W5BUS692res DUE tomorrow

ATTENTION!!! Please do not place a bid, if you are not satisfied with price I place on the assignment or if you cannot follow all instructions given on the assignment (including the due date). If you cannot honor the time frame I provide then please do not bid. 

Directions: Please read each passage below and respond to each part. (These are responses to classmates) I DO NOT need a reference or title page, however please provide the reference(s) underneath the passage. Please label as I have done below, example Dis1 Part 1 and place your response along with the reference. IT IS 4 PARTS PLEASE USE THE SAME TITLE!!! Keep each one on the same document! Please cite properly and use correct grammar.   DUE Tomorrow 9/26/22 BY 4PM CST NO LATER

Dis 1 Part 1  Right People	Right Way	Right Things	Right Development
Level 3	Building talent pools	Performance-based decisions	Creating goals	Business-driven environment
Level 2	Selecting high performers	Setting expectations	Aligning goals	Targeted development
Level 1	Filling job positions	Performance evaluation	Setting goals	Individual development

 

As with any business, T-Mobile uses transformation events to find talent and retain them. Without employees, a business cannot survive. Transformation events are the building blocks of how a business succeeds and develops a professional relationship (Harmeling, C. M., Palmatier, R. W., Houston, M. B., Arnold, M. J., & Samaha, S. A., 2015, pg. 39).  There are four categories per level, level one is the lowest point of maturity in a business.

Starting at level one, T-Mobile identifies open job positions and posts advertisements that the company is hiring. During the tenure of a new hire, performance evaluations are under review. Employees are asked to set goals for themselves to accomplish.

Level two is where a company would find a high performing employee to have a discussion of further advancement in the company. It is at this point that the chosen employee would be given feedback on how to improve their performance. At predetermined times, employees would be meeting with managers to review their chosen goals and determine if the goals are aligned with business expectations and goals. The targeted development is where the business invests in developing the high-performing talent.

Level three is where the high performing employees are put through additional training, which leaves spaces open for new hires to replenish the teams. From the new team members, the high performing employees would be looked on to receive the top tier during the annual raise event. These employees would be asked to identify on goal that was set and build on it. The manager that identified the high performing employee would be evaluated as well, there would be rewards on a job well done.

T-Mobile is constantly looking to develop employees. High performing employees are usually encouraged to take on additional training and advance their careers. However, all employees are encouraged to improve their performance and learn additional training to advance their careers.

 Harmeling, C. M., Palmatier, R. W., Houston, M. B., Arnold, M. J., & Samaha, S. A. (2015). Transformational Relationship Events. Journal of Marketing, 79(5), 39–62. https://doi.org/10.1509/jm.15.0105

 Hunt, S.T. (2014).  Common sense talent management: Using strategic human resources to improve company performance (Links to an external site.)  (Links to an external site.) .  Retrieved from Ebook Central.

Dis 1 Part 2

Right People	Right Way	Right Things	Right Development
Level 3	Building Talent Pools: Recruiters get automatically generated from various digital recruiting platforms	Basing Decision on Performance: Based on their performance and responsibilities, employees receive certain benefits.	Creating Meaningful Goals: Employees create SMART goals for their future and act accordingly.	Business-Driven Development: Managers are evaluated based on their individual responsibilities.
Level 2	Selecting High Performers: Candidates are interviewed by three people (on separate occasions), and drug test/background checks will be done.	Establishing well-defined expectations: After each evaluation, the employees will receive proper feedback according to the previously set expectations.	Aligning Goals: Home Depot has an open door policy so employees can go to their supervisor anytime to review their progress and goals.	Targeted Development: Home Depot invests in creating more skilled workers for their specific business needs.
Level 1	Filling Positions: Home Depot managers will create job requisitions through the existing job description and modify parts if necessary.	Constantly evaluating performance: Each employee will be officially evaluated at least twice a year, and other small evaluations are done monthly.	Setting tangible Goals: Home depot's "myOrangeLadder" helps employees set their own goals	Individual Development: In Home depot's "myOrangeLadder" employees can review what skills they need for their goals and how to achieve them

Dis 2 Part 1

Human resources management (HRM) is an integral part of any company. Collaboration between HRM and upper management is two factors of the strategic team of a company. In most cases, HRM practices serve to support the company, not cripple it. HRM practices are being accepted more as an alternative to a high-performing business (Galang, M. C., 1999, pg. 288). High-performing businesses does turn a large profit; however, a strong culture can keep a business around long after a profitable one is no longer existing.

The biggest issue is that HRM practices must be used simultaneously with the business strategy. If the strategy fails, it can be due to the HRM practice not working. The HRM practice failing shows that the business strategy is not working. This hypothesis is in doubt as there is no real way to prove it (Othman, R. B., 1996, in the conclusion).

The only time I witnessed an HRM practice that conflicted with the interests of the company is when I worked for Guthy-Renker. Their practice was not developing employees to advance within the company but rather removing the high paying employees from the company. High paying employees are often the high performing employee. To save money, Guthy-Renker would constantly hire new employees to keep staffed in a high turnover environment. In order to save money, the highest paying employees would be laid off with no real reason.

This could be minimized with developing the high performing employees to a supervisory position instead of losing the employee. There could have also been a new department for the high performing employees that is designed to maximize profits that can pay for the salaries of the high performing employees that can be proven to be valuable to the company.

 

Galang, M. C. (1999). Stakeholders in high-performance work systems. International Journal of Human Resource Management, 10(2), 287–305. https://doi.org/10.1080/095851999340567

Dis 2 Part 2

In my previous job, I witnessed several contradictory practices. The first is a problem with workload distribution. My colleagues and I did not seem to be assigned equal work. I thought it was unfair that some colleagues were given more jobs than others. I suggested that the company implement a more equitable workload distribution system so that everyone has an equal opportunity to do their best work. Workloads, in my opinion, should be distributed evenly among employees. I believe it is unfair when some employees are given more work than others. This can result in resentment and create a hostile work environment. A more equitable workload distribution system would benefit the company and give all employees a fair chance to do their best work. An organization has several potential sources of conflict between employees and management. One of the most common is when management makes decisions with which employees disagree. This can be due to various factors, such as disagreements about what is best for the organization or a sense that employees' concerns are not being addressed. Employees who believe they are not being treated fairly are another common source of conflict. This can be due to several factors, including a belief that they are not fairly compensated or that they are not given the same opportunities as others in the organization. These unresolved conflicts can cause various issues for a company, including decreased productivity, increased absenteeism, and even legal action. As a result, organizations must have a system to deal with employee-management conflict.