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OL 211 Final Project Guidelines and Rubric

Overview
Many businesses and organizations large enough to require human resource management (HRM) will need someone that not only understands core human
resource (HR) responsibilities, but also understands the vision and mission of the organization.

To align the core HR requirements of an organization with its strategic plan, you will conduct an HRM review of the organization in the Moller-Maersk case study
located in the Harvard Business Review Coursepack. Be creative in assembling each of the individual components or HR tools to the HRM review so that they
would be consistent with and add value to the organization. Complete the HRM review that illustrates how each of the HR tools plays a role in an organization’s
overall strategic plan.

The project is divided into four milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Two, Three, Four, and Five. Your comprehensive proposal will be submitted in Module Seven.

This assessment addresses the following course outcomes:

 Explain core concepts of human resource management common in today’s global workplace for promoting shared values throughout an organization

 Describe human resource management practices and theories that align to and promote the organization’s vision, mission, and business

 Illustrate the functions of a human resource manager for ensuring alignment with the organization’s strategic plan
 Explain modern human resource concepts and principles that are essential in a changing work environment

Prompt
In this assessment, you will review the human resource management (HRM) of the organization within the case study. This case study will give you the
opportunity to explore various roles and processes within the human resources profession. A key skill for any professional working in human resources is the
ability to develop and implement processes that align with a company’s strategic plan and mission.

I. HRM Functions and Practices
A. Explain why the human resource (HR) function should be aligned with an organization’s strategic plan. [OL-211-03]
B. Explain how current global conditions in this industry impact human resource management (HRM) practices within organizations. [OL-211-01]

II. Staffing

A. Describe a process to recruit and select new employees who are aligned with the organization’s vision and goals from the case study. [OL-211-
02]

B. Compare and contrast recruitment and selection of internal versus external candidates using best practices from the Society for Human

Resource Management (SHRM) website. Refer to the Research and Metrics page for helpful resources. You may want to consider which method
of recruitment would be most beneficial to this organization. [OL-211-01]

III. Training
A. Describe the components of a needs assessment used to determine the training requirements of the organization. [OL-211-01]
B. Explain the importance of developing learning activities. Be sure to incorporate adult learning principles and methods of experiential learning

from this course. [OL-211-03]
C. Illustrate the value of a training needs assessment in an organization. Support your response. [OL-211-01]
D. Describe the importance of creating SMART objectives for a training plan. [OL-211-02]

IV. Evaluation

A. Determine the HRM’s role in the performance management process. How can you ensure the process aligns with the organization’s strategic
plan? [OL-211-03]

B. Differentiate between various performance appraisal systems. Provide an example where one would be more applicable. [OL-211-02]
C. How do you identify best-suited appraisals for employee job duties? Support your response with an example. [OL-211-04]
D. Identify a variety of performance rating scales that can be used in organizations that includes graphical scales, letter scales, and numeric scales.

Describe each scale. [OL-211-02]

V. Compensation
A. Describe the compensation philosophy. How does the market influence this philosophy? [OL-211-04]
B. Determine the value of salary surveys and describe the advantages of discretionary benefits. [OL-211-04]

Milestones
Milestone One: Evaluating Strategic Talent Management Initiatives—Functions and Practices/Staffing
In Module Two, you will write a short paper that addresses Sections I and II of the Final Project document. This milestone will be graded with the Milestone One
Rubric.

Milestone Two: Employee Development Processes
In Module Three, you will write a short paper that addresses Section III of the Final Project document. This milestone will be graded with the Milestone Two
Rubric.

Milestone Three: Performance Management
In Module Four, you will write a short paper that addresses Section IV of the Final Project document. This milestone will be graded with the Milestone Three
Rubric.

Milestone Four: Compensation
In Module Five, you will write a short paper that addresses Section V of the Final Project document. This milestone will be graded with the Milestone Four
Rubric.

Final Submission: Human Resources Management review
In Module Seven, you will finalize and submit a paper that is comprised of all the milestone submissions with edits based on instructor feedback. This milestone
will be graded with the Final Project Rubric below.

Deliverables
Milestone Deliverable Module

Due
Grading

1 Evaluating Strategic Talent Management
Initiatives—Functions and Practices/Staffing

Two Graded separately; Milestone One Rubric

2 Employee Development Processes Three Graded separately; Milestone Two Rubric

3 Performance Management Four Graded separately; Milestone Three Rubric

4 Compensation Five Graded separately; Milestone Four Rubric

Final Submission: HRM review Seven Graded separately; Final Project Rubric
(below)

Final Project Rubric
Guidelines for Submission: Submit your human resource management review adhering to the following guidelines: minimum of 7 pages, double-spaced, using
12-point Times New Roman font and following APA 6th edition format. Submit journal assignment as a Word document.

Instructor Feedback: This activity uses an integrated rubric in Brightspace. Students can view instructor feedback in the Grade Center.

Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value

HRM Functions and
Practices: Function

Meets “Proficient” criteria and
explanation is supported with
evidence

Explains why the human resource
function should be aligned with
an organization’s strategic plan

Explains why the human resource
function should be aligned with
an organization’s strategic plan,
but explanation is cursory or
inaccurate

Does not explain why the human
resource function should be
aligned with an organization’s
strategic plan

8

HRM Functions and
Practices: Global

Conditions

Meets “Proficient” criteria and
explanation is clear and detailed

Explains how current global
conditions in the industry impact
human resource management
practices within organizations

Explains how current global
conditions in the industry impact
human resource management
practices within organizations,
but explanation is cursory or has
gaps in accuracy

Does not explain how current
global conditions impact human
resource management practices
within organizations

6

Staffing: Recruiting

Meets “Proficient” criteria and
description demonstrates a
nuanced understanding of the
relationship between recruiting
and the organization’s vision and
goals

Describes a process to recruit and
select new employees who are
aligned with the organization’s
vision and goals

Describes a process to recruit and
select new employees who are
aligned with the organization’s
vision and goals, but description is
cursory or inaccurate

Does not describe a process to
recruit and select new employees
who are aligned with the
organization’s vision and goals

6

Staffing: Candidates

Meets “Proficient” criteria and
establishes which method would
be more beneficial for an
organization based on the
research

Compares and contrasts
recruitment and selection of
internal versus external
candidates using the Society for
Human Resource Management
website as resource

Compares and contrasts
recruitment and selection of
internal versus external
candidates but does not utilize
the Society for Human Resource
Management website as resource

Does not compare and contrast
recruitment and selection of
internal versus external
candidates using the Society for
Human Resource Management
website as resource

6

Training: Needs
Assessment

Meets “Proficient” criteria and
description is clear and detailed

Describes the components of a
needs assessment used to
determine the training
requirements of the organization

Describes the components of a
needs assessment used to
determine the training
requirements of the organization,
but description is cursory or
inaccurate

Does not describe the
components of a needs
assessment used to determine
the training requirements of the
organization

6

Training: Learning

Activities

Meets “Proficient” criteria and
exhibits keen insight into the
needs of adult learners

Explains the importance of
developing learning activities, and
incorporates adult learning
principles and methods of
experiential learning

Explains the importance of
developing learning activities, but
does not incorporate adult
learning principles and methods
of experiential learning

Does not explain the importance
of developing learning activities

8

Training: Training
Needs Assessment

Meets “Proficient” criteria and
uses scholarly research to
contextualize claims

Illustrates the value of a training
needs assessment in an
organization, and supports
response

Illustrates the value of a training
needs assessment in an
organization, but does not
support response

Does not illustrate the value of a
training needs assessment

6

Training: SMART

Meets “Proficient” criteria and
description is clear and detailed

Describes the importance of
creating SMART objectives for a
training plan

Describes the importance of
creating SMART objectives for a
training plan, but description is
cursory or inaccurate

Does not describe the importance
of creating SMART objectives for
a training plan

6

Evaluation:
Performance

Management

Meets “Proficient” criteria and
description is well supported and
plausible

Determines HRM’s role in the
performance management
process including how the process
aligns with the organization’s
strategic plan

Determines HRM’s role in the
performance management
process, but does not include how
the process aligns with the
organization’s strategic plan

Does not determine HRM’s role in
the performance management
process

8
Evaluation:
Performance

Appraisal

Meets “Proficient” criteria and
example is well supported and
contextualized

Differentiates between the trait,
behavioral, and results-based
performance appraisal systems,
and provides an example where
each would be most applicable

Differentiates between the trait,
behavioral, and results-based
performance appraisal systems,
but does not provide an example
where each would be most
applicable

Does not differentiate between
the trait, behavioral, and results-
based performance appraisal
systems

6

Evaluation:
Best-Suited
Appraisals

Meets “Proficient” criteria and
uses scholarly research to
substantiate claims

Determines how to identify best-
suited appraisals for employee
job duties, and supports response
with an example

Determines how to identify best-
suited appraisals for employee
job duties, but does not support
response with an example

Does not determine how to
identify best-suited appraisals for
employee job duties

8

Evaluation:
Performance Rating

Scales

Meets “Proficient” criteria and
description is clear and
contextualized

Identifies a variety of
performance scales that can be
used in organizations and
describes each

Identifies a variety of
performance scales that can be
used in organizations, but does
not describe each scale

Does not identify a variety of
performance scales that can be
used in organizations

6

Compensation:
Compensation

Meets “Proficient” criteria and
description is clear and detailed

Describes the compensation
philosophy and describes how the
market influences this philosophy

Describes the compensation
philosophy and describes how the
market influences this philosophy,
but description is cursory or
inaccurate

Does not describe compensation
philosophy

8

Compensation:
Salary Surveys

Meets “Proficient” criteria and
uses evidence to substantiate
claims

Determines the value of salary
surveys, and describes the
advantages of discretionary
benefits

Determines the value of salary
surveys but does not describe the
advantages of discretionary
benefits

Does not determine the value of
salary surveys

8

Articulation of

Response

Submission is free of errors
related to citations, grammar,
spelling, syntax, and organization
and is presented in a professional
and easy-to-read format

Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization

Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact readability
and articulation of main ideas

Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas

4

Earned Total 100%

Overall Feedback week 2 assignment I hope you have enjoyed this course thus far. Some students think that the final project, or comprehensive project, should be one that includes their own thoughts and opinions. That is true: however, your thoughts and opinions are only as strong as the information that you include to support it. So, in your final project, be sure to include and cite supporting information, generally about 1-2 cites per page.   You met all the requirements of the assignment, and for that I thank you for all the attention to detail that you committed.   Remember to have a solid thesis, keep paragraphs to 3-5 sentences, and have 1-2 citations per page (no more than 2 citations per page as we like to see more original thought/writing than citations).   What a great week, and thanks for everything! I do try to end the week with an inspirational thought or two: remember that your dreams can come true, but only if you do something about them. A dream remains a dream until you work to make your dream become a reality. Do not just hope for the future; work hard to make the future that you want. Thanks so much, Dean Overall Feedback 3 assignment China – Very well done here. The definition that, “A literature review is a review of a subject field that supports the identification of specific research questions…it draws on and evaluates different types of sources including academic and professional journal articles, books, and web-based resources” (Rowley & Slack, 2004, p. 31), is an excellent one.   As I looked at the overall presentation, I am gratified that you addressed these aspects of the assignment. A fine aspect to accomplish.   In a literature review, I usually bold this sentence since everything in the paper should reinforce/support that one sentence. This is an outstanding way to gather the interest of your audience and reinforces the power of information contained within a literature review.   In your Literature Review summary, remember to choose a word or sentence from each article and then compile those words and phrases into the summary. The key is to identify available research – both those that support your belief and that oppose it – so that when you develop your own thesis or theory it is not contradicted by available facts, statistics, theories, or research.   Thanks again for everything you have done this week: remember that great accomplishments, and great rewards, often come from great sacrifice. I wish you the greatest of rewards in your life. Cheers, Dean. Overall Feedback 4 assignment China – A key is progress, which means that projects are iterative. You create the based outline and milestones, and then you add to your project, recognizing that your project will evolve and change over time.   Be prepared to continually review your project so that you can adapt it to the information and knowledge you gain over the weeks of the course.   Overall, your grammar was nicely done. Note that some of the more common grammar mistakes to avoid include not writing in first person, avoid contractions, avoid generalizing (“everyone does it,” “most people,” etc.), and avoid ending sentences with a preposition. Thanks!   I wanted to add one final thought to wrap up the week: in education, as in life, we always try to do good, and have always believed that if we try to do good, we can make the world just a little bit better. I wish us all the best as we try to make something better through our time here. With that, my best to you all! Dean Overall Feedback Week 5 assignment China – I appreciate your work this week. I would start our conversation by adding that in completing your outline and milestone, you can use the general outline and milestone above by simply removing the verbiage after each heading and replacing with the content from your presentation. This will ensure you produce an outline and milestone that contains all the key points you want to make in your presentation, along with the presentation order.   A thought I would add here: be sure that you detail exactly what you are trying to prove. Whether in an essay or PowerPoint, it becomes clear that knowing exactly what you are trying to prove. This is the area I would highlight in your presentation. Otherwise, you are on the right track.   In this assignment, an important aspect is to answer every part of the question. Here, I encourage you to “highlight” those aspects of the assignment requirements that they have answered in your response.   I wanted to say how very appreciative I am of all your time and effort. A final thought as we end the week: though we do dream of something better, and those dreams of a better world may be worthwhile, they are worthless unless we do something about them. Fortunately, we are only limited by the dream of a better world, and our determination to make a difference. I hope we all reach our dreams. With that, enjoy the day. Dean

HR Final Project Milestone One

Explain why the human resource function should be aligned with an organization’s strategic plan (use ideas from the Module One discussion on this topic).

There are number of reasons to align human resource function with organization strategic plan. Human resource function should be aligned with an organization plan as it enables organizations to achieve their vision. It enables HR department to know future direction of the organization and to have appropriate staff to run with it. It helps and ensures having right peoples with right skills and abilities at the right time in the right place (organization). Having right persons in the organization is essential for the development and success of the organization. It helps to know upcoming changes in the organization to train their men for organizational development. It keeps the organization up to date and ready to change according to the modern world challenges and requirements.

Human resource function alignment with organization’s strategic plan helps them to set long-term organizational goals and way forward to achieve them. It also ensures to follow policies, procedures and protocols in the organization. It enables them to align all other human resource activities with organization’s strategic plans.

Explain how current global conditions in Maersk’s industry impact human resource management practices within this organization (use ideas from the Module One discussion on this topic).

Maersk is a global organization, that’s why it can be affected by global industrial conditions. Maersk and its human resource management department remains aware of global conditions and its impacts toward them. Maersk has adopted flexible human resource management practices to adjust with modernly changing global conditions to avoid negative effects and stagnate human resource practices. Maersk keep on changing its human resource management practices according to the global conditions, requirements and challenges. As they change their recruiting practices along with passage of time to hire new and fresh employees and train them but they changed it due to employee turnover. Maersk randomly reevaluates its human resource management practices to run with current global conditions.

Compare and contrast recruitment and selection of internal versus external candidates in general.

Each recruitment and selection of internal and external candidates have advantages and disadvantages. However, the both are very important and necessary. But the important point is use of both recruitments for the benefit of the organization. Human resource management decide when to use internal or external recruitment and selection of candidates. As we saw in case of Maersk. They changed their practices of recruiting and selection of internal and external candidates for some reasons like training, development, retention, turnover and leftover etc. External candidates with appropriate skills and abilities are recruited and trained for specific job which can be expensive while recruiting internal candidates can be easier, inexpensive and beneficial in number of ways like retention and output etc.

External recruitment can bring out new ideas, new skills, new talent but it can take lot of time, efforts and money to train and familiar with the organization and its human resource management practices. While, internal recruitment may be far away from new talent and new ideas but can save lot of time, efforts and amount in shape of training and on job trainings and familiarity with the organization.

Describe how Maersk has recruited and selected new employees who were aligned with the organization’s vision and goals over the years.

Generally, Maersk hired fresh and untrained candidates to train them up to two years. Where it created a sincere belonging relationship with the organization and people work like a family atmosphere to work for long term basis. However, it also created employee’s turnover or left-over ratios. As they found any reasonable or better opportunity, they switch over to next organization. That’s why, Maersk brough changes to its recruitment policies to retain and recruit the right person.

Assess the effectiveness of its recruitment process and determine what changes if any you would recommend to improve employee success and retention.

Maersk recruitment process remained effective as they used to bring some useful and effective changes to improve employee success and retention. First of all, they brought, attraction through bringing right persons in the organization and attracted them to work in the organization. Secondly, identification of accurate needs and selection of appropriate candidates or talent with required capabilities and skills. They appointed right persons at the right time at the right place. Research and development are essential for effectiveness of recruitment process and retention of the staff to achieve its goals. Scenario planning is necessary for effective recruitment and successful retention. Finally, measuring performance on regular basis would bring recruitment process effectiveness and successful retention of the staff to have a bunch of talented and outstanding human resource.

References

Boris Groysberg and Sarah L. Abbott (2013), A.P. Møller – Maersk Group: Evaluating Strategic Talent Management Initiatives

Eric Krell (2015), Weighing Internal vs. External Hires.

https://www.shrm.org/hr-today/news/hr-magazine/pages/010215-hiring.aspx

Andrea Disanferdin (2018), Human Resource Management. http://www.ijsrp.org/research-paper-0918/ijsrp-p8126

3

Training Need Assessment

China Brown

SNHU

01/23/2021

Training Need Assessment

Many reports have revealed that organizations enjoy several benefits through training need assessment. The previous survey conducted by International Labor Organization established that 80% of the top-performing companies such as Apple, Samsung, Wal-Mart, Caterpillar, and Amazon have succeeded in creating a sound Human Resource Framework that allows the organizations to conduct training need assessment before hiring employees (Kusmiatun, Suyitno & Basuki, 2017). Other reports have also shown that the HR strategies’ alignment with organizational strategies helps organizations understand the need for education and training among employees. This paper will focus on discussing the benefits that Caterpillar enjoys through conducting training assessment need.

There are many benefits that organizations enjoy through conducting training need assessment. Caterpillar is one of the companies that have succeeded through its Human Resource activities. In 2015, Caterpillar was awarded a center of excellence for effective customer service and human resource activities. The report established that conducting training need assessment has helped the company save time and prevents the wastage of funds through training the wrong people or engaging in inaccurate training content (Mazhisham et al., 2018). Further, the report showed that the company often develops the right employees who require training, which has prevented it from wastage of resources. The New York Times also reported that having a training strategy can help the company obtain a competitive advantage. With the increasing competition and depleting resources, many sources have shown that having a training strategy can help companies identify areas requiring improvement in a company and focus on enhancing such areas instead of subjecting all employees to training without considering the need. There are also reports that training assessment is the best strategy that organizations can adopt to determine the need, focus scale, and target group for training and align them with the organizational strategies. Training assessment helps companies identify problems that can be fixed and the skills required for specific jobs. Also, it provides organizations with information regarding expertise required when determining future developing goals.

Components of need assessment

The need assessment components used to determine training requirements include organizational analysis, task analysis, and personal analysis. During organizational analysis, Maersk HR professional collaborates with the representative department to identify and ascertain training requirements and priorities that align the HR strategies with organizational strategies. The organizational analysis also involves comparing the desired outcome with the desired skills and the organization’s requirements to achieve the outcomes. During organizational analysis, the existing obstacles are identified and minimized or removed when there is a need (Sahoo & Mishra, 2019). The organizational analysis is reflected in the partner job posting of the CARE Business. Task analysis involves dividing tasks into components, which are then used to establish a task list for the job and the necessary skills or expertise it requires. The personal analysis involves determining the best candidate for a given position after training.

Importance of SMART Objectives

The goals set by organizations play a significant role in determining their future success. Goals lead the organizations in their operations, and through the goals, the organization can achieve its mission and vision. Internal determination of training needs requires proper objectives, which may involve expanding the workforce, training the workforce, and employee motivation. The development of training assessment should be based on the SMART analysis. The SMART analysis provides a clear focus for the organizational management and employees by describing priorities employees and management can comply with when planning projects. Goal settings also help to increase morale and determine employees’ motivation strategies. Another advantage of this organizational tool is that it helps improve the cohesion of the group.

Importance of developing learning activities

Developing learning activities has been identified to have many benefits to organizations. The report issued by the HR department for Apple revealed that learning activities help increase employees’ motivation to advance their skills, knowledge, and adjust their confidence and morale. For Caterpillar, its representatives are customer advocates who are keen on ensuring that employees and customers’ wellbeing are achieved. The company’s representatives are determined to enhance the relationship between employees and customers. According to Sahoo & Mishra, (2019) building a strong relationship between customers and employees in the organization involves identifying customer needs by considering market trends. For Caterpillar to equip its employees with the knowledge they require to complete the tasks, the company should design its activities to allow its staff to acquire specific information, skills and use the skills they have acquired to engage customers.

Incorporation of adult learning principles and experiential learning methods

Adult learning is autonomous in many organizations, making the company allow its employees to make decisions and choices regarding their training. Adult employees should be allowed to identify areas that require improvement and make choices regarding their training. However, some testing techniques allow individuals to demonstrate mastery of a subject. For instance, monitoring programs help the employees to set specific learning goals.

In conclusion, the company should encourage collaborative relationships among its trainees and provide an experienced staff or expert who can guide the trainees on areas they need to improve or skills they require to accomplish their tasks. It is also important to consider adult training as significant because it improves the organizational outcome and helps companies achieve their goals.

References

Kusmiatun, A., Hs, W., Suyitno, I., & Basuki, I. A. (2017). Need assessment of learning materials of Indonesian for academic purposes for speakers of other languages. Researchers World, 8(3), 151.

Mazhisham, P. H., Khalid, M. Y., Nazli, N. N. N. N., Manap, R., & Hussain, N. H. M. (2018). Identification of Training needs assessment in organizational context. IJTMSS, 1(5), 20-30.

Sahoo, M., & Mishra, S. (2019). Effects of trainee characteristics, training attitudes and training need analysis on motivation to transfer training. Management Research Review.

1

Managing and Appraising Employee Performance

China Brown

SNHU

01/27/2021

Managing and Appraising Employee Performance

Performance management is one of the vital roles of HR managers. It is usually done to align an organization’s objectives with the agreed measures of employees, development plans, skills, competency requirements, and the delivery of results. Organizations undertake performance management by emphasizing learning and development, improving a high-performance workforce, and overall business strategies. The main aim of engaging in performance management is to drive behaviors from employees to get outcomes. Performance management is mainly done by motivating employees (Hee & Jing, 2018). Many organizations have registered improved and tremendous performance because of this approach. This paper seeks to address important concepts of performance appraisals by identifying the role of HR in the performance management process and how HR ensures that the process aligns with the organizational strategic plans.

Many reports have indicated that HR departments play a significant role in designing and implementing performance appraisals. According to some sources, it is the HR department’s role to ensure smooth implementation of performance appraisals in organizations. HR departments take part in designing the performance appraisals by making sure that the process is simple and does not take too much time. The HR department ensures that the performance appraisal technique is clear and transparent. The HR department also sits with the reviewing authority to ensure the appraisals are completed in time and only the deserving employee’s benefit from the process (Tanti, Puspasari & Triandi, 2018). HR’s role aligns the process to the organizational strategic plan by ensuring that the process enhances the fulfillment at the workplace s by improving employees’ morale and motivating employees to work hard because they ensure that only the deserving employees benefit from the plan. This will motivate employees to work hard and meet their targets, and as a result, the organization will realize a significant increase in profit.

Behavior, trait, and result-based appraisal methods are different methods of measuring employee performance. The trait is an appraisal method that is attached to innate characteristics. Behavior is associated with employee actions. In trait appraisal, the manager is interested in how an employee exhibits a given trait about the job. On the other hand, the behavioral appraisal looks at particular actions related to the job. Behavioral appraisal is normally used when an employer wants to motivate employees on specific actions related to the job (Tanti, Puspasari & Triandi, 2018). Trait appraisal is used when an employer wants to motivate a particular character of an employee. For example, a manager can use trait appraisal to measure customer care performance to determine whether she is courteous on her job. An example of result-based appraisal is when an employer decides to track the performance based on the units the employee makes.

The suitable appraisal for Maersk is the 360-degree appraisal system. 360 degrees appraisal system is handy when seeking employees’ feedback. It helps in the collection of feedbacks from employees, customers, peers, and seniors. The feedback collected is used to determine the weakness and strengths of employees. For Maersk, this appraisal system is the best because it will help the company enhance collaboration, leadership, and teamwork skills through their feedback. It also helps the organization improve its profit because it creates a conducive environment for work by motivating employees and enhancing their skills. Collecting feedback gives a clear insight into an employee’s personality trait and attitude towards the work assigned. The feedback from employees will also help the organization understand employees and their work approach better and help them grow. The advantage of this system is that it is cost-effective, and it will give the company a clear picture of employee’s performance.

Performance management involves rating employees using various rating scales such as linear numeric scale, Likert, multiple rating matrix, frequency scale, and forced ranking scales. Rating scales involve asking employees to rate abstract concepts such as satisfaction, education level, age, or machines owned in work. On the numerical scale, employees provide numeric responses to some questions such as satisfaction, brand favorability, ease, or feature importance. The Likert scale has employees agree or disagree with multiple statements (Wang, Zhu, Mayson & Chen, 2019). Multiple rating matrix present questions to employees and can be used to display many questions or statements. For example, when having employees or customers rating their brand attitude, it will need a matrix to rate the employees. Frequency scales are used to rate how employees perform or think they perform.

References

Hee, O. C., & Jing, K. R. (2018). The Influence of human resource management practices on employee performance in the manufacturing sector in Malaysia. International Journal of Human Resource Studies, 8(2), 129.

Tanti, L., Puspasari, R., & Triandi, B. (2018, August). Employee performance assessment with profile matching method. In 2018 6th International Conference on Cyber and IT Service Management (CITSM) (pp. 1-6). IEEE.

Wang, M., Zhu, C. J., Mayson, S., & Chen, W. (2019). Contextualizing performance appraisal practices in Chinese public sector organizations: the importance of context and areas for future study. The International Journal of Human Resource Management, 30(5), 902-919.

1

Compensating Employees

China

SNHU

02/07/2021

Compensating Employees

Many companies are reported to have compensation strategies that are not tied to company performance. According to the previous International Labor Organization report, more than 20 percent of manufacturing and service industries underpay their employees. According to the report, many organizations have collapsed due to low compensation strategies Bonache & Stirpe, 2012). The report also indicated that many companies pay executive employees lucrative salaries even when the company performance falls below stakeholders’ expectations. The report further indicated that there is an increasing pay gap between the executive and non-executive employees. Here, we are going to describe the compensation philosophy of Maersk and also determine how the market influences the company’s philosophy. Further, this paper will determine the value of salary surveys to the organization and the advantages of discretion benefits to Maersk.

Compensation philosophy

Compensating executive employees

Maersk compensates its executive employees following the direction issued by the company’s director. The professional compensation director is a consultant in the company. The compensation director forms a team with the company’s compensation committee to perform an objective analysis of its executive pay package (Carlock & Ward, 2005). In Maersk, executive employees are those who earn an annual pay of more than 200,000 dollars.

Executive compensation package

Mark’s executive compensation package is mainly based on long term rewards over short term rewards. The company’s executive compensation package components are equity agreement, current core compensation, employee benefits, clawback provision, and separation agreement. The components of current core pay include base pay and bonuses. Base pay is the total money executive employees receive annually. The company issues its employees with bonuses when they exceed their goals.

Compensation for contingent workers

Contingent workers in Maersk include ob-call employees, temporary workers, part-time workers, contractors and leased employees. Contingent employees work less than 35 hours a week. the company’s contingent workers are both voluntary and involuntary employees. The company has many contingent employees as a strategy to minimize labor costs and allow its employees to advance their careers (Carlock & Ward, 2005). Maersk has also employed contingent workers who are unable to find full-time employment in other companies. The benefits that contingent employees are entitled to in Maersk are calculated based on the number of hours the employees work. the employee benefits for contingent employees include patient protection, affordable care, paying insurance premiums, overtime, minimum wages and nondiscriminatory compensation

How market influences the compensation philosophy

External and internal factors such as level f income, employment rate, inflation, and government policy influence its compensation strategy. Areas with a high demand for labor make the company increase its compensation rate (Torstensson & Sonesson, 2010). Those with a high supply of laborers make the company spend less money in compensating its employees. Also, the lower the unemployment rate, the higher the company pays its employees, and the higher the unemployment rate, the lower the company compensates its employees.

Value of salary surveys to an organization

The company engages in a salary survey to focus on geographic regions, job titles, employer sizes, and industries. The survey data comprises quantifiable aspects of compensation such as merit increase, base salaries, salary ranges, incentives, starting salary, allowances, benefits, working hours, and increase percentages. The company engages in salary surveys for benchmarking purposes, enables them to design a total reward compensation package, and also helps it to keep up with compensation trends. Salary survey also provides data on the turnover and retention rate in the organization.

Advantages of discretionary benefits to Maersk

Maersk provides its employees with additional benefits that are not determined by the law. These benefits include mental health, physical health, prescription drugs, substance abuse, dental and vision insurance for workers and their families, a pension plan, life insurance, payment for childcare, and tuition assistance. The company pays part of the cost of the benefit plan for its employees. Through the provision of these benefits, the company builds a positive relationship with its employees (Torstensson & Sonesson, 2010). Besides, the company also provides these benefits to match competitor’s benefits. Finally, the company gives these benefits to boost productivity and offer choices to its employees.

In conclusion, this paper has described Maersk’s compensation philosophy by identifying executive and nonexecutive employees’ compensation packages and the benefits of survey data and discretion benefits.

References

Bonache, J., & Stirpe, L. (2012). Compensating global employees. In Handbook of Research in International Human Resource Management, Second Edition. Edward Elgar Publishing.

Carlock, R. S., & Ward, J. L. (2005). Assuring a healthy business. In Family Business (pp. 17-30). Palgrave Macmillan, London.

Torstensson, P., & Sonesson, L. (2010). Supply Services to Arctic Offshore Operations; Macro-environment, Market Demand, and Business Potentials–The Case of Maersk Supply Service.