All posts by : chebby

see attached 

 Instructions

Supporting Lectures:

Review the following lectures:

• Management and Labor Relations
• Evolution of the Labor Relations Movement
• Legal Influences and Union Representation

Introduction:

You have just been hired as the director of HR and Operations for a stadium. At present, you are responsible for nine hundred employees. So far, the employees have been content with the employer-employee relationship. However, you have just been notified by one of the managers that a well-established union has been targeting all stadiums in the state. In addition, the manager has also informed you that an emerging union is also targeting the organizations. Of course, the management team would prefer to have a union-free work environment, but this is not an option. To assess this scenario, you will need to research some of the most powerful and emerging (weakest) unions.

Tasks:

• Identify an industry or organization where there is a strong union presence.
• Analyze the reason the union is so powerful.
• Evaluate the potential outcome for the organization if a powerful union is elected by the employees (for example, productivity, wages, compensation, layoffs, and growth).
• Evaluate the potential outcome for the organization if an emerging (weak) union is elected by the employees (for example, productivity, wages, compensation, layoffs, and growth).

To support your work, use your course and textbook readings and also use the South University Online Library. As in all assignments, cite your sources in your work and provide references for the citations in APA format.

Submission Details:

• Create a 2-page word document.
• Name your file as SU_HRM5070_W1_Project_LastName_FirstName.

Week 1 

For this Capstone assignment, you will research what motivates employees to perform. Then, you will assess how management type and rewards can improve employee motivation. A motivated workforce is integral to organizational success and profitability.

For this CTA, you will create a workforce management and rewards model using a specific motivation philosophy/theory. A rewards plan that does not stem from a strong motivation core will not be sustainable. When constructing the plan, examine how organizational structure and culture impact the types of compensation, benefits, and other opportunities offered.

Develop a well-written report that addresses the following:

• Explain the main reasons that employees are motivated to perform in the workplace. In other words, what are the strategies or actions that motivate a typical organizational employee?
• Describe the role of compensation in the workplace, including its effect/impact on employee performance.
• Create a workforce management and rewards plan that takes into consideration the culture of the organization, can help attract and retain talented employees, and is not cost prohibitive to adapt. Your plan should reflect aspects of your selected motivation philosophy/ theory.

Your paper should meet the following requirements:

• Be 5-7 pages in length.
• Incorporate a table or figure that visualizes the strategies.
• Include at least two different scholarly sources not utilized previously.

The reading assignments this week, including the Module 1 interactive lecture, present an introductory framework for the project management office (PMO). Address the following discussion topic key elements:

• Explain the key distinction between the PMO and project management.
• Additionally, respond to one of the following options: 
  • Identify an international organization that has a PMO (which may be based on your work experience). Characterize the organization’s PMO structure and type.

– or –

• Identify an international organization that could use a PMO. Characterize the type and structure of PMO you would recommend for the organization.

HA3120D – Essentials of Managed Care SU20 B – Section D01

LP02 Assignment: Staff Model HMO vs. Group Model HMO Paper

Directions

From your readings and research write a 2 to 4 

page paper regarding staff model HMOs and group model HMOs. In your paper, you should:

• Compare and contrast the features of a Staff Model HMO to a Group Model HMO.

• Define which features of these HMOs would appeal to a physician employed by the HMO and why?

• Define which features of these HMOs would appeal to a patient and why?

• Cite references to back your position.

The paper is due at the end of this two week learning plan. The paper should be 2 to 4 pages in length. The paper is due by Sunday midnight at the end of the second week of Learning Plan Two.

Select a real or hypothetical health care organization, and address the following:

• Identify the market sector your organization falls into (mass market or niche services). How does the population health approach to health care rather than the curative approach affect service delivery and management in your organization? 
• Assess common health care leadership issues (e.g., organizational climate, teamwork, coaching, and so on) and their impact on stakeholders. 
• Discuss the ethical and legal issues that may be found in the health care organization of your choice. 
• Provide at least 3 suggestions to minimize negative outcomes and maximize the positive outcomes of leadership intervention in areas such as staffing, financing, competition, regulations, and public image.
  5-7 pages and 

Select two (2) technology enablers and evaluate the degree to which each enabler supports the main goals and purposes of performance management. Support your response with two (2) examples of the application of the selected technology in the performance management process.

Propose two (2) challenges that an organization may experience when using technology in its performance management process. Analyze the overall impact of each challenge on an organization’s ability to achieve its performance management goals. Suggest one (1) strategy that the organization can use to address each challenge.

How do you feel your attitude affects your ability to be professional? Please explain using examples. 

Journal must be $200 words in length. No references or citations are necessary

Supplier Stakeholder Ethics

An integral part of Walmart’s operational efficiency is its ability to partner with suppliers in order to purchase merchandise and reduce costs of packaging and shipping. Review the Walmart Case Study in our text book (pages 408-409) and identify at least 2 issues that may negatively impact relationships with supplier stakeholders. Be specific.

Here’s the Case Study:

Relationships with Supplier Stakeholders

Walmart achieves its “everyday low prices” (EDLPs) by streamlining the company. Well known for operational excellence in its ability to handle, move, and track merchandise, Walmart expects its suppliers to continually improve their systems as well. Walmart typically works with suppliers to reduce packaging and shipping costs, which lowers prices for consumers. Since 2009, the company has worked with The Sustainability Consortium, an association of businesses that helps its members achieve sustainability goals, to develop a 

measurement and reporting system known as the Walmart Sustainability Index (discussed in further detail later in this case). Among its many goals, Walmart desires to use the Sustainability Index to increase the sustainability of its products and create a more efficient, sustainable supply chain.

In 2008 Walmart introduced its “Global Responsible Sourcing Initiative,” a list pro- viding details of the policies and requirements included in new supplier agreements. In 2012 then-CEO Mike Duke expanded upon these initiatives to set improved goals for increasing the sustainability of the company’s supply chain. He highlighted four main sustainability goals: (1) by 2017, purchase 70 percent of merchandise sold in U.S. Walmart stores and Sam’s Clubs from global suppliers that use the Sustainability Index to assess and share information about their products; (2) use the Sustainability Index as a model for U.S. private brands; (3) apply new evaluative criteria for key sourcing merchants to encourage sustainability to become a more important consideration in buyers’ daily jobs; and (4) donate $2 million to fund The Sustainability Consortium.1*If fully achieved, these goals will increase the sustainability of Walmart suppliers significantly. Company leaders stated Walmart was moving into “phase three” of its sustainability plan, which will involve “reshaping] entire systems” toward achieving sustainability goals. Further details have not yet been revealed.

Some critics of Walmart’s approach note that pressure to achieve its standards will shift more of the cost burden onto suppliers. When a supplier does not meet Walmart’s demands, the company may cease to carry that supplier’s product or, often, will be able to find another willing supplier of the product at the desired price.

Walmart’s power over its suppliers stems from its size and the volume of products it requires. Many companies depend on Walmart for much of their business. This type of relationship allows Walmart to significantly influence terms with its vendors. For example, Walmart generally refuses to sign long-term supply contracts, giving it the power to easily and quickly change suppliers at its discretion. Despite this, suppliers will invest significantly into long-term strategic and business commitments to meet Walmart demands, even without any guarantee that Walmart will continue to buy from them. There are cor- responding benefits to being a Walmart supplier; by having to become more efficient and streamlined for Walmart, companies develop competitive advantages and are able to serve their other customers better as well. Numerous companies believe supplying Walmart has been the best thing that has ever happened to their businesses. However, many others find the amount of power Walmart wields to be disconcerting.

The constant drive by Walmart for lower prices can negatively affect suppliers. Many have been forced to move production from the United States to less expensive locations in Asia. In fact, Walmart is considered to have been one of the major driving forces behind the “offshoring” trend of the past several decades. Companies such as Master Lock, Fruit of the Loom, and Levi’s, as well as many other Walmart suppliers, moved production overseas at the expense of U.S. jobs. Some experts now estimate as much as 80 percent of Walmart’s global suppliers are stationed in China. The challenges and ethical issues associated with managing a vast network of overseas suppliers will be discussed later in this case.

This offshoring trend was not founder Sam Walton’s original intention. In the 1980s, after learning his stores were putting other American companies out of business, Walton started his “Buy American” campaign. More recently, Walmart launched a “Made in America” initiative, pledging to increase the amount of U.S.-made goods it buys by $50 billion over the next 10 years and developing agreements with many suppliers to move their pro- duction back to the states. Critics argue Walmart is merely putting a public relations spin on the fact that rising wages in Asian countries and other international economic changes have actually made local production more cost-efficient than outsourcing for many industries. They also point out that $50 billion is a veritable “drop in the bucket” considering Walmart’s size. Still, the symbolic effect of Walmart throwing its considerable influence behind “Made in America” is likely to spur many suppliers to freshly consider or speed up plans to bring production back to the United States.

Ethical Issues Involving Employee Stakeholders

EMPLOYEE BENEFITS Much of the Walmart controversy over the years has focused on the way the company treats its employees, or “associates” as Walmart refers to them. Although Walmart is the largest retail employer in the world, it has been roundly criticized for paying low wages and offering minimal benefits. Walmart has been accused of failing to provide health insurance for more than 60 percent of its employees. In a memo sent to the board of directors by Susan Chambers, Walmart’s executive vice president for benefits, she suggested Walmart could slow the rise of benefits costs by hiring “healthier, more productive employees,” as well as more part-time workers (who are less likely to be eligible for health care benefits). After this bad publicity, between 2000 and 2005 Walmart’s stock decreased 27 percent.

As a result of the deluge of bad press, Walmart took action to improve relations with its employee stakeholders. In 2006 Walmart raised pay tied to performance in about one- third of its stores. The company also improved its health benefits package by offering lower deductibles and implementing a generic prescription plan estimated to save employees $25 million. Walmart estimates over 75 percent of its employees have insurance (though not always through Walmart). Walmart is quick to point out that the company’s health care benefits are competitive in the retail industry.

Despite these improvements, a Walmart policy eliminated health care coverage for new hires working less than 30 hours a week. Walmart also stated that it reserves the right to cut health care coverage of workers whose work week falls below 30 hours. Some analysts claim that Walmart might be attempting to shift the burden of health care coverage onto the federal government, as some employees make so little that they qualify for Medicaid under the new Affordable Care Act. It is important to note that Walmart is not alone in this practice; many firms are moving more of their workforces to part time, and cutting benefits to part-time workers, to avoid having to pay health care costs. However, as such a large employer, Walmart’s actions are expected to have more of a ripple effect on the economy.

Another criticism levied against Walmart is that it decreased its workforce at the same time it expanded. In the United States, Walmart decreased its workforce by 1.4 percent while increasing its number of retail stores by 13 percent. Employee dissatisfaction often translates to customer dissatisfaction. With fewer employees it is harder to provide quality customer service. This led some customers to complain of longer lines and fewer items on shelves. In the 2014 American Customer Satisfaction Index, Walmart tied for lowest among discount stores and department stores. Walmart claims the dissatisfaction expressed by some customers is not reflective of the shopping experience of customers as a whole.