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HRM/498 Strategic Human Resource Management |
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HRM/498 Week 1Individual: Strategic Plan Includes Option#1 - 1,103 words! Includes Option#2 - 1,552 words! Includes Option#3 - 1,249 words! Strategic Plan
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HRM/498 Week 2Individual: Employee Profile Case Study Includes Option#1 - 819 words! Includes Option#2 - 708 words! Includes Option#3 - 662 words! As a manager, you are tasked with creating a 350-word performance
management plan for Employee 1 and Employee 2. Employee #1 Employee #2
Learning Teaml: Organizational Effectiveness Evaluation Includes Option#1 - 819 words! Includes Option#2 - 708 words! Includes Option#3 - 413 words! Select a company that interests your team. It can be your current
organization or an organization that you are familiar with to complete
the following assignment. You have been hired as an outside consultant to help this organization
in evaluating and measuring their organizational effectiveness. and measure its effectiveness?
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HRM/498 Week 3Everything listed for this week is included in purchase!!
Individual: Company Profile Analysis Includes Option#1 - 674 words! Includes Option#2 - 522 words! Includes Option#3 - 599 words! Includes Option#4 - 616 words! issues company.
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HRM/498 Week 4Learning Team: Emerging Issue Option #1 - $15 minimum wage: 1,173 words! Option #2 - $15 minimum wage: 1,024 words! Select an emerging issue from the following list or an issue of your
choice: Note: The emphasis at this stage is on getting an overview of the issues
involved. "improve" the situation.
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HRM/498 - Week 5Everything listed for this week is included in purchase!!
Individual: Strategic HRM Plan Includes Option#1 - 730 words! Includes Option#2 - 692 words! Includes Option#3 - 781 words! Includes Option#4 - 958 words! American Plastics had fared rather worse than its competitors during
the economic downturn. With revenue, quality, and productivity down,
management set several goals to reverse the company's fortune. One
area in need of improvement was human resources and "Janet," the
newly appointed HR Director faced a daunting challenge: to quickly reinvent
the Human Resources function, reposition it a strategic partner to
Her predecessor retired after leading a major reduction in force causing
a significant exodus of key talent, some unexpected. Janet was
charged with finding a way to retain top talent and develop a steady but
highly-qualified stream of candidates to fill regular as well as critical
positions. The CEO agreed with her that differentiating the human responsibilities" and qualifications and compensation as many were doing unique work requiring different knowledge and skills. recruiting to third parties who presented candidates based on their internet postings and other sources. No matter the level or criticality of the open position, human resources rarely conducted interviews or assessments before or after handing over the third party resumes to the hiring organization and would get involved again only when a candidate was selected. them attend a half-day orientation session where, between a video and a slide presentation about the company, they filled out benefits-related, payroll, ID and other paper forms. that provided generic on-line courses. means of capturing expertise from employees; when they left, their knowledge left with them. by managers and individual contributors alike as a burdensome annual chore that interfered with people's "real jobs."
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