Complete the Reflective Discussion Assignment. Please use the course background material/ notes. (I have also included a sample assignment)

Module 4 Reflective Discussion

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In the Module 4 Reflective Discussion, please reflect on everything you have learned in this course, by addressing the following: 

Paragraphs 1-3: 

Given the readings and assignments in the course, identify and discuss three important concepts applicable to your work experience, profession, and/or career plans for the future. Describe how each applies.

Paragraph 4:

What part of the course (background materials, assignments, and so forth) helped to shape or reshape your perceptions of the role of HRM in the private sector? 

Note: No outside research or citations are needed with your four paragraphs to the Reflective Discussion. Also, no responses to your peers’ posts are needed.

Module 1

Required Sources

Brentwood Open Learning College. (2016, December 19). Why HR professionals are important for an organization [Video file]. Retrieved from 

.

Schultz, L. (2014, September 24). What is Strategic HR? [Video file]. Retrieved from 

.

Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: Putting ‘human’ back into strategic human resource management. Human Resource Management Journal, 21(2), 93-104. Retrieved from EBSCOhost in the Trident Online Library.

Optional Sources

McMillan, D. (2012, September 12). Life after death by PowerPoint [Video file]. Retrieved from 

Society for Human Resource Management. Browse SHRM’s monthly publication, HR Magazine (available though ProQuest in the Trident Online Library) for pertinent HR topics. Also visit the SHRM website, 

www.SHRM.org

, for membership information as well as for information on HR topics (some do not require paid membership for access, others do).

Wienot Films. (2011, May 9). How to give an awesome PowerPoint presentation [Video file]. Retrieved from 

Module 2

Required Sources

Alanis Business Academy (2012). Human resource management: Human resource planning. Retrieved from 

https://www.youtube.com/watch?v=L_aiqSRL-j8.

Gregg Learning. (2017, June 30). HR Basics: Selection [Video file]. Retrieved
from 

.

Human resource management. (n.d.) Retrieved from 

http://rachel.golearn.us/modules/en-oya/business-101/webpages/Chapter14/1-human-resource-management-hiring-and-staffing.html

Jusko, J. (2011). Cutting costs without cutting people. Industry Week, 260(4), 30-n/a. Retrieved from ProQuest in the Trident Online Library.

Marshall, P. (2010, April). Taking action on diversity. The Canadian Manager, 35(1), 17-18,3. Retrieved from ProQuest in the Trident Online Library.

SCRIBD (2018). Job Analysis and Human Resource Planning. Download slide presentation from 

https://www.scribd.com/presentation/16149160/Job-Analysis-HR-Planning

Discussion

The 2018 Diversity Inc. top 50 companies for diversity. (2018). Retrieved from

https://www.diversityinc.com/st/DI_Top_50

.

SLP

U.S. Department of Labor (

https://www.dol.gov

).

U.S. Census Bureau (

http://censtats.census.gov/pub/Profiles.shtml

).

Optional Sources

Fox, A. (2011, May). Mixing it up. HR Magazine, 56(5), 22-27. Retrieve from ProQuest in the Trident online library.

Job analysis background research

 [PowerPoint slides]. Retrieved from 

https://uwf.edu/search/index.html?q=job+analysis+background+research

Management Study Guide. (2016). Approaches to job design. Retrieved from 

http://managementstudyguide.com/approaches-to-job-design.htm

Owens, D. (2011, May). Bank on diverse talent. HR Magazine, 56(5), 32-33. Retrieved from ProQuest in the Trident Online Library.

Perrett, B. (2013). Halving labor costs. Aviation Week & Space Technology, 175(31), 52. Retrieved from EBSCOhost in the Trident Online Library.

Module 3

Required Sources

Crossman, D. (2016, October 29). Simon Sinek on millennials in the workplace [Video file]. Retrieved from 

.

Role of internal consultants in managing change. (2016). Retrieved from 

https://www.prosci.com/change-management/thought-leadership-library/internal-consultant-managing-change

Zaballero, A. G., Corn, C. M., Haynes, C., Rothwell, W. J., Anderson, C. S., & Park, C. H. (2015). Organization development fundamentals: Managing strategic change. Alexandria, VA: Association For Talent Development. Retrieved from EBSCO from the Trident Online Library.

Optional Sources

Best practice in performance management. (2013). HSJ.Co.Uk, Retrieved from the Trident Online Library.

Coping with workplace change. (2016). Vitality, (2). Retrieved from 

https://www.ucalgary.ca/wellbeing/files/wellbeing/vitality-april-2016-coping-with-workplace-change

Kotter’s 8-Step Change Model: Implementing change powerfully and successfully. (2016). Retrieved from 

https://www.mindtools.com/pages/article/newPPM_82.htm

McMillan, D. (2012, September 12). Life after death by PowerPoint [Video file]. Retrieved from 

Schraeder, M., & Jordan, M. (2011). Managing performance: A practical perspective on managing employee performance. The Journal for Quality and Participation, 34(2), 4-10. Retrieved from ProQuest in the Trident Online Library.

Strategies for coping with workplace change. (2017). Dartmouth College Faculty/Employee Assistance Program. Retrieved from 

http://www.dartmouth.edu/~eap/STRATEGIES%20FOR%20COPING%20WITH%20WORKPLACE%20CHANGE

Wienot Films. (2011, May 9). How to give an awesome PowerPoint presentation [Video file]. Retrieved from 

Module 4

Required Sources

CBS This Morning. (2015). Work vs. vacation: From unlimited time to no time off. Retrieved from 

.

FitSmallBusiness (2013). Employee compensation—how to design the right plan. Retrieved  from 

https://www.youtube.com/watch?v=0Z2pwJ8TSy0.

Gollan, P. J., & Lewin, D. (2013). Employee representation in non-union firms: An overview. Industrial Relations, 52(S1), 173-193. Retrieved from Business Source Complete in the Trident Online Library.

Green, N., Ryan, K., & Levy, M. (2017). 

The correct way to terminate an employee

. Retrieved from 

http://www.humanresources4u.com/cms_files/original/How_to_Terminate_an_Employee1

Mishra, R. K., Singh, P., & Sarkar, S. (2012). Cross cultural dimension of compensation management: Global perspectives. Journal of Strategic Human Resource Management, 1(2), 63-71. Retrieved from ProQuest in the Trident Online Library.

Reilly, P. (2012). HR’s future in a global setting. Human Resource Management International Digest, 20(3), 3-5. Retrieved from ProQuest in the Trident Online Library.

Optional Sources

Miller, S. (2011). Study: Pay for performance pays off. Retrieved from 

https://www.shrm.org/ResourcesAndTools/hr-topics/compensation/Pages/PaysOff.aspx

Rose, M. (2014). Reward management. London: Kogan Page Ltd., Part I: The Fundamentals of Reward. Retrieved from Skillport/Books 24×7 from the Trident Online Library.

Equal Employment Opportunity and US Embassy HR Equal Employment Opportunity, or EEO, is a policy that was created in 1961 and fully adopted into a Commission in 1965 to address various aspects of discrimination in the workplace (Kmec& Skaggs, 2014). For instance, this policy asserts that no one may be denied employment due to race, gender, religion, disability, or sexual orientation, or other innately discriminatory reasons (Kmec & Skaggs, 2014). It has become a standard in virtually every company in the nation as a lack of compliance may result in repercussions, legal and monetary, for the employer (Kmec & Skaggs, 2014). EEO is not only applicable to private and public entities and organizations, but also to the Human Resources departments which oversee the workplace
conditions and onboarding and termination processes of persons employed with the United States Embassy. Since the United States
has accepted the standards of the EEO as an overarching guide, it is important that the agencies which represent the nation also, follow the same standards and adhere to hiring processes and workplace conditions which reflect the examples set forth by the EEO. Moreover, it is beneficial for any agency or organization to adhere to non-discriminatory practices as it allows for a greater level of diversity within the workplace, which is highly beneficial to the US Embassy (Kmec & Skaggs, 2014). It is therefore crucial the embassy continues to strive for EEO greatness and to lead the nation by example. 

Over the last several decades a great deal of research has been conducted, and is currently being conducted, on pay systems
and their impact on the organization and individual employees. Pay systems can vary and may include systems of merit pay, pay-
for-performance, job classification or pay grade levels (Park & Sturman, 2012). Job classification and pay grade levels have
been the standard, primarily for government organizations and agencies, though some public agencies are beginning to move
toward merit pay systems in which employees may be rewarded for their hard work (Park & Sturman, 2012). Currently the US Embassy take a mixed approach in which they utilize a combination of paygrade levels or job classification pay grades and offer long
term bonuses and incentives, which likely assists in reducing employment turnover in the long-run (Park & Sturman, 2012). It
would benefit them to continue examining the benefits of merit pay or pay-for-performance programs in the future as it may also
increase productivity and employee happiness.

Talent development refers to a process that may be employed by a human resources department to obtain, motivate, and develop
employees who are productive and engaged in their work environment (Jayaraman et al., 2018). Talent development often
begins with a talent development plan which is created and often includes aspects such as career and leadership development,
training and recognition programs, recruitment plans, succession and workforce planning, and performance management (Jayaraman et
al., 2018). Moreover, the goal of talent development is to increase aspects of the organization such as communication, innovation, accountability, team and quality focus, inclusiveness and adaptability (Jayaraman et al., 2018). The US Embassy should, therefore, place additional emphasis on talent development as the needs of the embassy often change and require high levels of leadership, teamwork, and adaptability to function effectively.

My perceptions of the role HRM’s play in the private sector have not been altered or reshaped after the course. The background materials did provide case studies that I found helpful from lessons learned in trial and error. EEO programs provided hope for a viable direction at the federal government level but left me with many questions at the current disconnection between the two.

Reference
Jayaraman, S., Talib, P., & Khan, A. F. (2018). Integrated
talent management scale: Construction and initial
validation. SAGE Open, 8(3), 215824401878096.
doi:10.1177/2158244018780965

Kmec, J. A., & Skaggs, S. L. (2014). The “state” of Equal
Employment Opportunity law and managerial gender diversity.
Social Problems, 61(4), 530-558. doi:10.1525/sp.2014.12319

Park, S., & Sturman, M. C. (2012). How and what you pay matters:
The relative effectiveness of merit pay, bonus, and long-
term incentives on future job performance. Compensation &
Benefits Review, 44(2), 80-85. doi:10.1177/0886368712450391