Employee Performance Within Oil and Gas Companies

Employee Performance Within Oil and Gas Companies FACTORS AFFECTING EMPLOYEE PERFORMANCE WITHIN OIL AND GAS COMPANIES IN DEVELOPING STATES SUCH AS QATAR Order Instructions:

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Employee Performance Within Oil and Gas Companies Sample Answer

FACTORS AFFECTING EMPLOYEE PERFORMANCE WITHIN OIL AND GAS COMPANIES IN DEVELOPING STATES SUCH AS QATAR

Introduction

Employees are undoubtedly the most important asset any organization can have, and their level of expertise and motivation greatly affects the performance of the organization. Their input in the organizational performance through creativity and innovation can help a company have a competitive edge in the marketplace (Kehoe & Wright 2013). Many companies spend a lot of resources in seeking, developing and training the best talents. Training helps employees have a firm understanding of their duties and responsibilities, and undertaking them in accordance with the organization’s vision (Elnaga & Imran 2013). However, it is important for employees to understand that training encompasses an important aspect of their career development, and helps them beyond their job areas.

Qatar is one of the countries in the world which wholly depends on oil for their subsistence productions and general national revenues. There exists much company which produces several goods directly from oils, while some provide consultancy and similar services to these companies and industries. It is therefore important to understand how these companies manage to utilize high-performance human resource strategies, amidst falling oil prices that affect revenues and subsequently, programs that support employee development such as training and rewards.

Training and development face significant challenges from several facets of organizational management. Lack of an effective training program can negatively affect employee motivation and performance (Elnaga & Imran 2013). The aim of this study is to investigate the human resource programs regarding employee training and development employed by companies in Qatar, and the changes they face, with the intention of providing the best training and development procedure that ensures maximum employee engagement in organizational development.

Background of the Study

The Necessity for Employee Training

Many employees enter the workforce having undergone a rigorous academic process that prepared them for their future careers. However, different organizations exist in very competitive and ever-changing spheres of operation, which requires a dynamic approach that is different from the academic angle that most employees come with into the marketplace. It necessitates organizations to invest in the training and development of their employees in order to tailor them for the company’s expectation (Kehoe & Wright 2013). Each company encounters different challenges in the market and uses a specific management strategy that requires employees to have the requisite skills in order to make an appropriate work-related decision.

According to Breugst et al. (2012), the main aim for employee training and development is to bridge a skill gap that is present in the company. Additionally, the market constantly experiences competitiveness that forces competitors to change business strategies frequently. Constant training and employee development work as a tool for refreshing employees’ knowledge of the working of the market and the ever-changing customer expectations in order to remain competitive. For example, the popularity of smartphones among people necessitates companies to engage their customers more through social media, which requires employees of companies to be knowledgeable on how to accomplish such tasks. Customer loyalty to an organization’s brand has a direct relation to the quality of services offered in an organization (Dhar 2015). Therefore; employee training is a necessity to ensure they understand customer expectation.

Another reason for training employees is to improve productivity and job performance. Productive employees result in the company easily achieving its goals and easily meeting its targets. A company that retains highly skilled employees gains a considerable competitive advantage because of the high output and creative production regimes (Lee et al. 2013). Employees will generally leave a company because of a lack of guidance, poor feedback, lack of career development initiatives from their manager, and learning nothing new in the job. According to Westermann et al. (2012), employees reach a position of burnout and boredom for repeating the same procedures daily and require positive interventions to boost their morale and make their work more fun. Therefore training and development help in refreshing them and making their assignments more engaging.

Employee Development in Qatari Companies

Crude oil is a high-value product traded in U.S. dollars and whose performance affects many markets (Mileva & Siegfried 2012). Many companies in Qatar use it for production of medicine, chemicals, plastics, petroleum products and running the country’s irrigation schemes, making it a very important aspect of the national economy. Rising prices of crude oil affect stock market prices, the value of goods, heating, and transportation costs that generally affect service provision (Chaibi & Gomes 2013). However, this is beneficial for an oil-producing country like Qatar as it causes an increase in revenue that subsequently improves the profitability of local companies. Subsequently, falling of oil prices affects the earnings of oil producing nation as they have to produce more in order to achieve higher earnings, which affects the productivity of their local companies that rely on oil. This causes other emerging economies to thrive while the local economy struggle due to their weakening currency and volatile stock markets (Basher, Haug & Sadorsky 2011).

There are very few studies carried on the effect of the falling oil prices in the international markets on local Qatari companies since 2014. In fact, many studies concentrated on the effect on local currency, market volatility, stock prices, and exchange rates. Naifar and Al Dohaiman (2013) suggest that falling oil prices has a direct relation to inflation, especially of oil producing country due to reduced returns and weakening local currency. The spillover effect is that these companies will have to produce more in order to keep revenue values high due to the falling commodity prices on the international markets. Oil shocks and falling oil prices have hit hard most oil-dependent economies like Qatar, forcing governments and companies to adopt austerity measures (Hamdi & Sbia, 2013). The government has reduced spending, overstaffing and wastefulness, while Qatar Petroleum in 2016 sacked almost 1,000 workers to cut on costs (World Bank.org, 2017).

Reducing workforce is one of the ways most companies use in a bid to cut costs and reduce expenditure. However, the remaining employees have to work twice as much in order to cover up for their departing colleagues. This could have psychological effects as well as fatigue or burnout from increased responsibility. This may cause low employee turnover and absenteeism (Westermann et al. 2012). Cutting spending may also affect employee development initiatives such as reward systems, training programs, and bonuses that aid greatly in promoting employee motivation (Campbell et al 2012). Therefore, the companies in Qatar need to have cost-friendly employee training programs that do not strain their budgets amidst calls by the government to step up austerity measures.

Many companies and government institutions risk losing their highly skilled expats due to lower salaries and lack of development initiatives (Cafiero 2016). Lack of coherency in the needs of the employees and increased job instability has a negative effect on employees’ turnover. Therefore, in the midst of implementing austerity measures, companies can still employ cost-friendly initiatives in keeping the remaining workers while employing effective educational programs in order to enable remaining employees to handle multiple tasks effectively. Job training is important and faces several problems which may render it ineffective. This study aims to provide a proper method that ensures employees receive training tailored for their jobs and their job description.

Statement of the problem and Employee Performance Within Oil and Gas Companies

The role of education and development in business settings is changing towards a more education type. It has become common for firms to tailor human resource to fit the goals of the organization by imparting skills and knowledge unique to the firm. This research seeks to identify problems in employee training and development and suggest strategic measures ensure a cost-friendly and meaningful training.

Purpose of the Study

The study employs a qualitative study design aimed at gathering information from employees from Qatari companies, using open-ended questionnaires and semi-structured interviews. This will help in understanding undocumented problems associated with training and development and how to bridge these gaps using the best evidence-based methods that lead to lower costs and increased efficiency. The study will utilize 200 randomly selected subjects to provide this information from their company practices.

The significance of the Employee Performance Within Oil and Gas Companies Study

The study aims at describing problems related to employee training and development with the purpose of providing an alternative to these problems. The study takes place in Qatar because of its significance as an area with one of the best human resource management practices in the word. The solutions will help human resource managers adopt cost friendly and more effective employee training and development procedures in order to meet company goals.

Employee Performance Within Oil and Gas Companies Research objectives

To explain the role of training and development on the performance of organizations in Qatar.
To identify the strategic measures organizations can pursue in training and development.
Research questions

How do training and development impact an organization’s overall performance?
What are the challenges encountered by both the firm and employees in training and development?

Justification of study

The impact of training and development has received overwhelming research and pragmatic strategies to help businesses empower their workforce with the latest skills. However, learning is a regular and continuous activity that needs new techniques and plans. To remain competitive in a changing world, managers and leaders must remain relevant regarding skills and knowledge. This study seeks to add to the current literature novel concepts and approaches in training and development.

Scope and Limitation

The research will be limited to the number of participants used for the study due to the complexity of conducting semi-structured interviews. The researcher will only use 200 respondents to represent organizations in Qatar. The study will, therefore, be prone to a small amount of sampling error.

Theoretical framework

Over time, organizations have changed the way they used to conduct training and development. It used to be job-focused and limited to technical skills (Bartlett, 2001). As the nature of training has changed, new literature and approaches have come in place to explain the role of training and development in enhancing performance. One of these theories is the Action Theory put forward by Frese & Beer (2007). The theory attempts to explain how learning is controlled and gives insight on how people can change behavior to meet the requirements of the firm. Unlike the cognitive and information processing theories, Action Theory links behavior and specific working outcomes (Milhem, Abushamsieh & Aróstegui, 2014). It is concerned with the process involved in the interaction that exists between the environmental inputs and behavior and how cognition regulates this behavior.

The theory is a systematic tool for explaining how knowledge of the cognitive process in performance is regulated by using focus and structure components. The managers should have confidence in the value of collaboration and communication among the departments, and also commit to and implement a regular employee performance. Finally, it’s important for the organization to believe in the power of personal connections and relationships among the staff.

Employee Performance Within Oil and Gas Companies Summary

Employee training and development is an important company initiative as it aims at increasing employee productivity and job specificity. Understanding the best cost friendly and effective initiatives in employee training is imperative in sustaining best human resource initiatives. Therefore, this study seeks information from employees in the best companies in Qatar known for quality human resource practices, in order to understand problems associated with employee development and providing solutions to managers. The study is qualitative in design and is polycentric in nature. The literature review provides further information on the subject and the theoretical framework behind the study. This expounds on the need for effective training programs that lead to higher employee productivity.

Employee Performance Within Oil and Gas Companies References

Bartlett, K.R., 2001. The relationship between training and organizational commitment: A study in the health care field. Human resource development quarterly, 12(4), pp.335-352.

Basher, S.A., Haug, A.A. and Sadorsky, P., 2012. Oil prices, exchange rates, and emerging stock markets. Energy Economics, 34(1), pp.227-240.

Breugst, N., Domurath, A., Patzelt, H. and Klaukien, A., 2012. Perceptions of entrepreneurial passion and employees’ commitment to entrepreneurial ventures. Entrepreneurship Theory and Practice, 36(1), pp.171-192.

Cafiero, G., 2016. Qatar Cuts Spending to Cope with Low Oil Prices. (Updated 1 March 2016). Retrieved from: http://www.mei.edu/content/article/qatar-cuts-spending-cope-low-oil-prices. (Accessed 24 March 2017).

Campbell, B.A., Ganco, M., Franco, A.M. and Agarwal, R., 2012. Who leaves, where to, and why worry? Employee mobility, entrepreneurship, and effects on source firm performance. Strategic Management Journal, 33(1), pp.65-87.

Chaibi, A. and Gomes, M., 2013. Volatility Spillovers Between Oil Prices and Stock Returns A Focus on Frontier Markets (No. 2013-034).

Dhar, R.L., 2015. Service quality and the training of employees: The mediating role of organizational commitment. Tourism Management, 46, pp.419-430.

Elnaga, A. and Imran, A., 2013. The effect of training on employee performance. European Journal of Business and Management, 5(4), pp.137-147.

Frese, M. Raabe, B., and Beehr, T.A., 2007. Action regulation theory and career self-management. Journal of Vocational Behavior, 70(2), pp.297-311

Hamdi, H. and Sbia, R., 2013. Dynamic relationships between oil revenues, government spending and economic growth in an oil-dependent economy.Economic Modelling, 35, pp.118-125.

Kehoe, R.R., and Wright, P.M., 2013. The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management, 39(2), pp.366-391.

Lee, C.K., Song, H.J., Lee, H.M., Lee, S. and Bernhard, B.J., 2013. The impact of CSR on casino employees’ organizational trust, job satisfaction, and customer orientation: An empirical examination of responsible gambling strategies. International Journal of Hospitality Management, 33, pp.406-415.

Mileva, E. and Siegfried, N., 2012. Oil market structure, network effects and the choice of currency for oil invoicing. Energy Policy, 44, pp.385-394.

Milhem, W., Abushamsieh, K. and Pérez Aróstegui, M., 2014. Training strategies, theories, and types. Journal of Accounting, Business & Management, 21(1), pp.12-26.

Naifar, N. and Al Dohaiman, M.S., 2013. Nonlinear analysis among crude oil prices, stock markets’ return, and macroeconomic variables. International Review of Economics & Finance, 27, pp.416-431.

Westermann, C., Kozak, A., Harling, M. and Nienhaus, A., 2014. Burnout intervention studies for inpatient elderly care nursing staff: Systematic literature review. International journal of nursing studies, 51(1), pp.63-71.

Word Bank.org, 2017. How is Qatar Reacting to Low Oil Prices? Retrieved from: http://www.worldbank.org/en/country/gcc/publication/economic-brief-july-qatar-2016. (Accessed 24 March 2017).

Human Resource Strategies Interpretive Research

Human Resource Strategies Interpretive Research Order Instructions: Progressing with your research project

This week, you will complete the second of two Individual Assignments, the first of which was undertaken in Week 3.

Individual Assignments are designed to develop your skills at applying the knowledge gained in the module to the development of a potential future proposal for a research project.

Once you have established the research topic and framed your research question(s) you will need to consider how you will tackle these questions. This involves taking decisions related to the methodology to be followed as well as the chosen methods for data collection and analysis (quantitative or qualitative).

•Review your Week 3 Individual Assignment and Instructor feedback.

•Consider how you may develop your ideas further, including epistemological stance, methodology, validity, and reliability of the research design, data collection methods, sampling techniques, participant profile, data access, and ethics.

•Discuss your chosen methodology and method for the collection of your data

•Indicate which methodology (such as survey, case study, action research) you wish to employ and why

•Explain how this is consistent with your epistemological stance

•Discuss the threats to validity and reliability contained in this research design

•Describe the data collection method(s) you will use (such as questionnaire, interviews, focus groups), and just how these will be sufficient to answer your research question

•Describe your sampling technique and the reasons for the profile of your respondents when collecting primary data ( My technique is the questioner)

•What are the problems that you may encounter in gaining access to your data? Provide strategies that can be useful to help you solve these problems

•Are there any ethical issues that you need to consider?

•Provide a brief discussion on how you plan to analyze your data and the tools that you may need for a proper analysis based on your method

Interpretive Research

Aim: To identify and explore the human resource strategies that influence employee engagement within organizations in Qatar and to develop recommendations on how these human resource strategies can be changed in order to improve employee engagement.

Human Resource Strategies Interpretive Research Research Questions

RQ 1: Which human resource strategies influence employee engagement within organizations in Qatar?

RQ 2: How do these human resource strategies influence employee engagement within organizations in Qatar?

RQ 3: How can these human resource strategies be changed in order to improve employee engagement within organizations in Qatar?

End Product:Objective: To develop recommendations on how human resource strategies can be changed in order to improve employee engagement within organizations in Qatar.

Human Resource Strategies Interpretive Research Sample Answer

Interpretive Research

Research Questions

To make sure that the aim and objectives of the study are achieved, it is imperative to formulate appropriate research questions that the researcher should strive to answer by the end of the survey through the findings obtained from the data collected from the research participants. As a result, the central research questions formulated for this study are as follows:

RQ1: Which human resource strategies influence employee engagement within organizations in Qatar?
RQ2: How do these human resource policies affect employee engagement within organizations in Qatar?
RQ3: How can these human resource policies get changed or modified to improve employee engagement within organizations in Qatar?

Human Resource Strategies Interpretive Research and Epistemological, Ontological and Methodological assumptions

There exist three basic assumptions that are the Epistemological, Ontological, and Methodological. The epistemological is known to have various approaches to get the knowledge which is conventional in convinced paradigms. For example, in the normative standard, is how the researcher can research the study about the influence of human resource strategies in employee engagements as a natural science. The propositions have to measure by the practical ways. The results obtained have to aim all the way through the scientific techniques. However, in the interpretive research, the epistemology helps to get the knowledge by examining the phenomenon in different ways. It is because; the social background varies from that of natural science.

Additionally, the ontological is concerned a lot with the nature of humans and the world in a social environment. There is various assumptions view the world from without as a person. Therefore, it is said that the ontology in normative stress that the social phenomena are sovereign from other aspects. However, from the interpretive point of view, it confirms that the world in the social event has different meaning although we know the world is one. From this perception, it is seen one kind of research can have different conclusions from a single observation.

Lastly, the methodological assumption pays key attentions on the analysis of the techniques to be used for collecting data. In the normative paradigm, scientific methods, the quantitative methodology is used to analyze the study. However, by the interpretive research, the qualitative methodology is used for observation. For this research, the case study approach will be used to help find the answers to the above research questions.

Research methods

The case study is used to research processes, people and even groups. Using a single entity in Qatar is a useful approach to help understand how a human resource strategy influences the employee engagement and by use of another company will help in comparison issues. Case studies employ some of the techniques that can be used to collect data in the qualitative methodology. They include the observation and interviews that are the primary data and lastly the corporation documentations in the secondary data, (Corbin, and Strauss, 2014). The problem that exists with this technique is that only a single case study is reviewed. It means that the data obtained is particular to a given firm and its environmental background and therefore it cannot be comprehensive, (Eriksson, and Kovalainen, 2015)

Research design

Once the study has been placed on the education, and the purpose of the researcher is made apparent, the system of choosing the appropriate research design to analyze the content entirely must be carried out. To do so, the researcher must consider sampling to be the best in the process of investigation. Under the case of Qatar; how human resource strategies influence employee engagement, the researcher can use two types of sampling. That is the purposive sampling.

The purposive sampling helps the researcher to choose the sample that they know will offer the appropriate data for the research of how the human resource strategies influence employee engagement in Qatar. It is usually purposeful when undertaking case study research methods where a particular focus is needed. Significantly, the method is very flexible, and it permits choices made by the researchers to be uttered by unique situations whereas the sample is well thought-out to be the statistical envoy of the entire population.

Human Resource Strategies Interpretive Research Analysis strategies

When analyzing data, it’s vital for the researcher to have background information on the chosen field so as to make a lot of decisions relating to the findings and the analysis. According to the Miles and Huberman (1994 cited in Collis and Hussely, 2013), they explain that systematic ways to the qualitative examination which can be employed for the investigation of the qualitative data vary across a range of the techniques used to collect data.

Normally, the quality analyses have three parts. That is the data reduction, data display, and lastly drawing the conclusion. That data reduction entails the condensing of the relevant quantitative data that is collected to something which is more controllable for the analysis by coding the data. Coding entails recognizing keywords, ideas, themes and phrases and additionally, it is influenced by the language the researcher uses.

There exist two types of qualitative data analysis. That is the content analysis and the thematic analysis, (Vaismoradi, Turunen and Bondas, 2013). Content analysis is used to analyze data that have been collected using primary and secondary methods across a wider range of different sources. In the content analysis, the process of coding is recognized that they entail ideas, themes, phrases and words that come into view in the data. Afterward, the data is analyzed to find out the recurrences of the sets, and they are recorded regarding numeric, (Schreier, 2012). The numerically processed data is created from this analysis and can be examined for the number of outcomes occurring by using statistical techniques. It could entail the utilization of the evocative statistics and images representing the data. The method is limited by the fact that is very time-consuming and needs very close concentration to details.

The thematic analysis is explained as the technique for recognizing, report and analysis sequences inside the data, (Braun, Clarke, and Terry, 2014). It is broadly used in the qualitative research because it is straight forward technique and it provides the researchers with essential tactics for the acceptance of other ways and more complicated methods of examining the quality data.

Human Resource Strategies Interpretive Research Reliability and validity strategies

The qualitative reliability submits to how precise and accurate the techniques of measurement are in given research analysis. Mainly, it notes whether the researcher manners are congruent across various projects and consider if similar results would be established if the analysis is repeated.

Over the validity issue, it focuses on the measures applied and if they in the sound of the conclusion reached by the study. There are two types of validity strategies. The face validity and construct validity.

The face validity measures whether the approach or the test employed to come into view to be the correct weight or validity of the offered focus or variable of the study. Furthermore, the construct validity shows the demonstrations that the approach or the test is considering what it maintains to weigh. On a different occasion, these measures are not seen such as satisfaction or motivation.

Human Resource Strategies Interpretive Research Ethical consideration

It is vital for the researcher to adhere to the moral issue. When collecting data, the researcher should know what is right or wrong to the respondents or what is termed as morally correct or incorrect by the society. The researcher should not force people to participate but those are willing and able and qualify for the investigation should be used for analysis.

Human Resource Strategies Interpretive Research Conclusion

This interpretive research shall strive to explore how human resource strategies devised and implemented by human resource management (HRM) professionals as well as managers of organizations in Qatar can influence employee engagement subsequently leading to increased employee commitment, satisfaction as well as retention in their respective groups (Sutirthaet al., 2015). It is imperative because in many organizations such as multinationals as well as small and medium enterprises (SMEs) have the potential to use human resource strategies in their attempts towards increasing employee engagement and subsequently improving productivity and profitability of their respective organizations

Human Resource Strategies Interpretive Research Bibliography

Braun, V., Clarke, V. and Terry, G., 2014. Thematic analysis. Qual Res Clin Health Psychol, pp.95-114.

Clarke, V. and Braun, V., 2013. Teaching thematic analysis: Overcoming challenges and developing strategies for effective learning. The psychologist, 26(2), pp.120-123.

Collis, J. and Hussey, R., 2013. Business research: A practical guide for undergraduate and postgraduate students. Palgrave Macmillan.

Corbin, J. and Strauss, A., 2014. Basics of qualitative research: Techniques and procedures for developing grounded theory. Sage publications.

Eriksson, P. and Kovalainen, A., 2015. Qualitative Methods in Business Research: A Practical Guide to Social Research. Sage.

Grant, R.M., 2016. Contemporary strategy analysis: Text and cases edition. John Wiley & Sons.

Schreier, M., 2012. Qualitative content analysis in practice. Sage Publications.

Silverman, D. ed., 2016. Qualitative research. Sage.

Sutirtha, C., Moddy, G., Lowry, P.B., Chakraborty, S.,& Hardin, A. (2015), “Strategic Relevance ofOrganizational Virtues Enabled by Information Technology in Organizational Innovation,” Journal of Management Information Systems, Vol. 32, No. 3, pp. 158-196.

Vaismoradi, M., Turunen, H. and Bondas, T., 2013. Content analysis and thematic analysis: Implications for conducting a qualitative descriptive study. Nursing & health sciences, 15(3), pp.398-405.

Different Approaches to Evaluation of Literature Review

Different Approaches to Evaluation of Literature Review Order Instructions: In examining different approaches to the evaluation of a literature review within the context of a specific research topic, objectives and research questions, Examining similarities and differences in your critical evaluations of the content of the reviewed article

• Identifying lessons from the reviewed articles and how these could be applied to your own research project.

• Proposing ways in which additional research might be conducted on the same or similar topics

Different Approaches to Evaluation of Literature Review Sample Answer

Introduction

Topic Review

Literature review forms a critical part of any research paper written. The aim of this article is to look at the approaches used by authors in two articles covering the topic of managing the human resource. The articles under review include one by Debi and Pawan entitled ‘human resource management in Indian SMEs: The role played by indigenous realities’ (Budhwar and Saini, 2008). The subsequent research titled ‘the relationship between organizational commitment and Human resource management practices: A field study’ by Sendogdu, Kocabacak, and Guven (Şendoğdu, Kocabacak, and Güven, 2013). The two articles look at the area of human resource management and involve looking at different practices adopted by corporates in the business sector.

The research topic identified in both articles is quite elaborate and unique to the objective of every study. Debi and Pawan have made their research focus on small and medium enterprises within the business environment of India. They narrowed down the topic to a particular set of a population of study by looking at the indigenous realities. The theme chosen by Debi and Pawan is clear and presents an overall view of the reader of the contents of the study. On the other hand, the second article topic by Sendogdu and the two colleagues looks at a field study which already highlights the study design adopted in the research. The subject looks at a wider scope which entails practices adopted by human resource management departments (Armstrong and Taylor, 2014). The topic has narrowed down to the Konya province in Turkey, a particular set of a population for study, but has not identified one practice within human resource management to avoid vagueness.

Different Approaches to Evaluation of Literature Review Objectives Review

The study on human resource management practices and organizational commitment made clear its overall aim and objectives. The study examined the relationship between the two variables, which is organizational commitment and HRM practices, and highlighted the context (Şendoğdu, Kocabacak, and Güven, 2013). The context was that of behavior and attitude, interaction facilitation, manufacturing alongside human resource fit, incentives and team activities to achieve organization objectives (Chaudhuri, 2010).

The second article by Debi and Pawan discusses the various practices within the context of SMEs and look at the practices adopted by such businesses. The paper looks at the approaches and issues in the management of people in small businesses. The objectives in both articles are clear and well addressed in the research.

Different Approaches to Evaluation of Literature Review Lessons

The items are well analyzed and result in coherence with relevant literature reviewed. The approaches adopted by both articles involve the use of theory and related literature which reflects upon their study topics in detail. The limitations of both issues have been identified and acknowledged by the authors (Chang, Yu, and Lu, 2015). The article focusing on HRM practices in Konya city in Turkey recognizes limited sample size when it focuses on one industrialized province while there are several developed cities which could improve the reliability of their collected data. I would use this lesson in research to ensure that the validity of my conclusions is high since choosing a larger sample improves data reliability. The accuracy and use of a precise topic will help readers to have a quick comprehension of the study.

Different Approaches to Evaluation of Literature Review Recommendations

In conclusion, the two articles have been well analyzed but still, have more room for improvement. The authors should have avoided more of generalizations in their studies and used proved facts (Paillé et al., 2013). Generalizations tend to create a bias which reduces the quality of research done. Several studies should be conducted on the various practices that are adopted by different business environments and how it influences the organization.

Different Approaches to Evaluation of Literature Review References

Armstrong, M. and Taylor, S. (2014). Armstrong’s Handbook of human resource management practice, 13th edition. London: Kogan Page.

Chang, Y., Yu, H. and Lu, H. (2015). Persuasive messages, popularity cohesion, and message diffusion in social media marketing. Journal of Business Research, 68(4), pp.777-782.

Chaudhuri, K. (2010). Human resource management. Mumbai [India]: Himalaya Pub. House.

Paillé, P., Chen, Y., Boiral, O. and Jin, J. (2013). The Impact of Human Resource Management on Environmental Performance: An Employee-Level Study. J Bus Ethics, 121(3), pp.451-466.

Saini, D. and Budhwar, P. (2008). Managing the human resource in Indian SMEs: The role of indigenous realities. Journal of World Business, 43(4), pp.417-434.

Şendoğdu, A., Kocabacak, A. and Güven, Ş. (2013). The Relationship between Human Resource Management Practices and Organizational Commitment: A Field Study. Procedia – Social and Behavioural Sciences, 99, pp.818-827.

Human Resource Management Practices

Human Resource Management Practices Order Instructions: The most important step in framing and meeting the objectives of your research is to formulate a set of well-defined research questions or testable hypotheses.

For this week’s essay, using the two published papers provided in your field, you will review the motivation behind framing research topics and choosing specific sets of research questions, evaluate methodologies used within the context of the main objectives of the research and the wider literature on the topics, and finally discuss the potential contributions that the two articles make.

To prepare for this essay:

• Read the files which uploaded.

• Consider the two papers from your degree field in the Required, specifically thinking about how you may evaluate their strengths and weaknesses.

• In approximately 550 words, critically evaluate ONE of the sample research articles provided from your degree field, addressing its strengths and weaknesses.

• In formulating your essay, consider the following questions:

• What motivated the research?

• What research questions were explored?

• What was the methodology followed by the researcher(s)?

• How did the findings contribute to academia?

Human Resource Management Practices Sample Answer

Human resource management (HRM) practices refer to those aspects of organizational culture aimed at improving the welfare of employees as well as boost their performance (Jisung et al. 2015). Sendogdu, Kocabacak, and Guven (2013) carried out research and their principal objective was to link the HRM practices with organizational commitment. The latter was defined as the “…psychological attachment to the organization” (Sendogdu, Kocabacak and Guven 2013). Business life has become very complex in the contemporary world and the traditional methods no longer provide the desired competitive advantage. The human resources are considered the most valuable organizational resources and can enable it to gain a competitive advantage over its competitors. Through organizational commitment, these businesses would have the capability to appraise the suitability of their HRM practices. Following previous researches on the same topic, only single HR practices were considered while it has been argued that many practices have to be instituted to increase organizational performance (Muhammad Masum et al. 2015). The researchers were therefore motivated to measure the link between HRM practices and organizational commitment.

The key question in this research study was seeking to identify any relations or association between the human resource management practices of an organization and organizational commitment. This is attributed to the fact that the latter has been considered a method to assess the HRM practices and their ability to foster psychological attachment between the organizational goals with those of the employees (Khan, Masrek and Nazdar 2015). The other research question that has been pointed out in this research is whether HRM practices teamed with organizational commitment have a significant contribution to the operational performance or not. Very few research has been carried out on HRM practices influencing the success of an organization warranting these researchers to explore the research question even further (Jun-Cheng et al. 2015).

The research aimed to investigate the relationship between HRM practices and organizational commitment in companies found in Konya, Turkey. The scales used to measure the variables were the Pfeffer (1998) scale of human resources management practices and the organizational commitment scale by Mowday and Steers (1979), translated into Turkish for convenience purposes (Sendogdu, Kocabacak and Guven 2013). A pilot study was carried out in 10 companies and the final questionnaire designed after the recommendations were put in place. The whole population to be covered by this study was 2,815 companies and a sample of 250 was chosen via random sampling from four major industries, namely, machinery, electrical, automotive and food. Data was collected via interviews of the managers from the sample companies coupled with a standard questionnaire. The data were analyzed using SPSS software version 13, and Cronbach’s Alpha test.

Following the results of this study, there was a significant association between HRM practices and organizational commitment (p < 0.05). In this sense, organizations have the ability to gain a competitive advantage once again with their complex business models. This study has contributed significantly to the academia where professional scholars can understand the link between these two aspects of businesses (Karve and Dias 2016). Scholars can appreciate this association and provide newer and innovative ways for businesses to incorporate human resource management practices to gain organizational commitment from their employees. In other words, scholars can provide organizations with the support they need to merge their organizational goals with their employees’ achieving their commitment. Therefore, in academia, this research will provide the needed motivation to research further into organization commitment in relation to operational performance and competitive advantage (Jun-Cheng et al. 2015). As the number of employees increases in an institutionalized business, the organizational performance has been deemed to positively affect the business performance.

Human Resource Management Practices References

Jisung, P, Soo-Young, S, Sangmin, L, & Se-Ri, N 2015, ‘Human Resource Management Practices and Organizational Creativity: The Role of Chief Executive Officer’s Learning Goal Orientation’, Social Behavior & Personality: An International Journal, 43, 6, pp. 899-908.

Jun-Cheng, Z, Wen-Quan, L, Zhao-Yi, Z, & Jun, X 2015, ‘Organizational Commitment, Work Engagement, Person-Supervisor Fit, and Turnover Intention: A Total Effect Moderation Model’, Social Behavior & Personality: An International Journal, 43, 10, pp. 1657-1666.

Karve, S, & Dias, S 2016, ‘HRM Practices and Retention of Employees in Hotel Industry in South Mumbai’, International Journal of Multidisciplinary Approach & Studies, 3, 3, pp. 13-19.

Khan, A, Masrek, M, & Nadzar, F 2015, ‘Analysis of competencies, job satisfaction and organizational commitment as indicators of job performance: A conceptual framework’, Education For Information, 31, 3, pp. 125-141.

Muhammad Masum, A, Azad, M, Hoque, K, & Beh, L 2015, ‘Domestic Banks in Bangladesh Could Ensure Efficiency by Improving Human Resource Management Practices’, Plos ONE, 10, 7, pp. 1-17.

Sendogdu, A.A., Kocabacak, A. & Guven, S. 2013. The relationship between human resource management practices and organizational commitment: A Field Study. Social and Behavioral Sciences, 99, pp. 818-827.

Interpretivist and Employee Engagement within Organisations

Interpretivist and Employee Engagement within Organisations Order Instructions: To prepare for this essay: 1. Read the file that has been uploaded.

2. Consider your journey through the programme so far and the topic-problem areas you have encountered during your study and/or from your professional practice.

3. Describe the research topic-problem you might be interested in researching, and describe the reasons why.

4. What would be your interest in conducting a study on this topic?

5. Has this topic been discussed in the academic literature? Identify at least two research papers that motivated your thoughts

IMPORTANT NOTE: the topic that I chose:

Interpretivist Research

Research Questions:

RQ 1: Which human resource strategies influence employee engagement within organisations in Qatar?

RQ 2: How do these human resource strategies influence employee engagement within organisations in Qatar?

RQ 3: How can these human resource strategies be changed in order to improve employee engagement within organizations in Qatar?

End Product:Objective: To develop recommendations on how human resource strategies can be changed in order to improve employee engagement within organizations in Qatar.

Interpretivist and Employee Engagement within Organisations Sample Answer

Topic

Interpretive research centers on explaining analytically meaning-making practices and how the practices configure uniquely so as to generate particular observable outcomes. My choice of this research topic was influenced by my objective and the type of analysis that I wanted to carry out. I wanted to learn certain traits that are related to people. And since interpretive methods which are used in interpretive research always assign meanings to certain human practices in relation to certain scientific explanation, interpretive research formed the best option that I could adopt in order to attain meaningful data from the kind of research I wanted to undertake

Objective.

To identify and explore the human resource strategies that influence employee engagement within organisations in Qatar and to develop recommendations on how these human resource strategies can be changed in order to improve employee engagement.

The reason for the interest on the topic.

There is high mobility regarding employees in Qatar job markets. The case is worse regarding foreign employees who are showing high turnover rates across all industries in the Qatar job market. Therefore, I wanted to know what attracts employees in the Qatar job market and why most of them vacate their employment position after a short period. Moreover, does the signing of performance contracting affect foreign employees in the nation or not. Lastly, I want to understand how the development of the local labor force in Qatar would affect the employee engagements within the nation’s job market.

Research questions

In carrying out my research, I would base my arguments on these topics.

Which human resource strategies influence employee engagement within organisations in Qatar?
How do these human resource strategies influence employee engagement within organisations in Qatar?
How can these human resource strategies be changed in order to improve employee engagement within organisations in Qatar?

Previous studies.

There are studies that have previously been conducted on the research topic regarding human resource strategies that influence employee engagement within organisations in Qatar. However, there has been some unexhausted information by the researches that this study will cater for. The studies previously carried out include;

Forstenlechner, I., & Rutledge, E. (2010). UNEMPLOYMENT IN THE GULF: TIME TO UPDATE THE “SOCIAL CONTRACT.” Middle East Policy, 17(2), 38-51. Retrieved from http://search.proquest.com/docview/848601841?accountid=45049

This research stresses the need to overhaul the educational system of most Qatar learning centers so as to focus on a new regime that imparts employable skills in the learners. As per their arguments, depending on foreign employees who lack commitment will continue to raise the average employee’s turnover rates and hurt the profitability of institutions in Qatar. Moreover, they argue that new policies should be formed with the aim of facilitating diversification in economic activities so as to generate new jobs for the inhabitants. The challenge is a lack of commitment from foreign employees working in Qatar and other Middle East nations.

Swales, S., LG, A. S., & Fahd, S. A. (2012). Localisation policy in Oman: A subjective contracting interpretation. The International Journal of Public Sector Management, 25(5), 357-372. Doe: http://dx.doi.org/10.1108/09513551211252387

Swales et.al (2012) looks at the solution to the decreasing employee engagement rate in Qatar as being the implementation of localisation policies. This is because the current conditions in Qatar and the whole of Gulf States can be efficiently solved by enacting and adhering to strong domestic policies. According to his journal, most employees who lack management in their jobs in Qatar are foreigners. Therefore, the author of this research work believes that local employees will be a better option as they will be able to commit themselves in their jobs.

Interpretivist and Employee Engagement within Organisations Reference list

Bell, E. & Bryman, A. (2007) ‘The ethics of management research: an exploratory content analysis’, British Journal of Management, 18(1), pp.63–77.

Collis, J. & Hussey, R. (2013) Business Research: A Practical Guide for Undergraduate and Postgraduate Students, 4th ed. London: Palgrave-MacMillan.

Houston, M.B. (2004) ‘Assessing the validity of secondary data proxies for marketing constructs’, Journal of Business Research, 57(2), pp.154-161.

Saunders, M., Lewis, P. & Thornhill, A. (2012) Research Methods for Business Students, 6th ed. Pearson Learning Solutions.

Human Resource Department in Corporate World

Human Resource Department in Corporate World Order Instructions: CLIENT IS FROM AUSTRALIA

TASK 4, INSTRUCTIONS ARE IN UPLOADED FILE.

Human Resource Department in Corporate World Sample Answer

Abstract

The HR department is one of the pillars of the corporate world. The department plays a significant role in the human resource strategy. The Powerhouse Museum adheres to the necessity of having a human resource department. Thus, they drafted a Human Resource Service Level Agreement (SLA). The service agreement is for the purpose of formally setting up the relationship between the Human Resource Department and the Powerhouse Museum, as well as to promote a healthy business relationship. The contract states the exclusive provider of services by the Human Resource Department as requested by the Powerhouse Museum. The SLA will be evaluated biennially for the purpose of incorporating changes. Furthermore, there was a

Human Resource Department in Corporate World

signed by the CEO and HR representatives. The notification is deemed to take place within a month before the implementation of services. A report on the training program was also made available to address the decline in attendance and mandatory training requirements in the workplace.

Keywords: human resource department, service level agreement, communication plan, report on training

Human Resource Department in Corporate World

The human resource department is known to serve as one of the backbones of an organization, especially that of the corporate world. Human resource personnel is responsible for selecting and maintaining a high-caliber workforce in organizations (Robbins & Coulter, 2012). Robbins and Coulter further suggest that their role in the company is critical since the performance of the organizational workforce depends on the proper selection, motivation, and maintenance of the human resource department. Moreover, their role in the safeguarding and maintenance of staff records enables human resource management information to be available to managers and ensures that they can meet statutory reporting responsibilities. There was a report saying that human resource can be the primary partner of organizations in providing that there is an association with what the group is saying and how they treat people within the organization (Strandberg, 2009). In this regard, the HR department wants to extend its tasks by providing human resource services to the Powerhouse Museum business and their agencies.

Service Level Agreement of the Human Resource Department and Powerhouse Museum

Under this, service level agreement is a contract between the HUMAN RESOURCE DEPARTMENT and POWERHOUSE MUSEUM for the purpose of formally setting a business relationship.

This service level agreement ensures the relentless cooperation and support of the HUMAN RESOURCE DEPARTMENT to the POWERHOUSE MUSEUM in providing excellent human resource services.

Human Resource Department in Corporate World and Scope of Contract

This service level agreement between the two consenting parties – HUMAN RESOURCE DEPARTMENT and POWERHOUSE MUSEUM, covers assistance that is inclusive of human resource services or other related tasks.

Human Resource Service Agreement Objectives

The HUMAN RESOURCE DEPARTMENT pledge to cater necessary human resource services to POWERHOUSE MUSEUM upon the request and demand of the last party.

The duties that the HUMAN RESOURCE DEPARTMENT will have grounds for the pursuit of the following objectives:

HR Health Check – to provide a total assessment of your HR systems in place
Strategic planning – setting up processes, implementing HR plans and objectives
Equal Opportunity – creating a responsive organization
Performance Management Systems – performance appraisals processing
Job Analysis – creating proper job descriptions and specification
Staffing the Workplace – recruiting candidates, developing & using application forms
Employee testing, interviewing and selection – types of tests & selection techniques
Induction and Training – inaugurating employees, providing training techniques, and processes
Developing HR Managers – conducting on and off the job training which are essential factors for success
Appraising Performance – utilizing appraisal methods and assessments in managing performance
Remuneration and Incentives – pricing jobs for both low and high-level staff incentives
Employee/Industrial Relations – legal framework
Occupational Health and Safety Systems – planning for organizational health and services (OH & S)
Staff Retention Programs
Staff Incentive Programs – motivating employees

Other _________________________________________

Term of Agreement

The HUMAN RESOURCE DEPARTMENT services shall exclusively provide HR Services as requested by the Powerhouse Museum from _____________(date) to _____________(date).

CURRENT HR Situation Analysis

Is any of the following HRM activities formally in place?

If so, please mark and explain in space provided:

Activity	Yes/No	Provide Details Add details if necessary
Recruitment and selection of staff, (psychometric testing)	Yes	Additional HR staff are selected and recruited through different selection procedures (interview, psychological tests, drug tests, medical tests, and/or performance tests)
Inductions	Yes	Employees are formally welcomed to the organization through an orientation.
Payroll	Yes	Payrolls are provided and salaries are based on attendance (Daily Time Records) and performance
Leave	Yes	Maternity, paternal, sick, and emergency leave is applicable in the workplace
Industrial Agreements	Yes	There is a signed series of agreements between the company and other business firms
Staff Training and Performance	Yes	Company staff are trained biennially, and performance is checked using different methods (e.g. management by walking around, setting quotas, etc.)
Termination	Yes	Unproductive employees are trained, otherwise terminated if there are no changes in performance
Workplace Safety	Yes	Employees are provided with health insurances and other safety measures
Job descriptions/ classifications	Yes	Job descriptions and classifications are necessary because they provide a baseline of the tasks and performance of the employees
Policies and Procedures	Yes	Uniform policy is applied in the workplace, together with other guidelines and procedures

Table 1. Current HR Situation Analysis

Human Resource Department in Corporate World and Service Timeline

This section provides a table of duties of the HUMAN RESOURCE DEPARTMENT to POWERHOUSE MUSEUM. This section further includes a schedule for the service delivery. However, the fixedness of the schedules is not assured. The timeline may change depending on the circumstances that will occur along the way.

Human Resource Staffing Levels Roles and Responsibilities

The table below also presents the human resource services and the responsibilities with their corresponding timeline.

HR Service Deliverable	Responsibility	Timeline
Employee selection	Selecting, recruiting and terminating employees; use of appropriate psychological tests	3 months
Workplace design	Ensuring a suitable and pleasant work environment that enhances work productivity	1 year (whole duration of the contract)
Strategic planning	Involvement in the strategic planning of the company	1 year (whole duration of the contract) or when necessary
Employee motivation	Ensuring that employees are motivated and carrying out tasks at their optimum level	1 year (whole duration of the contract)
Employee relations	Ensuring good employee relations	1 year (whole duration of the contract)

Table 2. Human Resource Staffing Levels Roles and Responsibilities

Governing Law

To officially make this contract reliable and legal, the two parties thus come to an agreement to sign the treaty under the Australian business laws. The two approving parties will specifically make use of the Australian Consumer Law (ACL). This law states rules in the fair regulation of business trades and the protection of consumers (Commonwealth of Australia, 2016).

Authorization

Client Name: _____________________________________

Authorization Signature: ___________________________

Date: _________________________

Upon introducing the service agreements of the CEO and board of Powerhouse Museum to its different areas, a series of duties were apportioned to the HR department. They asked the said department to take responsibility on the company’s decision-making and to take part in the enhancement and assessment of strategic plans. The company has foreseen the need for a service level agreement (SLA), which is deemed necessary and beneficial for the pursuit of the goals of the two parties. Implementation of SLA for the services in the Powerhouse Museum is advantageous since it set the grounds for the services that it ought to receive, as well as settle definite deadlines for the required services.

There will be a review of the service level agreement biennially; that is, every six months. The HR department will provide feedback to the senior management in regards to the SLA and the benefits of its implementation. In this connection, the HR department will utilize measurement tools to evaluate the steps that they did and those that they did not do, in accord with the agreement. Furthermore, the agreement will be updated as appropriate to reflect services that are new and those that were eliminated. The updated SLA will also include the changing business needs of the museum, as well as the measures that the HR department will take in addressing the current needs.

Communication Plan of the Service Level Agreement

The HUMAN RESOURCE DEPARTMENT and POWERHOUSE MUSEUM drafted a communication plan of the service level agreement, as shown in the table below. Both parties will give notice to their organizations about the services the HR department will provide under the service level agreement. These parties shall include the CEO and board members of the POWERHOUSE MUSEUM. Moreover, downline managers will also be notified, as well as lower level employees. Contractors and stakeholders will also receive notice. The communication plan will primarily contain a memorandum that the HR department will implement services under an agreement with the company. The communication plan will also include a brief message about the goals, tasks, and services that the HR department will provide.

This communication plan will be carried out through a formal memorandum letter which the department will send to the different levels of management in the Powerhouse Museum. The memo will come from the office of the CEO, drafted by human resource personnel, and signed by board members, the CEO himself, and HR representatives. The notification shall take place a month before the implementation of the services

*Target audience:* *Who do we want to inform?*	*Key messages:* *What do we want to tell them?*	*Communication methods:* *How are we going to inform them?*	*Who is responsible for doing it?*	*Deadline:* *By when does this need to happen?*	*Date completed*
Human Resource Department and Powerhouse Museum (CEO and board members)	The services that the HR department will provide under the service level agreement.	Memorandum/memo note	Human Resource Department	(a month before the implementation of the services)	(a week before the implementation of the services)
Employees	The services that the HR department will provide under the service level agreement.	Memorandum/memo note from the office of the CEO; meeting	HR Department, Managers	(a month before the implementation of the services)	(a week before the implementation of the services)
Managers	The services that the HR department will provide under the service level agreement.	Memorandum/memo note from the office of the CEO; meeting	HR Department	(a month before the implementation of the services)	(a week before the implementation of the services)
Contractors	The services that the HR department will provide under the service level agreement.	Memorandum/memo note from the office of the CEO; meeting headed by the managers	Managers	(a month before the implementation of the services)	(a week before the implementation of the services)
Other Stakeholders	The services that the HR department will provide under the service level agreement.	A formal letter from the office of the CEO; business meeting	HR Department; CEO	(a month before the implementation of the services)	(a week before the implementation of the services)

Table 3. Communication Plan of the Service Level Agreement

Report on Training Plan

The HR department will take measures in increasing organizational productivity and employee commitment. This measure is to address the decline in attendance of employees in the Powerhouse Museum. Absenteeism is considered a negative behavior in an organization. Thus, this shall be the focus of the department. The HR department will use training materials that are readily available for employees. The staff will utilize the training videos provided by a qualified service provider of workplace health and safety, and these materials will be posted on the company web page. Employees of the museum will be the target focus of the training since these problems are fundamental and apply to everyone in the organization.

The deadline for completion of the instructions will be within a month; wherein training is on a weekly basis. The contractor will report about the development of the competency level for each employee. Furthermore, these plans will be communicated to stakeholders and departments through fax or letters. A meeting will also take place, where they will discuss the necessary strategies, changes, and others. The training will be evaluated through a demo of the employees. It will also be supplemented by a report observation of department heads. Since the senior management already approved of the suggestion to utilize the services of the company, the training will thus be easy.

Human Resource Department in Corporate World Conclusion

With the growing importance of the human resource department in the business field, the HR department wants to extend its tasks by providing human resource services to the Powerhouse Museum business and their agencies. To formally set up the relationship between the two bodies, they drafted a Service Level Agreement (SLA). The agreement declares full support of the human resource department in supplying human resource services to the Powerhouse Museum. The agreement further gives Powerhouse Museum legal protection in case of loss of confidential intellectual property or disclosure of proprietary information. The employment of SLA is beneficial since it sets the grounds for the services that the concerned company receive, as well as settle definite deadlines for the required services. Furthermore, the HR department will communicate plans to parties concerned via a formal letter, and through a meeting. In training employees, the staff will utilize videos provided by a qualified service provider of workplace health and safety, and these materials will be available on the company web page for easy access. Overall, there are steps to consider in establishing human resource services at the museum, but none of them is significant compared to the benefits that the services entail.

Human Resource Department in Corporate World References

Commonwealth of Australia. (2016). Retrieved from Australian Consumer Law: http://consumerlaw.gov.au/

Robbins, S., & Coulter, M. (2012). Management. New Jersey: Prentice Hall.

Strandberg, C. (2009). ‘Role of Human Resource Management in Corporate Social Responsibility.’ Burnaby, BC.

Consequences of Making Hiring Judgment and Solutions

Consequences of Making Hiring Judgment and Solutions The consequences of organizations making a subjective judgment in hiring decisions and suggest ways these might be avoided this is a " Industrial and Organizational Psychology" essay, not just Personnel selection.

1.The consequences of organizations making a subjective judgment in hiring decisions (800 words)
and
2. Suggest ways these might be avoided. (1125 words).
It may be included
– The effectiveness of employee screening test: Test battery, Validity generalization
– Making employee selection decisions: Multiple regression model, Multiple cutoff models, multiple hurdle model. Judgment has a number of meanings, so some additional clarity is needed.

Social Contract Position and Health Policy Analysis

Social Contract Position and Health Policy Analysis Order Instructions: Review the sections on “Cost Shifting Hits Private Plans” and “Responding to Cost Shifting” in Chapter 3 in Health Policy Analysis: An Interdisciplinary Approach.

These sections discuss a concept of a shift in thinking and practice that is sometimes referred loosely as “breaking the old social contract” that existed in health care before managed care. The social contract concept provides for responsibilities between the government and individuals to be set forth in a negotiated agreement, hence the “social contract”. In this instance, the arena for negotiation and compromise we are concerned with is health care.

(In a paper of 800?1,200 words, reflect on the social contract concept. If you were to think about a new social contract, what would it be? Think in terms of two contracts: one between the citizenry and the state, and one between the professionals and the health care system.)

Provide a minimum of three references.

Prepare this assignment according to the guidelines found in the GCU Style Guide, located in the Student Success Center.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to Turnitin. Refer to the directions in the Student Success Center.
No Plagiarism allowed

Social Contract Position and Health Policy Analysis Sample Answer

Social Contract Position Essay

A social contract is a theory or a philosophical model that is derived from the enlightenment age. In definition a, social contract depicts the distinct difference between the power of the state over the civilians and the specific responsibilities being held by the two parties. A social contract makes possible the state to have authority over its citizens. Furthermore, the citizens are submissive to the state and are willing to forego any of their rights or pleasures in aiding the authoritarian power of the state they inhabit (Dunn, 2015).

In a social context, a social contract has been explicitly defined by common law. The concept of a social contract has been the framework for the foundation of most civilized nations all over the world. It is not written or noted anywhere in the law. Consequently, the social contract concept guides the division of roles between the citizens and the states (Weimer et al, 2015). Without the right mechanisms to deploy power over the people and reason for people to accept power to be deployed over them. The world would have been a chaotic place.

It brings to light the administrative functions that occur in most organizations. And how the different roles and responsibilities are defined in specified distinct scenarios. For instance, the scenario regarding the health care sector. The healthcare sector has been running using a given social contract that has clearly defined how health care services and products would be duly offered to the customers (Almgren, 2012). However, this paper is going to come up with a different social contract for the state and the citizenry and one for the health care sector.

Starting with the citizenry and the state. A clearly negotiated social contract for this age of civilization would be very dynamic. With the change in how life is carried out on a daily to daily basis around the world. The social contract is bound to change to adapt to current times. Technology has brought to light the importance of communication. In the social contract for the age of enlightenment, the power of the state is more. Meaning that by then, the state had the power and the common citizen had no will to speak about the defiance or irresponsibility of the state.

Even though most laws have been changed in some countries regarding the degree of power offered to the state. Some countries are still experiencing powerful states that oppress the citizens beyond measure. In the current age and modern times, we live in. The state should be governed by the people and the people should govern the state. It is high time that the citizens have enough power to scrutinize the state as much as the state has the power and responsibility to make the citizens account for their wrong doings.

On the other hand, the health sector has clearly stated responsibilities that govern the conduct of the health care practitioners over the patients. A social contract regarding the health sector would therefore read as: the physician has control over the patient as long as the patient is in the hands of the physician (Dunn, 2015). However, after the provision of health care services, the patient is held responsible for the actions that lead to either bodily harm or any other health condition.

It would be prudent to have the managed care system be implemented in most health care organizations all over the world. Managed care should be the core principle that guides the conduct of the involved parties according to the social contract definition of the health sector.

Social Contract Position and Health Policy Analysis References

Almgren, G. R. (2012). Health care politics, policy and services: a social justice analysis. Springer Publishing Company.

Dunn, W. N. (2015). Public policy analysis. Routledge.

Weimer, D. L., & Vining, A. R. (2015). Policy analysis: Concepts and practice. Routledge.

The Recruiting Value of Corporate Social Responsibility

The Recruiting Value of Corporate Social Responsibility Order Instructions: Please read below for information concerning assignment. Support responses with examples and use APA formatting in the paper. You may access the school’s website by logging into:

https://mycampus.southuniversity.edu/portal/server.pt

Please note that when you log into the website you must click launch class, and on the next screen click syllabus to view this week’s readings (week 5) and Academic Resources to access the school’s library.
To support work, use the course and text readings and also use outside sources. As in all assignments, cite your sources in your work and provide references for the citations in APA format.

The Recruiting Value of Corporate Social Responsibility

Kim and Park (2011) argue that corporate social responsibility (CSR) activities not only have value for benefitting social causes but can also be regarded as recruiting tools for attracting potential employees who perceive the organization and its CSR activities as an ethical fit. The foundation of this argument comes from an organizational perspective that views employees as important assets for a corporation. Coming from this perspective would mean that corporations would be cognizant about the imperative to have an active CSR program that matches corporate values, missions, and cultures.

Conduct Internet research and identify the top ten companies to work for last year. Choose one of these companies and research its CSR activities.

In your posting, respond to the following:
• What are the company’s CSR activities?
• What do these activities say about the company?
• Do you think that these activities are causing beneficial or cause exploitative? Give evidence for your answer.
• Would you consider working for this company?
Support your answers with appropriate research and reasoning and initiate comments on the postings of at least two of your peers.

The Recruiting Value of Corporate Social Responsibility Sample Answer

The recruiting value of corporate social responsibility

The identified company is Chevron which was ranked the 6^th best company to work for in the year 2015. This is a multinational oil corporation. Corporate social responsibility (CSR) is understood as business practices that involve initiatives which are beneficial to society (Cassimon, Engelen & Liedekerke, 2016).

The corporate social responsibility activities of Chevron include the following: in Angola, this firm has engaged in various partnerships that seek to improve livelihoods in this country and foster a stable operating environment. For instance, Chevron in Angola provided help in launching an entrepreneurship curriculum for learners, offered micro-financing and technical assistance to local businesses, and supported an initiative aimed at vaccinating over 620,000 persons against polio outbreak (DiBenedetto, 2011). In Richmond California, Chevron gave about $3.69 million to non-profit organizations aimed at meeting needs in job training, economic development and education (DiBenedetto, 2011). Chevron in Indonesia has strengthened economic opportunities aimed at benefiting local communities through sponsorship of polytechnic universities, support and training programs for farmers, and microfinance (DiBenedetto, 2011).

What these CSR activities say about the company is that Chevron is really a socially-responsible oil firm that helps the society through various activities. The CSR activities also show that Chevron is a company that takes responsibility for the impacts of its activities as well as decisions on every aspect of the community, the society, and the environment. These CSR activities are cause beneficial. This is largely because the activities actually contribute to the society’s welfare and health, operating ethically and transparently (Bredeson & Goree, 2014). The activities show the positive impact which Chevron has on the local communities in which it operates. I would consider working with the firm since it is a socially responsible company that has a positive impact on communities. Chevron is a more attractive company to employees like me who seek to work for companies that have socially responsible practices, sound ethics, and community mindedness.

The Recruiting Value of Corporate Social Responsibility References

Bredeson, D. A., & Goree, K. (2014). Ethics in the workplace. Albany, NY: Prentice Hall.

Cassimon, D., Engelen, P., & Liedekerke, L. (2016). When do Firms Invest in Corporate Social Responsibility? A Real Options Framework. Journal Of Business Ethics, 137(1), 15-29. doi:10.1007/s10551-015-2539-y

DiBenedetto, B. (2011). Chevron, the socially responsible oil company? Retrieved from http://www.triplepundit.com/2011/05/chevron-socially-responsible-oil-company-2/

HR Practices and Employee Performance

HR Practices and Employee Performance Order Instructions: The Relationship between HR Practices and Employee Performance in Various Organizations

The writer must also understand that the is no room for mistakes here and must read all instructions in the template strictly following the templates that are been provided. The writer should write directly in the template provided and should refer to all directions in the template. The references should not be more than 5 years old and must use the APA 6th edition throughout the entire paper. The writer must also properly arrange all references according to APA 6th edition.

HR Practices and Employee Performance Sample Answer

The Relationship between HR Practices and the Employee Performance in Various Organizations

Melchiades Amin

Doctor of Business Administration – Project Management

Submitted in Partial Fulfillment of the Requirements for the Degree

Doctor of Business Administration

Walden University

Student ID: A00501234

July 2017

Definition of Terms

Human resources (HR) Practices: these are the activities carried out by the HR department (Tiwari, 2011). Examples of HR practices are performance appraisal, compensation, promotion, recruitment, and orientation.

Human Resource Management (HRM): there refer to the formal systems devised for the purpose of managing employees in a company or organization (Nadda et al., 2014).

Informant: study subjects who take part in the research study as participants. They are interviewed through in-depth interviews. They are key individuals who will provide the necessary data to address the research question (Venkatesh, Brown & Bala, 2013).

Perceived employee performance: this refers to the way a staff member carries out his or her job tasks in the workplace (Khatibi et al., 2012).

Social Change: a deliberate process that is used to create and apply ideas, actions and strategies for the purpose of promoting the development, worth and dignity of societies, cultures, institutions, organizations, communities and individuals (Walden University, 2016).

Assumptions, Limitations, and Delimitations

Assumptions

An assumption refers to factors that are possibly influential to the research for which the investigator lacks hard data or may not ever know. In other words, an assumption is a fact the investigator assumes to be true but cannot really be proven (Venkatesh, Brown & Bala, 2013). One assumption is that all the research participants who would be interviewed would give truthful answers to the interview questions. To mitigate this assumption, the researcher will ask the participants to give only honest answers. Furthermore, because a sample would be chosen, the researcher will assume that the selected sample would actually be representative of the population to which the researcher wishes to make inferences. To mitigate this second assumption, the researcher will select participants from organizations that operate in different industries so that the findings could be generalized across various sectors and industries.

Limitations

A limitation refers to an element the investigator does not have control over (Venkatesh, Brown & Bala, 2013). The limitations for this study are: firstly, as opposed to random sampling, the researcher will select the sample population using the purposive sampling method in which the informants are selected basing on the judgment of the researcher (Guarte & Barrios, 2011). This implies that the study findings may not be applied generally to a bigger population. Secondly, the study focuses only on HR managers in Colorado and thus the findings cannot be applied to other professions. The third limitation is time. The period of time set for the research study may not be adequate. However, to ensure the study is satisfactory, the researcher will make good use of the limited time frame.

Delimitations

A delimitation refers to the scope or bounds of the study or things the investigator has control over (Venkatesh, Brown & Bala, 2013). The delimitations are in the researcher’s control. In this study, the delimiting factors consist of the choice of the research question, and the adopted theoretical frameworks as opposed to those which could have been used. Since this is a study about how HR practices relate to perceived employee performance in American companies in Colorado, the findings would not essentially be applied to other professions.

Significance of the Study

Contribution to Business Practice

Business organizations nowadays are faced with the new epitome of the need to uphold effective human resource practices for exceptional organizational performance. (Wood, 2011). This research is of great significance to HR managers across the globe as the findings would provide essential information with regard to HR practices and how they affect the perceived performance of workers. By following recommendations from this research, which will be based on real-life experiences of human resource managers in three national companies based in the state of Colorado, HR managers may improve their HR practices to enhance perceived employee performance. In essence, this study will bring about an improvement in the job performance of workers which would in turn help increase organizational profitability.

Implications for Social Change

There are quite a few social change implications associated with the research. Firstly, there would be enhanced psychosocial well-being of employees when organizations adopt friendly HR practices. In other words, staff members would have a feeling of contentment and satisfaction with their jobs when they see friendly human resource management practices being used by their organizations. Secondly, there would be better quality products and services for customers following improved employee performance. When the HR professionals in the company utilize friendly HR practices, employee job performance would improve which would consequently lead to the production of better quality services and products. On the whole, when workers notice that effective and friendly HR practices being utilized, they would be motivated to improve their job performance and produce services and products of improved quality.

A Review of the Professional and Academic Literature

This subsection contains an extensive and thorough review of existing literature. The strategy for searching the literature is searching literature published over the last 5 years, published in the English language, and literature that pertains to the research topic. Moreover, the literatures are searched in recognized electronic scholarly databases including Ebscohost and Proquest. Students and researchers alike utilize these databases extensively. The content of the literature covered relates to HR management practices and employee performance and includes some studies that looked into the relationship between HR practices and performance of employees. Human resource management (HRM) is a coherent and strategic approach to managing a company’s most important assets, that is staff members, who jointly and individually contribute to the attainment of the company’s goals as well as objectives (Nada et al., 2014). HR practices in any organization include HR planning, training and development, staffing, compensation, labour relations, performance assessment, compensation, promotion, recruitment, orientation, job analysis and selection. Quite a few researchers have looked into the influence of human resource practices on the performance of workers and some studies have shown a positive relationship between HRM practices and performance of workers (Innocenti, Peluso & Pilati, 2012). However, many previous research studies have focused on just one or 2 HR practices rather than a host of HR practices. The present research will fill this gap by focusing on a host of HR practices.

Human resource practices, as Guest (2011) pointed out, are very essential tools that have the ability to influence employees’ behaviour and attitudes, and their work performance. In their study of how HR practices affect perceived employee performance in a number of hospitals in Iran, Khatibi et al. (2012) found out that promotion and compensation related positively to employee work performance. However, performance appraisal negatively related to the work performance of workers. With regard to compensation, an attractive compensation package helps in improving workers’ job performance (Kehoe & Wright, 2013). Overall, workers who believe that their company actually compensates them well are inclined to be very much committed to their company. Guest (2011) reported that committed staffs usually demonstrate a high perceived job performance. Given that promotion practices have a positive influence on the job performance of workers, they should be used in helping workers develop their professional careers (Scheel, Rigotti & Mohr, 2014).

Recruitment and selection practices also have an effect on the workers’ perceived job performance, though this effect is really not very big (Kehoe & Wright, 2013). The HR practice of employee training has been shown to have a positive association with work performance of workers. Tiwari (2011) noted that employee training is critical in producing the human capital which the firm requires. As a result of training employees, skills in the staff members that are essential to do their job get developed. Whenever the HR department invests in employee training, the workers will feel indebted to the company and they would be able to improve their job performance. Therefore, as a HR practice, training of employees has a positive impact on the work performance of workers (Tiwari, 2011). Furthermore, career planning is an essential human resource. It is focused on motivating workers to accomplish the desired match between their individual aims and the firm’s objectives. Researchers have reported that career planning develops staffs, enabling them to improve their perceived work performance (Scheel, Rigotti & Mohr, 2014). This implies that there is a positive correlation between the two.

Role of the Researcher

In the data collection process, the researcher’s role would be to interview the study’s participants and obtain data from them that would be used to answer the research question. After data collection, the other role of the researcher is to analyze the findings and report them to the relevant stakeholders for use. The researcher will also have the role of mitigating bias and avoid viewing the collected data through a personal perspective or lens. To reduce bias, the researcher will ensure that all questions that are asked are in fact posed thoughtfully and asked in a manner that enables the interviewees to divulge their true feelings with no distortions (Dodou & de Winter, 2014). Since interviews would be conducted, an interview protocol would be used which would outline the techniques and procedures for carrying out the interviews (Johnson, 2016).

Participants

To gain access to the study’s participants who will be 7 in total, the researcher will first get in contact with a top executive in each of the companies through email communication or phone call. The researcher will then use this individual to recruit the relevant HR managers to take part in the study. In essence, the researcher will approach the company’s top executives and inform them about the research study and its purpose, and why their HR managers are crucial in helping to complete the study successfully. They will then be convinced to invite their HR managers to participate in the study. Once access to the participants has been gained, it would now be important to establish a working relationship with them.

The researcher will establish a working relationship with the participants by doing the following: being transparent and honest regarding both the purpose and nature of the study and not doing the research in a covert manner. The researcher will also develop relationships of trust and allow the study subjects to raise issues that they would like to talk about, even if it may not be related to the research study. The researcher would be straightforward and frank and seek the participants’ help. Moreover, before interviewing any participant, the researcher will always ask for permission.

To ensure that the ethical protection of participants is adequate, the methods that would be used by the researcher are anonymity and confidentiality. Confidentiality basically implies that the identity of the study subjects is known to the researcher but is actually protected from public exposure (Petrova, Dewing & Camilleri, 2016). The researcher would not include any identifying information such as addresses or names in the published reports. Anonymity implies that the investigator is unaware of the participants’ identity (Petrova, Dewing & Camilleri, 2016). In this study, although the researcher will have the names of the participants to schedule the interviews, those names would not be disclosed to third parties.

Moreover, the researcher will gain informed consent. The researcher will inform the study subjects about the nature of the research procedure, the benefits and risks, what they would be expected to do, their right to withdraw at whichever time, as well as their right to refuse to take part (Litwin, 2016). The geographical location of the participants is Colorado. The type of sampling technique that would be used is purposive sampling, which is essentially the calculated selection of a study subjects because of the attributes that they have (Guarte & Barrios, 2011). Using this purposive sampling method, 7 human resource managers in three national companies based in the state of Colorado would be selected and included in the study as respondents. The informants would be selected because they are HR managers and they would provide vital information with regard to human resources practices.

HR Practices and Employee Performance References

Cameron, R. (2011). Mixed methods research: The five Ps framework. Electronic Journal Of Business Research Methods, 9(2), 96-108.

Dodou, D., & de Winter, J. C. F. (2014). Social desirability is the same in offline, online and paper surveys: A meta-analysis. Computers in Human Behavior, 36(6):487–495. doi:10.1016/j.chb.2014.04.005.

Guarte, J., & Barrios, E. (2011). Estimation under purposive sampling. Communications In Statistics: Simulation & Computation, 35(2), 277-284. doi:10.1080/03610910600591610

Guest, D. (2011). Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21(1), 3–13

Innocenti, L., Peluso, A. M., & Pilati, M. (2012). The interplay between HR practices and perceived behavioural integrity in determining positive employee outcomes. Journal Of Change Management, 12(4), 399-415. doi:10.1080/14697017.2012.728763

Johnson, J. S. (2015). Broadening the application of mixed methods in sales research. Journal Of Personal Selling & Sales Management, 35(4), 334-345. doi:10.1080/08853134.2015.1016953

Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39(2), 366-391.

Khatibi, P., Asgharian, R., Saleki, Z. S., & Manafi, M. (2012). The effect of HR practices on perceived employee performance: A study of Iranian hospitals. Interdisciplinary Journal of Contemporary Research in Business, 4(4), 82-98

Litwin, J. (2016). Engagement shift: Informed consent in the digital era. Applied Clinical Trials, 25(6/7), 26-32.

Nadda, V., Rahimi, R., Dadwal, S., & Bhan Singh, U. (2014). Impact of HR practices on employee’s performance: Case of UK hotel industry. Journal Of Hospitality & Tourism, 12(2), 88-111.

Petrova, E., Dewing, J., & Camilleri, M. (2016). Confidentiality in participatory research. Nursing Ethics, 23(4), 442-454. doi:10.1177/0969733014564909

Scheel, T., Rigotti, T., & Mohr, G. (2014). Training and performance of a diverse workforce. Human Resource Management, 53(5), 749-772. doi:10.1002/hrm.21583

Tiwari, P. (2011). Impact of selected HRM practices on perceived employee performance: An empirical study. Global Management Journal, 3(1/2), 37-43.

Venkatesh, V., Brown, S. A., & Bala, H. (2013). Bridging the qualitative-quantitative divide: guidelines for conducting mixed methods research in information systems. MIS Quarterly, 37(1), 21-54.

Walden University. (2016). Definitions: social change. Retrieved from http://realpeople.waldenu.edu/learn_aboutsc_definitionsc.cfm.

Wood, S. (2011). Human resource management and performance. International Journal of Management Review, 1(4):367–413