Should you work with the analyst in the sales office to improve the sales compensation program or simply take all of the work under the HR office’s control to improve the program, and why?

For any company to prosper and excel in their field, department leaders should be willing and able to consult with each other and evaluate programs to better suit the organization. (SHRM, 2017) It is unfortunate that the sales analyst had avoided a discussion on the matter until an outside source was presented and informed the HR Director of the rules. Being that now I have gained the knowledge on what regulations are in place, I will communicate with the sales department of what is needed to make the compensation program more efficient and fair for our employees. Upon developing a basic outline of what the sales department needs, I will suggest to have the whole compensation program moved under the HR office’s control. A sales representative will be appointed to participate in any sales department related meetings to ensure their team’s wellness is our priority. 

Would you recommend consolidating all the compensation functions under one operational area of the organization? Why or why not?

Yes I do recommend to consolidate all the compensation functions under one area with trained specialists who handle different aspects of compensation. Such branches would include commission based, raises, bonses, exempt/non exempt employees, salary/hourly based staff, etc. (Dessler, 2017) This would be the best solution because we will have everything under one umbrella which facilitates issues that may arise and we can handle interdepartmentally. 

What alternative approaches might you consider to address your organization’s sales force compensation challenge?

An alternative I might consider is bringing an outside resource such as the friend who works at the World of Work Association and manages our certifications to teach us some background knowledge in sales force compensation programs that are already established and we can review. We should also establish a monthly meeting with each department leader to review unsatisfactory complaints from current employees and discuss ways we can increase engagement. With a combination of external resources, internal evaluations and discussions, and input from current employee’s, we are bound to create programs that will align our employees personal career goals with the organizational expectations. 

 

reply to the students response in 150 words minimum and provide 1 reference

question

Jason works for a car rental agency. Part of his religious observance is to pray several times per day.  He approaches Supervisor Jan with a request for two additional 10-minute breaks per day in order to engage in prayer.

Student response

  

It shall be unlawful employment practice for an employer—

1. To fail or refuse to hire or tp discharge an individual, or otherwise to discriminate against any individual with respect to his compensation, terms, conditions, or privileges of employment, because of such individual’s religion.

2. To limit, segregate, or classify his employees or applicants for  employment in a way which would deprive or tend to deprive any individual of employment opportunities or otherwise adversely affect his status as an employee because of such individual religion… [Title VII  of the Civil Rights Act of 1964, as amended; 42 U.S.C.

Title VII requires the employer the duty to reasonably accommodate the employee’s religions conflict unless to do so would cause the employer undue hardship. In this case, the employer prohibited all employees from expressing their religions views in any form. Which is clearly unlawful under the Title VII amendment…

Jason has the right to serve any religion in which he chooses. He also has the right to talk to fellow coworkers about joining him, however, if they resist, he must stop and not bother them again. According to the facts, he has gone well above that considering he bothered them daily and his coworkers have now complained to their supervisor. Now the supervisor must find a way accommodate Jason, if possible. If Jason is not with the employer/supervisor accommodations, he can be terminated. Jason was also creating an environment of religious harassment.

Also, there was no room/area for Jason or anyone else to use in private to worship the God. Which by law should be established. There should have been a private meeting to discuss the need for religious support within the company. This would have made a lot of things known up front and allowed the employer to properly provide the needed services for his team.   

A similar case would be the one with General Motors versus the employee where the employee wanted to form a Christian group, but no such group even existed at General Motors. Which led the court to side with General Motors, considering no such group were even established at that time.

Please give a response/feedback to both comments posted below.

Make sure you start your response by saying ” Hello Luejack”… “Hello Erica”

Comment  LUEJACK 1: 

How can Human Resources add organizational value?

First and foremost, I want to say I like the way that the OP frames the description of human capital within an organization as “optimizing the human potential of an organization.” I have heard/read this put several different ways. However, this was the first to really have sufficient emphasis on the employee’s growth to make an impact. This idea is exactly how HR can add organizational value to an institution – by being the catalyst for human capital growth and development.

More specifically, HR is intrinsically involved with the most important aspects of human capital management within an organization. This includes talent acquisition, the hiring process for an organization which is important for filling the various roles each company has available, but this should not be taken lightly. Further, HR is generally responsible for some kind of orientation or training within the organization, which will serve as a kind of first impression to the work of the new employee (Bretos, 2019).

Comment 2  Erica:

Recommend two strategies that an HR department can take to become a more valuable resource/organizational department?

A strategy that human resource can take to become more valuable to an organization is by being more available and this not because they hide behind a closed door.  But sometimes HR has so many things going on all at once that seeing or talking to HR can be difficult for employees.  I worked for a global organization that had a HR call center where employees can call in with basic questions such as benefit questions, employee assistance programs and if they could not answer the question because it was regarding payroll they would take the information and once they got an answer for the employees they would respond via email or phone call.  Find other ways of communication for a HR is a great strategy that will make them more valuable.

A second strategy that human resources can take to become more valuable is to focus on the culture of the organization.  Human resources seem to get so busy that they forget about maintaining the culture of an organization.  HR can help to ensure unity across the leadership team, coaching those at the top and making them aware of negative behaviors and how these impact the company as a whole (Luman, 2016).  I worked for an organization in the past that used their mission statement everywhere which was a great way to maintain the culture and its expectations.  For example, the mission statement was “Team work makes the dream work” you could find this statement in the break room, emails or company flyers.  Advertising culture is a great way to maintain it and ensure employees remember it.

Please select one of the following topics, and give your opinion about the impact it had on criminal justice policy. Submit a substantive main post that enables student colleagues to continue the discussion throughout the unit.

1) Tapia v. United States (2011)

REPLY TO MY CLASSMATE’S RESPONSE TO THE ABOVE QUESTIONS AND EXPLAIN WHY YOU AGREE? (A MINIMUM OF 125 WORDS or MORE)

                                                       CLASSMATE’S POST

In order to facilitate the administering of a drug treatment program the judge presiding over Tapia v. United States (2011) imposed a sentence of incapacitation by incarceration for a period of four years and three months. The judge justified the length of the sentence by indicating that the sentence was prolonged to ensure enough time was allotted for the completion of the drug treatment program. A review by the U.S. Court of Appeals resulted in the ruling of the lower court being upheld; however, certiorari was subsequently granted. Upon further review by the U.S. Supreme Court, in a unanimous decision by the Roberts Court, the ruling was cast in favor of Tapia indicating that a sentence may not be prolonged to accommodate the rehabilitation of a criminal offender (Tapia, n.d.).

Albeit there are rehabilitation options such as drug treatment, psychological therapy, and other prison programs that provide educational opportunities and technical training to assist with reintegration, the primary purpose for sentencing a criminal offender to incarceration is incapacitation. Incapacitation provides an effective measure to punish criminal offenders for egregious criminal offenses, holds habitual offenders accountable, and removes criminal offenders from society in order to protect the citizenry from further victimization (Gau, 2018; Schmalleger, 2016). Although there are rehabilitation options available while incapacitated through incarceration, many rehabilitation options are not mandatory and require the desired participation of the criminal offender to be successful. The U.S. Supreme Court case Tapia v. United States (2011) has provided that the imposing of a longer sentence of incarceration to allow rehabilitation efforts to take place is not a viable or acceptable course of action. As such, if time does not permit the successful application of rehabilitation options then rehabilitation may not be an option (Tapia, n.d.). The ruling of Tapia v. United States (2011) has resulted in the limitating of public policy in relation to the mandating of rehabilitation beyond the timeframe of the length of the sentence imposed (Gau, 2018).     

References

Gau, J. M. (2018). Criminal justice policy: Origins and effectiveness. New York, NY: Oxford University Press.

Tapia v. United States. (n.d.). Oyez. Retrieved October 11, 2019, from https://www.oyez.org/cases/2010/10-5400

 

reply to the students’ response and not the question  in 150 words minimum and provide 1 reference. Respond to the students response as though you are talking to them, use name 

question

 What can be done to motivate managers to ensure transfer of training?

Student response

 

Motivating managers to increase their performance is a never-ending task within the military.  Manager level leadership positions are routinely tasked with conducting a myriad of trainings throughout the year that are job specific and service branch wide required trainings that are typically an annual requirement. Needless to say, some manager level leaders are very effective in accomplishing these emergent taskers while others require some prodding or in extreme cases, micromanaging and complete oversight in order to get the trainings completed. In order to properly motivate these managers, there are several contingencies in place to monitor their performance and ultimately hold them accountable for the quality of work produced by their staff. 

Accountability, in my experience, is the primary motivator for ensuring that training I have provided is received by my subordinates and then monitored to determine any deficiencies and then readdress and target those specific areas of the training that the individual may not fully grasp or comprehend.  I constantly elicit feedback from whoever I’m training in order to trust but verify that they are retaining what they’ve been taught.  When the results of my training have a direct impact on my performance evaluations, which are the deciding factor for promotion,  I am going to exhaust my resources in ensuring that the transfer of learning has occurred.  In the text, Noe discusses the theory of transfer of learning in that it is “more likely to occur when the trainee works on tasks during training (e.g., knowledge, equipment, or processes) that are very similar, if not identical, to the work environment (near transfer)” (Noe, 2017, pg. 170).  I could not agree with this more.  For me personally, I have to learn this way with most things in order to become skilled at whatever the task may be.

 Additionally, Noe states that “boring lectures, lack of meaningful content in e-learning, training that doesn’t give employees the opportunity to practice and receive feedback—all demotivate trainees and make it difficult for them to learn and use what they learned on the job” (Noe, 2017, pg. 157).  I think everyone can universally relate to this statement.  The quality of trainer or facilitator has an immense impact on the outcome of information being retained by the students and if their delivery is coma inducing, the success rate of that course is going to be minimal.

Reference

Noe, R. A. (2017).  Employee Training & Development, 7e. McGraw-Hill Education.