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Need a response to this two papers Quality Control 

Stereotype Threat Articles

According to Steele (2010), there have been over 15 years of research in the area of stereotype threat. The Capella library holds over 44,000 entries with stereotype threat in the title. Refer to the journal articles you located in the Unit 8 study. Summarize the articles’ discussion of stereotype threat:

• Describe the population that is experiencing stereotype threat.
• Discuss the performance area of the stereotype threat (math, verbal, analytic, and IQ test performance, language, sports, and so on).
• Summarize viewpoints or findings of the author (or authors) regarding stereotype threat. 
  • Discuss any personal experience of stereotype threat you may have in this performance area.
• Indicate whether you believe the disenfranchised racial, ethnic, religious, or cultural group you identified for your course project has ever experienced stereotype threat in this performance area.

Do you think a diverse jury would be a better selection than a jury of peers towards fairness in a criminal trial?

On April 31, 2019 it was reported to management that Ms. Brown was observed arriving at the department after her 8:30AM start time on April 9, 2019 and April 18, 2019 However, Ms. Brown turned in payroll adjustments that stated she started work at 8:30AM on both dates in question. Upon review of Ms. Brown’s badge report shows that she did not badge into the building until 8:44AM on April 9, 2019 and 9:00AM on April 18, 2019, which means she was not in the building at the time she reported. 

On May 1, 2019, Kelly, Office Supervisor , and Linda from Human Resources, met with Ms. Brown  to discuss the above-mentioned concerns. When questioned, Ms. Brown stated she was not late on either day and stated she immediately started taking patients after she arrived at 8:30AM on both dates. When questioned regarding the discrepancy between her badge access time and her payroll adjustment forms, Ms. Brown was unable to provide any further explanation. 

While Ms. Brown  stated that she had taken care of patients after immediately arriving at 8:30AM on both dates, department documentation revealed Ms. Brown did not see a patient before 9:00AM on either date in question. Ms. Brown is responsible for ensuring the information she submits is true and accurate. Ms. Brown signed her name to multiple documents that were found to be inaccurate which constitutes falsification. This pattern is unacceptable and does not represent the values, standards, and service behaviors expected of all employees. 

Based on the above, in the opinion of the management of the company, this represents a violation of Code of Conduct Policy- Falsification which states, “Documenting true and accurate entries on the company’s records, patient medical records, forms, or other documents, is expected. Falsification of employment applications, employment records, time sheets (including clocking in or out for another employee), hospital records, forms, or other documents, are prohibited.” Accordingly. this is a reason for termination of Ms. Brown’s position in the company.  

Business Case Executive Recommendation:

Below the case, rubric, and the extra information about the analysis are attached. please do follow the rubric for level 4 (4 point) and it will be submitted to Turnitin. 

The attached folder under name HN4000_ Managing Transformation Analysis, this what has include in the analysis (overview, the main problem, why the problem exist, how this problem do impact the organization, provide possible solution, and choose the best solution), this is an extra information that could help.  

Instructions:

In this assignment, read Case Study 12.1 – The Problems of Multitasking located in the Pinto (2009) text.

• Present a case analysis 2500 word paper in length, not including the cover page and reference section.
• Your discussion is to wrap around questions one through three (1-3) below.
• You are to use a minimum of 7 sources as is required in accordance with APA standards.

 CASE STUDY 12.1 The Problems of Multitasking An eastern U.S. financial services company found itself way behind schedule and over budget on an important strategic program. Both the budget and schedule baselines had begun slipping almost from the beginning, and as the project progressed, the lags became severe enough to require the company to call in expert help in the form of a project management consulting firm. After investigating the organization’s operations, the consulting firm determined that the primary source of problems both with this project in particular and the company’s project management practices in general was a serious failure to accurately forecast resource requirements. In the words of one of the consultants, “Not enough full-time [human] resources had been dedicated to the program.” The biggest problem was the fact that too many of the project team members were working on two or more projects simultaneously—a clear example of multitasking. Unfortunately, the program’s leaders developed their ambitious schedule without reflecting on the availability of resources to support the project milestones. With their excessive outside responsibilities, no one was willing to take direct ownership of their work on the program, people were juggling assignments, and everyone was getting farther behind in all the work. Again, in the words of the consultant, “Project issues would come up and there would be nobody there to handle them [in a timely fashion].” Those little issues, left unattended, eventually grew to become big problems. The schedule continued to lag, and employee morale began to bottom out. Following their recognition of the problem, the first step made by the consultants was to get top management to renegotiate the work assignments with the project team. First, the core team members were freed from other responsibilities so they could devote their full-time attention to the program. Then, other support members of the project were released from multitasking duties and assigned to the project on a full-time or near full-time basis as well. The result, coupled with other suggested changes by the consultants, was to finally match up the project’s schedule and activity duration estimates with a realistic understanding of resources needs and availability. In short, the program was put back on track because it was finally resource-leveled, particularly through creating full-time work assignments for the project team that accurately reflected the need to link resource management with scheduling.

Questions 1. How does multitasking confuse the resource availability of project team personnel? 

2. “Inmodern organizations, it is impossible to eliminate multitasking for the average employee.” Do you agree or disagree with this statement? Why? 

3. Because of the problems of multitasking, project managers must remember that there is a difference between an activity’s duration and the project calendar. In other words, 40 hours of work on a project task is not the same thing as one week on the baseline schedule. Please comment on this concept. Why does multitasking “decouple” activity duration estimates from the project schedule? 

 elect two (2) of the following types of harassment: same-sex harassment,  cyber harassment, or hostile virtual environment. Investigate the  significant ways in which the selected type of harassment could alter  work conditions in any organization. Then, formulate a plan to minimize  the selected type of harassment in the organization.  

Based on the Sahara Oasis scenario research recruitment and respond to the following questions:

• As the company embarks on a large recruitment campaign, discuss the specific issues in employment law that should be of concern to hiring managers.
• Provide examples of at least 5 questions that cannot be asked of an applicant or statements that cannot be made in recruiting because of Equal Employment Opportunity (EEO) laws, and then indicate the corresponding law that makes such questioning impermissible.
• What steps would you take to ensure that the employment process is free of potential legal liability and is ethical?

Write a paper analyzing any anti-discrimination law which is now a state law. Select an anti-discrimination law that applies to the private sector, not the public sector – government. Analyze the way that this legislation impacts the way that business is done and the way the business must deal with employees and employee issues. Evaluate whether these laws are still necessary and why you do or do not think they are still necessary. Include in your analysis current publications that support or add to your analysis and evaluation. Find three current references from research articles or publications. You can select your state or a state of your choosing.

Support your paper with a minimum of five (5) external resources In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included.

Length: 5-7 pages not including title and reference pages

Your paper should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards.

Take a moment to reflect on your knowledge of human resource management prior to taking this course and on what you have learned during the 10 weeks of the course. Choose one of the concepts below and explain how you plan to apply it to your current or future position:

• The human resource management process.
• The legal HR environment.
• How HR fits into the overall business level strategy of the organization.