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					BUS499 - BSBA Integrative Project
Module 1 - Background
The Financial Perspective


Required Readings


Greenhalgh, C. (2004) Building a Strategic Balanced Scorecard: Saatchi & Saatchi Complementary Case Study. Business Intellig
Measurements for Success. Retrieved July 20, 2010, from http://www.mystrategicplan.com/strategic-planning-topics/balanc
Niven, P. (N.D.) Financial perspective. EPM Review. Retrieved July 20, 2010, from http://www.epmreview.com/Resources/A
Robin, D. (ND) Vision, Mission and Values: Management Tools for Building a Better Workplace. Daniel Robin & Associates. Re
Optional Readings
American University of Beirut (N.D. Balanced Scorecard Initiative: Guidelines for Building a BSC. Retrieved July 20, 2010, from
Averson, P. (1998). What is the Balanced Scorecard? Balanced Scorecard Institute, a Strategy Management Group company.
QuickMBA (N.D.) The Business Vision and Company Mission Statements. Retrieved July 20, 2010, from http://www.quickmb
Sharma, P. (N.D.) Measuring Business strategy through balanced scorecard. Retrieved July 20, 2010, from http://www.scribd
Optional Supplemental Materials
Click here for optional supplemental enrichment materials.
 ntary Case Study. Business Intelligence Company. Retrieved July 20, 2010, from http://www.business-intelligence.co.uk/PDFdownloads
m/strategic-planning-topics/balanced-scorecard.shtml
ww.epmreview.com/Resources/Articles/Delivering-shareholder-value-growing-revenue-and-enhancing-productivity.html
 ce. Daniel Robin & Associates. Retrieved July 20, 2010, from http://www.abetterworkplace.com/027.html

BSC. Retrieved July 20, 2010, from http://www.aub.edu.lb/osm/scorecards/Documents/guidelines_for_building_a_bsc.pdf
gy Management Group company. Retrieved July 20, 2010, from http://www.balancedscorecard.org/basics/bsc1.html
 2010, from http://www.quickmba.com/strategy/vision/
20, 2010, from http://www.scribd.com/doc/5032771/Balanced-Scorecardfinancial-perspective
intelligence.co.uk/PDFdownloads/strat_bsc/Saatchisr.pdf

productivity.html



_building_a_bsc.pdf
sics/bsc1.html
BUS499 - BSBA Integrative Project
Module 1 - Case
The Financial Perspective

In Module 1, we begin our application of the Balanced Scorecard with a close look at the financial perspective.

    Robin, D. (ND) Vision, Mission and Values: Management Tools for Building a Better Workplace. Daniel Robin & Associate
So the balanced scorecard rests ultimately on corporate vision and mission – and ultimately, all organizations,
    MyStrategicPlan (N.D.) Balanced Scorecard: Performance Measurements for Success. Retrieved July 20, 2010, from http
As we noted, the financial perspective of the balanced scorecard defines the “bottom line” of the system. So he
    Niven, P. (N.D.) Financial perspective. EPM Review. Retrieved July 20, 2010, from http://www.epmreview.com/Resourc
There are any number of possible cases where we could begin. But let’s start in this case with an assessment o
    "Faced with a set of brutally tough choices in the Nineties, Saatchi & Saatchi’s leadership team defined a n
The article from which this summary is taken can be found here:
    Greenhalgh, C. (2004) Building a Strategic Balanced Scorecard: Saatchi & Saatchi Complementary Case Study. Business In
As your case assignment for this module, you are to carefully review this article, and then (in 3-4 pages) prepa
Assignment Expectations:
Your analysis should be structured in terms of the following four issues (you will be using essentially this same
    Introduction: What was the situation for Saatchi & Saatchi in the mid 1990s? The management team ad
    Analysis: How did the company categorize its different business units (agencies)? What strategies were c
    Conclusion: Did the financial strategies make sense for each given unit? Why or why not? Did the acquis
    Evaluation: Assuming that it would be best if the customer perspective strategies meshed with the financ


When your assignment is ready, send it in to CourseNet
  at the financial perspective. Actually, we need to start a bit further back, with the fundamental ideas of corporate vision

 rkplace. Daniel Robin & Associates. Retrieved July 20, 2010, from http://www.abetterworkplace.com/027.html
  ultimately, all organizations, whether they are designed to make a formal “profit” or not, hope to accrue more resources t
 Retrieved July 20, 2010, from http://www.mystrategicplan.com/strategic-planning-topics/balanced-scorecard.shtml
 om line” of the system. So here is a useful brief summary of the approach:
p://www.epmreview.com/Resources/Articles/Delivering-shareholder-value-growing-revenue-and-enhancing-productivity.html
 his case with an assessment of the use of the balanced scorecard in Saatchi & Saatchi, one of the premier advertising and
 s leadership team defined a new vision and global strategy and set stretching three-year financial goals. In this case stud


 lementary Case Study. Business Intelligence Company. Retrieved July 20, 2010, from http://www.business-intelligence.co.uk/PDFdownl
 and then (in 3-4 pages) prepare your analysis of how Saatchi & Saatchi implemented the balanced scorecard and its appar


be using essentially this same comparative evaluation framework for the first four modules of this course):
0s? The management team adopted an approach that was primarily two-pronged: the financial perspective and the custom
ncies)? What strategies were chosen for each unit? Saatch & Saatchi also adopted several strategies that related best to a
Why or why not? Did the acquisition by Publicis Groupe SA change the results of the BSC? Now that you have analyzed bot
ategies meshed with the financial strategies, do you think the customer perspective reinforces or conflicts with their financi
ental ideas of corporate vision and mission that underlie all effective business strategy. Here is a good brief introduction to



 pe to accrue more resources than they expend. So the financial (or “effectiveness”) perspective is the logical place to star
recard.shtml

ncing-productivity.html
of the premier advertising and “creative service” organizations (although they have certainly had their ups and downs over
ancial goals. In this case study, Paul Melter, Worldwide Director, CompaSS, explains how the balanced scorecard was use


ness-intelligence.co.uk/PDFdownloads/strat_bsc/Saatchisr.pdf
lanced scorecard and its apparent effects.


f this course):
cial perspective and the customer perspective. In terms of the financial perspective, what goals did the new leadership set
trategies that related best to a customer perspective. What were they?
ow that you have analyzed both "prongs", did the two approaches worked in synthesis or in conflict?
s or conflicts with their financial strategies? In your opinion (supported, of course, by your readings), was the implementa
 is a good brief introduction to this topic:



ctive is the logical place to start our consideration. But as we observed in the Course Overview and the Introduction to thi




 had their ups and downs over the last ten years or so. Here’s how this process has been described:
e balanced scorecard was used to turn ambitious strategic aspirations into operational reality."




oals did the new leadership set for the company?



readings), was the implementation done well or poorly?
ew and the Introduction to this module, all the perspectives or components are integrally related. So let’s take a good loo
ated. So let’s take a good look at the relationship of financial perspectives to the rest of the balanced scorecard before we
balanced scorecard before we dive into it specifically:
BUS499 - BSBA Integrative Project
Module 1 - SLP
The Financial Perspective

The purpose of the Session Long Project in TUI University courses is to give you the opportunity to explore the
For this course, the Project will take the form of putting together background from each of the perspectiv
The Module 1 assignment has two parts. First, you need to identify an organization to which you have access to at least som
For the second part of this assignment, consider the organization's mission and strategy from the perspective of its financial o
Assignment Expectations:


When you have thought about it and made your selection, please specify:

The name of your organization

What this organization does – its mission, vision and overall strategy

The access you have to information about this organization -- remember, you’ll need information about its finan


Once you’re reasonably clear on what’s involved, think about your organization and its finances, and then:


Identify at least three objectives for improving the organization's financial position, and show how they rela
For each objective, develop at least one meaningful performance measure (metric).
For each objective, identify at least one expected level of performance (target).
For each objective, identify at least one new action or program that needs to be developed to ensure successful


Here’s a table that you may wish to copy and fill in:


Objective Measure           Target      Action




When your assignment is ready, send it in to CourseNet
 pportunity to explore the applicability of the Module to your own life, work, and place in space and time, and to experimen
m each of the perspectives for a balanced scorecard approach to an organization or organizational unit with wh
u have access to at least some information concerning financial data; staffing and human resource systems; marketing and customer relat
e perspective of its financial operations (from your work on the case, your previous course work, and your background reading, you shoul




 nformation about its financial performance, marketing, internal operations, strategy, and management systems.


 s finances, and then:


 n, and show how they relate to the mission, vision and strategy of the organization.



 oped to ensure successful implementation of the organization's strategy (initiative).
ce and time, and to experiment with the Module to see how the otherwise academically rigorous presentation of a topic ma
organizational unit with which you are familiar. You’re not building a complete balanced scorecard -- that would be f
ms; marketing and customer relations; information systems; and operations. While most material on the Balanced Scorecard is written fr
ur background reading, you should be reasonably clear what such operations are). In this section of the assignment you’ll begin to identify




anagement systems.
ous presentation of a topic may, with more or less work and/or trauma, become "up close and personal". This is done in a
d scorecard -- that would be far beyond our current scope – but you’ll have a chance to see what goes into it and how it g
e Balanced Scorecard is written from the private, for-profit point of view, it’s perfectly possible to use this approach with public or non-pr
assignment you’ll begin to identify objectives and measures relevant to that perspective. If you’re unclear on just what objectives and me
nd personal". This is done in a number of different ways -- sometimes cumulative papers, sometimes practical hands-on e
what goes into it and how it gets put together into a coordinated whole. As in the cases, you’ll be drawing on your previo
his approach with public or non-profit organizations as well; click here for some guidance on how this can be done.
ear on just what objectives and measures are, here is a presentation that describes what they are and how to write them.
ometimes practical hands-on experimentation with a tool of some sort, sometimes reflections on a place of work or life. Th
u’ll be drawing on your previous course work to help.


ow to write them.
s on a place of work or life. The common thread is personal application, aimed at demonstrating a cumulative knowledge a
ting a cumulative knowledge and understanding of the course's material.
BUS499 - BSBA Integrative Project
Module 2 - Background
The Customer Service Perspective

Please note:

Whenever you have a link to an article in Proquest, such as the Gumbus & Lussier article in the Required Readings below, you
Required Readings
Gumbus, A. and Lussier, RN. (2006) Entrepreneurs use a balanced scorecard to translate strategy into performance measures
Kaplan, RS (2005) A Balanced Scorecard Approach To Measure Customer Profitability. Working Knowledge. Harvard Busines
Niven, P. (N.D.) Customer perspective. EPM Review. Retrieved May 17, 2010, from http://www.epmreview.com/Resources/

Optional Readings

Niven, PR (2008). Adapting the Balanced Scorecard to fit the public and nonprofit sectors. Retrieved May 17, 2010, from http

Optional Supplemental Materials
Click here for optional supplemental enrichment materials.
the Required Readings below, you must already be inside the Proquest Site for the link to work properly. To do this, you need to open a n

ategy into performance measures. Journal of Small Business Management. 44(3):407-426. Retrieved May 17, 2010, from http://proquest
king Knowledge. Harvard Business School. Retrieved May 17, 2010, from http://hbswk.hbs.edu/item/4938.html
www.epmreview.com/Resources/Articles/Customer-Perspective.html




etrieved May 17, 2010, from http://www.fovea.com/Demofiles/White%20Papers/CPM/BalancedScorecardForPublicAndNonprofitSectors
. To do this, you need to open a new window or tab in your browser (leaving your course window or tab open), go to the TUIU Library (ht

ay 17, 2010, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&




ardForPublicAndNonprofitSectors.pdf
b open), go to the TUIU Library (http://library.tuiu.edu) and click on the Proquest tab. You may need more than one click to bring up the

=29440&vname=PQD&RQT=309&did=1074432261&scaling=FULL&vtype=PQD&rqt=309&TS=1226877391&clientId=29440
ore than one click to bring up the main Proquest site. Once you have the Proquest site in this window, you can leave it open and return to

91&clientId=29440
ou can leave it open and return to your original window or tab where you had the course page open. At that point, you can click on the P
t that point, you can click on the Proquest link and it should open for you properly. Anytime you see a Proquest link (they are usually a co
roquest link (they are usually a couple of lines long) you will need to follow this procedure. It's a bit cumbersome, but it's the only way th
mbersome, but it's the only way that we can provide you with exact links to Proquest documents.
BUS499 - BSBA Integrative Project
Module 2 - Case
The Customer Service Perspective

The customer perspective of the balanced scorecard begins to trace the achievement of financial goals one step

    Niven, P. (N.D.) Customer perspective. EPM Review. Retrieved May 17, 2010, from http://www.epmreview.com/Resou
Analysis of customers sounds like a no-brainer – so obvious that it should be taken for granted. However, in pr
    Kaplan, RS (2005) A Balanced Scorecard Approach To Measure Customer Profitability. Working Knowledge. Harvard Bu
Our example in this case is an assessment of this aspect of the balanced scorecard in three small to medium siz
    Although 50 percent of Fortune 1000 companies currently use a balanced scorecard (BSC), few small busin
The article from which this summary is taken can be found here:
    Gumbus, A. and Lussier, RN. (2006) Entrepreneurs use a balanced scorecard to translate strategy into performance mea
As your case assignment for this module, you are to carefully review this article, and then (in 3-4 pages) prepa
Assignment Expectations:
Your analysis should be structured along the lines you’ve been using this far in these cases:
    Introduction: On what specific customer perspectives did each company focus, and what measures did e
    Analysis: In your opinion, are these measures truly "customer-centric" as described in the background re
    Conclusion: From the companies' point of view, do you think their effort to evaluate the business from th
    Evaluation: Identify at least one measure you would have included that they omitted. In other words, ho
        When your assignment is ready, send it in to CourseNet
ent of financial goals one step back – that is, to the customers and/or recipients of the services provided by the organizati

tp://www.epmreview.com/Resources/Articles/Customer-Perspective.html
en for granted. However, in practice, it’s actually particularly complicated – and therefore often done superficially or negle
 Working Knowledge. Harvard Business School. Retrieved May 17, 2010, from http://hbswk.hbs.edu/item/4938.html
d in three small to medium sized companies. Here’s how this process has been described:
orecard (BSC), few small businesses are using a BSC. A review of the literature finds no BSC papers in leading small busin


 e strategy into performance measures. Journal of Small Business Management. 44(3):407-426. Retrieved May 17, 2010, from http://proq
 and then (in 3-4 pages) prepare your analysis of how these companies implemented the balanced scorecard and its appar


ese cases:
cus, and what measures did each company use to ascertain how well it was meeting the goals implied by those specific pe
escribed in the background reading by Niven? Why or why not? Defend your position. Use your readings to help you dec
 evaluate the business from the customer's perspective was the KEY contributor to improved performance? If so, defend yo
ey omitted. In other words, how could you have improved on their approach?
ces provided by the organization whose resources support it. Here is a useful brief summary of the approach:


ten done superficially or neglected altogether in favor of memories, convenient abstractions, unshakeable prejudices, or ot
em/4938.html

 papers in leading small business/entrepreneurship journals. This article begins with a discussion of the BSC and why a sm


ed May 17, 2010, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=
 anced scorecard and its apparent effects.



als implied by those specific perspectives?
 your readings to help you decide whether the improved performance was due to viewing the company from the perspectiv
 performance? If so, defend your position. Or was another perspective more important? If so, which one was the KEY con
 of the approach:


 unshakeable prejudices, or other non-data-based strategic assumptions. Doing it right involves acknowledging the divers



ssion of the BSC and why a small business should use it. Three small to medium-sized enterprise (SME) case studies are p


entid=29440&vname=PQD&RQT=309&did=1074432261&scaling=FULL&vtype=PQD&rqt=309&TS=1226877391&clientId=29440




e company from the perspective of their potential, prospective, and/or present customers.
o, which one was the KEY contributor? Defend your position.
olves acknowledging the diversity of customers, their widely varying needs and resources, and the entire economic climate



prise (SME) case studies are presented, with a copy of their BSC, to illustrate how Hyde Park Electronics, Futura Industries


877391&clientId=29440
nd the entire economic climate within which they function. Kaplan, one of the gurus of the balanced scorecard, has an inte



 Electronics, Futura Industries, and Southern Gardens Citrus use a BSC to set strategy and align operations to achieve bre
alanced scorecard, has an interesting discussion setting forth both why this perspective is necessary and how complicated



align operations to achieve breakthrough results. Implications are, that like large businesses, SMEs can also benefit from u
ecessary and how complicated it can become:



, SMEs can also benefit from using a BSC. Entrepreneurs of SMEs can use the case studies to develop their own BSC to imp
o develop their own BSC to improve performance. Implications for practice and research are discussed.
discussed.
BUS499 - BSBA Integrative Project
Module 2 - SLP
The Customer Service Perspective


For Module 2, consider your organization's mission and strategy from the perspective of its potential, prospective, and presen

Assignment Expectations:


Once you’re reasonably clear on what’s involved, think about your organization and its customers/clients/users

     Identify at least three objectives for the organization's customer service perspective and show how th
     For each objective, develop at least one meaningful performance measure (metric).
     For each objective, identify at least one expected level of performance (target).
     For each objective, identify at least one new action or program that needs to be developed to ensure succe
     Comment briefly on the relationships of the customer service objectives that you've identified here to the f
     Finally, do you wish to make any changes to your Module 1 objective write-up in light of your Module 2 exp


Here’s a table that you may wish to copy and fill in (the boxes are expandable - take all the space you need to


Objecti Measur
               Target             Action
ve      e




Relatio
nships
to
other
objecti
ves

Revisions (if any) to Module 1
Objectives
Objecti
        Measur
ve/Mo            Target Action
        e
dule



   When your assignment is ready, send it in to CourseNet
potential, prospective, and present customers. In this section of the assignment you’ll begin to identify objectives and measures relevant




nd its customers/clients/users/service recipients/whatever-you-wish-to-call-them, and then:

perspective and show how they relate to the mission, vision and strategy of the organization.



be developed to ensure successful implementation of the organization's strategy (initiative).
you've identified here to the financial objectives that you identified in the Module 1 SLP assignment. How do they help to
p in light of your Module 2 experience?


ake all the space you need to be complete in your descriptions. No more than 2-3 pages should be necessary.)
objectives and measures relevant to that perspective. Refer back to this presentation on objectives if you need to.




gnment. How do they help to fulfill those objectives? If they don't (and they don't have to), what makes them more impo



uld be necessary.)
, what makes them more important than objectives that would relate to finances?
BUS499 - BSBA Integrative Project
Module 3 - Background
The Internal Business Process Perspective


Remember the earlier instructions about how to find article linked to Proquest (see Module 1 Backgr


Required Readings
CQI (2008) Introduction to Quality. The Chartered Quality Institute. Retrieved May 17, 2010, from http://www.thecqi.org/res
Meliones, Jon N.; Ballard, Richard; Liekweg, Richard; & Burton, William (2001, April). No mission (<-->) no margin: It's that sim
Niven, P. (N.D.) Internal Process perspective. EPM Review. Retrieved May 17, 2010, from http://www.epmreview.com/Reso
Optional Readings
McLean, SR. and Mahaffey, SM. (2000). Implementing a surgical balanced scorecard. Surgical Services Management. 6(1). 43-
The Chartered Quality Institute. Retrieved May 17, 2010, from http://www.thecqi.org//Knowledge-Hub/Qualityworld/
Sharma, MK and Bhagwat, R (2007). An integrated BSC-AHP approach for supply chain management evaluatio
Sharma, P. (N.D.) BSC – Internal business process perspective Retrieved May 17, 2010, from http://www.scribd.com/doc/503
Optional Supplemental Materials
Click here for optional supplemental enrichment materials.
quest (see Module 1 Background Readings)



0, from http://www.thecqi.org/resources/d2-1.shtml
 sion (<-->) no margin: It's that simple. Journal of Health Care. 27(3): 21-30. Retrieved May 17, 2010, from http://proquest.umi.com/pqdw
 ttp://www.epmreview.com/Resources/Articles/InternalProcess-Perspective.html

al Services Management. 6(1). 43-47. Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=6&startp
owledge-Hub/Qualityworld/
 chain management evaluation. Measuring Business Excellence . 11(3) 57ff. Retrieved May 17, 2010, from http://proques
m http://www.scribd.com/doc/5032773/Balanced-Scorecardinternal-process-perspective
m http://proquest.umi.com/pqdweb?vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=69282123&scalin



sid=1&vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=61696818&scaling=FULL&vtype=PQD&rqt=309&

17, 2010, from http://proquest.umi.com/pqdweb?vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=
&RQT=309&did=69282123&scaling=FULL&vtype=PQD&rqt=309&TS=1226871645&clientId=29440



ing=FULL&vtype=PQD&rqt=309&TS=1226873431&clientId=29440

d=29440&vname=PQD&RQT=309&did=1323780681&scaling=FULL&vtype=PQD&rqt=309&TS=1226873032&clientId=294
S=1226873032&clientId=29440
BUS499 - BSBA Integrative Project
Module 3 - Case
The Internal Business Process Perspective

The internal business process perspective of the balanced scorecard turns attention to the aspects of the organi

    Niven, P. (N.D.) Internal Process perspective. EPM Review. Retrieved May 17, 2010, from http://www.epmreview.com/
Analysis of business processes is closely bound up with the assessment of quality; in fact, most of the literature
    CQI (2008) Introduction to Quality. The Chartered Quality Institute. Retrieved May 17, 2010, from http://www.thecqi.or
Our example in this case is Duke Childrens’ Hospital in Raleigh-Durham NC. Here’s how this process has been
    The authors describe their experience in developing a strategy-focused organization using the balanced sco
The article from which this summary is taken can be found here:
    Meliones, Jon N.; Ballard, Richard; Liekweg, Richard; & Burton, William (2001, April). No mission (<-->) no margin: It's tha
As your case assignment for this module, you are to carefully review this article, and then (in 3-4 pages) prepa
Assignment Expectations:
Your analysis should be structured along the lines you’ve been using this far in these cases:
       Introduction: What process did Duke Children's Hospital follow in creating a balanced scorecard? Wh
       Analysis: In the balanced scorecard Duke University Children's Hospital developed, on what internal b
       Conclusion: Describe how the changes in its business processes affected both employees and custome
       Evaluation: Did Duke Children's Hospital do a good job in designing and using its balanced scorecard?
       When your assignment is ready, send it in to CourseNet
on to the aspects of the organization’s operations that are within the possibility of direct control by its managers and empl

 om http://www.epmreview.com/Resources/Articles/InternalProcess-Perspective.html
; in fact, most of the literature in this area is dominated by the vocabulary of the quality analysts. The Chartered Quality
 2010, from http://www.thecqi.org/resources/d2-1.shtml
e’s how this process has been described:
nization using the balanced scorecard methodology. They achieved this at Duke Children's Hospital by aligning the clinician


o mission (<-->) no margin: It's that simple. Journal of Health Care. 27(3): 21-30. Retrieved May 17, 2010, from http://proquest.umi.com/
and then (in 3-4 pages) prepare your analysis of how Duke Children’s Hospital implemented the balanced scorecard and it


ese cases:
ng a balanced scorecard? Why did the hospital decide to use the balanced scorecard to evaluate its stakeholder relationsh
developed, on what internal business process did the hospital focus? What measures were used? What changes were ma
d both employees and customers (patients); this involves considering multiple perspectives, both those of participants and
 using its balanced scorecard? Agree or disagree with the issue, then defend your position. Use your readings to help you
trol by its managers and employees. Here is a useful brief summary of the approach:


alysts. The Chartered Quality Institute offers a good overview of product and service quality concerns, and how they affect



ospital by aligning the clinicians and administrators around a single integrated platform that linked improving business pro


0, from http://proquest.umi.com/pqdweb?vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=69282123&s
 the balanced scorecard and its apparent effects.



uate its stakeholder relationships and its business processes? What was the reaction of the staff?
used? What changes were made in that business process?
both those of participants and those of stakeholders.
 Use your readings to help you decide whether the implementation was done well or poorly.
concerns, and how they affect customer loyalty and satisfaction (note the intersection of the Business Process and Custom



linked improving business processes with achieving quality clinical outcomes. By organizing in this manner, they reduced


PQD&RQT=309&did=69282123&scaling=FULL&vtype=PQD&rqt=309&TS=1226871645&clientId=29440
e Business Process and Customer Perspectives!). Here is a useful summary of this approach that meshes nicely with the in



in this manner, they reduced cost by $30 million and increased net margin by $15 million while improving outcomes and s
that meshes nicely with the internal business process perspective; although it does not explicitly mention the balanced sco



hile improving outcomes and staff satisfaction. This article describes a methodology to achieve strategic control of the org
citly mention the balanced scorecard, you should have no trouble applying its recommendations to your case analysis here



ve strategic control of the organization, increase the knowledge of key stakeholders, and transform the organization to op
ons to your case analysis here:



nsform the organization to optimize the organization's performance.
BUS499 - BSBA Integrative Project
Module 3 - SLP
The Internal Business Process Perspective

For Module 3, consider the organization's mission and strategy from the perspective of its internal business processes (from y

Assignment Expectations:
Once you’re reasonably clear on what’s involved, think about your organization and its business processes, and
Identify at least three objectives for improving the organization's internal business processes, and show h


For each objective, develop at least one meaningful performance measure (metric).
For each objective, identify at least one expected level of performance (target).
For each objective, identify at least one new action or program that needs to be developed to ensure successful
Comment briefly on the relationships of the process objectives that you've identified here to the finance objecti
Finally, do you wish to make any changes to your Module 1 or Module 2 objective write-ups in light of your Mod


Here’s a table that you may wish to copy and fill in (the boxes are expandable - take all the space you need to
Objective       Measure        Target      Action




Relationship
s to other
objectives

  Revisions (if any) to Module 1 and/or
          Module 2 Objectives
Objective/M
            Measure      Target   Action
odule




When your assignment is ready, send it in to CourseNet
 usiness processes (from your work on the case, your previous course work, and your background reading, you should be reasonably clear


usiness processes, and then:
rocesses, and show how they relate to the mission, vision and strategy of the organization.




ed to ensure successful implementation of the organization's strategy (initiative).
e to the finance objectives that you identified in the Module 1 SLP assignment and/or the customer service objectives that
ups in light of your Module 3 experience?


the space you need to be complete in your descriptions. No more than 2-3 pages should be necessary.)
ng, you should be reasonably clear what such business processes are). In this section of the assignment you’ll begin to identify objectives a




 tomer service objectives that you identified in the Module 2 SLP assignment. How do they help to fulfill those objectives?



necessary.)
 ou’ll begin to identify objectives and measures relevant to that perspective. Refer back to this presentation on objectives if you need to.




help to fulfill those objectives? If they don't (and they don't have to), what makes them more important than objectives th
tion on objectives if you need to.




e important than objectives that would relate to finance or customer service?
BUS499 - BSBA Integrative Project
Module 4 - Background
The Learning and Growth Perspective


Remember the earlier instructions about how to find article linked to Proquest (see Module 1 Backgr


Required Readings

Gumbus, A. & Johnson, S.D. (2003, July). The balanced scorecard at Futura Industries. Strategic Finance. 85(1). 36-42. Retriev
Kaplan, R.S. & Norton, D.P. (2004). Measuring the strategic readiness of intangible assets. Retrieved May 17, 2010, from http
Niven, P. (N.D.) Learning and Growth perspective. EPM Review. Retrieved May 17, 2010, from http://www.epmreview.com/

Optional Readings

Gray, D. (2004) Getting the Measure of Intangible Assets. Insight 2004. Chartered Institute of Management A
Sharma, P. (N.D.) BSC – learning and growth. Retrieved May 17, 2010, from http://www.scribd.com/doc/5032774/Balanced-

Optional Supplemental Materials

Click here for optional supplemental enrichment materials.
quest (see Module 1 Background Readings)




egic Finance. 85(1). 36-42. Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=6&startpage=-1&cl
etrieved May 17, 2010, from http://www.cma-slp.com/onlinelibrary/OL_English/Strategy%20Implementation/Management%20Account
om http://www.epmreview.com/Resources/Articles/Learning-and-Growth-Perspective.html




ed Institute of Management Accountants. Retrieved May 17, 2010, from http://www.cimaglobal.com/cps/rde/xchg/SID-0
ribd.com/doc/5032774/Balanced-Scorecardlearning-and-growth
st=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=370139621&scaling=FULL&vtype=PQD&rqt=309&TS=12267
ntation/Management%20Accounting/MeasuringTheStrategicReadinessofIntangibleAssets.pdf




obal.com/cps/rde/xchg/SID-0A82C289-98FE483F/live/root.xsl/6383_6630.htm
&vtype=PQD&rqt=309&TS=1226799369&clientId=29440
BUS499 - BSBA Integrative Project
Module 4 - Case
The Learning and Growth Perspective


The learning/growth perspective of the balanced scorecard presents some particularly interesting challenges. H


    Niven, P. (N.D.) Learning and Growth perspective. EPM Review. Retrieved May 17, 2010, from http://www.epmreview.
Part of the problem is that this perspective seems the most remote from the final payoffs in the financial area –
    Kaplan, R.S. & Norton, D.P. (2004). Measuring the strategic readiness of intangible assets. Retrieved May 17, 2010, from
Our example in this case is Futura Industries in Clearfield UT. They have implemented the balanced scorecard i
    “Most companies use the balanced scorecard (BSC) to focus on the financial aspects or the operational met
The article from which this summary is taken can be found here:
    Gumbus, A. & Johnson, S.D. (2003, July). The balanced scorecard at Futura Industries. Strategic Finance. 85(1). 36-42. R

As your case assignment for this module, you are to carefully review this article, and then (in 3-4 pages) prepa
Assignment Expectations:
Your analysis should be structured along the lines you’ve been using this far in these cases:
       Introduction: Why did Susan Johnson, Futura's President, emphasize the learning and growth perspec
       Analysis: What specifically does Futura measure, and what types of measurements do they use to eva
       Conclusion: Do you think these measures capture the full dimensions of the learning and growth persp
       Evaluation: What is your evaluation of Futura's approach? Does it make good business sense or do yo


       When your assignment is ready, send it in to CourseNet
larly interesting challenges. Here is a useful brief summary of the approach:


10, from http://www.epmreview.com/Resources/Articles/Learning-and-Growth-Perspective.html
 payoffs in the financial area – “touchy-feely” rather than good old hard-nosed management. Kaplan and Norton, the orig
ets. Retrieved May 17, 2010, from http://www.cma-slp.com/onlinelibrary/OL_English/Strategy%20Implementation/Management%20Acc
ented the balanced scorecard in an interesting way, apparently giving priority to the learning/growth perspective and expe
aspects or the operational metrics required by ISO quality certification. But that is not all one unique company uses the BS


 Strategic Finance. 85(1). 36-42. Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=6&startpage=

and then (in 3-4 pages) prepare your analysis of how Futura Industries implemented the balanced scorecard and its appar


ese cases:
e learning and growth perspective over the other balanced scorecard perspectives?
 surements do they use to evaluate the company's learning and growth?
 the learning and growth perspective as explained in the background materials from this module as well as previous ones?
e good business sense or do you think it could cause problems for the company? Agree or disagree with the issue, then de
. Kaplan and Norton, the originators of the balanced scorecard, have addressed this issue of how to measure the contribu
ementation/Management%20Accounting/MeasuringTheStrategicReadinessofIntangibleAssets.pdf
/growth perspective and expecting it to drive the others. Here’s how this process has been described:
e unique company uses the BSC for. At Futura Industries, President Susan Johnson built the enterprise's success over the


&vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=370139621&scaling=FULL&vtype=PQD&rqt=309&TS=1

anced scorecard and its apparent effects.




dule as well as previous ones? Support your answer with examples and citations.
sagree with the issue, then defend your position. Use the readings done so far to decide whether the implementation was
f how to measure the contribution of such intangible assets as human capital, information capital and organizational readin



enterprise's success over the past 3 years on the BSC's foundational level - the learning, innovation, and growth dimensio


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ether the implementation was done well or poorly.
pital and organizational readiness, pointing out how human capital is most useful when it is concentrated in key jobs invo



novation, and growth dimension. This dimension provides the building blocks that generate success in the remaining 3 qua
concentrated in key jobs involving internal processes that are critical to the achievement of the organization's strategy. Th



uccess in the remaining 3 quadrants: customer service, financial, and internal operations. And the results have followed: a
the organization's strategy. The article is fairly long and you don’t need to read it in detail, but it has some ideas that may



nd the results have followed: a 50% increase in revenue without adding personnel from 1996 to 1999. This organization is
but it has some ideas that may help you understand this case better:



6 to 1999. This organization is all about putting people first. So much so that the company of 300 ranks in the top 10 Fam
of 300 ranks in the top 10 Family Friendly Employers in Utah for the third year in a row. A look at how they have implemen
ok at how they have implemented the 4 quadrants of the BSC using the learning innovation, and growth dimension as thei
and growth dimension as their foundation is presented.”
BUS499 - BSBA Integrative Project
Module 4 - SLP
The Learning and Growth Perspective

For Module 4, consider your organization's mission and strategy from the perspective of its learning and growth
Assignment Expectations:
Once you’re reasonably clear on what’s involved, think about your organization and its learning and growth pro


Identify at least three objectives for improving the organization's learning and growth, and show how they
For each objective, develop at least one meaningful performance measure (metric).
For each objective, identify at least one expected level of performance (target).
For each objective, identify at least one new action or program that needs to be developed to ensure successful
Comment briefly on the relationships of the learning and growth objectives that you've identified here to the fin
Finally, do you wish to make any changes to your Module 1, 2, or 3 objective write-ups in light of your Module


Here’s a table that you may wish to copy and fill in (the boxes are expandable - take all the space you need to


Objective                  Measure           Target     Action




Relationships to other
objectives


Revisions (if any) to Module 1, 2, and/or 3 Objectives

Objective/Module           Measure           Target     Action




When your assignment is ready, send it in to CourseNet
 of its learning and growth (from your work on the case, your previous course work, and your background reading, you sho


s learning and growth processes, and then:


owth, and show how they relate to the mission, vision and strategy of the organization.



loped to ensure successful implementation of the organization's strategy (initiative).
ve identified here to the financial objectives that you identified in the Module 1 SLP assignment, the customer service objec
ps in light of your Module 4 experience?


all the space you need to be complete in your descriptions. No more than 2-3 pages should be necessary.)
r background reading, you should be reasonably clear what such activities are). In this section of the assignment you’ll be




nt, the customer service objectives you identified in Module 2, and/or the internal business process objectives you identifi



be necessary.)
on of the assignment you’ll begin to identify objectives and measures relevant to that perspective. Refer back to this pres




process objectives you identified in Module 3. How do they help to fulfill those objectives? If they don't (and they don't ha
ective. Refer back to this presentation on objectives if you need to.




f they don't (and they don't have to), what makes them more important than objectives that would relate to customer ser
t would relate to customer service, business processes, or financial operations?
BUS499 - BSBA Integrative Project
Module 5 - Background
Integration - Causal Chains and Strategy


Remember the earlier instructions about how to find article linked to Proquest (see Module 1 Backgr


Required Readings
Albright, T.; Davis, S.; & Hibbets, A. (2001, October). Tri-Cities Community Bank: A Balanced Scorecard Case. Strategic Financ
Silverthorne, S. (2008). Executing Strategy with the Balanced Scorecard. Retrieved May 17, 2010, from http://blogs.bnet.com
Optional Readings
Kaplan, RS & Norton, DP (1996). Linking the Balanced Scorecard to Strategy. California Management Review. 39(1):53-70. Ret
BSI (2007) Balance Scorecard Example for the regional Airline. Balanced Scorecard Institute. Retrieved May 17, 2010, from ht
Kaplan, R.S. & Norton, D.P. (2006). How to implement a new strategy without disrupting your organization. Retrieved May 1
Optional Supplemental Materials
Click here for optional supplemental enrichment materials.
quest (see Module 1 Background Readings)



d Scorecard Case. Strategic Finance, 83(4), 54-60.Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fm
 2010, from http://blogs.bnet.com/harvard/?p=397&tag=nl.e713

agement Review. 39(1):53-70. Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=6&startpage=-1
. Retrieved May 17, 2010, from http://www.balancedscorecard.org/Portals/0/PDF/Regional_Airline.pdf
ur organization. Retrieved May 17, 2010, from http://search.ebscohost.com/login.aspx?direct=true&db=bsh&AN=19707492&site=ehost
m/pqdweb?sid=1&vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=83040028&scaling=FULL&vtype=PQD



vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=10508873&scaling=FULL&vtype=PQD&rqt=309&TS=122

b=bsh&AN=19707492&site=ehost-live
040028&scaling=FULL&vtype=PQD&rqt=309&TS=1226794941&clientId=29440



LL&vtype=PQD&rqt=309&TS=1226803924&clientId=29440
BUS499 - BSBA Integrative Project
Module 5 - Case
Integration - Causal Chains and Strategy

The case for this module involves putting together all you have learned about setting objectives for each of the
But let's start with some practical advice. Here's a review of a recent book by Kaplan and Norton, the gurus of


     Silverthorne, S. (2008). Executing Strategy with the Balanced Scorecard. Retrieved May 17, 2010, from http://blogs.bnet.

Armed with your new sensitivity to implementation, you're now better equipped to look at an example. A few y


     Albright, T.; Davis, S.; & Hibbets, A. (2001, October). Tri-Cities Community Bank: A Balanced Scorecard Case. Strategic Fina

Basically, you are to carry out the case analysis described in the article, with some slight modifications to the q


Assignment Expectations:


What's referred to as "Case A" in the article tracks the initial implementation of the balanced scorecard through


     1. The first step is to categorize each of the performance measures in Table 2 as belonging to one of the
                       Internal Business
Learning/Growth                                  Customer Service      Financial
                            Processes
                                                                                   loan balances
                                                                          deposit
                                                                          balances
                                                                          non-interest
                                                                          income
2. Then, following the procedure described in Figure 1 of the article (p. 58), you are to connect these objectives


Once you've accomplished Case A, then you can move on to the second part of the assignment, Case B, which

1.


Review Table 3 in a comparative way and try to decide if there is evidence for the effectiveness of the balanced




2.


Then, to finish the analysis, review the relative performance of the five implementing branches in relation to th
3.


Conclude with a brief statement of advice that you might give to the board of the bank about the use of the bal




Write a well written paper addressing the above assignment, support your position and cite your sources appro


When your assignment is ready, send it in to CourseNet
objectives for each of the four perspectives, establishing measures and targets for them, and identifying action plans that
and Norton, the gurus of the balanced scorecard, that discusses implementation strategies. While the review is interesting


010, from http://blogs.bnet.com/harvard/?p=397&tag=nl.e713

k at an example. A few years ago, the journal Strategic Finance published a very interesting case describing the implemen


corecard Case. Strategic Finance, 83(4), 54-60.Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=

ght modifications to the questions posed in the article, as follows. Your complete analysis should involve 4-5 pages, respo




lanced scorecard through the establishment of the first set of objectives for each of the perspectives. As you'll see, Table 2


as belonging to one of the four perspectives (to start you off, we've put the three financial goals in the table already). Her




 connect these objectives and measures into two or more causal chains, indicating how the achievement of one objective


signment, Case B, which involves looking at the implementation of the balanced scorecard approach and its apparent cons




ctiveness of the balanced scorecard approach in terms of improving the key financial measures. Remember, the balanced




branches in relation to the information you have presented in the interviews about how the balanced scorecard was used i
k about the use of the balanced scorecard overall, and how it ought to be implemented to achieve maximum effectiveness,




d cite your sources appropriately.
 identifying action plans that might put them into effect. As we noted in the introduction to this module, the trick in puttin
While the review is interesting in its own right, even more interesting is the wide variety of reactions to it from readers th




 case describing the implementation of a balanced scorecard approach in a bank:


pqdweb?sid=1&vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=83040028&scaling=FULL&vtype=PQD&r

ould involve 4-5 pages, responding to the numbered points below.




pectives. As you'll see, Table 2 in the article (p. 57) presents a list of performance measures suggested by bank personnel


oals in the table already). Here’s a table that you can copy and paste into your paper that might be helpful toward this en




achievement of one objective leads to the potential achievement of another such that ultimately one or more of the financ


pproach and its apparent consequences. There are two sources of information available to you here: Table 3 (p. 59), which




res. Remember, the balanced scorecard was implemented in branches A-E , and not in branches F-J. To help you make th




balanced scorecard was used in each of the branches -- apparently, there were significant differences in implementation, a
hieve maximum effectiveness, citing appropriate information and data to support your argument.
this module, the trick in putting things together under the balanced scorecard involves creating "causal chains" linking tog
reactions to it from readers that follow the review; read through them quickly to get a sense of the diversity of opinions su




028&scaling=FULL&vtype=PQD&rqt=309&TS=1226794941&clientId=29440




suggested by bank personnel as intermediaries toward the achievement of the three main financial goals: loan balances,


ight be helpful toward this end:




tely one or more of the financial performance objectives are achieved. You can do this by drawing arrows, or if this is too c


u here: Table 3 (p. 59), which lists the before and after performance of each of the branches of the bank, and the intervie




hes F-J. To help you make this comparison, you can click here to access an Excel spreadsheet that presents the Table 3 d




ferences in implementation, and there are significant differences in the relative performance of the branches (A-E). Briefl
ing "causal chains" linking together the objectives in such a way that achieving one objective makes it possible to achieve
 of the diversity of opinions surrounding this topic.




nancial goals: loan balances, deposit balances, and non-interest income.




awing arrows, or if this is too complicated, by simply specifying the chain in order. As noted, Figure 1 shows one chain; it


s of the bank, and the interviews with bank personnel in each of the branches where the system was implemented (pp. 57




et that presents the Table 3 data for your use in this analysis. If you really get stuck in this process, you can click here to




 of the branches (A-E). Briefly describe the relative performance of these branches, and any conclusions you can draw ab
e makes it possible to achieve another in sequence. Thus, when we have a series of objectives defined for each of the pers




, Figure 1 shows one chain; it is highly recommended that you find two others rather than including this one as one of you


tem was implemented (pp. 57-59). Here's what you need to do to accomplish this part of the exercise:




 process, you can click here to access an augmented version of the spreadsheet that has already made some comparisons




y conclusions you can draw about how the system was implemented in each of them.
es defined for each of the perspectives, we should be able to start with actions to achieve objectives in the learning and gr




ncluding this one as one of your two. There are numerous possibilities. For each chain, please include a brief paragraph de


he exercise:




eady made some comparisons to help you out -- but you'll get more out of the case if you try to run the analysis on your o
jectives in the learning and growth domain and ultimately achieve objectives in the financial return/effectiveness domain.




e include a brief paragraph describing the logic of the chain, and why you see the objectives as connected in the way you




y to run the analysis on your own from the raw data. The important part is to present a brief but cogent analysis of the rel
return/effectiveness domain. Our case here gives you an opportunity to put together such causal chains and see how they




as connected in the way you do. You'll be graded on the effectiveness of your balanced scorecard logic, rather than on wh




but cogent analysis of the relative performance of the balanced scorecard branches versus the branches that did not use t
ausal chains and see how they might work.




recard logic, rather than on whether or not you happen to stumble on any one of the chains that occurred to your instructo




he branches that did not use the approach, using appropriate comparative numbers to support your argument.
that occurred to your instructor. This may seem like a somewhat daunting task, but it's actually kind of fu




ort your argument.
ally kind of fu
BUS499 - BSBA Integrative Project
Module 5 - SLP
Integration - Causal Chains and Strategy


You've put a lot of work into your analyses of the four perspectives. Now it’s time to put it all together! In this

The special trick, which you’ve seen in action in the case, is to construct one or more causal chains that relate
Assignment Expectations:
The first step is the construction of a consolidated table summarizing all your objectives, measures, targets, an
       BSI (2007) Balance Scorecard Example for the Regional Airline. Balanced Scorecard Institute. Retrieved May 17, 2010
Here’s a form that you may wish to copy and paste into your report and fill in:
                        Objective           Measure           Target      Action
Financial
Customer
Internal
Learning
Now you need to examine your causal chain(s) and consider them as statement(s) of organizational goals and t


List the strategic goal(s) being pursued and explain why they’re important to your organization.
Explain how the objectives you listed do or do not work to support each other and ultimately the strategic goal.
Identify any gaps in the causal chains and suggest ways that they might be filled by creating new objectives. S
Identify any objectives which do not serve to support the strategic goals and recommend either that they be eli
Briefly summarize the strategic action plan(s) implied by your causal chain(s). Who would need to do what, in
Finally, offer a concise summary of your overall experience trying to apply the balanced scorecard approach to


When your assignment is ready, send it in to CourseNet
t it all together! In this module, you’ll be preparing a report drawing on the SLPs from modules 1-4. The task is not to sim

usal chains that relate the objectives, starting with the most basic level (learning and growth) and leading to the most vi


, measures, targets, and action initiatives. This will then enable you to draw the arrows that make up the causal chains im
e. Retrieved May 17, 2010, from http://www.balancedscorecard.org/Portals/0/PDF/Regional_Airline.pdf




ganizational goals and the strategy necessary to reach those goals. As the remainder of this assignment, supplement the



ately the strategic goal.
ating new objectives. Specify what those objectives should be.
d either that they be eliminated or that an additional strategic goal be added. Support your recommendation.
uld need to do what, in what sequence?
scorecard approach to your organization – be honest; you won’t be graded up or down on your overall positive or negative
ules 1-4. The task is not to simply combine these documents, but to show how the business functions relate to each other

th) and leading to the most visible (financial/effect performance).


t make up the causal chains implicit in your objectives. You can find a dandy example to follow here:




s assignment, supplement the table you just prepared with a 2-3 page report discussing the following issues:




recommendation.


our overall positive or negative evaluation of the experience, but only on the quality of the thought that goes into your ana
functions relate to each other and lead to strategic action.




following issues:




hought that goes into your analysis. Explain your position carefully.
MGT412 - Human Res. Mgmt. & Law
Module 1 - Background
Discrimination and Retaliation (Race, Gender, Age, Religious, Disability


Course Materials / Bibliography

Module 1

Required Materials


Equal Employment Opportunity Commission. retrieved February 20, 2011, from www.eeoc.gov

Jacobs, R.. (2011, April). Disability discrimination, reasonable accommodation, and the modified commute. Employee Relatio

Lau, T. and Johnson, L., The Legal and Ethical Environment of Business, chapter 12: employment discrimination. Creative Com

Lavin, H., & DiMichele, E.. (2011, April). To reassign or not to reassign. Employee Relations Law Journal, 36(4), 100-105. Retri

Silverglate, S. H., & Paskievitch, B. S. (2008, Oct). Don't get mad, get even: practical strategies for dealing with retaliation clai

Optional Materials


Acton, R. (2007, February). Court ruling makes discrimination cases harder to win for employer. The Business Journal - Centra

EEOC Releases ADAAA Regs. (2009, November). HR Focus, 86(11), 2. Retrieved February 20, 2011, from ABI/INFORM Global.

Equal Employment Opportunity Commission. retrieved February 20, 2011, from www.eeoc.gov

Personnel Policy Service, Inc. Employer’s Quick Guide to HR Laws, retrieved February 20, 2011, from http://www.ppspublishe

Tobenkin, D. (2008, Aug). Not Norwegian enough. HRMagazine, 53(8), 91-95. Retrieved February 20, 2011, from http://pro

U. S. Equal Opportunity Commission Best practices of private sector employers. Retrieved February 20, 2011, from http://go
Religious, Disability)




ified commute. Employee Relations Law Journal, 36(4), 59-68. Retrieved February 20, 2011, from ABI/INFORM Global. (Document ID: 226

ment discrimination. Creative Commons, Jan. 2011. Retrieved on February 20, 2011, from http://www.flatworldknowledge.com/node/38

 aw Journal, 36(4), 100-105. Retrieved February 20, 2011, from ABI/INFORM Global. (Document ID: 2263011861). http://proquest.umi.co

es for dealing with retaliation claims by the plaintiff-employee. Defense Counsel Journal, 75(4), 388-400. Retrieved February 20, 2011, fro




yer. The Business Journal - Central New York, 21(8), 22. Retrieved February 20, 2011, from http://proquest.umi.com/pqdweb?did=12283

, 2011, from ABI/INFORM Global. (Document ID: 1889118451), http://proquest.umi.com/pqdweb?did=1889118451&sid=4&Fmt=3&clien




11, from http://www.ppspublishers.com/articles/#ADA

ebruary 20, 2011, from http://proquest.umi.com/pqdweb?did=1529898471&sid=10&Fmt=3&clientI d=29440&RQT=309&VName=PQD

February 20, 2011, from http://govinfo.library.unt.edu/npr/library/Best-Practices.htm.
NFORM Global. (Document ID: 2263011801). http://proquest.umi.com/pqdweb?did=2263011801&sid=1&Fmt=3&clientId=29440&RQT=3

latworldknowledge.com/node/386618.

3011861). http://proquest.umi.com/pqdweb?did=2263011861&sid=1&Fmt=3&clientId=29440&RQT=309&VName=PQD

. Retrieved February 20, 2011, from http://proquest.umi.com/pqdweb?did=1599479581&sid=20&Fmt=4&clientI d=29440&RQT=309&VN




uest.umi.com/pqdweb?did=1228363001&sid=39&Fmt=3&clientI d=29440&RQT=309&VName=PQD

1889118451&sid=4&Fmt=3&clientId=29440&RQT=309&VName=PQD




29440&RQT=309&VName=PQD
1&Fmt=3&clientId=29440&RQT=309&VName=PQD




09&VName=PQD

=4&clientI d=29440&RQT=309&VName=PQD
MGT412 - Human Res. Mgmt. & Law
Module 1 - Case
Discrimination and Retaliation (Race, Gender, Age, Religious, Disability

For your first case assignment, you will be experiencing the challenge of determining whether or not employee

The focus of this case assignment is on the American's with Disabilities Act (ADA), because it is an excellent exa


The journal article to read for this case --

Jacobs, R.. (2011, April). Disability Discrimination, Reasonable Accommodation, and the Modified Commute. Employee Relati

After reading the above article (and other information you have found), discuss the following:




1. You are a newly assigned HRM professional in your organization. Your boss has handed you this
Your boss is concerned with staying in compliance with the ADA while achieving high productivity, k

Use the Jacobs article as a spring board to your approach (since this is the focus of your boss' attent


2. After you have developed your policy and procedures section, discuss how you determined what


3. Would you issue a different document to your supervisors? Why or why not?


Submit this paper to CourseNet by the module due date. Paper length: 3-4 pages, not counting the cover and


Assignment Expectations:


Your paper should demonstrate critical thinking and analysis of the relevant issues and HRM actions, drawing u


Prepare a paper that is professionally presented (including a cover page, a "List of References," headings/subhe


Address all aspects of the assignment as stated above.


Provide private-sector employer examples of HRM programs, systems, processes and/or procedures as you add


Complement your Internet searching with library searches and be sure to bring in information from the backgro


Give authors credit for their work. Cite sources of borrowed information in the body of your text as footnotes, n
Religious, Disability)

 ing whether or not employee situations fall under specific laws. As we see in this article, courts are not even sure at times

, because it is an excellent example of the confusion that exists.




dified Commute. Employee Relations Law Journal, 36(4), 59-68. Retrieved February 13, 2011, from ABI/INFORM Global. (Document ID: 22

 iscuss the following:




r boss has handed you this article and asked you to read it and develop an ADA policy/procedures document fo
hieving high productivity, keeping costs in line and maintaining employee morale.

e focus of your boss' attention at this time).


how you determined what should go into a policy/procedures statement to employees. Did you lean on policie




es, not counting the cover and reference pages.




 s and HRM actions, drawing upon all of the required background readings and any relevant sources from your prior course


f References," headings/subheadings and a strong introduction and conclusion). Proofread your paper carefully for gramm




and/or procedures as you address the above assignment requirements. Provide the names of the employers. Note--do no


 information from the background readings. Evaluate resources and select only library/web-based resources that provide


ody of your text as footnotes, numbered end notes or APA style of referencing.
rts are not even sure at times how to interpret laws.




INFORM Global. (Document ID: 2263011801). http://proquest.umi.com/pqdweb?did=2263011801&sid=1&Fmt=3&clientId=29440&RQT=




cy/procedures document for your new Employee Handbook.




ees. Did you lean on policies/procedures of other employers? If so, which ones?




sources from your prior courses and your own library and Internet research.


your paper carefully for grammar, spelling and word-usage errors.




of the employers. Note--do not use your SLP organization as an employer example in your case paper.


-based resources that provide reliable, substantiated information.
=1&Fmt=3&clientId=29440&RQT=309&VName=PQD
MGT412 - Human Res. Mgmt. & Law
Module 1 - SLP
Discrimination and Retaliation (Race, Gender, Age, Religious, Disability)
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives




In this assignment, we will be taking a close-up look at the protection employees have against retaliation fo

In that process, you should become familiar with the Equal Employment Opportunity Commission's webpag

Please address each of the following:

l. Does Title VII have an anti-retaliation provision? If so, what does it cover? Could you provide two examp

2. What other laws have anti-retaliation provisions? Please discuss. Please provide one example of an emp


3. What are the overall responsibilities of the EEOC? What specifically is its responsibility when a retaliatio



Turn in this paper to CourseNet by the module due date. Paper length: 2-3 pages, not counting the cover an

Assignment Expectations:


Prepare a paper that is professionally presented (including a cover page, a "List of References," headings/su

Address all aspects of the assignment as stated above.

Complement your Internet searching with library searches and be sure to bring in information from the bac

Give authors credit for their work. Cite sources of borrowed information in the body of your text as footno
s have against retaliation for filing discrimination claims.

unity Commission's webpage and the wealth of information available there for employers (www.eeoc.gov). Do not feel you need to limit




uld you provide two examples of employer actions that might be viewed as retaliation under Title VII?

vide one example of an employer action that might be viewed as adverse action (retaliation) under each law that you mention.


ponsibility when a retaliation claim is received?



s, not counting the cover and reference pages.




of References," headings/subheadings, and a strong introduction and conclusion). Proofread your paper carefully for grammar, spelling a




n information from the background readings. Evaluate resources and select only library/web-based resources that provide reliable, subst

body of your text as footnotes, numbered end notes or APA style of referencing.
ov). Do not feel you need to limit your response to just the eeoc.gov website, however.




h law that you mention.




r carefully for grammar, spelling and word-usage errors.




ources that provide reliable, substantiated information.
MGT412 - Human Res. Mgmt. & Law
Module 2 - Background
Hiring Practices (Interview Questions, Tests, Background Checks, Drug


Module 2

Required Materials


Frase, Martha J. (2007, Dec). Smart selections. HRMagazine, 52(12), 63-67. Retrieved February 20, 2011, from http://proqu

Hiring right, finding the faces that fit. (Feb. 13, 2011). HR Management (1) retrieved February 20, 2011, from http://www.hr

Meinert, D.. (2011, February). Seeing behind the mask. HRMagazine, 56(2), 31-32,34,36-37. Retrieved February 20, 2011, fro

Schloss, L. M. & Lahr, J. G. (2008, Winter). Watch your back: smart hiring & proper background checks. Employee Relations La

Thelen, J. B. (2009, December). Is that a threat? HRMagazine 54 (12), 61-63. Retrieved February 20, 2011, from http://proq

Winn, E. (Sept.-Oct. 2003) Employee crime and employer punishment,” Progressive rentals, 40-43. Retrieved Feb. 20, 2011 fr

Optional Materials


Calvasina, G.E., Calvasina, R.V., and Calvasina, E.J. (2008). The U.S. Supreme Court and HR decision making. Allied Academies

Criminal background checks: Hansen, F.. (2010, February). Burden of proof. Workforce Management, 89(2), 27-28,30,32-33.

Finding and keeping superstar employees. (2008) Small Business for Dummies (3rd ed.). Hoboken, 267-294. Retrieved Febru

How two Supreme Court decisions may affect employment discrimination. (2009, October). HR Focus, 86(10), 11,13. Retrieve

Johnson, Pamela R, Lewis, Kathryn, & Gardner, Susan. (1995). Fire me? Bang! Bang! You're dead! Journal of Managerial Psych

Krell, E. (2007, Dec). Unmasking illegal workers. HRMagazine, 52/12, 48-52. Retrieved February 20, 2011, from http://proqu

Leonard, B.. (2010, April). Researchers: Stolen identities often slip through e-verify. HRMagazine, 55(4), 11. Retrieved Februa

Lewis, K. & Gardner, S. (2000). Looking for Dr. Jekyll but hiring Mr. Hyde: Preventing negligent hiring, supervision, retention, a

Personnel Policy Service, Inc. Employer’s Quick Guide to HR Laws, retrieved February 20, 2011, from http://www.ppspublishe

Roberts, B.. (2010, December). Backgrounds to the foreground. HRMagazine: SHRM's 2011 HR Trend Book, 55(12), 46-48,50-
Zeidner, R. (2007, Oct). How deep can you probe? HRMagazine, 52/10, 57-62. Retrieved February 20, 2011, from http://pro
round Checks, Drug-Testing, Illegal Workers)




uary 20, 2011, from http://proquest.umi.com/pqdweb?did=1394909441&sid=8&Fmt=3&clientId =29440&RQT=309&VName=PQD

ary 20, 2011, from http://www.hrmreport.com/article/Hiring-right-Finding-the-faces-that-fit/

 Retrieved February 20, 2011, from ABI/INFORM Global. (Document ID: 2251277611). http://proquest.umi.com/pqdweb?did=225127761

nd checks. Employee Relations Law Journal, 34(3), 46-72. Retrieved February 20, 2011, from http://proquest.umi.com/pqdweb?did=159

bruary 20, 2011, from http://proquest.umi.com/pqdweb?index=16&sid=2&srchmode=3&vinst=PROD&fmt=3&startpage=-1&clientid=294

, 40-43. Retrieved Feb. 20, 2011 from http://www.rtohq.org/rent-to-own/files/backgroundcheck.pdf




ecision making. Allied Academies International Conference. Academy of Legal, Ethical and Regulatory Issues. Proceedings, 12(2), 2-6. Retr

nagement, 89(2), 27-28,30,32-33. Retrieved February 20, 2011, from ABI/INFORM Global. (Document ID: 1967131281). http://proquest.u

oboken, 267-294. Retrieved February 20, 2011, (Document ID: 1487716611), from http://proquest.umi.com/pqdweb?did=1487716611&

 HR Focus, 86(10), 11,13. Retrieved February 20, 2011, from ABI/INFORM Global. (Document ID: 1868476921), http://proquest.umi.com

dead! Journal of Managerial Psychology, 10(7), 28. Retrieved February 20, 2011, from ABI/INFORM Global. (Document ID: 6986449). http

uary 20, 2011, from http://proquest.umi.com/pqdweb?did=1394909421&sid=1&Fmt=3&clientId=29440&RQT=309&VName=PQD

azine, 55(4), 11. Retrieved February 20, 2011, from ABI/INFORM Global. (Document ID: 2007001891). http://proquest.umi.com/pqdweb?

nt hiring, supervision, retention, and training. Hospital Topics, 78(1), 14-22. Retrieved February 20, 2011, from ProQuest Medical Library.

11, from http://www.ppspublishers.com/articles/#ADA

HR Trend Book, 55(12), 46-48,50-51. Retrieved February 20, 2011, from ABI/INFORM Global. (Document ID: 2203544231). http://proque
ebruary 20, 2011, from http://proquest.umi.com/pqdweb?did=1341800941&sid=12&Fmt=3&clientI d=29440&RQT=309&VName=PQD
 0&RQT=309&VName=PQD




umi.com/pqdweb?did=2251277611&sid=2&Fmt=3&clientId=29440&RQT=309&VName=PQD

 quest.umi.com/pqdweb?did=1598541571&sid=18&Fmt=3&clientI d=29440&RQT=309&VName=PQD

mt=3&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=1907186051&scaling=FULL&ts=1263767211&vtype=PQD&aid=2&rqt=




sues. Proceedings, 12(2), 2-6. Retrieved February 20, 2011, from http://proquest.umi.com/pqdweb?did=1639028781&sid=1&Fmt=3&clie

D: 1967131281). http://proquest.umi.com/pqdweb?did=1967131281&sid=4&Fmt=3&clientId=29440&RQT=309&VName=PQD

 com/pqdweb?did=1487716611&sid=9&Fmt=3&clientId=29440&RQT=309&VName=PQD

76921), http://proquest.umi.com/pqdweb?did=1868476921&sid=1&Fmt=3&clientId=29440&RQT=309&VName=PQD

bal. (Document ID: 6986449). http://proquest.umi.com/pqdweb?did=6986449&sid=2&Fmt=3&clientId=29440&RQT=309&VName=PQD

0&RQT=309&VName=PQD

ttp://proquest.umi.com/pqdweb?did=2007001891&sid=10&Fmt=3&clientId=29440&RQT=309&VName=PQD

1, from ProQuest Medical Library. (Document ID: 57313786). http://proquest.umi.com/pqdweb?did=57313786&sid=2&Fmt=3&clientId=2




nt ID: 2203544231). http://proquest.umi.com/pqdweb?did=2203544231&sid=2&Fmt=3&clientId=29440&RQT=309&VName=PQD
9440&RQT=309&VName=PQD
767211&vtype=PQD&aid=2&rqt=309&TS=1263767285&clientId=29440&cc=1&TS=1263767285




=1639028781&sid=1&Fmt=3&clientId =29440&RQT=309&VName=PQD

QT=309&VName=PQD




&VName=PQD

29440&RQT=309&VName=PQD




313786&sid=2&Fmt=3&clientId=29440&RQT=309&VName=PQD




&RQT=309&VName=PQD
MGT412 - Human Res. Mgmt. & Law
Module 2 - Case
Hiring Practices (Interview Questions, Tests, Background Checks, Drug-Testing, Illegal Workers)
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives

For this case assignment, begin by reading the following two articles concerning background checks:

Meinert, D.. (2011, February). Seeing beind the mask. HRMagazine, 56(2), 31-32,34,36-37. Retrieved February 20

Winn, E. (Sept.-Oct. 2003) “Employee Crime and Employer Punishment,” Progressive Rentals, 40-43. Retrieved Fe

Discuss the important issues presented in these two articles.

What expert recommendations would you make to private-sector organizations deciding whether or not to condu

What negative results could happen if background screening isn't conducted? What does the term "negligent hiri

What specific laws governing the private sector should human resource managers be knowledgeable of concernin

Turn in this paper to CourseNet. Paper length: 3-4 pages, not counting the cover and reference pages.

Assignment Expectations:

Prepare a paper that is professionally presented (including a cover page, a "List of References," headings/subhead

Address all aspects of the assignment as stated above.

Provide private-sector employer examples of HRM programs, systems, processes and/or procedures as you addre

Complement your Internet searching with library searches and be sure to bring in information from the backgroun

Give authors credit for their work. Cite sources of borrowed information in the body of your text as footnotes, nu
 legal Workers)


 background checks:

 ,34,36-37. Retrieved February 20, 2011, from ABI/INFORM Global. (Document ID: 2251277611). http://proquest.umi.com/pqdweb?did=2

essive Rentals, 40-43. Retrieved Feb. 20, 2011 from http://www.rtohq.org/rent-to-own/files/backgroundcheck.pdf




 deciding whether or not to conduct investigations or other pre-employment inquiries of employees?

What does the term "negligent hiring" mean and why might it apply when thorough background screening isn't conducted?

 rs be knowledgeable of concerning screening pre-hires? Why?

  and reference pages.




of References," headings/subheadings and a strong introduction and conclusion). Proofread your paper carefully for grammar, spelling an




 s and/or procedures as you address the above assignment requirements. Provide the names of the employers.

 n information from the background readings. Evaluate resources and select only library/web-based resources that provide reliable, subst

 body of your text as footnotes, numbered end notes or APA style of referencing.
proquest.umi.com/pqdweb?did=2251277611&sid=2&Fmt=3&clientId=29440&RQT=309&VName=PQD




g isn't conducted?




carefully for grammar, spelling and word-usage errors.




ources that provide reliable, substantiated information.
MGT412 - Human Res. Mgmt. & Law
Module 2 - SLP
Hiring Practices (Interview Questions, Tests, Background Checks, Drug-Testing, Illegal Workers)
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives


In this SLP assignment, you are asked to respond to the questions as a fourth "leading expert in the recruiting/staf

Hiring right, finding the faces that fit. (Feb. 13, 2011). HR Management (1) retrieved February 20, 2011, from http

The five questions that you will be responding to are in the above article. Please state each question in your pape




Turn in this paper to CourseNet by the module due date. Paper length: 2-3 pages, not counting the cover and refe

Assignment Expectations:

Prepare a paper that is professionally presented (including a cover page and a "List of References"). Proofread you

Address all aspects of the assignment as stated above.

Complement your Internet searching with library searches and be sure to bring in information from the backgroun

If you pull ideas from other authors, give them credit for their work. Cite sources of borrowed information in the
legal Workers)




ading expert in the recruiting/staffing field." There are responses from three others in the article below:

eved February 20, 2011, from http://www.hrmreport.com/article/Hiring-right-Finding-the-faces-that-fit/

e state each question in your paper and then provide your response to each. (Try to keep to about the same length as the other response




s, not counting the cover and reference pages.




ist of References"). Proofread your paper carefully for grammar, spelling and word-usage errors.




n information from the background readings. Evaluate resources and select only library/web-based resources that provide reliable, subst

s of borrowed information in the body of your text as numbered end notes (linking to the source with the same number in your "List of R
ame length as the other responses.)




ources that provide reliable, substantiated information.

he same number in your "List of References").
MGT412 - Human Res. Mgmt. & Law
Module 3 - Background
Discipline, Suspension & Termination (Handbooks, Wrongful Discharge


Module 3

Required Materials


Diedrich, Elaine. (2008, Feb 20). Firing the right way. Pittsburgh Post-Gazette, p. E8. Retrieved February 20, 2011, from http

Miletsky, R. J. (2008, Nov). How to avoid claims and lawsuits when hiring and firing employees at will. Contractor's Business

Ramsey, R. D. (1998, Feb). Guidelines for the progressive discipline of employees. SuperVision, 59(2), 10-13. Retrieved Febr

Whitlock, D.. (2010, October). Discipline and termination: Employment law blocking and tackling. Construction Distribution, 1

Why you need to take more care with workplace investigations. (2009, December). HR Focus, 86(12), 6-7,10. Retrieved Febru

Optional Materials


Bing, Stanley. (2007, Jul 23). A tale of three firings. Fortune, 156(2), 210. Retrieved February 20, 2011, from http://proquest.

Hirschman, C. (2003, Feb). Off-duty, out of work. HRMagazine, 48(2), 50-56. Retrieved February 20, 2011, from http://proqu

Ideas for dealing with 'difficult' employees. (2009, November). HR Focus, 86(11), 3-4. Retrieved February 20, 2011, from ABI/

‘Lectric Law Library’s Stacks, The rights of employees, retrieved February 20, 2011, from http://www.lectlaw.com/files/emp0

Personnel Policy Service, Inc. Employer’s quick guide to HR laws, retrieved February 20, 2011, from http://www.ppspublisher

Twitter is the latest electronic tool with workplace pros and cons. (2009, August). HR Focus, 86(8), 8-9. Retrieved February 20
Wrongful Discharge, Procedural issues)




 ved February 20, 2011, from http://proquest.umi.com/pqdweb?did=1431806041&sid=2&Fmt=3&clientId =29440&RQT=309&VName=PQ

ees at will. Contractor's Business Management Report, 11(1), 1-5. Retrieved February 20, 2011, from http://proquest.umi.com/pqdweb?

 ion, 59(2), 10-13. Retrieved February 20, 2011, from http://proquest.umi.com/pqdweb?did=25717821&sid=4&Fmt=3&clientId=2 9440&

 kling. Construction Distribution, 13(4), 52. Retrieved February 20, 2011, from ABI/INFORM Trade & Industry. (Document ID: 2184142161

us, 86(12), 6-7,10. Retrieved February 20, 2011, from ABI/INFORM Global. (Document ID: 1906590411), http://proquest.umi.com/pqdwe




 y 20, 2011, from http://proquest.umi.com/pqdweb?did=1301936091&sid=1&Fmt=3&clientId =29440&RQT=309&VName=PQD

ruary 20, 2011, from http://proquest.umi.com/pqdweb?did=286023891&sid=13&Fmt=3&clientId =29440&RQT=309&VName=PQD

eved February 20, 2011, from ABI/INFORM Global. (Document ID: 1889118501), http://proquest.umi.com/pqdweb?did=1889118501&sid

p://www.lectlaw.com/files/emp08.htm

1, from http://www.ppspublishers.com/articles/#ADA

 86(8), 8-9. Retrieved February 20, 2011, from ABI/INFORM Global. (Document ID: 1803046161), http://proquest.umi.com/pqdweb?did=
Id =29440&RQT=309&VName=PQD

tp://proquest.umi.com/pqdweb?did=1591191631&sid=3&Fmt=3&clientId =29440&RQT=309&VName=PQD

&sid=4&Fmt=3&clientId=2 9440&RQT=309&VName=PQD

ustry. (Document ID: 2184142161). http://proquest.umi.com/pqdweb?did=2184142161&sid=3&Fmt=3&clientId=29440&RQT=309&VNam

http://proquest.umi.com/pqdweb?did=1906590411&sid=3&Fmt=3&clientId=29440&RQT=309&VName=PQD




RQT=309&VName=PQD

40&RQT=309&VName=PQD

m/pqdweb?did=1889118501&sid=4&Fmt=3&clientId=29440&RQT=309&VName=PQD




/proquest.umi.com/pqdweb?did=1803046161&sid=2&Fmt=3&clientId=29440&RQT=309&VName=PQD
&clientId=29440&RQT=309&VName=PQD
MGT412 - Human Res. Mgmt. & Law
Module 3 - Case
Discipline, Suspension & Termination (Handbooks, Wrongful Discharge, Procedural issues)
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
This assignment provides an example of one way a union-free company handled their process of disciplining/disch

Begin by reading

Whitlock, D.. (2010, October). Discipline and Termination: Employment Law Blocking and Tackling. Construction D

Then read the following situation:

Susan was hired on January 12, 2010, as a mail delivery person for Val-Tech, a security surveillance company. She




Val-Tech had a policy of progressive discipline that included verbal and written warnings, followed by suspension




Not long after starting her hob at Val-Tech, Susan announced she was pregnant. She frequently had to take time

On March 3 Susan began having severe pain at work. She went to the bathroom and suffered a miscarriage. Whe




Susan returned to work the next Monday but was still in pain. After work she went to the hospital for an ultrasou




Her ultrasound revealed she needed to have immediate surgery. Susan called Val-Tech to advise them of her situ




Susan returned to work the following day, March 8, and was taken into a boardroom, where her supervisor told h




The note in the file read: Reason for dismissal: "poor performance, absenteeism."
The company said it decided to terminate Susan's employment because of excessive absenteeism and poor job pe




Please discuss whether or not the terms wrongful discharge, employment-at-will, and progressive discipline apply

Critique this situation and make a determination whether or not Susan's termination was appropriate.

Are there any processes, procedures, policies that you recommend changing for the future for Val-Tech? Why?

In your discussion be sure to bring in HRM terminology, legal terminology, and any other relevant information fro


Turn in this paper to CourseNet by the module due date. Paper length: 3-4 pages, not counting the cover and ref

Assignment Expectations:

Prepare a paper that is professionally presented (including a cover page, a "List of References," headings/subhead

Address all aspects of the assignment as stated above.

Provide private-sector employer examples of HRM programs, systems, processes and/or procedures as you addre

Complement your Internet searching with library searches and be sure to bring in information from the backgroun

Give authors credit for their work. Cite sources of borrowed information in the body of your text as footnotes, nu
  their process of disciplining/discharging an employee.




cking and Tackling. Construction Distribution, 13(4), 52. Retrieved February 20, 2011, from ABI/INFORM Trade & Industry. (Document ID:




ecurity surveillance company. She asigned a Receipt of Employee Handbook form that confirmed she had received several company polic




warnings, followed by suspension and ultimately termination. It also specified serious misconduct could lead to immediate dismissal. The




  She frequently had to take time off during the day to go to doctor's appointments and in most cases she had the absences approved by h

m and suffered a miscarriage. When she told her supervisor, the supervisor was understanding and offered to take her to the hospital. Ho




 ent to the hospital for an ultrasound, but was told she would have to come in the following morning. She informed Val-Tech of her appoi




 al-Tech to advise them of her situation. She ended up having the surgery at 3 a.m., on March 7 and spent the day recovering. She didn't




 oom, where her supervisor told her "your services are no longer required." She was then escorted out the door.
ssive absenteeism and poor job performance. The company said she was often late because of sleeping in and she had been absent nine




l, and progressive discipline apply to the case.

ation was appropriate.

the future for Val-Tech? Why?

ny other relevant information from your research and readings that pertain to this case.


es, not counting the cover and reference pages.




of References," headings/subheadings and a strong introduction and conclusion). Proofread your paper carefully for grammar, spelling an




s and/or procedures as you address the above assignment requirements. Provide the names of the employers.

n information from the background readings. Evaluate resources and select only library/web-based resources that provide reliable, subst

body of your text as footnotes, numbered end notes or APA style of referencing.
 Trade & Industry. (Document ID: 2184142161). http://proquest.umi.com/pqdweb?did=2184142161&sid=3&Fmt=3&clientId=29440&RQ




 d received several company policies deaing with issues such as illness and discipline. The Handbook also stated that the first three month




 lead to immediate dismissal. The attendance policy required a doctor's note from employees who were absent for three consecutive day




he had the absences approved by her supervisor and she made up the time by working through her lunch hours. Her supervisor told her s

ed to take her to the hospital. However, Susan opted to have her partner pick her up and take her. The supervisor told her to rest over t




he informed Val-Tech of her appointment.




nt the day recovering. She didn't call Val-Tech to update her status, though she believed her supervisor had told her to take the day off if
in and she had been absent nine times in the two months she worked there. She was also frequently emotional at work, the company sa




carefully for grammar, spelling and word-usage errors.




ources that provide reliable, substantiated information.
id=3&Fmt=3&clientId=29440&RQT=309&VName=PQD




o stated that the first three months of employment was a probationary period and that employees could be discharged with or without re




e absent for three consecutive days and allowed five paid sick days a year, which couldn't be banked.




h hours. Her supervisor told her she didn't need a note for these absences.

 supervisor told her to rest over the weekend and she would see Susan next week.




had told her to take the day off if she had surgery. However, Val-Tech considered this an unreported absence.
motional at work, the company said, which affected her ability to concentrate and learn her tasks and also distracted her co-workers. The
d be discharged with or without reason during that time.
so distracted her co-workers. The company also said she had been spoken to about wearing jeans to the office, but still did, and she spen
e office, but still did, and she spent too much time on her cell phone. According to the company, Susan had been verbally warned about
had been verbally warned about the jeans, the cell phone and her absences. Susan denied any of this had been discussed.
ad been discussed.
MGT412 - Human Res. Mgmt. & Law
Module 3 - SLP
Discipline, Suspension & Termination (Handbooks, Wrongful Discharge, Procedural issues)
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives


In this SLP assignment we will continue looking at the process of disciplining and discharging employees. Nearly everyone ha




a. Please think about your own experiences in disciplining employees or in discharging (terminating) employees, or from you

b. In the two scenarios that you provide, what led up to the employer's decisions? Did everything go well from an HRM pers

c. From the employee's perspective, was the discipline/discharge viewed as fair?




d. Were the employer actions challenged in either of the examples that you provide? Please discuss.




Turn in this paper to CourseNet by the module due date. Paper length: 2-3 pages, not counting the cover and reference pages

Assignment Expectations:

Prepare a paper that is professionally presented (including a cover page, a "List of References," headings/subheadings, and a

Address all aspects of the assignment as stated above.

Complement your Internet searching with library searches and be sure to bring in information from the background readings.

Give authors credit for their work. Cite sources of borrowed information in the body of your text as footnotes, numbered en
g employees. Nearly everyone has experience with that process in some manner--either as the employee being disciplined/discharged, as




minating) employees, or from your own discipline/discharge stories or from stories of others. Discuss two different situations in this SLP.

rything go well from an HRM perspective? Please discuss the process and the strengths and drawbacks of the approach taken by the supe




se discuss.




ing the cover and reference pages.




es," headings/subheadings, and a strong introduction and conclusion). Proofread your paper carefully for grammar, spelling and word-usa
ee being disciplined/discharged, as the employer representative who disciplines/discharges others, or in some other way.




wo different situations in this SLP.

 of the approach taken by the supervisor or HRM representative.




or grammar, spelling and word-usage errors.
some other way.
MGT412 - Human Res. Mgmt. & Law
Module 4 - Background
Employee Benefits (Retirement, Health, Family Medical Leave Act)


Module 4

Required Materials


Cadrain, Diane. (2008, July). Noble headache. HRMagazine, 53(7), 54-59. Retrieved February 20, 2011, from http://proques

Koster, K. (2010, October). Recent FMLA litigation offers valuable lessons for employers. Employee Benefit News, 24(13), 1.

Tolle, N. L. (2008, Nov). Employer did not interfere with employee's FMLA leave when it had "honest suspicion" that she was

Optional Materials


Find Law, website. Retrieved February 20, 2011, from http://www.findlaw.com

How to go strategic with benefits and pay-and meet company goals. (2008, June). HR Focus, 85(6), 3-5. Retrieved February 2

Law Crawler, website. Retrieved February 20, 2011, from http://www.lawcrawler.com440&RQT=309&VName=PQD

Navigating the FMLA and Workers’ Compensation Maze: A guide for Employers, retrieved February 20, 2011, from http://ww

Personnel Policy Service, Inc. Employer’s quick guide to HR laws, retrieved February 20, 2011, from http://www.ppspublisher

Rosenberg, J. (2009, Jan. 2). Sick-day policies must be fair, flexible. The Herald, Everett, Wa. Retrieved February 20, 2011, fro

Semler, E. A. (2009, Jan. 9). Commentary: this FMLA case is a tearjerker. Daily Journal of Commerce. Portland, Or. Retrieved

Shepherd, L. C. (2009, Jan. 1). Benefits knowledge leads to retention and benefits satisfaction. Employee Benefit News, 23(1

What to do when disability and leave laws conflict. (2008, Oct). HR Focus, 85(10), 3-6. Retrieved February 20, 2011, from htt

Why flex work is even more important now. (2009, Jan). HR Focus, 86(1), 5-8. Retrieved February 20, 2011, from http://proq
ical Leave Act)




ary 20, 2011, from http://proquest.umi.com/pqdweb?did=1506792801&sid=14&Fmt=3&clientI d=29440&RQT=309&VName=PQD

mployee Benefit News, 24(13), 1. Retrieved February 20, 2011, from ABI/INFORM Trade & Industry. (Document ID: 2151750171). http://p

ad "honest suspicion" that she was not using leave for its intended purpose. Employee Benefit Plan Review, 63(5), 17-18. Retrieved Febru




s, 85(6), 3-5. Retrieved February 20, 2011, from http://proquest.umi.com/pqdweb?did=1492595121&sid=3&Fmt=3&clientId =29440&RQ

 RQT=309&VName=PQD

ebruary 20, 2011, from http://www.ppspublishers.com/articles/fmla.htm

 1, from http://www.ppspublishers.com/articles/#ADA

. Retrieved February 20, 2011, from http://proquest.umi.com/pqdweb?did=1620805571&sid=3&Fmt=3&clientId =29440&RQT=309&VNa

ommerce. Portland, Or. Retrieved February 20, 2011, from http://proquest.umi.com/pqdweb?did=1624264311&sid=4&Fmt=3&clientId =

on. Employee Benefit News, 23(1), 15. Retrieved February 20, 2011, from http://proquest.umi.com/pqdweb?did=1622873651&sid=7&Fm

ieved February 20, 2011, from http://proquest.umi.com/pqdweb?did=1574323301&sid=5&Fmt=3&cli entId=29440&RQT=309&VName=P

bruary 20, 2011, from http://proquest.umi.com/pqdweb?did=1622273971&sid=4&Fmt=3&clientId =29440&RQT=309&VName=PQD
0&RQT=309&VName=PQD

cument ID: 2151750171). http://proquest.umi.com/pqdweb?did=2151750171&sid=2&Fmt=3&clientId=29440&RQT=309&VName=PQD

ew, 63(5), 17-18. Retrieved February 20, 2011, from http://proquest.umi.com/pqdweb?did=1602448831&sid=1&Fmt=3&clientId =29440




d=3&Fmt=3&clientId =29440&RQT=309&VName=PQD




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entId=29440&RQT=309&VName=PQD

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29440&RQT=309&VName=PQD

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MGT412 - Human Res. Mgmt. & Law
Module 4 - Case
Employee Benefits (Retirement, Health, Family Medical Leave Act)
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
Read Norman Tolle's article, "Employer did not interfere with employee's FMLA leave when it had 'honest suspicion' that she

Please integrate background readings and library research into your analysis of this situation in responding to the questions b

For your case assignment, answer the following:

1) What is the Family Medical Leave Act and how does it impact the workplace?




2) What is the root of the problem in this Raybestos Products case, which resulted in this employee fraudulently using FMLA?


3) What are the important take aways from the Koster article for employers? Please discuss.

Turn in this paper to CourseNet by the module due date. Paper length: 3-4 pages, not counting the cover and reference pages

Assignment Expectations:

Prepare a paper that is professionally presented (including a cover page, a "List of References," heading/subheadings and a st

Address all aspects of the assignment as stated above.

Provide private-sector employer examples of HRM programs, systems, processes and/or procedures as you address the abov

Complement your Internet searching with library searches and be sure to bring in information from the background readings.

Give authors credit for their work. Cite sources of borrowed information in the body of your text as footnotes, numbered en
 it had 'honest suspicion' that she was not using leave for its 'intended purpose'." Also read, "Recent FMLA litigation offers valuable lesson

n in responding to the questions below:




mployee fraudulently using FMLA?




 ing the cover and reference pages.




es," heading/subheadings and a strong introduction and conclusion). Proofread your paper carefully for grammar, spelling and word-usag




ocedures as you address the above assignment requirements. Provide the names of the employers. Note--Do not use your SLP organizat

on from the background readings. Evaluate resources and select only library/web-based resources that provide reliable, substantiated inf

 r text as footnotes, numbered end notes or APA style of referencing.
LA litigation offers valuable lessons for employers," by Kathleen Koster.




grammar, spelling and word-usage errors.




te--Do not use your SLP organization as an employer example in your case paper.

provide reliable, substantiated information.
MGT412 - Human Res. Mgmt. & Law
Module 4 - SLP
Employee Benefits (Retirement, Health, Family Medical Leave Act)
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
In this assignment, you will be presented with a real-to-life situation that has likely happened in some form in organizations s

Bringing in background materials, library research and/or other research helps strengthen your response.

Imagine you are an HRM professional in your organization's head office. Your employer recently has expanded and you have

The following situation has occurred recently in the newly acquired company:

Manager Mike and employee Ellen have worked for this company for 15 years and 17 years, respectively. Ellen is a happy em

Even though Ellen is entitled to a total of 12 weeks per rolling calendar year of FMLA leave, and she follows the company's pr

The HR Representative is perplexed on what to do and has called you for direction on how to tackle this situation.




To address in your paper:

Is there a potential legal issue here? Please explain. Is it in this employer's best interest to encourage employees to exercise

What do you think needs to be done? To whom and/or with whom? Why? Be specific.

What are the important take-aways from this case?

In your opinion is creating an environment without retaliation possible in an organization of managers who also care about p


Turn in this paper to CourseNet by the module due date. Paper length: 2-3 pages, not counting the cover and reference pages

Assignment Expectations:

Prepare a paper that is professionally presented (including a cover page, a "List of References," headings/subheadings, and a

Address all aspects of the assignment as stated above.

Complement your Internet searching with library searches and be sure to bring in information from the background readings.

Give authors credit for their work. Cite sources of borrowed information in the body of your text as footnotes, numbered en
d in some form in organizations somewhere today. There will be opportunity for you to respond like the HRM professional you are/will

our response.

ently has expanded and you have been assigned HRM duties over that newly acquired facility.




, respectively. Ellen is a happy employee and has had satisfactory performance throughout her employment. Recently, though, she has fr

and she follows the company's procedures in requesting leave, Mike is tired of Ellen missing days of work. Lately, Mike has been much m

o tackle this situation.




encourage employees to exercise their legal rights?




 managers who also care about productivity?


ing the cover and reference pages.




es," headings/subheadings, and a strong introduction and conclusion). Proofread your paper carefully for grammar, spelling and word-usa




on from the background readings. Evaluate resources and select only library/web-based resources that provide reliable, substantiated inf

r text as footnotes, numbered end notes or APA style of referencing.
 e HRM professional you are/will be, and also to add your own personal ideas and experiences as applicable.




ment. Recently, though, she has frequently missed work because of health problems. In the last 10 months, Ellen has taken approximatel

rk. Lately, Mike has been much more critical of Ellen's performance. At Ellen's annual performance review two weeks ago, Mike gave Elle




or grammar, spelling and word-usage errors.




 provide reliable, substantiated information.
nths, Ellen has taken approximately 10 weeks of intermittent FMLA leave. She just told Mike that she will be missing the next four days of

ew two weeks ago, Mike gave Ellen a sub-par evaluation because of her lack of "reliability." He put Ellen on a performance plan and told E
ll be missing the next four days of work for a medical procedure. She gave Mike a note from her physician, which Mike grudgingly accept

n on a performance plan and told Ellen that if she does not improve her performance, she will be terminated. Ellen tells her company's re
an, which Mike grudgingly accepted. Aside from Ellen's attendance, most employees in the organization have not noticed any deteriorat

ated. Ellen tells her company's receptionist (who is also performs the HRM duties in the company) that she thinks Mike is treating her dif
n have not noticed any deterioration of Ellen's performance. Employees have grumbled often to Mike about the amount of work Ellen m

she thinks Mike is treating her differently since he learned that she has a disability and since she started taking FMLA leave.
bout the amount of work Ellen misses, however.

d taking FMLA leave.
MGT412 - Human Res. Mgmt. & Law
Module 5 - Background
Labor Relations (Unions), Wage and Hour Laws, OSHA


Module 5

Required Materials


Brown, J.. (2010, December). This job hurts! Labor Notes,(381), 16,10. Retrieved February 20, 2011, from ProQuest Health M

Hotel housekeeping is getting more dangerous. (2006, June). Safety Compliance Letter,(2466), 12. Retrieved February 20, 20

Hyatt housekeepers file injury complaints with OSHA (Nov. 10, 2010), Green Lodging News, retrieved February


Information for workers: just cause: using the seven tests, retrieved February 20, 2011, from http://www.ueunion.org/stwd_

Meneghello, R. (2010, September). Commentary: 5 ways to keep employees happy. Daily Journal of Commerce, 1-3. Retriev

Optional Materials


9 secrets of successful safety training. (2007, Oct). Safety Now, (261), 1-2. Retrieved February 20, 2011, from http://proques

Abrams, A.. (2010). Legislative activities favor heightened OSHA/MSHA enforcement. Professional Safety, 55(4), 40-43. Retrie

Equal Employment Opportunity Commission. retrieved February 20, 2011, from www.eeoc.gov

Personnel Policy Service, Inc. Employer’s quick guide to HR laws, retrieved February 20, 2011, from http://www.ppspublisher

Scanlon, T. (2010, January 4). Will 2010 be labor's turn; tilt in regulations and a new card check drive. Washington Times, B.3
20, 2011, from ProQuest Health Management. (Document ID: 2216323911). http://proquest.umi.com/pqdweb?did=2216323911&sid=2&

6), 12. Retrieved February 20, 2011, from ABI/INFORM Trade & Industry. (Document ID: 1072236101). http://proquest.umi.com/pqdwe

ging News, retrieved February 20. 2011, from http://www.greenlodgingnews.com/hyatt-housekeepers-file-injury-complain


m http://www.ueunion.org/stwd_jstcause.html

ournal of Commerce, 1-3. Retrieved February 20, 2011, from ABI/INFORM Dateline. (Document ID: 2133543311). http://proquest.umi.co




ary 20, 2011, from http://proquest.umi.com/pqdweb?did=1335387821&sid=8&Fmt=3&clientId =29440&RQT=309&VName=PQD

ssional Safety, 55(4), 40-43. Retrieved February 20, 2011, from ABI/INFORM Global. (Document ID: 2037850441). http://proquest.umi.co




1, from http://www.ppspublishers.com/articles/#ADA

eck drive. Washington Times, B.3. Retrieved February 20, 2011, from ProQuest Newsstand. (Document ID: 1932567551), http://proques
qdweb?did=2216323911&sid=2&Fmt=3&clientId=29440&RQT=309&VName=PQD

http://proquest.umi.com/pqdweb?did=1072236101&sid=1&Fmt=3&clientId=29440&RQT=309&VName=PQD

sekeepers-file-injury-complaints-with-osha




3543311). http://proquest.umi.com/pqdweb?did=2133543311&sid=2&Fmt=3&clientId=29440&RQT=309&VName=PQD




&RQT=309&VName=PQD

7850441). http://proquest.umi.com/pqdweb?did=2037850441&sid=2&Fmt=3&clientId=29440&RQT=309&VName=PQD




ID: 1932567551), http://proquest.umi.com/pqdweb?did=1932567551&sid=23&Fmt=3&clientId=29440&RQT=309&VName=PQD
09&VName=PQD




09&VName=PQD




&RQT=309&VName=PQD
MGT412 - Human Res. Mgmt. & Law
Module 5 - Case
Labor Relations (Unions), Wage and Hour Laws, OSHA
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
To begin this case assignment, please read the following articles concerning safety concerns of hotel housekeeping staff:

Brown, J.. (2010, December). This Job Hurts! Labor Notes,(381), 16,10. Retrieved February 20, 2011, from ProQuest Health M

Hyatt Housekeepers File Injury Complaints with OSHA (Nov. 10, 2010), Green Lodging News, retrieved February 20, 2011 from

Hotel Housekeeping Is Getting More Dangerous. (2006, June). Safety Compliance Letter,(2466), 12. Retrieved February 15, 2




Then respond to the following:

What is the responsibility of managers in luxury hotels for the safety, health and security of their employees?

What are the legal protections that Hyatt housekeepers have concerning unionization and safety and health?

What do you think is at the root of the problem with the housekeeping staff at Hyatt Regency? Is this a safety issue, a labor r

Do all luxury motels have similar issues? If not, what is the difference at Hyatt Regency, do you think?

If you were a newly assigned consultant at Hyatt Regency headquarters what would your actions be to resolve this issue?

Turn in this paper to CourseNet by the module due date. Paper length: 3-4 pages, not counting the cover and reference page

Assignment Expectations:

Prepare a paper that is professionally presented (including a cover page, a "List of References," headings/subheadings and a s

Address all aspects of the assignment as stated above.

Provide private-sector employer examples of HRM programs, systems, processes and/or procedures as you address the abov

Complement your Internet searching with library searches and be sure to bring in information from the background readings.

Give authors credit for their work. Cite sources of borrowed information in the body of your text as footnotes, numbered en
s of hotel housekeeping staff:

20, 2011, from ProQuest Health Management. (Document ID: 2216323911). http://proquest.umi.com/pqdweb?did=2216323911&sid=2&

, retrieved February 20, 2011 from http://www.greenlodgingnews.com/hyatt-housekeepers-file-injury-complaints-with-osha

66), 12. Retrieved February 15, 2011, from ABI/INFORM Trade & Industry. (Document ID: 1072236101).http://proquest.umi.com/pqdwe




 their employees?

afety and health?

cy? Is this a safety issue, a labor relations issue, both or neither?




 tions be to resolve this issue?

nting the cover and reference pages.




es," headings/subheadings and a strong introduction and conclusion). Proofread your paper carefully for grammar, spelling and word-usa




ocedures as you address the above assignment requirements. Provide the names of the employers.

on from the background readings. Evaluate resources and select only library/web-based resources that provide reliable, substantiated inf

r text as footnotes, numbered end notes or APA style of referencing.
pqdweb?did=2216323911&sid=2&Fmt=3&clientId=29440&RQT=309&VName=PQD

complaints-with-osha

.http://proquest.umi.com/pqdweb?did=1072236101&sid=1&Fmt=3&clientId=29440&RQT=309&VName=PQD




r grammar, spelling and word-usage errors.




provide reliable, substantiated information.
MGT412 - Human Res. Mgmt. & Law
Module 5 - SLP
Labor Relations (Unions), Wage and Hour Laws, OSHA
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives


In this SLP assignment, you are working in an HRM department of a unionized facility. This is your second job in HRM and you




As you get coffee from the breakroom you see a document titled "Using the Seven Tests" laying on the table. Someone left it

You moan because the labor contract says that employees may not be discharged unless there is just cause. You know there w




The paper you found on the breakroom table was "Using the Seven Tests," from http://www.ueunion.org/stwd_jstcause.htm




You wipe your brow and wonder what you have gotten yourself into. This was the Frank situation:

Frank operated a machine in Building A. He usually was an averange worker, but working the past 4 weeks on that machine i




Discuss the seven tests and how they relate to this situation. Is there more information that you will need to gather?

What will you do from here? Discuss.

Would you be concerned about the "Seven Tests" if you were working in a union-free environment? Why? Why does a "disc

Bringing in background materials, library research and/or other research helps strengthen your response.




Turn in this paper to CourseNet by the module due date. Paper length: 2-3 pages, not counting the cover and reference pages

Assignment Expectations:

Prepare a paper that is professionally presented (including a cover page, a "List of References," headings/subheadings, and a
Address all aspects of the assignment as stated above.

Complement your Internet searching with library searches and be sure to bring in information from the background readings.

Give authors credit for their work. Cite sources of borrowed information in the body of your text as footnotes, numbered en
s your second job in HRM and your first in a union environment. There was a newly filed grievance in your mailbox. It concerned yesterd




 ying on the table. Someone left it there. You pick it up, stick it in your binder and return to your office to look at the grievance form, the l

ere is just cause. You know there will be a fight.




ww.ueunion.org/stwd_jstcause.html




he past 4 weeks on that machine in Building A he had made lots of mistakes on which products to accept and put in the box and which to




 you will need to gather?




onment? Why? Why does a "discipline/termination for just cause only" seem to be a union thing?

 our response.




 ing the cover and reference pages.




es," headings/subheadings, and a strong introduction and conclusion). Proofread your paper carefully for grammar, spelling and word-usa
on from the background readings. Evaluate resources and select only library/web-based resources that provide reliable, substantiated inf

r text as footnotes, numbered end notes or APA style of referencing.
our mailbox. It concerned yesterday's discharge of an employee (Frank).




o look at the grievance form, the labor contract and this "Using the Seven Tests" article.




t and put in the box and which to reject. The Plant Superintendent was called in in the middle of the night because the supervisor checke




or grammar, spelling and word-usage errors.
provide reliable, substantiated information.
ht because the supervisor checked Frank's boxes and 6 out of 8 had faulty parts inside. The Superintendent had had enough, terminated
dent had had enough, terminated Frank's employment and walked him out the door.
MGT491 - Capstone in Human Res. Mgmt.
Module 1 - Background
Strategic Importance of Human Resource Management
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
Required Materials

Begin your readings in Strategic HRM by looking at a compilation of definitions. Click HERE for the web-site (live) version.

The next four articles are all available in ProQuest. Two of them are large documents and will take a bit of time to open depe

1. Go to the TUI Cyber Library: http://library.tuiu.edu

2. Select ProQuest and login. Your ProQuest username is: your TUI username. Your ProQuest password is: your TUI password
3. Copy the title of the paper ONLY from this page, and paste it into the "Basic Search" field in ProQuest, but make sure you D

Abang, E., & Abang, O. (2009). Strategic integration of human resource management practices :Perspectives of two major Jap

Anonymous, . Staying Strategic in a Changing Economy. (2009, March). HR Focus, 86(3), 3-4. Retrieved May 23, 2010, from A

Lawler, E., & Boudreau, J.. (2009). What Makes HR a Strategic Partner? People and Strategy, 32(1), 14-22. Retrieved May 23,

Wattanasupachoke, T.. (2009). Strategic Human Resource Management and Organizational Performance: A Study of Thai Ent

HRM Guide.co.uk has a great set of readings to more fully appreciate the dynamics of Strategic HRM. You can go to their ma

Introduction and people strategies
Forming HR strategies, Business Goals, Strategy Formulation
Translating Strategy into Action, The reality of HR strategy

Change Strategies and Restructuring

Optional Materials

Our TUI NetLibrary offers an excellent series of books related to Human Resource Management that are available for free onl

- Your Net Library username is: Create your own

- Your Net Library password is: Create your own

It is very important to view the instructions provided for Net Library on your New Student Welcome CD or online at: http://cd

NOTE: Please read the book on screen only and DO NOT check it out for extended use. Multiple students may view the book
 for the web-site (live) version.

 ill take a bit of time to open depending upon your connection speed, so please be patient. You can also log in to Proquest, search for the




st password is: your TUI password. NOTE: In the event that you are prompted for a second username and password, or your TUI password
 in ProQuest, but make sure you DELETE any punctuation in the title (for example, colon, semi-colon, dash, apostrophe, period). Then click

ces :Perspectives of two major Japanese electrical and electronics companies in Malaysia. Cross Cultural Management, 16(2), 197-214. Re

 . Retrieved May 23, 2010, from ABI/INFORM Global. (Document ID: 1654950861), http://proquest.umi.com/pqdweb?index=2&did=1654

 , 32(1), 14-22. Retrieved May 23, 2010, from ABI/INFORM Global. (Document ID: 1827313091), http://proquest.umi.com/pqdweb?index

 Performance: A Study of Thai Enterprises. Journal of Global Business Issues, 3(2), 139-148. Retrieved May 23, 2010, from ABI/INFORM G

egic HRM. You can go to their main page (linked above), or click on the following sub-sections:




ment that are available for free online! To gain access to Net Library you must use the link found at the TUI Cyber Library: http://library.tui




Welcome CD or online at: http://cd.tuiu.edu/welcome.

 iple students may view the book simultaneously, but if you check it out, it will not be available to anyone else while it is checked out to yo
log in to Proquest, search for the articles using the following instructions, and then select the full text (instead of the PDF) version, which




d password, or your TUI password is rejected, please enter the following: ProQuest username: 4kw2wkdpbx. ProQuest password: welcom
sh, apostrophe, period). Then click on "search" and look for the document in the list that appears below.

Management, 16(2), 197-214. Retrieved May 23, 2010, from ABI/INFORM Global. (Document ID: 1880683891), http://proquest.umi.com

com/pqdweb?index=2&did=1654950861&SrchMode=5&Fmt=6&retrieveGroup=0&VInst=PROD&VType=PQD&RQT=309&VName=PQD&T

proquest.umi.com/pqdweb?index=3&did=1827313091&SrchMode=5&Fmt=6&retrieveGroup=0&VInst=PROD&VType=PQD&RQT=309&VN

ay 23, 2010, from ABI/INFORM Global. (Document ID: 1861170171), http://proquest.umi.com/pqdweb?index=0&did=1861170171&Srch




UI Cyber Library: http://library.tuiu.edu Use the Net Library Link and provide your TUI e-mail login. Now select the link for the Net Library




e else while it is checked out to you!
nstead of the PDF) version, which will be a smaller file and fster to download. To quickly find these articles:




dpbx. ProQuest password: welcome


683891), http://proquest.umi.com/pqdweb?index=1&did=1880683891&SrchMode=5&Fmt=6&retrieveGroup=0&VInst=PROD&VType=PQ

=PQD&RQT=309&VName=PQD&TS=1267380357&clientId=29440

PROD&VType=PQD&RQT=309&VName=PQD&TS=1267380357&clientId=29440

?index=0&did=1861170171&SrchMode=5&Fmt=6&retrieveGroup=0&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=126738035




 select the link for the Net Library Home Page. You will now need to create your own Net Library account. Use the link named Create Your
Group=0&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1267380357&clientId=29440




309&VName=PQD&TS=1267380356&clientId=29440




nt. Use the link named Create Your Own Account just above the TUI Globe:
MGT491 - Capstone in Human Res. Mgmt.
Module 1 - Case
Strategic Importance of Human Resource Management
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
For the case assignment, read all of the required readings listed on the background page.

Assignment Expectations:

Please respond to the issues raised below in a 3-4 page report, not including cover and reference pages. Be sure to draw upon




Imagine you have just been hired as the CEO of a mid-sized firm, and the current HR department is limited to payroll, benefits

Submit your report to CourseNet by the Module due date.




=======================================

Your assignment will be graded based upon the criteria explained in the following link:

Grading Rubric
rence pages. Be sure to draw upon and integrate concepts from all of the module required background materials, other materials you mig




ment is limited to payroll, benefits, recruiting, training, performance management, and safety. The current HR manager reports to the VP
materials, other materials you might find on the web, and your previous course material (e.g., Mgt 407, Mgt 411, Mgt 412):




ent HR manager reports to the VP of Operations. Given this information and that provided in the background readings, create a blueprint
Mgt 411, Mgt 412):




ound readings, create a blueprint for redesigning the HR function as a critically important strategic partner in the future of the organizatio
er in the future of the organization.
MGT491 - Capstone in Human Res. Mgmt.
Module 1 - SLP
Strategic Importance of Human Resource Management
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
For the session long project, you need to create your own capstone project that you can study extensively that would turn yo

Assignment Expectations:

Identify an HR topic that you feel you would like to study in-depth for the SLP (it may or may not be one of the topics covered
Explain why this aspect of HR is important to the practice of HR and to your own career,
Describe how you will go about studying this topic bridging the terminology, theory, academic research, and practice in the p
Turn in this 2-3 page paper by the Module due date.

=======================================

Your assignment will be graded based upon the criteria explained in the following link:

Grading Rubric
udy extensively that would turn you into an HR specialist. You've had extensive study in the field of HRM. What is it that you would like to




y not be one of the topics covered in this course). Select a paper topic that really focuses in on some aspect of an HR function in the priva

mic research, and practice in the private sector.
M. What is it that you would like to be able to claim to be "expert" at when you've completed your concentration?




 pect of an HR function in the private sector. For example, the topic of compensation is too broad. Instead, you may want to study the rol
ad, you may want to study the role of employee wellness programs in bringing down health insurance costs. This is a focused statement c
osts. This is a focused statement calling for a specific, well-researched response.
MGT491 - Capstone in Human Res. Mgmt.
Module 2 - Background
Managing Growth and Downsizing
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives

Required Materials

Anonymous (n.d.). Tips for handling layoffs. HRM Guide. Retrieved 08/17/09 from http://www.hrmguide.net/usa/layoff_tips.

McNamara, C. (2007). Growing your business. Authenticity Consulting, LLC. Retrieved 2/18/09 from http://www.managemen

The next two required articles and two optional articles are all available in ProQuest. To quickly find these articles:

1. Go to the TUI Cyber Library: http://library.tuiu.edu
2. Select ProQuest and login. Your ProQuest username is: your TUI username. Your ProQuest password is: your TUI password
3. Copy the title of the paper ONLY from this page, and paste it into the "Basic Search" field in ProQuest, but make sure you D

Frost, M. (2003, March). Responsible Restructuring. HRMagazine, 48(3), 119-120. Retrieved May 23, 2010, from ABI/INFORM


Mirabal, N., & DeYoung, R. (2005). Downsizing as a Strategic Intervention. Journal of American Academy of Business, Cambrid

Optional Materials

Walker, D. (2006, April). MANAGING GROWTH. Photo District News, 26(4), 42-44,46,48. Retrieved May 23, 2010, from Resea

Wells, S. J. (2008, May). Managing a Downturn. HRMagazine, 53(5), 48-53. Retrieved May 23, 2010, from ABI/INFORM Globa

This article called is a brief but informative introduction to this topic:

Tips for Handling Layoffs. (2001). Accessed May 23, 2010 at: http://www.hrmguide.net/usa/layoff_tips.htm

The Free Management Library has a number of articles on issues of managing organizational growth. Select at least two here

- Understanding Life Cycles of Organizations

- Deciding Whether to Grow the Organization or Not

- Evaluating Your Organization -- How Well Is It Doing?

- Growing Your Business -- Are You Personally Ready?

- Typical Challenges in Growing

- General Advice to Grow Your Organization
- Getting Professional Help

- Financing Growth

- Planned Growth: Business Planning

They also have some useful material on change and downsizing (select at least one of these):

Organizational Change

- basics

- more views on change management

- downsizing and outplacement

- organizational transformation (radical, fundamental change)

Our TUI NetLibrary offers an excellent series of books related to Human Resource Management that are available for free onl

- Your Net Library username is: Create your own

- Your Net Library password is: Create your own

It is very important to view the instructions provided for Net Library on your New Student Welcome CD or online at: http://cd

NOTE: Please read the book on screen only and DO NOT check it out for extended use. Multiple students may view the book
ww.hrmguide.net/usa/layoff_tips.htm

09 from http://www.managementhelp.org/grow_biz/grow_biz.htm

ckly find these articles:


st password is: your TUI password. NOTE: In the event that you are prompted for a second username and password, or your TUI password
 in ProQuest, but make sure you DELETE any punctuation in the title (for example, colon, semi-colon, dash, apostrophe, period). Then click

d May 23, 2010, from ABI/INFORM Global database. (Document ID: 320680801), URL: http://proquest.umi.com/pqdweb?index=0&did=32


 an Academy of Business, Cambridge, 6(1), 39-45. Retrieved May 23, 2010, from ABI/INFORM Global database. (Document ID: 774833621




trieved May 23, 2010, from Research Library database. (Document ID: 1016643001), URL: http://proquest.umi.com/pqdweb?index=0&di

23, 2010, from ABI/INFORM Global database. (Document ID: 1470294781), URL: http://proquest.umi.com/pqdweb?index=0&did=147029




/layoff_tips.htm

al growth. Select at least two here and read through them:
ment that are available for free online! To gain access to Net Library you must use the link found at the TUI Cyber Library: http://library.tui




Welcome CD or online at: http://cd.tuiu.edu/welcome.

 iple students may view the book simultaneously, but if you check it out, it will not be available to anyone else while it is checked out to yo
d password, or your TUI password is rejected, please enter the following: ProQuest username: 4kw2wkdpbx. ProQuest password: welcom
sh, apostrophe, period). Then click on "search" and look for the document in the list that appears below.

mi.com/pqdweb?index=0&did=320680801&SrchMode=2&sid=5&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=123664


tabase. (Document ID: 774833621), URL: http://proquest.umi.com/pqdweb?index=0&did=774833621&SrchMode=2&sid=6&Fmt=4&VIns




est.umi.com/pqdweb?index=0&did=1016643001&SrchMode=2&sid=7&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1

m/pqdweb?index=0&did=1470294781&SrchMode=2&sid=9&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=123664262
UI Cyber Library: http://library.tuiu.edu Use the Net Library Link and provide your TUI e-mail login. Now select the link for the Net Library




e else while it is checked out to you.
dpbx. ProQuest password: welcome


QT=309&VName=PQD&TS=1236642442&clientId=29440


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QD&RQT=309&VName=PQD&TS=1236642571&clientId=29440

09&VName=PQD&TS=1236642627&clientId=29440
select the link for the Net Library Home Page. You will now need to create your own Net Library account. Use the link named Create Your
entId=29440
nt. Use the link named Create Your Own Account just above the TUI Globe:
MGT491 - Capstone in Human Res. Mgmt.
Module 2 - Case
Managing Growth and Downsizing
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
Forbes Magazine offers a "layoff tracker". You can click here to access the site:

Forbes Magazine's Layoff Tracker:

http://www.forbes.com/2008/11/17/layoff-tracker-unemployement-lead-cx_kk_1118tracker_2.html

When you've read through the Background materials and any other sources that you want to track down, you should check th

Assignment Expectations:

Then write a 3-4 page paper discussing issues relating to growth and downsizing in general, with emphasis on:

The patterns that you see emerging from the Layoff Tracker
The emerging issues in this area -- how will the problem be seen in the coming years
HR activities that should occur to effectively implement downsizing, and also to effectively implement growth.
Approaches to managing change in an organization that is growing or shrinking in size.

Turn in this paper by the Module due date.




=======================================

Your assignment will be graded based upon the criteria explained in the following link:

Grading Rubric
o track down, you should check the Layoff Tracker to see what's happening in your geographical area (if possible) and perhaps your profe




with emphasis on:




mplement growth.
possible) and perhaps your professional area as well.
MGT491 - Capstone in Human Res. Mgmt.
Module 2 - SLP
Managing Growth and Downsizing
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
Using the feedback you received on your SLP 1 identifying your personal capstone project, begin to build your rea
Conduct a search of the "literature" that helps frame your expertise in your chosen specialization. Look for trends
Assignment Expectations:

For SLP 2, you need to turn in an annotated bibliography of at least 20 sources that you have found that would su
For help determining "What is an Annotated Bibliography?" visits Cornell University's site that provides descriptio
Turn in your annotated bibliography by the Module due date.

=======================================

Your assignment will be graded based upon the criteria explained in the following link:

Grading Rubric
ne project, begin to build your readings and background materials that will support a written text of your project.
sen specialization. Look for trends, practices, organizational examples, textbook like materials, web-sites, etc. that would enable you to w


hat you have found that would support your paper. You will be using these sources in greater detail for future SLPs.
sity's site that provides descriptions and a sample of an annotated bibliography.
s, etc. that would enable you to write on this topic establishing your expertise and credibility.


future SLPs.
MGT491 - Capstone in Human Res. Mgmt.
Module 3 - Background
Managing Productivity through Job Design and Work Flow
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
Required Materials

These five articles are all available in ProQuest. To quickly find these articles:

1. Go to the TUI Cyber Library: http://library.tuiu.edu
2. Select ProQuest and login. Your ProQuest username is: your TUI username. Your ProQuest password is: your TUI password
3. Copy the title of the paper ONLY from this page, and paste it into the "Basic Search" field in ProQuest, but make sure you D

Armour, S. (2003, October 20). More companies downsize family-friendly programs; No longer needed to keep workers [FINA

Conlin, M. (2001, April). Job Security, No. Tall Latte, Yes :Which traditions from the dot-com revolution will endure?. Business

Dunham, K. J. (2000, October 31). Telecommuters' Lament --- Once Touted as the Future, Work-at-Home Situations Lose Favo

Hymowitz, C. (2000, May 2). In the Lead: Motivating Employees In Volatile Era Means Managing Expectations. Wall Street Jou

Wells, S. J. (2007, October). Are You Too FAMILY FRIENDLY? HRMagazine,
52(10), 35-39. Retrieved May 23, 2010, from ABI/INFORM Global database. (Document ID: 1341800911), URL: http://proques
 st password is: your TUI password. NOTE: In the event that you are prompted for a second username and password, or your TUI password
  in ProQuest, but make sure you DELETE any punctuation in the title (for example, colon, semi-colon, dash, apostrophe, period). Then click

 ger needed to keep workers [FINAL Edition]. USA Today,p. A.01. Retrieved May 23, 2010, from National Newspapers (27) database. (Docu

  revolution will endure?. Business Week,(3726), 62-64. Retrieved May 23, 2010, from ABI/INFORM Global database. (Document ID: 7039

Work-at-Home Situations Lose Favor With Employers. Wall Street Journal (Eastern Edition), p. B.1. Retrieved May 23, 2010, from ABI/INF

 ging Expectations. Wall Street Journal (Eastern Edition), p. B1. Retrieved May 23, 2010, from ABI/INFORM Global database. (Document


 1341800911), URL: http://proquest.umi.com/pqdweb?index=0&did=1341800911&SrchMode=2&sid=14&Fmt=3&VInst=PROD&VType=PQ
d password, or your TUI password is rejected, please enter the following: ProQuest username: 4kw2wkdpbx. ProQuest password: welcom
sh, apostrophe, period). Then click on "search" and look for the document in the list that appears below.

 Newspapers (27) database. (Document ID: 427189741), URL: http://proquest.umi.com/pqdweb?index=0&did=427189741&SrchMode=2

bal database. (Document ID: 70391514), URL: http://proquest.umi.com/pqdweb?index=0&did=70391514&SrchMode=2&sid=11&Fmt=3&

 eved May 23, 2010, from ABI/INFORM Global database. (Document ID: 63029459), URL: http://proquest.umi.com/pqdweb?index=0&did=

ORM Global database. (Document ID: 53387842), URL: http://proquest.umi.com/pqdweb?index=0&did=53387842&SrchMode=2&sid=13&


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dpbx. ProQuest password: welcome


=0&did=427189741&SrchMode=2&sid=10&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1236642954&clientId=29440

14&SrchMode=2&sid=11&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1236643008&clientId=29440

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53387842&SrchMode=2&sid=13&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1236643207&clientId=29440
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MGT491 - Capstone in Human Res. Mgmt.
Module 3 - Case
Managing Productivity through Job Design and Work Flow
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
After reading the background materials, you have been introduced to a number of ways to influence employee productivity.

Armour, S. (2003, October 20). More companies downsize family-friendly programs; No longer needed to keep workers: [FIN

Wells, S. J. (2007, Oct). Are you too family friendly? HRMagazine, 52/10, 34-39.

What is going on here? Were the promises of these programs lies? Unnecessary?

Assignment Expectations:

After reading the articles, respond to the following questions in a 3-4 page paper (not including cover and reference pages), c

Would you recommend to add or eliminate these types of programs to your organization's benefits program?
Do these types of programs influenced productivity?
Where might they be more or less appropriate (what industries, when, etc.)?
Should you have policies in place that only a few might take advantage or benefit from?

Turn in this paper by the Module due date.




=======================================

Your assignment will be graded based upon the criteria explained in the following link:

Grading Rubric
nfluence employee productivity. However, according to articles in USA Today and HRMagazine, some family-friendly programs are not p

 ger needed to keep workers: [FINAL Edition]. USA Today, p. A.01. Retrieved August 28, 2007, from National Newspapers (27) database.




ding cover and reference pages), citing background materials, the case articles, and any other resources that you find to support your posi

benefits program?
amily-friendly programs are not providing the promised results:

ional Newspapers (27) database. (Document ID: 427189741).




that you find to support your position as a human resource manager:
MGT491 - Capstone in Human Res. Mgmt.
Module 3 - SLP
Managing Productivity through Job Design and Work Flow
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
For SLP 3, we'll continue your progress developing your expertise as a specialist in one aspect of human resource managemen

In this module, you need to set up the organization of your paper. Therefore, it is important to preview the goal of SLPs 4 an

In SLP 4 you are going to be asked to submit the introduction to your paper and write Part I: What does theory/academe say

For SLP 5, you are going to be asked to submit Part II: What does practice tell us about this HR activity/function? What types

Assignment Expectations:

For SLP 3, you need to develop an outline, using your annotated bibliography, of SLP 4 and SLP 5 (which combined would mak

Thus, for SLP 3, what you are being asked to turn in is an outline of your SLP 4 and 5 papers. Your outline would look someth

(TITLE)

I. Introduction

  A. Relevance of my topic:

         1. the point that you want to make using this article (Smith, 2003)

         2. the point that you want to make (Johnson, 2000)

  B. Importance of the topic to me

  C. How this topic will be meaningful to my future career

II. Background of what this topic is

  A. Definition

       1. definition (Constance & Frendshue, 1999)

       2. definition (Delery & Doty, 1996)

  B.

  C.

etc.
Turn in this paper by the Module due date.




=======================================

Your assignment will be graded based upon the criteria explained in the following link:

Grading Rubric
ct of human resource management.

t to preview the goal of SLPs 4 and 5 at this time so you can see how the pieces of your project fit together:

: What does theory/academe say about ________________ (insert your topic here)? You might want to read ahead into SLP 4 and 5 to u

HR activity/function? What types of organizational examples can you submit that help advise you of the practice of HR (specific to your to




SLP 5 (which combined would make up a comprehensive report). In your outline, you should identify specific sections of your paper, inclu

 Your outline would look something like this:
o read ahead into SLP 4 and 5 to understand your objectives more clearly at this point.

 practice of HR (specific to your topic)? Part III: Conduct an analysis of similarities and differences between "theory" and "practice". And




ecific sections of your paper, including the introduction, analysis, and conclusion and any references (using author, year to cite them) you
een "theory" and "practice". And finally, a conclusion identifying the most important points that a reader of your report (SLP 4 and SLP 5




ing author, year to cite them) you might plan on using as you write.
er of your report (SLP 4 and SLP 5 comprehensively) should take away from the work/research that you've done.
MGT491 - Capstone in Human Res. Mgmt.
Module 4 - Background
International HRM
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
Required Materials

These five articles are all available in ProQuest. To quickly find these articles:

1. Go to the TUI Cyber Library: http://library.tuiu.edu
2. Select ProQuest and login. Your ProQuest username is: your TUI username. Your ProQuest password is: your TU
3. Copy the title of the paper ONLY from this page, and paste it into the "Basic Search" field in ProQuest, but make

Gale, S. F. (2003, June). Taxing situations for expatriates. Workforce, 82(6), 100. Retrieved May 23, 2010, from AB

Grensing-Pophal, L. (2008, March). Expat Lifestyles Take a Hit. HRMagazine, 53(3), 51-54. Retrieved May 23, 2010

Marquis, C. (2002, July 22). More Say Yes to Foreign Service, But Not to Hardship Assignments. New York Times (L

Medland, M. E. (2004, January). SETTING UP OVERSEAS. HRMagazine, 49(1), 68-72. Retrieved May 23, 2010, from

Polak, R. (2003, February). Finding a path to global benefits. Workspan, 46(2), 32-35. Retrieved May 23, 2010, fro
our ProQuest password is: your TUI password. NOTE: In the event that you are prompted for a second username and password, or your TU
earch" field in ProQuest, but make sure you DELETE any punctuation in the title (for example, colon, semi-colon, dash, apostrophe, period

 Retrieved May 23, 2010, from ABI/INFORM Global database. (Document ID: 350517181), URL: http://proquest.umi.com/pqdweb?index=

3), 51-54. Retrieved May 23, 2010, from ABI/INFORM Global database. (Document ID: 1438418181), URL: http://proquest.umi.com/pqdw

p Assignments. New York Times (Late Edition (east Coast)), p. A.1. Retrieved May 23, 2010, from ProQuest National Newspapers Premie

72. Retrieved May 23, 2010, from ABI/INFORM Global database. (Document ID: 525335151), URL: http://proquest.umi.com/pqdweb?ind

2-35. Retrieved May 23, 2010, from Accounting & Tax Periodicals database. (Document ID: 281369851), URL: http://proquest.umi.com/p
sername and password, or your TUI password is rejected, please enter the following: ProQuest username: 4kw2wkdpbx. ProQuest passwo
mi-colon, dash, apostrophe, period). Then click on "search" and look for the document in the list that appears below.

 roquest.umi.com/pqdweb?index=0&did=350517181&SrchMode=2&sid=1&Fmt=4&VInst=PROD&VType=PQD&RQT=309&VName=PQD&

 L: http://proquest.umi.com/pqdweb?index=0&did=1438418181&SrchMode=2&sid=2&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VN

uest National Newspapers Premier database. (Document ID: 140139661), URL: http://proquest.umi.com/pqdweb?index=0&did=1401396

 //proquest.umi.com/pqdweb?index=0&did=525335151&SrchMode=2&sid=4&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQ

 URL: http://proquest.umi.com/pqdweb?index=0&did=281369851&SrchMode=2&sid=5&Fmt=4&VInst=PROD&VType=PQD&RQT=309&V
 e: 4kw2wkdpbx. ProQuest password: welcome
pears below.

=PQD&RQT=309&VName=PQD&TS=1236647501&clientId=29440

ROD&VType=PQD&RQT=309&VName=PQD&TS=1236647559&clientId=29440

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ype=PQD&RQT=309&VName=PQD&TS=1236647663&clientId=29440

=PROD&VType=PQD&RQT=309&VName=PQD&TS=1236647711&clientId=29440
&VName=PQD&TS=1236647626&clientId=29440
MGT491 - Capstone in Human Res. Mgmt.
Module 4 - Case
International HRM
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
For this case assignment, you need to place yourself in the role of a human resource manager who has been asked by your co

Assignment Expectations:

Identify 4-6 sources of information in the TUI CyberLibrary to support your answers to these questions. These can be obtaine

Answer the following questions in a 3-4 page paper (not including cover and reference pages):

What are some of the risks that a private sector organization faces when stationing an expatriate overseas?
Do you have the "Survival Skills" to be a successful expatriate manager
What are some of the capabilities that other expatriates believe contribute to success and failure in overseas assignments?
What have been some of the key issues for successful expatriation of families?
How can private sector firms help with the repatriation process?

Turn in this paper by the Module due date.




=======================================

Your assignment will be graded based upon the criteria explained in the following link:

Grading Rubric
er who has been asked by your company to go and set up an office in ___________________ (pick a country other than Mexico or Canad




e questions. These can be obtained by searching with keywords like "expatriate" and "international HRM".




triate overseas?

ailure in overseas assignments?
untry other than Mexico or Canada and identify it in your paper). Research your responses using the TUI Cyberlibrary and the web.
Cyberlibrary and the web.
MGT491 - Capstone in Human Res. Mgmt.
Module 4 - SLP
International HRM
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
Continuing with your SLP that is focused on your individual "specialization" within the field of HR, you'll begin the actual writi

Assignment Expectations:

In SLP 4 you are asked to submit a 2-3 page paper containing:

the introduction to your paper

and write Part I: What does theory/academe say about ________________ (insert your topic here)?

This is the front half of your paper. The reference list can be turned in as a combined one for SLP4 & 5 when turning in SLP5.

For Part I, it is up to you to organize and determine the main themes and features of what the literature ("textbooks", etc.) sa

Make sure that you cite each piece of information and where it comes from as you use it. Please use APA style by citing your

Human resource management strategy is a significant part of HR today (Delery & Doty, 1996). However, when you examine w

Turn in this paper by the Module due date.




=======================================

Your assignment will be graded based upon the criteria explained in the following link:

Grading Rubric
of HR, you'll begin the actual writing of your paper in this module, and conclude the paper in SLP 5.




or SLP4 & 5 when turning in SLP5.

he literature ("textbooks", etc.) says about your topic. This should be a fairly comprehensive picture of the work that has been done in th

lease use APA style by citing your references in parentheses immediately following the thought that you are sharing (do not use footnote

6). However, when you examine what that means to organizations, you'll find that there are many interpretations. etc...
the work that has been done in the past and of what is taught today. You should rely on at least 10 different sources of information for th

u are sharing (do not use footnotes). In other words, your sentences should look like this:

pretations. etc...
erent sources of information for this assignment (SLP 4).
MGT491 - Capstone in Human Res. Mgmt.
Module 5 - Background
Evaluating HR Systems
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
Required Materials
The first reading is a practical tool developed by a British local government agency to evaluate HR ("councils" refers to the loc

Anonymous (2008). Evaluating your HR function. Improvement and Development Agency. Retrieved May 23, 2010 from: http

Grensing-Pophal, L. (May 2003). Coaching HR. HR Magazine, 52(2), 95-99. Retrieved May 23, 2010, from ABI/INFORM Global.

O'Malley, M. and Lawler, E. (July/Aug 2003). What is HR good for anyway? Across the Board, 40(4), 33-38. Retrieved May 23,

Pelletier, J. (2004, Feb). Evaluating HR's Strategic Contribution. HR Magazine. Retrieved May 23, 2010 from http://findarticles

The next two articles are available in ProQuest. To quickly find these articles:
1. Go to the TUI Cyber Library: http://library.tuiu.edu
2. Select ProQuest and login. Your ProQuest username is: your TUI username. Your ProQuest password is: your TUI password
3. Copy the title of the paper ONLY from this page, and paste it into the "Basic Search" field in ProQuest, but make sure you D

Maher, K. (2003, June 17). Career Journal: Human-Resources Directors Are Assuming Strategic Roles. Wall Street Journal (Eas


Pilenzo, R.. (2009). A New Paradigm for HR. Organization Development Journal, 27(3), 63-75. Retrieved May 23, 2010, from A
ate HR ("councils" refers to the local governing bodies):

etrieved May 23, 2010 from: http://www.idea.gov.uk/idk/aio/4489275

, 2010, from ABI/INFORM Global. (Document ID: 1222791891) at http://proquest.umi.com/pqdweb?index=0&did=1222791891&SrchMo

d, 40(4), 33-38. Retrieved May 23, 2010 from Touro College eJournals database at http://rh4hh8nr6k.search.serialssolutions.com/?V=1.0&

y 23, 2010 from http://findarticles.com/p/articles/mi_m3495/is_2_49/ai_n6038343




st password is: your TUI password. NOTE: In the event that you are prompted for a second username and password, or your TUI password
 in ProQuest, but make sure you DELETE any punctuation in the title (for example, colon, semi-colon, dash, apostrophe, period). Then click

gic Roles. Wall Street Journal (Eastern Edition), p. B.8. Retrieved May 23, 2010, from ABI/INFORM Global database. (Document ID: 3480


5. Retrieved May 23, 2010, from ABI/INFORM Global. (Document ID: 1851849321), http://proquest.umi.com/pqdweb?index=0&did=1851
dex=0&did=1222791891&SrchMode=5&Fmt=3&retrieveGroup=0&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1250550105&

arch.serialssolutions.com/?V=1.0&N=100&L=RH4HH8NR6K&S=AC_T_B&C=across+the+board




d password, or your TUI password is rejected, please enter the following: ProQuest username: 4kw2wkdpbx. ProQuest password: welcom
sh, apostrophe, period). Then click on "search" and look for the document in the list that appears below.

bal database. (Document ID: 348014581), URL: http://proquest.umi.com/pqdweb?index=0&did=348014581&SrchMode=2&sid=6&Fmt=3


.com/pqdweb?index=0&did=1851849321&SrchMode=5&Fmt=6&retrieveGroup=0&VInst=PROD&VType=PQD&RQT=309&VName=PQD&
&VName=PQD&TS=1250550105&clientId=29440




dpbx. ProQuest password: welcome


581&SrchMode=2&sid=6&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1236647785&clientId=29440


e=PQD&RQT=309&VName=PQD&TS=1267382952&clientId=29440
5&clientId=29440
MGT491 - Capstone in Human Res. Mgmt.
Module 5 - Case
Evaluating HR Systems
IntroductionBackground InformationCase assignmentSession Long ProjectObjectives
What is HR good for anyway?? This is the question that Mike O'Malley and Edward Lawler (Ed Lawler is an esteemed scholar
O'Malley, M. and Lawler, E. (July, Aug/2003). What is HR good for anyway? Across the Board.
Assignment Expectations:
Read the above article, find at least two related readings, and then respond to the following questions in a 3-4 page paper (no
O'Malley and Lawler state that in an effort to shake itself free of its sometimes foolish and fluffy image, HR may be abandonin

What is HR's most distinguishing virtue according to the authors? Do you agree or disagree? Why?
What metrics are often used in HRM? Why?
If metrics aren't the answer, what do you recommend to determine HR?s effectiveness in private-sector business?

Turn in this paper by the Module due date.




=======================================

Your assignment will be graded based upon the criteria explained in the following link:

Grading Rubric
Ed Lawler is an esteemed scholar in organizational research) ask in the July/August 2003 issue of Across the Board, available in EBSCO we


g questions in a 3-4 page paper (not including cover and reference pages):
 luffy image, HR may be abandoning its most distinguished virtue.




rivate-sector business?
the Board, available in EBSCO web in TUIU's library. Search the Business Source Complete database and the article will be found.
d the article will be found.
          MGT491 - Capstone in Human Res. Mgmt.
          Module 5 - SLP
          Evaluating HR Systems
formationCase assignmentSession Long ProjectObjectives
          Continuing with your SLP that is focused on your individual "specialization" within the field of HR, yo


         Assignment Expectations:

         For SLP 5, you are asked to submit a 2-3 page paper (not including references) including:

         Part II: What does practice tell us about this HR activity/function? What types of organizational examples can you submit tha

         Part III: Conduct an analysis of similarities and differences between "theory" and "practice".

          And, finally, a conclusion identifying the most important points that a reader of your report (SLP 4 a

         Make sure that you cite each piece of information and where it comes from as you use it. Please use APA style by citing your

         Human resource management strategy is a significant part of HR today (Delery & Doty, 1996). However, when you examine w

         Please turn in a 2-3 page paper, plus your references (these are not included in the 2-3 pages of text) and upload it in to Cour




         =======================================

         Your assignment will be graded based upon the criteria explained in the following link:

         Grading Rubric
n" within the field of HR, you'll conclude the paper in this module.




onal examples can you submit that help advise you of the practice of HR (specific to your topic)?




der of your report (SLP 4 and SLP 5 comprehensively) should take away from the work/research that you've d

 lease use APA style by citing your references in parentheses immediately following the thought that you are sharing (do not use footnote

6). However, when you examine what that means to organizations, you'll find that there are many interpretations. etc...

es of text) and upload it in to CourseNet by the end of this module.
work/research that you've done. Also your complete reference list needs to be submitted.

u are sharing (do not use footnotes). In other words, your sentences should look like this

 pretations. etc...

				
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