow charts on p. 242 as a guide, outline your company’s management hierarchy. Note: Charts or diagrams must be imported / included in the MS Word document.
  3. Provide a rationale for the management structure and style section by incorporating appropriate functional-level strategies.
  4. Format your assignment according to these formatting requirements:
    1. Cite the resources you have used to complete this exercise. Note: There is no minimum requirement for the number of resources used in the exercise.
    2. Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions.
    3. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length.

The specific course learning outcomes associated with this assignment are:

  • Create a plan to implement a firm’s strategy and manage the change from current operations.
  • Describe strategic planning techniques used to formulate alternative strategies designed to achieve stated business goals.
  • Use technology and information resources to research issues in strategic management.
  • Write clearly and concisely about strategic management using proper writing mechanics.

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