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 I need someone to reply to two discussion that I have for class, the  response to these question should be on a graduate level, and responses  should be at least two paragraphs. 

Select 2-3 of the journal questions located on the LHRD 4804 Professional Development Internship Instructions and answer them.

Make sure your submitted word document has a heading at the top including your name, course number, and date. Your journal entry should be no less than one page (as measured by Microsoft Word, Times New Roman 12 point font.) You are required to keep a copy of this journal entry. 

You are the newly appointed director of human resource management for the police department of a city in the northeastern United States. Your organization has struggled to hire new police officers for some time. Your predecessor attempted to increase recruitment and selection of new officers by implementing an employee referral plan; however, the number of new officers hired through referrals has fallen short of hiring goals. The need for police officers intensified when your city’s newly elected mayor promised to lower crime by increasing the number of police patrols in high-crime areas. The police department has met the need for increased patrols by assigning existing police officers additional hours and paying overtime wages. As the number of hours worked and overtime payments increased over time, the practice—originally intended to be a short-term remedy—attracted unwanted attention. A front-page article in your city’s newspaper has revealed that three police officers earned higher annual salaries than the mayor, due to excessive overtime. Stung and embarrassed by this disclosure, the mayor fired your predecessor and put you in his place. Both the mayor and your boss have given orders to “reduce overtime by hiring new police officers immediately!” The mayor’s mandate to cut the overtime of currently employed police officers has created an employee relations problem. Officers on the city’s police force have worked extra hours for so long that the extra overtime pay is now perceived as an entitlement. Some police officers have assumed loans or increased living expenses in the expectation that the opportunity to earn overtime pay would continue. The officers are now unhappy that their ability to earn overtime pay will be greatly reduced (by the hiring of new police recruits) and are upset by the manner in which they learned about city management’s decision to cut overtime pay. Representatives of the officer’s union have responded with the attached “Memo on Police Officers’ Reaction to Planned Cuts in Overtime Pay.” You must manage the current conflict between the police officers and city management and try to prevent future conflicts by developing a workplace culture that creates a positive work environment for employees and management. You will also revise job descriptions and selection procedures using the attached “Job Description of City Police Officers” to make managing workplace conflict a required job competency.

Competencies

3039.1.2 : Job Analysis

The graduate evaluates jobs and develops job descriptions.

3039.1.5 : Employee Relations

The graduate identifies employee-relations activities, policies, and procedures for balancing the rights of employer and employee in order to support strategic goals, objectives, and values of the organization.

Introduction

In today’s hypercompetitive business environment, an organization’s sustainable competitive advantage is derived largely from intangible assets: human, social, and intellectual capital. Intangible assets are produced by skilled, capable workers. Human resource professionals enable current and future organizational competitiveness by maintaining an adequate supply of people with the skills, knowledge, and abilities needed to produce these resources. This is accomplished through workforce planning, recruitment and selection of top-quality talent, and effective employee relations management. As a human resource professional, your ability to effectively identify your organization’s need for employees, plan and implement employee recruitment and selection strategies, and manage employee relations will directly contribute to your organization’s success.

Scenario

You are the newly appointed director of human resource management for the police department of a city in the northeastern United States. Your organization has struggled to hire new police officers for some time. Your predecessor attempted to increase recruitment and selection of new officers by implementing an employee referral plan; however, the number of new officers hired through referrals has fallen short of hiring goals. The need for police officers intensified when your city’s newly elected mayor promised to lower crime by increasing the number of police patrols in high-crime areas. The police department has met the need for increased patrols by assigning existing police officers additional hours and paying overtime wages. As the number of hours worked and overtime payments increased over time, the practice—originally intended to be a short-term remedy—attracted unwanted attention. A front-page article in your city’s newspaper has revealed that three police officers earned higher annual salaries than the mayor, due to excessive overtime. Stung and embarrassed by this disclosure, the mayor fired your predecessor and put you in his place. Both the mayor and your boss have given orders to “reduce overtime by hiring new police officers immediately!” The mayor’s mandate to cut the overtime of currently employed police officers has created an employee relations problem. Officers on the city’s police force have worked extra hours for so long that the extra overtime pay is now perceived as an entitlement. Some police officers have assumed loans or increased living expenses in the expectation that the opportunity to earn overtime pay would continue. The officers are now unhappy that their ability to earn overtime pay will be greatly reduced (by the hiring of new police recruits) and are upset by the manner in which they learned about city management’s decision to cut overtime pay. Representatives of the officer’s union have responded with the attached “Memo on Police Officers’ Reaction to Planned Cuts in Overtime Pay.” You must manage the current conflict between the police officers and city management and try to prevent future conflicts by developing a workplace culture that creates a positive work environment for employees and management. You will also revise job descriptions and selection procedures using the attached “Job Description of City Police Officers” to make managing workplace conflict a required job competency.

Requirements

Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. An originality report is provided when you submit your task that can be used as a guide.

You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.

Create a report (suggested length of 3–5 pages) in which you discuss strategies for managing conflict caused by cuts in overtime pay.

A.  Discuss three causes of workplace conflict between the city’s police officers and city management in the current situation.
 

B.  Discuss two possible short-term outcomes if the conflict is not resolved.
 

C.  Discuss two possible long-term outcomes if the conflict is not resolved.
 

D.  Discuss three possible actions for resolving the current conflict about overtime pay.
 

E.  Design a plan to create a more positive work culture in the city’s police department by doing the following:

1.  Discuss two basic components of a work culture that prevent negative conflict.

2.  Create two new specifications for the “required” section of the attached “Job Description of City Police Officers” that relate to a candidate’s ability to effectively manage workplace conflict.

3.  Create three situational interview questions designed to illuminate a job candidate’s competency in managing workplace conflict.
 

F.  Explain two methods of evaluating improvements in employee relations in the city police department.
 

G.  When you use sources to support ideas and elements in a paper or project, provide acknowledgement of source information for any content that is quoted, paraphrased or summarized. Acknowledgement of source information includes:

•  Author

•  Date

•  Title

•  Location of information (e.g., publisher, journal, or website URL)

Based on the course readings, supplementary materials, and your own literature search via the CTU online library, please submit Part 1 of your Organizational Change Action Plan.

This part of the Organizational Change Action Plan should include the following components:

In your planning stage, I cannot over-emphasize the importance of communication.  Be sure to build that into your plan.

Part 1: Background of the Organizational and its Current Situation

Introduction Overview of the organization

 Overview of the organization’s industry, environment, and competition

 Background of the change initiative

 Review of the failed change effort

 Potential consequences if effective change is not adopted

 References (minimum of 5 scholarly references) 

Imagine you work at a company and it is time for an employee named Jim’s annual review. While he was a model employee the first nine months of the year, recently Jim has been coming in late. It has not been just a few minutes each day, either. It is starting to cause problems in the production line. In this assignment, write a summary of how you would approach your conversation with Jim. How will you address his recent performance issues while still praising him for his previous nine months of good work? Your goal is to balance negative and positive feedback so that Jim will leave motivated to do his best. This assignment should focus on your goals for the conversation and which employee relations approaches you will use to address the situation.

Write a 5–7 paragraph paper in which you:

· Explain how you will address Jim’s recent performance issues.

· Suggest both constructive and positive feedback designed so that Jim will leave motivated to do his best.

· Format your assignment according to the following formatting requirements:

o This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. 

o Include at least one reference to support your paper.

The specific course learning outcomes associated with this assignment are:

· Recommend a plan for addressing performance issues in an annual review that includes motivational feedback.

You are responsible for training new managers on key employment policies and practices. For this assignment, you will create a PowerPoint presentation that includes information on the following topics:

• protected classes under Title VII of the Civil Rights Act of 1964 and how the Act applies to staffing decisions;
• employer conduct that violates anti-discrimination laws;
• the importance of the Civil Rights Act in eliminating racial discrimination in the workplace;
• the role of the Equal Employment Opportunity Commission (EEOC) in workplace discrimination regulations; and
• documentation needed to defend retaliation claims.

You must use at least three sources, one of which may be your textbook. Consider the value of using actual case decisions to exemplify the regulation for your managers. Adhere to APA Style when creating citations and references for this assignment.

Your presentation should be eight to 10 slides, not including the title and reference slides. You are encouraged to use the slide notes function to explain slide contents as necessary or to add additional talking points you would want to discuss in your training.

 Assignment Content

1. Your team of interns has been tasked with looking into countries where Southwest can expand. Your team needs to review human resource management principles from some of the countries listed below to determine if the country is a good fit for the organization.

   Countries to include:

   • Mexico
   • Canada
   • France
   • Japan
   • China
   • India
   • Each person will select a country and be its representative. NOTE: Just do one country per team member. If you have four members, for example, just cover four countries from the list. Provide your group with your newfound expertise of human resource principles for your selected country. Consider information about the following:
   • Recruitment practices
   • Payment systems
   • Labor relations
   • Training and support
   • As a team, create a 5- to 7-slide presentation for management that features your research and recommendation on where the organization should expand. Include detailed speaker notes so any member of your team could present if needed. Include citations in APA format (not included in slide count).

     Review the following sources to assist with your presentation:

   1. Hofstede Insights Country Comparison: Type in “United States” and the desired other country to compare 6 dimensions of culture.
   2. World Economic Forum Country Economic profiles: Search for a specific country.
   3. Submit your presentation.

 Discussion: Project Management Advice

• Thinking back on everything you have learned in this course, identify the top three (3) most important topics that anyone working in human resources needs to know about project management. Explain your rationale.
• Discuss three (3) best practices that you have acquired in this course that you either will apply in your career or could recommend to any project manager. Next, recommend at least one (1) additional best practice that is not specifically mentioned in the course. Justify your response.

• The owner of a bookbinding company just received an enormous order for extra textbooks to be produced. She does not think she has enough employees to fulfill the order. She suggests to HR that they might hire five independent contractors on a short-term basis to help with the process. The manager of HR indicates there may be issues with this approach and has a number of questions.Who is an employee and who is not an employee? The first four weeks of the course are about laws pertaining to employees, and now it is important to clarify who is a temporary employee and who is an independent contractor. They are entitled to all of the same protections. This week, there are three cases that all deal with when the courts call someone an employee.
  TO DO LIST:
  • Discussion: Define the employer-employee relationship to enable a productive workplace, which minimizes conflict and controversy.
  • What You Need To Know: Cases and articles illustrate different scenarios that define the employee relationship.
  • Prepare: Prepare to participate in a conference call with your assigned team for the HR Challenge: Oral Argument assignment.
• Discussion Overview
  Define the employer-employee relationship to enable a productive workplace, which minimizes conflict and controversy.
• What You Need to Know
  Legal Background
  Read the course file, Legal Background: Employer and Employee [PDF], for a basic understanding of the topic for this week. This background information is intended to support your learning like a section of a textbook
  Cases
  It is recommended that you identify the main argument and decision of all of these cases by reading the abstract for each case. Then select one case to analyze using the IRAC method.
  • Nationwide Mutual Insurance Company v. Darden, 503 U.S. 318 (1992).
    • Focus area: Defining the relationship.
  • Community for Creative Non-Violence v. Reid, 490 U.S. 730 (1989).
    • Focus area: Defining the relationship.
  • Ruiz v. Shell Oil Company, 413 F.2d 310 (5th Cir. 1969).
    • Focus area: Court applies nine-question analysis.
  • Definition of Employee
    These articles are less than two pages each and illustrate different scenarios that are used to determine the definition of who is an employee.
  • Janette, L. F. (2019, September). Are sports referees employees or independent contractors? Workforce Management (Time and Attendance) Excellence Essentials.
  • Schoeffler, B., & Oak, C. (2018, October 15). Time to revisit independent contractor vs. employed producer status. Insurance Journal.
  • Smith, S. (2016, February 29). OSHA administrative law judge rules Connecticut contractor misclassified employees as independent contractors.EHS Today.
  • The U.S. Equal Employment Opportunity Commission. (1997, May 2). Enforcement guidance on EEOC & Walters v. Metropolitan Educational Enterprises, Inc., 117 S.Ct. 660 (1997).Retrieved from http://www.eeoc.gov/policy/docs/metropol.html 
    • This notice identifies the number of employees that are necessary for an employer to demonstrate a sufficient number for the jurisdictional prerequisite for coverage under Title VII, ADA, and ADEA.
• Write Your Discussion Post
  Employer and Employee Roles
  As referenced in the cases and articles assigned this week, the definition of the employer-employee relationship is subject to interpretation. Moreover, the way employers and employees interact in the workplace initiates productivity, conflict, and controversy.
  How can HRM professionals help define roles and responsibilities associated with the employer-employee relationship to enable a productive workplace? Use real-life examples, if at all possible.

Step 1 – Read the Information Below

Daniel Goleman, a psychologist, was the first to popularize the trait emotional intelligence, sometimes referred to as EI. Emotional intelligence is a person’s capacity to be aware of her or his emotions and feelings towards others to influence their thinking and actions. The four components of EI are:

• Self-awareness: This is your ability to read your own emotions accurately to know how your actions or lack thereof affect others.
• Self-management: This is your ability to control or regulate your emotions and act with integrity.
• Social-awareness: Gives you the ability to understand the needs of others and show empathy towards them.
• Relationship management: this is your ability to communicate clearly and convincingly, reduce conflict and build strong bonds.

Step 2 – Post a Response

Respond to the following.

1. How has your emotional intelligence, or lack of emotional intelligence, positively or negatively impacted your professional or personal relationships?
2. Choose one of the components of EI and explain how it contributes to job satisfaction