Respond to the following in a minimum of 250 words:

What is the difference between internal and external growth strategies? What staffing problems do each of these present?

INSTRUCTIONS:

 

· Please submit your assignment as an attachment in your assignments folder.

· Your assignment cannot be accepted via messages or email.

· You must submit to the assignment link by the due date stated in the syllabus for credit. A missing assignment will be assigned a 0.

· Respond to all three questions below on a new, blank word processing document (such as MS Word).

· Develop each answer to the fullest extent possible, discussing the nuances of each topic and presenting your arguments logically.

· In addition, include citations from the class content resources in weeks 1-6 to support your arguments.

· Each answer should be robust and developed in-depth.

· You are expected to demonstrate critical thinking skills as well as an understanding of the issues identified. Some questions may also require personal reflection and practical application Your responses will be evaluated for content as well as grammar and punctuation.

· All writing must be your original work. PLEASE do not copy or quote anything. Sources are just that, a reference. Once you locate the information, read and interpret the data. What does it mean to you? Type your own thoughts and own words. Then, include in-text citations to support your ideas. This is not a research paper. 

FORMAT:

· Include a Cover Page with Name, Date, and Title of Assignment.

· Do not include the original question, only the question number.

· Each response should be written in complete sentences, double-spaced and spell-checked. Use 12-point Times New Roman font with 1-inch margins on all sides. Include page numbers according to APA formatting guidelines.

· In addition, you will want to include citations in APA format at the end of each answer. Include a minimum of 3 references for each answer. References must be from class materials.

 

Question 1:

Developing employees is different than training employees, though human resource functions often tend to group these activities together. Training and development are not always mutually exclusive, though they do have a different focus. Though training programs tend to be focused on improving employee performance in a current job, they may also be preparing employees for future assignments/jobs. In your own words, describe and provide at least one example of each of the following:

a) the difference between employee development and training programs;

b) how training programs can be used to support employee development;

c) how training and development support career planning.

Question 2:

A) Imagine that you are preparing for your first performance feedback session with your employee. You want the session to be effective for the employee, so he/she will have the motivation and knowledge to improve performance. You also want to provide a valid, accurate evaluation of the employee’s performance. What are the steps that you would take to prepare for the session? What sources of data would you consider? Finally, outline how you would conduct the feedback and evaluation.

 

B) Assume the role of the employee. How would you need to prepare for your performance evaluation meeting?

Question 3:

Define the term “security” with respect to today’s workplace. Discuss in detail the actions an employer can take to minimize the risk of bullying and workplace violence. What are some other security concerns organizations face and how can these risks be mitigated? Discuss at least three strategies.

Post a cohesive and scholarly response based on and supported by your required readings and research this week that addresses the following:

Using your current or a recent employer as a basis:

• Explain two theories of motivation that can drive individuals to improve their overall performance and its impact on the organization.
• Explain how motivation theory was (or could be) applied in the workplace to improve productivity, quality, morale or other measures of effectiveness.

350 words apa format

Chapter 6: The foundations of strategic human resource management

Mini Case Study 1

Autism Together

Autism Together is a UK-based charity that provides residential respite care and supported living for 400 people on the autistic spectrum in the north west of the country. It is the largest employer in the region. One in 100 people in the UK are now diagnosed as being on the autistic spectrum, compared with one in 10,000 20 years ago, creating a growing demand for care and support services at a time when local authority budgets are severely constrained.

In this challenging environment, CEO Robin Bush has decided to focus his efforts on areas within his control, such as internal communication, employee engagement, and professionalism of care. In consequence, the charity has won national awards and raised the quality of the care it provides. When he joined the organization, the approach to HRM was old-fashioned and traditional. The charity was established around 50 years ago, and there was a need to shift the culture so that the organization became somewhere people wanted to work. Most of the charity’s staff are support workers who work directly with service users, and the job can be challenging both physically and emotionally, while pay is on a par with easier and less challenging jobs.

A key focus has been on increased transparency, including a responsive HR and payroll system that integrates with learning initiatives and rotas to provide a mobile solution to people’s needs. Leaders have been encouraged to go out and engage directly with staff working in homes across the region. The charity has invested in management development to encourage managers to be more empathetic, and a staff council has been given more powers and new feedback mechanisms to harness staff involvement.

A new set of values has been introduced and keeping the staff involved and informed is a key part of this. In an environment where pay rises are only possible for those on the minimum wage, this openness has played an important role in helping employees to understand why the charity is making these decisions. Despite the challenges, retention has improved, with cost savings, and people’s enjoyment of their jobs has improved as well.

Questions:

1. What elements of the shift from a ‘personnel management’ to a ‘human resource management’ approach can you see in Autism Together?

2. What elements of a ‘high commitment’ approach to HRM is Autism Together using?

3. What can we learn from Autism Together about managing people strategically in an environment where cost control is paramount?

Source: People Management (2017) We used to withhold information from staff – now we tell them the truth. May, pp. 20-21.