Tag: Homework Solution

  • [Solved] English homework

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    – 2 years ago **files (1)** – ## instructions.docx **## instructions.docx** Write a 4-page argumentative essay on the topic of _POLITICS_ and/or _RACE_ you are presenting. You must use 4 outside credible sources (which will be stated at the end of these instructions). The best databases are Opposing…

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    Assignment Prompt & Instructions

    – 2 years ago

    **files (1)**

    – ## instructions.docx

    **## instructions.docx**

    Write a 4-page argumentative essay on the topic of
    _POLITICS_ and/or
    _RACE_ you are presenting. You must use 4 outside credible sources (which will be stated at the end of these instructions). The best databases are Opposing Viewpoints and Issues and Controversies. In an Argumentative Essay, the writer:

    · Presents an issue.

    · Takes a position on the issue.

    · Develops an argument to convince the reader that this position is correct.

    Argumentative essays often require research, and they must be from the sources that are stated at the end of these instructions: you must collect evidence that relates to the topic, such as facts, statistics, and quotations from expert sources.

    Your goal is to convince your readers that your opinion about an issue (your thesis statement) is valid and important. To accomplish this goal, your essay must state your opinion about the issue clearly.

    **Your introduction should:**

    · Grab your readers' attention with a hook.

    · Introduce and define your topic.

    · Give any necessary background information.

    · Make a claim about the issue (thesis statement) this presents a strong argument and indicates your purpose for writing.

    Then you must persuade the readers that this position is right.

    **Your body paragraphs should:**

    · Present the main arguments that support your thesis statement.

    · Include facts, evidence, and examples that support each main argument.

    · You should include at least one reference. This could be a direct quote, a paraphrase, a summary, or a reference to a specific research study.

    · Present one or more counterarguments to show that you have considered opposing opinions.

    · Your essay needs to be balanced to show that you understand the issue completely. One way to do this is to include an opposing viewpoint or counterargument. Even though you are arguing one side of an issue, you must think about what someone on the other side of the issue would argue.

    · Discussing only your opinion makes your essay sound biased, and your readers may not be convinced of your viewpoint.

    · Acknowledge counterargument(s) where appropriate and respond to them with refutations.

    · After giving your opponent's point of view, you offer a refutation. This means that you refute the other point of view or show how it is wrong.

    Finally,
    **your conclusion should** summarize all the arguments you have stated. It may also give a warning, a prediction, or a suggestion about what should happen next.

    Self-Assessment Checklist

    **Self-Assessment Checklist:**

    Does my introduction include:

    · A hook

    · The topic

    · Background information

    · A strong thesis statement

    Do my body paragraphs include:

    · A clear presentation of the main arguments (that support my thesis statement)

    · Facts, evidence, or examples to support each argument

    · At least one reference to an outside source

    · At least one counterargument and refutation

    · Transitions so that my ideas flow together in a logical order

    Does my conclusion include:

    · Summarize my arguments

    · Remind my readers why they should agree with my position

    · Give my readers something to think about

    THE 4 SOURCES THAT CAN
    **ONLY** AND
    **MUST** BE USED:

    [https://edition.cnn.com/2021/03/17/opinions/to-be-an-asian-woman-in-america-ho/index.html](https://edition.cnn.com/2021/03/17/opinions/to-be-an-asian-woman-in-america-ho/index.html)

    [https://medium.com/@hotdogday/teach-me-how-to-speak-18ce9fd143e](https://medium.com/@hotdogday/teach-me-how-to-speak-18ce9fd143e)

    [https://www.thecut.com/2015/05/can-fieldston-un-teach-racism.html](https://www.thecut.com/2015/05/can-fieldston-un-teach-racism.html)

    [https://latino.ucla.edu/research/latino-is-not-a-race/](https://latino.ucla.edu/research/latino-is-not-a-race/)

    **## instructions.docx**

    Write a 4-page argumentative essay on the topic of
    _POLITICS_ and/or
    _RACE_ you are presenting. You must use 4 outside credible sources (which will be stated at the end of these instructions). The best databases are Opposing Viewpoints and Issues and Controversies. In an Argumentative Essay, the writer:

    · Presents an issue.

    · Takes a position on the issue.

    · Develops an argument to convince the reader that this position is correct.

    Argumentative essays often require research, and they must be from the sources that are stated at the end of these instructions: you must collect evidence that relates to the topic, such as facts, statistics, and quotations from expert sources.

    Your goal is to convince your readers that your opinion about an issue (your thesis statement) is valid and important. To accomplish this goal, your essay must state your opinion about the issue clearly.

    **Your introduction should:**

    · Grab your readers' attention with a hook.

    · Introduce and define your topic.

    · Give any necessary background information.

    · Make a claim about the issue (thesis statement) this presents a strong argument and indicates your purpose for writing.

    Then you must persuade the readers that this position is right.

    **Your body paragraphs should:**

    · Present the main arguments that support your thesis statement.

    · Include facts, evidence, and examples that support each main argument.

    · You should include at least one reference. This could be a direct quote, a paraphrase, a summary, or a reference to a specific research study.

    · Present one or more counterarguments to show that you have considered opposing opinions.

    · Your essay needs to be balanced to show that you understand the issue completely. One way to do this is to include an opposing viewpoint or counterargument. Even though you are arguing one side of an issue, you must think about what someone on the other side of the issue would argue.

    · Discussing only your opinion makes your essay sound biased, and your readers may not be convinced of your viewpoint.

    · Acknowledge counterargument(s) where appropriate and respond to them with refutations.

    · After giving your opponent's point of view, you offer a refutation. This means that you refute the other point of view or show how it is wrong.

    Finally,
    **your conclusion should** summarize all the arguments you have stated. It may also give a warning, a prediction, or a suggestion about what should happen next.

    Self-Assessment Checklist

    **Self-Assessment Checklist:**

    Does my introduction include:

    · A hook

    · The topic

    · Background information

    · A strong thesis statement

    Do my body paragraphs include:

    · A clear presentation of the main arguments (that support my thesis statement)

    · Facts, evidence, or examples to support each argument

    · At least one reference to an outside source

    · At least one counterargument and refutation

    · Transitions so that my ideas flow together in a logical order

    Does my conclusion include:

    · Summarize my arguments

    · Remind my readers why they should agree with my position

    · Give my readers something to think about

    THE 4 SOURCES THAT CAN
    **ONLY** AND
    **MUST** BE USED:

    [https://edition.cnn.com/2021/03/17/opinions/to-be-an-asian-woman-in-america-ho/index.html](https://edition.cnn.com/2021/03/17/opinions/to-be-an-asian-woman-in-america-ho/index.html)

    [https://medium.com/@hotdogday/teach-me-how-to-speak-18ce9fd143e](https://medium.com/@hotdogday/teach-me-how-to-speak-18ce9fd143e)

    [https://www.thecut.com/2015/05/can-fieldston-un-teach-racism.html](https://www.thecut.com/2015/05/can-fieldston-un-teach-racism.html)

    [https://latino.ucla.edu/research/latino-is-not-a-race/](https://latino.ucla.edu/research/latino-is-not-a-race/)

  • [Solved] Social Science assignment

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    In-depth study guidance and analytical solution covering Social Science assignment.

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    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] Nursing assignment 3

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    – 2 years ago **files (1)** – ## Untitleddocument1.docx **## Untitleddocument1.docx** Assignment 3: Apply ethical principles to your previously selected healthcare topic in an 8–10 slide PowerPoint presentation ### **Introduction** As a nurse you must base your decisions on a set of ethical principl…

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    Assignment Prompt & Instructions

    – 2 years ago

    **files (1)**

    – ## Untitleddocument1.docx

    **## Untitleddocument1.docx**

    Assignment 3:

    Apply ethical principles to your previously selected healthcare topic in an 8–10 slide PowerPoint presentation

    ### **Introduction**

    As a nurse you must base your decisions on a set of ethical principles and values. Your decisions must be fair, equitable, and defensible. Nursing has a professional
    [Code of Ethics for Nurses](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/3190123610006731?auth=SAML&section=3190124180006731) to guide ethical behavior. In this assessment, you will apply the four ethical principles to the topic you selected for your Applying Research Skills assessment. Your practice will help you develop a method for formulating ethical decisions.

    ### **Prepare**

    For this assessment, you will apply the four ethical principles to your healthcare topic (selected in Assessment 2), explain bias as it relates to your topic, and relate at least one of the Four Spheres of Care. Consider the ethical dilemmas healthcare professionals are faced with in your selected topic. Discuss at least one of the Four Spheres of Care and how it is important to understand the ethics of your topic as it relates to the sphere being discussed. Use the
    [Capella University Library](https://lat.strategiced.com/redirect?linkid=1651) to locate at least two academic peer-reviewed journal articles you can use to support your analysis of the situation.

    Use the four core principles that healthcare professionals need to know and honor when helping patients:

    ·
    **Autonomy:** To honor the patient's right to make their own decisions.

    ·
    **Beneficence:** To help the patient advance their own good.

    ·
    **Nonmaleficence:** To do no harm.

    ·
    **Justice:** To be fair and treat like cases alike, which will be used to inform your work.

    Select at least one of the Four Spheres of Care and discuss how an understanding of ethics is important as it relates to your chosen Sphere.

    · Wellness, Disease Prevention.

    · Chronic Disease Management.

    · Regenerative/Restorative Care.

    · Hospice/Palliative Care.

    ### **Create Your PowerPoint**

    To complete this assessment, do the following:

    · Provide a title slide.

    · Identify the topic you selected (the same one you selected for Assessment 2) and briefly summarize the facts surrounding the topic.

    · Apply each of the four ethical principles to your chosen healthcare issue or topic.

    · Explain on one slide how autonomy plays a role in your healthcare issue.

    · Explain on one slide how beneficence plays a role in your healthcare issue.

    · Explain on one slide how nonmaleficence plays a role in your healthcare issue.

    · Explain on one slide how justice plays a role in your healthcare issue.

    · Explain what role bias plays in your topic, and how it relates to the four ethical principles.

    · Explain how an understanding of ethics is important to at least one of the Four Spheres of Care as it relates to your healthcare issue or topic (slides eight +). Use a separate slide for each Sphere if you select more than one.

    · Include a Conclusion and a Reference slide.

    Do NOT use the speaker notes for this assessment. Provide content within each slide only. Make sure to cite references used in the presentation.

    ### **Academic Requirements**

    Your PowerPoint should meet the following requirements:

    ·
    **Writing**: Produce text with minimal grammar, usage, spelling, and mechanical errors.

    · Your text should be concise.

    · Use bulleted or numbered lists.

    ·
    **Sources**: Integrate at least two references within the past 3–5 years into your text using APA in-text citations.

    ·
    **Length**: Include eight to ten slides, which include the title slide and reference slides.

    · You will NOT use the speaker notes in this assessment—only provide information on the slides themselves.

    ·
    **References**: Use at least two references within the PowerPoint presentation. Visit the
    [BSN Program Library Research Guide](https://capellauniversity.libguides.com/BSN) for help with research.

    ·
    **APA format**: Follow current APA guidelines for in-text citation of outside sources in the PowerPoint presentation and also on the reference slide. Visit
    [Evidence and APA](https://lat.strategiced.com/redirect?linkid=1540) for help with APA.

    **Example assessment:** You may use the
    [Assessment 3 Example [PDF]](https://courseroom.capella.edu/courses/43407/files/7662244/download) to give you an idea of what a Proficient or higher rating on the scoring guide would look like.

    ### **Competencies Measured**

    By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

    · Competency 3: Apply ethical principles and academic standards to the study of healthcare.

    · Explain how autonomy plays a role in an identified healthcare issue.

    · Explain how beneficence plays a role in an identified healthcare issue.

    · Explain how nonmaleficence plays a role in an identified healthcare issue.

    · Explain how justice plays a role in an identified healthcare issue.

    · Explain how an understanding of ethics is important to at least one of the Four Spheres of Care as it relates to a healthcare issue or topic.

    · Competency 4: Describe strategies for overcoming biases in healthcare settings.

    · Explain how biases play a role in an identified healthcare issue, and their relationship to the ethical principles.

    · Competency 5: Write for a specific audience, in an appropriate tone and style, in accordance with Capella writing standards.

    · Integrate into text appropriate use of scholarly sources, evidence, and citation style.

    · Produce slides that are easy to read and error free.

    Use the resources linked below to help complete this assessment.

    ### **Ethics for Healthcare**

    #### **Critical Thinking: A Problem-Solving Approach**

    Explore the suggested articles in the below reading list that illuminate the transformative power of Socratic Method and team-based learning. Unlock the collaborative success that arises when minds converge, fostering a culture of critical thinking and shared knowledge essential for nursing excellence.

    ·
    [Assessment 3: Critical Thinking – A Problem-Solving Approach](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/3190123610006731?auth=SAML&section=3190123800006731).

    Critical thinking is a key skill you will need to master in both your academic and professional life. Being able to identify a problem, analyze that problem or issue from multiple perspectives, identify and evaluate solutions to the problem, and then convince others of the value of your decision requires logical thinking, the ability to identify and synthesize credible supporting evidence, and the ability to communicate your thinking clearly and professionally in writing and speaking. The ability to make effective decisions is another core skill for healthcare professionals.

    Explore the following Capella resources on Campus:

    ·
    [Critical Thinking](https://lat.strategiced.com/redirect?linkid=1945). Pay special attention to the following sections:

    ·
    [Socratic Problem-Solving Approach](https://lat.strategiced.com/redirect?linkid=2643).

    ·
    [Building Skills for Critical Thinking](https://lat.strategiced.com/redirect?linkid=2111).

    #### **Four Spheres of Care**

    View the Four Spheres of Care to familiarize yourself with the American Association of Colleges of Nurses (AACN) four spheres, which will play a role in broadening your understanding of care, and also help you prepare for your assessment.

    ·
    [Four Spheres of Care](https://media.capella.edu/CourseMedia/element249984/wrapper.asp).

    #### **Ethical Principles**

    According to Vermont Ethics Network (n.d., para. 4), here are four core principles that healthcare professionals need to know and honor when helping patients:

    ·
    **Autonomy:** To honor the patient's right to make their own decisions.

    ·
    **Beneficence:** To help the patient advance their own good.

    ·
    **Nonmaleficence:** To do no harm.

    ·
    **Justice:** To be fair and treat like cases alike.

    The articles in the following reading list focus on ethical principles and also diversity, equity, and inclusion (DEI). Discover how embracing these ideals not only shapes compassionate care but also cultivates a nursing environment that celebrates the richness of humanity.

    ·
    [Assessment 3: Ethical Principles and DEI](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/3190123610006731?auth=SAML&section=3190123850006731).

    View the four ethical principles to familiarize yourself with their main concepts. Select each section with a definition and example as it relates to nursing care and the profession.

    ·
    [Ethical Principles](https://media.capella.edu/CourseMedia/element249985/wrapper.asp).

    **## Untitleddocument1.docx**

    Assignment 3:

    Apply ethical principles to your previously selected healthcare topic in an 8–10 slide PowerPoint presentation

    ### **Introduction**

    As a nurse you must base your decisions on a set of ethical principles and values. Your decisions must be fair, equitable, and defensible. Nursing has a professional
    [Code of Ethics for Nurses](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/3190123610006731?auth=SAML&section=3190124180006731) to guide ethical behavior. In this assessment, you will apply the four ethical principles to the topic you selected for your Applying Research Skills assessment. Your practice will help you develop a method for formulating ethical decisions.

    ### **Prepare**

    For this assessment, you will apply the four ethical principles to your healthcare topic (selected in Assessment 2), explain bias as it relates to your topic, and relate at least one of the Four Spheres of Care. Consider the ethical dilemmas healthcare professionals are faced with in your selected topic. Discuss at least one of the Four Spheres of Care and how it is important to understand the ethics of your topic as it relates to the sphere being discussed. Use the
    [Capella University Library](https://lat.strategiced.com/redirect?linkid=1651) to locate at least two academic peer-reviewed journal articles you can use to support your analysis of the situation.

    Use the four core principles that healthcare professionals need to know and honor when helping patients:

    ·
    **Autonomy:** To honor the patient's right to make their own decisions.

    ·
    **Beneficence:** To help the patient advance their own good.

    ·
    **Nonmaleficence:** To do no harm.

    ·
    **Justice:** To be fair and treat like cases alike, which will be used to inform your work.

    Select at least one of the Four Spheres of Care and discuss how an understanding of ethics is important as it relates to your chosen Sphere.

    · Wellness, Disease Prevention.

    · Chronic Disease Management.

    · Regenerative/Restorative Care.

    · Hospice/Palliative Care.

    ### **Create Your PowerPoint**

    To complete this assessment, do the following:

    · Provide a title slide.

    · Identify the topic you selected (the same one you selected for Assessment 2) and briefly summarize the facts surrounding the topic.

    · Apply each of the four ethical principles to your chosen healthcare issue or topic.

    · Explain on one slide how autonomy plays a role in your healthcare issue.

    · Explain on one slide how beneficence plays a role in your healthcare issue.

    · Explain on one slide how nonmaleficence plays a role in your healthcare issue.

    · Explain on one slide how justice plays a role in your healthcare issue.

    · Explain what role bias plays in your topic, and how it relates to the four ethical principles.

    · Explain how an understanding of ethics is important to at least one of the Four Spheres of Care as it relates to your healthcare issue or topic (slides eight +). Use a separate slide for each Sphere if you select more than one.

    · Include a Conclusion and a Reference slide.

    Do NOT use the speaker notes for this assessment. Provide content within each slide only. Make sure to cite references used in the presentation.

    ### **Academic Requirements**

    Your PowerPoint should meet the following requirements:

    ·
    **Writing**: Produce text with minimal grammar, usage, spelling, and mechanical errors.

    · Your text should be concise.

    · Use bulleted or numbered lists.

    ·
    **Sources**: Integrate at least two references within the past 3–5 years into your text using APA in-text citations.

    ·
    **Length**: Include eight to ten slides, which include the title slide and reference slides.

    · You will NOT use the speaker notes in this assessment—only provide information on the slides themselves.

    ·
    **References**: Use at least two references within the PowerPoint presentation. Visit the
    [BSN Program Library Research Guide](https://capellauniversity.libguides.com/BSN) for help with research.

    ·
    **APA format**: Follow current APA guidelines for in-text citation of outside sources in the PowerPoint presentation and also on the reference slide. Visit
    [Evidence and APA](https://lat.strategiced.com/redirect?linkid=1540) for help with APA.

    **Example assessment:** You may use the
    [Assessment 3 Example [PDF]](https://courseroom.capella.edu/courses/43407/files/7662244/download) to give you an idea of what a Proficient or higher rating on the scoring guide would look like.

    ### **Competencies Measured**

    By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

    · Competency 3: Apply ethical principles and academic standards to the study of healthcare.

    · Explain how autonomy plays a role in an identified healthcare issue.

    · Explain how beneficence plays a role in an identified healthcare issue.

    · Explain how nonmaleficence plays a role in an identified healthcare issue.

    · Explain how justice plays a role in an identified healthcare issue.

    · Explain how an understanding of ethics is important to at least one of the Four Spheres of Care as it relates to a healthcare issue or topic.

    · Competency 4: Describe strategies for overcoming biases in healthcare settings.

    · Explain how biases play a role in an identified healthcare issue, and their relationship to the ethical principles.

    · Competency 5: Write for a specific audience, in an appropriate tone and style, in accordance with Capella writing standards.

    · Integrate into text appropriate use of scholarly sources, evidence, and citation style.

    · Produce slides that are easy to read and error free.

    Use the resources linked below to help complete this assessment.

    ### **Ethics for Healthcare**

    #### **Critical Thinking: A Problem-Solving Approach**

    Explore the suggested articles in the below reading list that illuminate the transformative power of Socratic Method and team-based learning. Unlock the collaborative success that arises when minds converge, fostering a culture of critical thinking and shared knowledge essential for nursing excellence.

    ·
    [Assessment 3: Critical Thinking – A Problem-Solving Approach](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/3190123610006731?auth=SAML&section=3190123800006731).

    Critical thinking is a key skill you will need to master in both your academic and professional life. Being able to identify a problem, analyze that problem or issue from multiple perspectives, identify and evaluate solutions to the problem, and then convince others of the value of your decision requires logical thinking, the ability to identify and synthesize credible supporting evidence, and the ability to communicate your thinking clearly and professionally in writing and speaking. The ability to make effective decisions is another core skill for healthcare professionals.

    Explore the following Capella resources on Campus:

    ·
    [Critical Thinking](https://lat.strategiced.com/redirect?linkid=1945). Pay special attention to the following sections:

    ·
    [Socratic Problem-Solving Approach](https://lat.strategiced.com/redirect?linkid=2643).

    ·
    [Building Skills for Critical Thinking](https://lat.strategiced.com/redirect?linkid=2111).

    #### **Four Spheres of Care**

    View the Four Spheres of Care to familiarize yourself with the American Association of Colleges of Nurses (AACN) four spheres, which will play a role in broadening your understanding of care, and also help you prepare for your assessment.

    ·
    [Four Spheres of Care](https://media.capella.edu/CourseMedia/element249984/wrapper.asp).

    #### **Ethical Principles**

    According to Vermont Ethics Network (n.d., para. 4), here are four core principles that healthcare professionals need to know and honor when helping patients:

    ·
    **Autonomy:** To honor the patient's right to make their own decisions.

    ·
    **Beneficence:** To help the patient advance their own good.

    ·
    **Nonmaleficence:** To do no harm.

    ·
    **Justice:** To be fair and treat like cases alike.

    The articles in the following reading list focus on ethical principles and also diversity, equity, and inclusion (DEI). Discover how embracing these ideals not only shapes compassionate care but also cultivates a nursing environment that celebrates the richness of humanity.

    ·
    [Assessment 3: Ethical Principles and DEI](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/3190123610006731?auth=SAML&section=3190123850006731).

    View the four ethical principles to familiarize yourself with their main concepts. Select each section with a definition and example as it relates to nursing care and the profession.

    ·
    [Ethical Principles](https://media.capella.edu/CourseMedia/element249985/wrapper.asp).

  • [Solved] hw help

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    – [\ \ IMG_4435.jpg](https://www.sweetstudy.com/files/img-4435-jpg-10256543 "IMG_4435.jpg") – 2 years ago

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    – [\
    \
    IMG_4435.jpg](https://www.sweetstudy.com/files/img-4435-jpg-10256543 "IMG_4435.jpg")

    – 2 years ago

  • [Solved] discussion

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  • [Solved] M7: Discussion

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    Many countries ban theatre or allow only heavily censored productions. Why might a country repress an art form such as the theatre? What dangers does theatre pose? Why does theatre receive so little political attention in America? Does such repression indicate a higher level of respect for theatre? …

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    Many countries ban theatre or allow only heavily censored productions. Why might a country repress an art form such as the theatre? What dangers does theatre pose? Why does theatre receive so little political attention in America? Does such repression indicate a higher level of respect for theatre?

    – 2 years ago
    – 8.5

  • [Solved] Accounting

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **Expansion Recommendation** Prepare either a 3–4 page report or a 12-slide presentation in which you analyze financial information and risks associated with an investment to expand an organization and also ma…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    **Expansion Recommendation**

    Prepare either a 3–4 page report or a 12-slide presentation in which you analyze financial information and risks associated with an investment to expand an organization and also make a recommendation on whether or not to invest in expansion.

    – 2 years ago

  • [Solved] feed back

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    **Reliability** In research, observers or raters are essential for data collection in investigations when the study requires subjective judgment or behavioral measures. Their use ensures measurements as dependable, objective, and repeatable, especially in areas where automated or self-report data wo…

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    Assignment Prompt & Instructions

    **Reliability**

    In research, observers or raters are essential for data collection in investigations when the study requires subjective judgment or behavioral measures. Their use ensures measurements as dependable, objective, and repeatable, especially in areas where automated or self-report data would prove insufficient. I elaborate below on three scenarios in which raters are used before going on to explain three statistical methods used to establish interrater reliability.

    **Research Scenarios in Which Raters Are Used**

    _**1.**_ _**Clinical and Psychological Assessment**_

    Raters are commonly used in clinical psychology to assess patient behavior, symptoms, and improvement. For example, in the diagnosis of mental illness such as depression or schizophrenia, clinicians may use standard scales like the Hamilton Depression Rating Scale (HAM-D) (Kline, 2005). Trained raters’ rate and mark symptoms based on pre-defined criteria, not on patient self-report, which could be biased. This enhances objectivity, particularly in longitudinal studies tracking changes over time in symptoms.

    _**2.**_ _**Educational Research and Classroom Observations**_

    Educational research observers usually measure teaching style, student engagement, and classroom interactions. Researchers comparing the effectiveness of an alternative instructional method might have more than one rather than code classroom conversation, recording aspects such as teacher responsiveness or student engagement (Kline, 2005). Because there is some human judgment, training rates on a scripted protocol minimize subjectivity. This is especially important in large-scale studies where consistency among observers is important to make valid inferences.

    _**3.**_ _**Workplace and Organizational Behavior Studies**_

    In industrial-organizational psychology, performance of employees, leadership competence, or workplace behaviors are assessed by raters. For example, in 360-degree assessment systems, supervisors, subordinates, and peers evaluate the skills of an individual (Gravina et al., 2021). Since there are several viewpoints, high interrater reliability is important to eliminate bias. There is systematic rating scale and rater training that maintains consistency, particularly in high stakes testing like promotion or performance reviews.

    **Statistical Methods for Evaluating Interrater Reliability**

    To ensure that raters are providing consistent and dependable information, researchers use statistical procedures to quantify interrater agreement. Below are three most widely used methods:

    _**1.**_ _**Cohen's Kappa (κ)**_

    Cohen's Kappa is a measure used to determine agreement between two raters for categorical (nominal or ordinal) information and considers chance agreement (Kline, 2005). As opposed to the percent agreement, which is simple, Kappa considers the potential that raters might be agreeing by chance and provides a more stringent measurement. Values may vary from -1 (complete disagreement) to +1 (perfect agreement), and benchmarks suggest that if κ > 0.60, it is an indication of substantial agreement. Cohen's Kappa, however, is limited to two raters and can be affected by category distribution skewness.

    _**2.**_ _**Intraclass Correlation Coefficient (ICC)**_

    The ICC is used for continuous or ordinal data and assesses reliability between two or more raters. It considers consistency (whether raters give subjects the same scores) and absolute agreement (whether raters provide the same score) (Harvey, 2021). ICC value ranges between 0 and 1, with higher being more dependable. Different models of ICC (e.g., ICC (1) for consistency of a single rater, ICC (2) for averages of measures) exist so that it can be used in a variety of study designs. It finds use in clinical as well as behavioral studies using different rates to rate the same subjects.

    _**3.**_ _**Fleiss' Kappa**_

    An extension of Cohen's Kappa, Fleiss' Kappa estimates agreement among three or more raters for categorical data (Kline, 2005). It is particularly helpful in large-scale studies where multiple observers rate the same subjects, e.g., in content analysis or diagnostic reliability studies. Like Cohen's Kappa, it adjusts for chance agreement but is more applicable to research with multiple raters. It requires all the raters to rate the same number of subjects, however, which is not always possible.

    **Conclusion**

    Raters play a crucial role in research involving subjective judgments, particularly in clinical, educational, and organizational settings. However, their reliability must be statistically established to ensure data precision. Cohen's Kappa, ICC, and Fleiss' Kappa are reliable methods for assessing interrater reliability, each of which can be used in different research situations. Selecting the most appropriate method is determined by the number of raters, nature of data, and study design to ensure findings are valid and replicable.

    References

    Gravina, N., Nastasi, J., & Austin, J. (2021). Assessment of employee performance. _Journal of Organizational Behavior Management_, _41_(2), 124-149. [https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf](https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf)

    Harvey, N. D. (2021). A simple guide to inter-rater, intra-rater and test-retest reliability for animal behavior studies. [https://osf.io/8stpy/download](https://osf.io/8stpy/download)

    Kline, T. J. (2005). _Psychological testing: A practical approach to design and evaluation_. Sage publication

    **Reliability**

    In research, observers or raters are essential for data collection in investigations when the study requires subjective judgment or behavioral measures. Their use ensures measurements as dependable, objective, and repeatable, especially in areas where automated or self-report data would prove insufficient. I elaborate below on three scenarios in which raters are used before going on to explain three statistical methods used to establish interrater reliability.

    **Research Scenarios in Which Raters Are Used**

    _**1.**_ _**Clinical and Psychological Assessment**_

    Raters are commonly used in clinical psychology to assess patient behavior, symptoms, and improvement. For example, in the diagnosis of mental illness such as depression or schizophrenia, clinicians may use standard scales like the Hamilton Depression Rating Scale (HAM-D) (Kline, 2005). Trained raters’ rate and mark symptoms based on pre-defined criteria, not on patient self-report, which could be biased. This enhances objectivity, particularly in longitudinal studies tracking changes over time in symptoms.

    _**2.**_ _**Educational Research and Classroom Observations**_

    Educational research observers usually measure teaching style, student engagement, and classroom interactions. Researchers comparing the effectiveness of an alternative instructional method might have more than one rather than code classroom conversation, recording aspects such as teacher responsiveness or student engagement (Kline, 2005). Because there is some human judgment, training rates on a scripted protocol minimize subjectivity. This is especially important in large-scale studies where consistency among observers is important to make valid inferences.

    _**3.**_ _**Workplace and Organizational Behavior Studies**_

    In industrial-organizational psychology, performance of employees, leadership competence, or workplace behaviors are assessed by raters. For example, in 360-degree assessment systems, supervisors, subordinates, and peers evaluate the skills of an individual (Gravina et al., 2021). Since there are several viewpoints, high interrater reliability is important to eliminate bias. There is systematic rating scale and rater training that maintains consistency, particularly in high stakes testing like promotion or performance reviews.

    **Statistical Methods for Evaluating Interrater Reliability**

    To ensure that raters are providing consistent and dependable information, researchers use statistical procedures to quantify interrater agreement. Below are three most widely used methods:

    _**1.**_ _**Cohen's Kappa (κ)**_

    Cohen's Kappa is a measure used to determine agreement between two raters for categorical (nominal or ordinal) information and considers chance agreement (Kline, 2005). As opposed to the percent agreement, which is simple, Kappa considers the potential that raters might be agreeing by chance and provides a more stringent measurement. Values may vary from -1 (complete disagreement) to +1 (perfect agreement), and benchmarks suggest that if κ > 0.60, it is an indication of substantial agreement. Cohen's Kappa, however, is limited to two raters and can be affected by category distribution skewness.

    _**2.**_ _**Intraclass Correlation Coefficient (ICC)**_

    The ICC is used for continuous or ordinal data and assesses reliability between two or more raters. It considers consistency (whether raters give subjects the same scores) and absolute agreement (whether raters provide the same score) (Harvey, 2021). ICC value ranges between 0 and 1, with higher being more dependable. Different models of ICC (e.g., ICC (1) for consistency of a single rater, ICC (2) for averages of measures) exist so that it can be used in a variety of study designs. It finds use in clinical as well as behavioral studies using different rates to rate the same subjects.

    _**3.**_ _**Fleiss' Kappa**_

    An extension of Cohen's Kappa, Fleiss' Kappa estimates agreement among three or more raters for categorical data (Kline, 2005). It is particularly helpful in large-scale studies where multiple observers rate the same subjects, e.g., in content analysis or diagnostic reliability studies. Like Cohen's Kappa, it adjusts for chance agreement but is more applicable to research with multiple raters. It requires all the raters to rate the same number of subjects, however, which is not always possible.

    **Conclusion**

    Raters play a crucial role in research involving subjective judgments, particularly in clinical, educational, and organizational settings. However, their reliability must be statistically established to ensure data precision. Cohen's Kappa, ICC, and Fleiss' Kappa are reliable methods for assessing interrater reliability, each of which can be used in different research situations. Selecting the most appropriate method is determined by the number of raters, nature of data, and study design to ensure findings are valid and replicable.

    References

    Gravina, N., Nastasi, J., & Austin, J. (2021). Assessment of employee performance. _Journal of Organizational Behavior Management_, _41_(2), 124-149. [https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf](https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf)

    Harvey, N. D. (2021). A simple guide to inter-rater, intra-rater and test-retest reliability for animal behavior studies. [https://osf.io/8stpy/download](https://osf.io/8stpy/download)

    Kline, T. J. (2005). _Psychological testing: A practical approach to design and evaluation_. Sage publication

    **Reliability**

    In research, observers or raters are essential for data collection in investigations when the study requires subjective judgment or behavioral measures. Their use ensures measurements as dependable, objective, and repeatable, especially in areas where automated or self-report data would prove insufficient. I elaborate below on three scenarios in which raters are used before going on to explain three statistical methods used to establish interrater reliability.

    **Research Scenarios in Which Raters Are Used**

    _**1.**_ _**Clinical and Psychological Assessment**_

    Raters are commonly used in clinical psychology to assess patient behavior, symptoms, and improvement. For example, in the diagnosis of mental illness such as depression or schizophrenia, clinicians may use standard scales like the Hamilton Depression Rating Scale (HAM-D) (Kline, 2005). Trained raters’ rate and mark symptoms based on pre-defined criteria, not on patient self-report, which could be biased. This enhances objectivity, particularly in longitudinal studies tracking changes over time in symptoms.

    _**2.**_ _**Educational Research and Classroom Observations**_

    Educational research observers usually measure teaching style, student engagement, and classroom interactions. Researchers comparing the effectiveness of an alternative instructional method might have more than one rather than code classroom conversation, recording aspects such as teacher responsiveness or student engagement (Kline, 2005). Because there is some human judgment, training rates on a scripted protocol minimize subjectivity. This is especially important in large-scale studies where consistency among observers is important to make valid inferences.

    _**3.**_ _**Workplace and Organizational Behavior Studies**_

    In industrial-organizational psychology, performance of employees, leadership competence, or workplace behaviors are assessed by raters. For example, in 360-degree assessment systems, supervisors, subordinates, and peers evaluate the skills of an individual (Gravina et al., 2021). Since there are several viewpoints, high interrater reliability is important to eliminate bias. There is systematic rating scale and rater training that maintains consistency, particularly in high stakes testing like promotion or performance reviews.

    **Statistical Methods for Evaluating Interrater Reliability**

    To ensure that raters are providing consistent and dependable information, researchers use statistical procedures to quantify interrater agreement. Below are three most widely used methods:

    _**1.**_ _**Cohen's Kappa (κ)**_

    Cohen's Kappa is a measure used to determine agreement between two raters for categorical (nominal or ordinal) information and considers chance agreement (Kline, 2005). As opposed to the percent agreement, which is simple, Kappa considers the potential that raters might be agreeing by chance and provides a more stringent measurement. Values may vary from -1 (complete disagreement) to +1 (perfect agreement), and benchmarks suggest that if κ > 0.60, it is an indication of substantial agreement. Cohen's Kappa, however, is limited to two raters and can be affected by category distribution skewness.

    _**2.**_ _**Intraclass Correlation Coefficient (ICC)**_

    The ICC is used for continuous or ordinal data and assesses reliability between two or more raters. It considers consistency (whether raters give subjects the same scores) and absolute agreement (whether raters provide the same score) (Harvey, 2021). ICC value ranges between 0 and 1, with higher being more dependable. Different models of ICC (e.g., ICC (1) for consistency of a single rater, ICC (2) for averages of measures) exist so that it can be used in a variety of study designs. It finds use in clinical as well as behavioral studies using different rates to rate the same subjects.

    _**3.**_ _**Fleiss' Kappa**_

    An extension of Cohen's Kappa, Fleiss' Kappa estimates agreement among three or more raters for categorical data (Kline, 2005). It is particularly helpful in large-scale studies where multiple observers rate the same subjects, e.g., in content analysis or diagnostic reliability studies. Like Cohen's Kappa, it adjusts for chance agreement but is more applicable to research with multiple raters. It requires all the raters to rate the same number of subjects, however, which is not always possible.

    **Conclusion**

    Raters play a crucial role in research involving subjective judgments, particularly in clinical, educational, and organizational settings. However, their reliability must be statistically established to ensure data precision. Cohen's Kappa, ICC, and Fleiss' Kappa are reliable methods for assessing interrater reliability, each of which can be used in different research situations. Selecting the most appropriate method is determined by the number of raters, nature of data, and study design to ensure findings are valid and replicable.

    References

    Gravina, N., Nastasi, J., & Austin, J. (2021). Assessment of employee performance. _Journal of Organizational Behavior Management_, _41_(2), 124-149. [https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf](https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf)

    Harvey, N. D. (2021). A simple guide to inter-rater, intra-rater and test-retest reliability for animal behavior studies. [https://osf.io/8stpy/download](https://osf.io/8stpy/download)

    Kline, T. J. (2005). _Psychological testing: A practical approach to design and evaluation_. Sage publication

    **Reliability**

    In research, observers or raters are essential for data collection in investigations when the study requires subjective judgment or behavioral measures. Their use ensures measurements as dependable, objective, and repeatable, especially in areas where automated or self-report data would prove insufficient. I elaborate below on three scenarios in which raters are used before going on to explain three statistical methods used to establish interrater reliability.

    **Research Scenarios in Which Raters Are Used**

    _**1.**_ _**Clinical and Psychological Assessment**_

    Raters are commonly used in clinical psychology to assess patient behavior, symptoms, and improvement. For example, in the diagnosis of mental illness such as depression or schizophrenia, clinicians may use standard scales like the Hamilton Depression Rating Scale (HAM-D) (Kline, 2005). Trained raters’ rate and mark symptoms based on pre-defined criteria, not on patient self-report, which could be biased. This enhances objectivity, particularly in longitudinal studies tracking changes over time in symptoms.

    _**2.**_ _**Educational Research and Classroom Observations**_

    Educational research observers usually measure teaching style, student engagement, and classroom interactions. Researchers comparing the effectiveness of an alternative instructional method might have more than one rather than code classroom conversation, recording aspects such as teacher responsiveness or student engagement (Kline, 2005). Because there is some human judgment, training rates on a scripted protocol minimize subjectivity. This is especially important in large-scale studies where consistency among observers is important to make valid inferences.

    _**3.**_ _**Workplace and Organizational Behavior Studies**_

    In industrial-organizational psychology, performance of employees, leadership competence, or workplace behaviors are assessed by raters. For example, in 360-degree assessment systems, supervisors, subordinates, and peers evaluate the skills of an individual (Gravina et al., 2021). Since there are several viewpoints, high interrater reliability is important to eliminate bias. There is systematic rating scale and rater training that maintains consistency, particularly in high stakes testing like promotion or performance reviews.

    **Statistical Methods for Evaluating Interrater Reliability**

    To ensure that raters are providing consistent and dependable information, researchers use statistical procedures to quantify interrater agreement. Below are three most widely used methods:

    _**1.**_ _**Cohen's Kappa (κ)**_

    Cohen's Kappa is a measure used to determine agreement between two raters for categorical (nominal or ordinal) information and considers chance agreement (Kline, 2005). As opposed to the percent agreement, which is simple, Kappa considers the potential that raters might be agreeing by chance and provides a more stringent measurement. Values may vary from -1 (complete disagreement) to +1 (perfect agreement), and benchmarks suggest that if κ > 0.60, it is an indication of substantial agreement. Cohen's Kappa, however, is limited to two raters and can be affected by category distribution skewness.

    _**2.**_ _**Intraclass Correlation Coefficient (ICC)**_

    The ICC is used for continuous or ordinal data and assesses reliability between two or more raters. It considers consistency (whether raters give subjects the same scores) and absolute agreement (whether raters provide the same score) (Harvey, 2021). ICC value ranges between 0 and 1, with higher being more dependable. Different models of ICC (e.g., ICC (1) for consistency of a single rater, ICC (2) for averages of measures) exist so that it can be used in a variety of study designs. It finds use in clinical as well as behavioral studies using different rates to rate the same subjects.

    _**3.**_ _**Fleiss' Kappa**_

    An extension of Cohen's Kappa, Fleiss' Kappa estimates agreement among three or more raters for categorical data (Kline, 2005). It is particularly helpful in large-scale studies where multiple observers rate the same subjects, e.g., in content analysis or diagnostic reliability studies. Like Cohen's Kappa, it adjusts for chance agreement but is more applicable to research with multiple raters. It requires all the raters to rate the same number of subjects, however, which is not always possible.

    **Conclusion**

    Raters play a crucial role in research involving subjective judgments, particularly in clinical, educational, and organizational settings. However, their reliability must be statistically established to ensure data precision. Cohen's Kappa, ICC, and Fleiss' Kappa are reliable methods for assessing interrater reliability, each of which can be used in different research situations. Selecting the most appropriate method is determined by the number of raters, nature of data, and study design to ensure findings are valid and replicable.

    References

    Gravina, N., Nastasi, J., & Austin, J. (2021). Assessment of employee performance. _Journal of Organizational Behavior Management_, _41_(2), 124-149. [https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf](https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf)

    Harvey, N. D. (2021). A simple guide to inter-rater, intra-rater and test-retest reliability for animal behavior studies. [https://osf.io/8stpy/download](https://osf.io/8stpy/download)

    Kline, T. J. (2005). _Psychological testing: A practical approach to design and evaluation_. Sage publication

    **Reliability**

    In research, observers or raters are essential for data collection in investigations when the study requires subjective judgment or behavioral measures. Their use ensures measurements as dependable, objective, and repeatable, especially in areas where automated or self-report data would prove insufficient. I elaborate below on three scenarios in which raters are used before going on to explain three statistical methods used to establish interrater reliability.

    **Research Scenarios in Which Raters Are Used**

    _**1.**_ _**Clinical and Psychological Assessment**_

    Raters are commonly used in clinical psychology to assess patient behavior, symptoms, and improvement. For example, in the diagnosis of mental illness such as depression or schizophrenia, clinicians may use standard scales like the Hamilton Depression Rating Scale (HAM-D) (Kline, 2005). Trained raters’ rate and mark symptoms based on pre-defined criteria, not on patient self-report, which could be biased. This enhances objectivity, particularly in longitudinal studies tracking changes over time in symptoms.

    _**2.**_ _**Educational Research and Classroom Observations**_

    Educational research observers usually measure teaching style, student engagement, and classroom interactions. Researchers comparing the effectiveness of an alternative instructional method might have more than one rather than code classroom conversation, recording aspects such as teacher responsiveness or student engagement (Kline, 2005). Because there is some human judgment, training rates on a scripted protocol minimize subjectivity. This is especially important in large-scale studies where consistency among observers is important to make valid inferences.

    _**3.**_ _**Workplace and Organizational Behavior Studies**_

    In industrial-organizational psychology, performance of employees, leadership competence, or workplace behaviors are assessed by raters. For example, in 360-degree assessment systems, supervisors, subordinates, and peers evaluate the skills of an individual (Gravina et al., 2021). Since there are several viewpoints, high interrater reliability is important to eliminate bias. There is systematic rating scale and rater training that maintains consistency, particularly in high stakes testing like promotion or performance reviews.

    **Statistical Methods for Evaluating Interrater Reliability**

    To ensure that raters are providing consistent and dependable information, researchers use statistical procedures to quantify interrater agreement. Below are three most widely used methods:

    _**1.**_ _**Cohen's Kappa (κ)**_

    Cohen's Kappa is a measure used to determine agreement between two raters for categorical (nominal or ordinal) information and considers chance agreement (Kline, 2005). As opposed to the percent agreement, which is simple, Kappa considers the potential that raters might be agreeing by chance and provides a more stringent measurement. Values may vary from -1 (complete disagreement) to +1 (perfect agreement), and benchmarks suggest that if κ > 0.60, it is an indication of substantial agreement. Cohen's Kappa, however, is limited to two raters and can be affected by category distribution skewness.

    _**2.**_ _**Intraclass Correlation Coefficient (ICC)**_

    The ICC is used for continuous or ordinal data and assesses reliability between two or more raters. It considers consistency (whether raters give subjects the same scores) and absolute agreement (whether raters provide the same score) (Harvey, 2021). ICC value ranges between 0 and 1, with higher being more dependable. Different models of ICC (e.g., ICC (1) for consistency of a single rater, ICC (2) for averages of measures) exist so that it can be used in a variety of study designs. It finds use in clinical as well as behavioral studies using different rates to rate the same subjects.

    _**3.**_ _**Fleiss' Kappa**_

    An extension of Cohen's Kappa, Fleiss' Kappa estimates agreement among three or more raters for categorical data (Kline, 2005). It is particularly helpful in large-scale studies where multiple observers rate the same subjects, e.g., in content analysis or diagnostic reliability studies. Like Cohen's Kappa, it adjusts for chance agreement but is more applicable to research with multiple raters. It requires all the raters to rate the same number of subjects, however, which is not always possible.

    **Conclusion**

    Raters play a crucial role in research involving subjective judgments, particularly in clinical, educational, and organizational settings. However, their reliability must be statistically established to ensure data precision. Cohen's Kappa, ICC, and Fleiss' Kappa are reliable methods for assessing interrater reliability, each of which can be used in different research situations. Selecting the most appropriate method is determined by the number of raters, nature of data, and study design to ensure findings are valid and replicable.

    References

    Gravina, N., Nastasi, J., & Austin, J. (2021). Assessment of employee performance. _Journal of Organizational Behavior Management_, _41_(2), 124-149. [https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf](https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf)

    Harvey, N. D. (2021). A simple guide to inter-rater, intra-rater and test-retest reliability for animal behavior studies. [https://osf.io/8stpy/download](https://osf.io/8stpy/download)

    Kline, T. J. (2005). _Psychological testing: A practical approach to design and evaluation_. Sage publication

    **Reliability**

    In research, observers or raters are essential for data collection in investigations when the study requires subjective judgment or behavioral measures. Their use ensures measurements as dependable, objective, and repeatable, especially in areas where automated or self-report data would prove insufficient. I elaborate below on three scenarios in which raters are used before going on to explain three statistical methods used to establish interrater reliability.

    **Research Scenarios in Which Raters Are Used**

    _**1.**_ _**Clinical and Psychological Assessment**_

    Raters are commonly used in clinical psychology to assess patient behavior, symptoms, and improvement. For example, in the diagnosis of mental illness such as depression or schizophrenia, clinicians may use standard scales like the Hamilton Depression Rating Scale (HAM-D) (Kline, 2005). Trained raters’ rate and mark symptoms based on pre-defined criteria, not on patient self-report, which could be biased. This enhances objectivity, particularly in longitudinal studies tracking changes over time in symptoms.

    _**2.**_ _**Educational Research and Classroom Observations**_

    Educational research observers usually measure teaching style, student engagement, and classroom interactions. Researchers comparing the effectiveness of an alternative instructional method might have more than one rather than code classroom conversation, recording aspects such as teacher responsiveness or student engagement (Kline, 2005). Because there is some human judgment, training rates on a scripted protocol minimize subjectivity. This is especially important in large-scale studies where consistency among observers is important to make valid inferences.

    _**3.**_ _**Workplace and Organizational Behavior Studies**_

    In industrial-organizational psychology, performance of employees, leadership competence, or workplace behaviors are assessed by raters. For example, in 360-degree assessment systems, supervisors, subordinates, and peers evaluate the skills of an individual (Gravina et al., 2021). Since there are several viewpoints, high interrater reliability is important to eliminate bias. There is systematic rating scale and rater training that maintains consistency, particularly in high stakes testing like promotion or performance reviews.

    **Statistical Methods for Evaluating Interrater Reliability**

    To ensure that raters are providing consistent and dependable information, researchers use statistical procedures to quantify interrater agreement. Below are three most widely used methods:

    _**1.**_ _**Cohen's Kappa (κ)**_

    Cohen's Kappa is a measure used to determine agreement between two raters for categorical (nominal or ordinal) information and considers chance agreement (Kline, 2005). As opposed to the percent agreement, which is simple, Kappa considers the potential that raters might be agreeing by chance and provides a more stringent measurement. Values may vary from -1 (complete disagreement) to +1 (perfect agreement), and benchmarks suggest that if κ > 0.60, it is an indication of substantial agreement. Cohen's Kappa, however, is limited to two raters and can be affected by category distribution skewness.

    _**2.**_ _**Intraclass Correlation Coefficient (ICC)**_

    The ICC is used for continuous or ordinal data and assesses reliability between two or more raters. It considers consistency (whether raters give subjects the same scores) and absolute agreement (whether raters provide the same score) (Harvey, 2021). ICC value ranges between 0 and 1, with higher being more dependable. Different models of ICC (e.g., ICC (1) for consistency of a single rater, ICC (2) for averages of measures) exist so that it can be used in a variety of study designs. It finds use in clinical as well as behavioral studies using different rates to rate the same subjects.

    _**3.**_ _**Fleiss' Kappa**_

    An extension of Cohen's Kappa, Fleiss' Kappa estimates agreement among three or more raters for categorical data (Kline, 2005). It is particularly helpful in large-scale studies where multiple observers rate the same subjects, e.g., in content analysis or diagnostic reliability studies. Like Cohen's Kappa, it adjusts for chance agreement but is more applicable to research with multiple raters. It requires all the raters to rate the same number of subjects, however, which is not always possible.

    **Conclusion**

    Raters play a crucial role in research involving subjective judgments, particularly in clinical, educational, and organizational settings. However, their reliability must be statistically established to ensure data precision. Cohen's Kappa, ICC, and Fleiss' Kappa are reliable methods for assessing interrater reliability, each of which can be used in different research situations. Selecting the most appropriate method is determined by the number of raters, nature of data, and study design to ensure findings are valid and replicable.

    References

    Gravina, N., Nastasi, J., & Austin, J. (2021). Assessment of employee performance. _Journal of Organizational Behavior Management_, _41_(2), 124-149. [https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf](https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf)

    Harvey, N. D. (2021). A simple guide to inter-rater, intra-rater and test-retest reliability for animal behavior studies. [https://osf.io/8stpy/download](https://osf.io/8stpy/download)

    Kline, T. J. (2005). _Psychological testing: A practical approach to design and evaluation_. Sage publication

    **Reliability**

    In research, observers or raters are essential for data collection in investigations when the study requires subjective judgment or behavioral measures. Their use ensures measurements as dependable, objective, and repeatable, especially in areas where automated or self-report data would prove insufficient. I elaborate below on three scenarios in which raters are used before going on to explain three statistical methods used to establish interrater reliability.

    **Research Scenarios in Which Raters Are Used**

    _**1.**_ _**Clinical and Psychological Assessment**_

    Raters are commonly used in clinical psychology to assess patient behavior, symptoms, and improvement. For example, in the diagnosis of mental illness such as depression or schizophrenia, clinicians may use standard scales like the Hamilton Depression Rating Scale (HAM-D) (Kline, 2005). Trained raters’ rate and mark symptoms based on pre-defined criteria, not on patient self-report, which could be biased. This enhances objectivity, particularly in longitudinal studies tracking changes over time in symptoms.

    _**2.**_ _**Educational Research and Classroom Observations**_

    Educational research observers usually measure teaching style, student engagement, and classroom interactions. Researchers comparing the effectiveness of an alternative instructional method might have more than one rather than code classroom conversation, recording aspects such as teacher responsiveness or student engagement (Kline, 2005). Because there is some human judgment, training rates on a scripted protocol minimize subjectivity. This is especially important in large-scale studies where consistency among observers is important to make valid inferences.

    _**3.**_ _**Workplace and Organizational Behavior Studies**_

    In industrial-organizational psychology, performance of employees, leadership competence, or workplace behaviors are assessed by raters. For example, in 360-degree assessment systems, supervisors, subordinates, and peers evaluate the skills of an individual (Gravina et al., 2021). Since there are several viewpoints, high interrater reliability is important to eliminate bias. There is systematic rating scale and rater training that maintains consistency, particularly in high stakes testing like promotion or performance reviews.

    **Statistical Methods for Evaluating Interrater Reliability**

    To ensure that raters are providing consistent and dependable information, researchers use statistical procedures to quantify interrater agreement. Below are three most widely used methods:

    _**1.**_ _**Cohen's Kappa (κ)**_

    Cohen's Kappa is a measure used to determine agreement between two raters for categorical (nominal or ordinal) information and considers chance agreement (Kline, 2005). As opposed to the percent agreement, which is simple, Kappa considers the potential that raters might be agreeing by chance and provides a more stringent measurement. Values may vary from -1 (complete disagreement) to +1 (perfect agreement), and benchmarks suggest that if κ > 0.60, it is an indication of substantial agreement. Cohen's Kappa, however, is limited to two raters and can be affected by category distribution skewness.

    _**2.**_ _**Intraclass Correlation Coefficient (ICC)**_

    The ICC is used for continuous or ordinal data and assesses reliability between two or more raters. It considers consistency (whether raters give subjects the same scores) and absolute agreement (whether raters provide the same score) (Harvey, 2021). ICC value ranges between 0 and 1, with higher being more dependable. Different models of ICC (e.g., ICC (1) for consistency of a single rater, ICC (2) for averages of measures) exist so that it can be used in a variety of study designs. It finds use in clinical as well as behavioral studies using different rates to rate the same subjects.

    _**3.**_ _**Fleiss' Kappa**_

    An extension of Cohen's Kappa, Fleiss' Kappa estimates agreement among three or more raters for categorical data (Kline, 2005). It is particularly helpful in large-scale studies where multiple observers rate the same subjects, e.g., in content analysis or diagnostic reliability studies. Like Cohen's Kappa, it adjusts for chance agreement but is more applicable to research with multiple raters. It requires all the raters to rate the same number of subjects, however, which is not always possible.

    **Conclusion**

    Raters play a crucial role in research involving subjective judgments, particularly in clinical, educational, and organizational settings. However, their reliability must be statistically established to ensure data precision. Cohen's Kappa, ICC, and Fleiss' Kappa are reliable methods for assessing interrater reliability, each of which can be used in different research situations. Selecting the most appropriate method is determined by the number of raters, nature of data, and study design to ensure findings are valid and replicable.

    References

    Gravina, N., Nastasi, J., & Austin, J. (2021). Assessment of employee performance. _Journal of Organizational Behavior Management_, _41_(2), 124-149. [https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf](https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf)

    Harvey, N. D. (2021). A simple guide to inter-rater, intra-rater and test-retest reliability for animal behavior studies. [https://osf.io/8stpy/download](https://osf.io/8stpy/download)

    Kline, T. J. (2005). _Psychological testing: A practical approach to design and evaluation_. Sage publication

    **Reliability**

    In research, observers or raters are essential for data collection in investigations when the study requires subjective judgment or behavioral measures. Their use ensures measurements as dependable, objective, and repeatable, especially in areas where automated or self-report data would prove insufficient. I elaborate below on three scenarios in which raters are used before going on to explain three statistical methods used to establish interrater reliability.

    **Research Scenarios in Which Raters Are Used**

    _**1.**_ _**Clinical and Psychological Assessment**_

    Raters are commonly used in clinical psychology to assess patient behavior, symptoms, and improvement. For example, in the diagnosis of mental illness such as depression or schizophrenia, clinicians may use standard scales like the Hamilton Depression Rating Scale (HAM-D) (Kline, 2005). Trained raters’ rate and mark symptoms based on pre-defined criteria, not on patient self-report, which could be biased. This enhances objectivity, particularly in longitudinal studies tracking changes over time in symptoms.

    _**2.**_ _**Educational Research and Classroom Observations**_

    Educational research observers usually measure teaching style, student engagement, and classroom interactions. Researchers comparing the effectiveness of an alternative instructional method might have more than one rather than code classroom conversation, recording aspects such as teacher responsiveness or student engagement (Kline, 2005). Because there is some human judgment, training rates on a scripted protocol minimize subjectivity. This is especially important in large-scale studies where consistency among observers is important to make valid inferences.

    _**3.**_ _**Workplace and Organizational Behavior Studies**_

    In industrial-organizational psychology, performance of employees, leadership competence, or workplace behaviors are assessed by raters. For example, in 360-degree assessment systems, supervisors, subordinates, and peers evaluate the skills of an individual (Gravina et al., 2021). Since there are several viewpoints, high interrater reliability is important to eliminate bias. There is systematic rating scale and rater training that maintains consistency, particularly in high stakes testing like promotion or performance reviews.

    **Statistical Methods for Evaluating Interrater Reliability**

    To ensure that raters are providing consistent and dependable information, researchers use statistical procedures to quantify interrater agreement. Below are three most widely used methods:

    _**1.**_ _**Cohen's Kappa (κ)**_

    Cohen's Kappa is a measure used to determine agreement between two raters for categorical (nominal or ordinal) information and considers chance agreement (Kline, 2005). As opposed to the percent agreement, which is simple, Kappa considers the potential that raters might be agreeing by chance and provides a more stringent measurement. Values may vary from -1 (complete disagreement) to +1 (perfect agreement), and benchmarks suggest that if κ > 0.60, it is an indication of substantial agreement. Cohen's Kappa, however, is limited to two raters and can be affected by category distribution skewness.

    _**2.**_ _**Intraclass Correlation Coefficient (ICC)**_

    The ICC is used for continuous or ordinal data and assesses reliability between two or more raters. It considers consistency (whether raters give subjects the same scores) and absolute agreement (whether raters provide the same score) (Harvey, 2021). ICC value ranges between 0 and 1, with higher being more dependable. Different models of ICC (e.g., ICC (1) for consistency of a single rater, ICC (2) for averages of measures) exist so that it can be used in a variety of study designs. It finds use in clinical as well as behavioral studies using different rates to rate the same subjects.

    _**3.**_ _**Fleiss' Kappa**_

    An extension of Cohen's Kappa, Fleiss' Kappa estimates agreement among three or more raters for categorical data (Kline, 2005). It is particularly helpful in large-scale studies where multiple observers rate the same subjects, e.g., in content analysis or diagnostic reliability studies. Like Cohen's Kappa, it adjusts for chance agreement but is more applicable to research with multiple raters. It requires all the raters to rate the same number of subjects, however, which is not always possible.

    **Conclusion**

    Raters play a crucial role in research involving subjective judgments, particularly in clinical, educational, and organizational settings. However, their reliability must be statistically established to ensure data precision. Cohen's Kappa, ICC, and Fleiss' Kappa are reliable methods for assessing interrater reliability, each of which can be used in different research situations. Selecting the most appropriate method is determined by the number of raters, nature of data, and study design to ensure findings are valid and replicable.

    References

    Gravina, N., Nastasi, J., & Austin, J. (2021). Assessment of employee performance. _Journal of Organizational Behavior Management_, _41_(2), 124-149. [https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf](https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf)

    Harvey, N. D. (2021). A simple guide to inter-rater, intra-rater and test-retest reliability for animal behavior studies. [https://osf.io/8stpy/download](https://osf.io/8stpy/download)

    Kline, T. J. (2005). _Psychological testing: A practical approach to design and evaluation_. Sage publication

    **Reliability**

    In research, observers or raters are essential for data collection in investigations when the study requires subjective judgment or behavioral measures. Their use ensures measurements as dependable, objective, and repeatable, especially in areas where automated or self-report data would prove insufficient. I elaborate below on three scenarios in which raters are used before going on to explain three statistical methods used to establish interrater reliability.

    **Research Scenarios in Which Raters Are Used**

    _**1.**_ _**Clinical and Psychological Assessment**_

    Raters are commonly used in clinical psychology to assess patient behavior, symptoms, and improvement. For example, in the diagnosis of mental illness such as depression or schizophrenia, clinicians may use standard scales like the Hamilton Depression Rating Scale (HAM-D) (Kline, 2005). Trained raters’ rate and mark symptoms based on pre-defined criteria, not on patient self-report, which could be biased. This enhances objectivity, particularly in longitudinal studies tracking changes over time in symptoms.

    _**2.**_ _**Educational Research and Classroom Observations**_

    Educational research observers usually measure teaching style, student engagement, and classroom interactions. Researchers comparing the effectiveness of an alternative instructional method might have more than one rather than code classroom conversation, recording aspects such as teacher responsiveness or student engagement (Kline, 2005). Because there is some human judgment, training rates on a scripted protocol minimize subjectivity. This is especially important in large-scale studies where consistency among observers is important to make valid inferences.

    _**3.**_ _**Workplace and Organizational Behavior Studies**_

    In industrial-organizational psychology, performance of employees, leadership competence, or workplace behaviors are assessed by raters. For example, in 360-degree assessment systems, supervisors, subordinates, and peers evaluate the skills of an individual (Gravina et al., 2021). Since there are several viewpoints, high interrater reliability is important to eliminate bias. There is systematic rating scale and rater training that maintains consistency, particularly in high stakes testing like promotion or performance reviews.

    **Statistical Methods for Evaluating Interrater Reliability**

    To ensure that raters are providing consistent and dependable information, researchers use statistical procedures to quantify interrater agreement. Below are three most widely used methods:

    _**1.**_ _**Cohen's Kappa (κ)**_

    Cohen's Kappa is a measure used to determine agreement between two raters for categorical (nominal or ordinal) information and considers chance agreement (Kline, 2005). As opposed to the percent agreement, which is simple, Kappa considers the potential that raters might be agreeing by chance and provides a more stringent measurement. Values may vary from -1 (complete disagreement) to +1 (perfect agreement), and benchmarks suggest that if κ > 0.60, it is an indication of substantial agreement. Cohen's Kappa, however, is limited to two raters and can be affected by category distribution skewness.

    _**2.**_ _**Intraclass Correlation Coefficient (ICC)**_

    The ICC is used for continuous or ordinal data and assesses reliability between two or more raters. It considers consistency (whether raters give subjects the same scores) and absolute agreement (whether raters provide the same score) (Harvey, 2021). ICC value ranges between 0 and 1, with higher being more dependable. Different models of ICC (e.g., ICC (1) for consistency of a single rater, ICC (2) for averages of measures) exist so that it can be used in a variety of study designs. It finds use in clinical as well as behavioral studies using different rates to rate the same subjects.

    _**3.**_ _**Fleiss' Kappa**_

    An extension of Cohen's Kappa, Fleiss' Kappa estimates agreement among three or more raters for categorical data (Kline, 2005). It is particularly helpful in large-scale studies where multiple observers rate the same subjects, e.g., in content analysis or diagnostic reliability studies. Like Cohen's Kappa, it adjusts for chance agreement but is more applicable to research with multiple raters. It requires all the raters to rate the same number of subjects, however, which is not always possible.

    **Conclusion**

    Raters play a crucial role in research involving subjective judgments, particularly in clinical, educational, and organizational settings. However, their reliability must be statistically established to ensure data precision. Cohen's Kappa, ICC, and Fleiss' Kappa are reliable methods for assessing interrater reliability, each of which can be used in different research situations. Selecting the most appropriate method is determined by the number of raters, nature of data, and study design to ensure findings are valid and replicable.

    References

    Gravina, N., Nastasi, J., & Austin, J. (2021). Assessment of employee performance. _Journal of Organizational Behavior Management_, _41_(2), 124-149. [https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf](https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf)

    Harvey, N. D. (2021). A simple guide to inter-rater, intra-rater and test-retest reliability for animal behavior studies. [https://osf.io/8stpy/download](https://osf.io/8stpy/download)

    Kline, T. J. (2005). _Psychological testing: A practical approach to design and evaluation_. Sage publication

    **Reliability**

    In research, observers or raters are essential for data collection in investigations when the study requires subjective judgment or behavioral measures. Their use ensures measurements as dependable, objective, and repeatable, especially in areas where automated or self-report data would prove insufficient. I elaborate below on three scenarios in which raters are used before going on to explain three statistical methods used to establish interrater reliability.

    **Research Scenarios in Which Raters Are Used**

    _**1.**_ _**Clinical and Psychological Assessment**_

    Raters are commonly used in clinical psychology to assess patient behavior, symptoms, and improvement. For example, in the diagnosis of mental illness such as depression or schizophrenia, clinicians may use standard scales like the Hamilton Depression Rating Scale (HAM-D) (Kline, 2005). Trained raters’ rate and mark symptoms based on pre-defined criteria, not on patient self-report, which could be biased. This enhances objectivity, particularly in longitudinal studies tracking changes over time in symptoms.

    _**2.**_ _**Educational Research and Classroom Observations**_

    Educational research observers usually measure teaching style, student engagement, and classroom interactions. Researchers comparing the effectiveness of an alternative instructional method might have more than one rather than code classroom conversation, recording aspects such as teacher responsiveness or student engagement (Kline, 2005). Because there is some human judgment, training rates on a scripted protocol minimize subjectivity. This is especially important in large-scale studies where consistency among observers is important to make valid inferences.

    _**3.**_ _**Workplace and Organizational Behavior Studies**_

    In industrial-organizational psychology, performance of employees, leadership competence, or workplace behaviors are assessed by raters. For example, in 360-degree assessment systems, supervisors, subordinates, and peers evaluate the skills of an individual (Gravina et al., 2021). Since there are several viewpoints, high interrater reliability is important to eliminate bias. There is systematic rating scale and rater training that maintains consistency, particularly in high stakes testing like promotion or performance reviews.

    **Statistical Methods for Evaluating Interrater Reliability**

    To ensure that raters are providing consistent and dependable information, researchers use statistical procedures to quantify interrater agreement. Below are three most widely used methods:

    _**1.**_ _**Cohen's Kappa (κ)**_

    Cohen's Kappa is a measure used to determine agreement between two raters for categorical (nominal or ordinal) information and considers chance agreement (Kline, 2005). As opposed to the percent agreement, which is simple, Kappa considers the potential that raters might be agreeing by chance and provides a more stringent measurement. Values may vary from -1 (complete disagreement) to +1 (perfect agreement), and benchmarks suggest that if κ > 0.60, it is an indication of substantial agreement. Cohen's Kappa, however, is limited to two raters and can be affected by category distribution skewness.

    _**2.**_ _**Intraclass Correlation Coefficient (ICC)**_

    The ICC is used for continuous or ordinal data and assesses reliability between two or more raters. It considers consistency (whether raters give subjects the same scores) and absolute agreement (whether raters provide the same score) (Harvey, 2021). ICC value ranges between 0 and 1, with higher being more dependable. Different models of ICC (e.g., ICC (1) for consistency of a single rater, ICC (2) for averages of measures) exist so that it can be used in a variety of study designs. It finds use in clinical as well as behavioral studies using different rates to rate the same subjects.

    _**3.**_ _**Fleiss' Kappa**_

    An extension of Cohen's Kappa, Fleiss' Kappa estimates agreement among three or more raters for categorical data (Kline, 2005). It is particularly helpful in large-scale studies where multiple observers rate the same subjects, e.g., in content analysis or diagnostic reliability studies. Like Cohen's Kappa, it adjusts for chance agreement but is more applicable to research with multiple raters. It requires all the raters to rate the same number of subjects, however, which is not always possible.

    **Conclusion**

    Raters play a crucial role in research involving subjective judgments, particularly in clinical, educational, and organizational settings. However, their reliability must be statistically established to ensure data precision. Cohen's Kappa, ICC, and Fleiss' Kappa are reliable methods for assessing interrater reliability, each of which can be used in different research situations. Selecting the most appropriate method is determined by the number of raters, nature of data, and study design to ensure findings are valid and replicable.

    References

    Gravina, N., Nastasi, J., & Austin, J. (2021). Assessment of employee performance. _Journal of Organizational Behavior Management_, _41_(2), 124-149. [https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf](https://www.researchgate.net/profile/Nicole-Gravina/publication/353691106_Performance_Management_in_Organizations/links/615489ec39b8157d900da071/Performance-Management-in-Organizations.pdf)

    Harvey, N. D. (2021). A simple guide to inter-rater, intra-rater and test-retest reliability for animal behavior studies. [https://osf.io/8stpy/download](https://osf.io/8stpy/download)

    Kline, T. J. (2005). _Psychological testing: A practical approach to design and evaluation_. Sage publication

    – 2 years ago

  • [Solved] Case 1

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    – 2 years ago **files (3)** – ## Module1Overview.docx – ## Module1Case.docx – ## Module1Resource.docx **## Module1Overview.docx** **Module 1 – Overview** **Intro to Human Resource Management; HRM’s Role; Strategic HRM** **Module Objectives** Upon successful completion of this module, the student wil…

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    Assignment Prompt & Instructions

    – 2 years ago

    **files (3)**

    – ## Module1Overview.docx

    – ## Module1Case.docx

    – ## Module1Resource.docx

    **## Module1Overview.docx**

    **Module 1 – Overview**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Module Objectives**

    Upon successful completion of this module, the student will be able to satisfy the following objectives:

    · Module

    · Analyze and assess the strategic role of human resource professionals in organizations.

    · Case

    · Design solutions to strengthen the link between organizational strategy and human resource activities.

    · SLP

    · Evaluate an article in
    _HR Magazine_ related to a topic in this module.

    · Discussion

    · Analyze and assess the role of human resource management in an organization.

    **Module Overview**

    Module 1 is an introduction to human resource management and a close-up look at HR’s role in an organization with a specific focus on strategic planning.

    The Case Assignment is our first look at The King Company organization. You will see as you examine the Company that HR activities are entwined with nearly all other functions in running a business.

    The SLP in Module 1 provides an opportunity for you to become familiar with a popular publication written for HRM professionals. The publication examined in this Module is
    _HR Magazine_ produced by the Society of Human Resource Management (SHRM).

    In the Discussion forum for Module 1, you and your classmates will be examining actual HR activities in the HRM field.

    **## Module1Case.docx**

    **Module 1 – Case**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Assignment Overview**

    This Case Assignment focuses on recognizing the link between organizational strategy and HR activities.

    You are the new director of human resources at The King Company. As director, you must play a large role in resolving the organizational issues confronting the company and develop solutions for the functional and managerial issues facing the HR department.

    Click
    [_The King Company Background_](https://tlc.trident.edu/content/enforced/223276-MGT509-2025APR07FT-1/THE%20KING%20COMPANY%20BACKGROUND.docx?ou=223276) to review information on the company.

    [Note: You may want to download/print the company background information provided in this module so that you have it handy as you work on subsequent module assignments.]

    **Case Assignment**

    After reading the fictional King Company case, address the following questions in an essay format which includes an introduction and conclusion (not a Q & A format):

    · Describe the current relationship between organizational strategy and HR activities at The King Company. Give three examples and analyze the relationships.

    · What improvements are needed to HRM’s strategic role at King? Discuss.

    For the Case Assignment, utilize information from at least two sources from the Trident Online Library to help strengthen and validate your discussion.

    Provide private-sector employer examples of HRM programs, systems, processes, and/or procedures as you address the assignment requirements. Provide names of the employers. Use different employer examples than what have been used previously in your other papers and courses.

    Make reasonable, cost-effective assumptions in your paper. It is not an option, however, for you to hire additional help (temporary or otherwise).  State your assumptions in the beginning of your discussion.

    Paper length:
    **3–4 pages** (not counting the cover and reference pages).

    **Assignment Expectations**

    _Your paper will be evaluated using the criteria as stated in the Case rubric. The following is a review of the rubric criteria:_

    ·
    **Assignment-Driven:** Does the paper fully address all aspects of the assignment?   Is the assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?

    ·
    **Critical Thinking:** Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?

    ·
    **Business Writing:** Is the essay logical, well organized and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?

    ·
    **Effective Use of Information:** Does the submission demonstrate that the student has read, understood, and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall paper?

    ·
    **Citing Sources:** Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the paper been included on the References page?

    ·
    **Timeliness:** Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?

    **## Module1Resource.docx**

    **Module 1 – Resources**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Introduction to HRM**

    Human Resource Management (HRM or simply HR) is one of the most exciting fields to study in business. It is the utilization of people to help the organization achieve its goals and objectives. Executives, managers, supervisors, and other employees are all in the organization because there is work to be done. People who work in HR departments work with constant change and challenges—staffing needs, legal compliance, special compensation issues, and technological changes, for instance.

    **What are some of the functions of HRM?**

    **Staffing:** ensuring that the organization has the proper number of employees with the right skills and behaviors to get the jobs done. Some of the major areas often grouped closely with the staffing function are job analysis, human resource planning, recruitment, selection, and on-boarding/new employee orientation. We will look at the staffing function in Module 2.

    **Talent Development:** training and developing employees as well as career planning, organizational development, performance management, and performance appraisal. Talent development, along with performance management, and organizational development are the topics for Module 3.

    **Total Rewards:** what people receive in return for performing work in an organization. This is a concern for employees and employers alike. The total of all rewards include pay (direct financial compensation), benefits (indirect financial compensation) and non-financial compensation (satisfaction from the job itself or from the psychological environment and/or the work environment itself). Employee compensation with a strong motivational component (referred to as “total rewards”) is discussed in Module 4.

    **Employee and Labor Relations:** “Labor relations” (sometimes called “industrial relations”) pertains to the employer-union-employee relationship when a union is present. The term “employee relations” normally represents the broader scope of workplace relationships—including employee morale, corrective action, terminations, and resignations. Module 4 pertains to total rewards, employee and labor relations, and also global HRM.

    Keep in mind this course is an overview course—not a how-to course. The more advanced courses in the MSHRM degree program (MGT511, MGT516, HRM520, HRM522, and HRM599) go into more detail of the how-to of these and other HRM functional areas.

    **HR’s Role in Organizations:** The role of HR professionals is under constant change. Many changes have been made so that HR professionals play a more strategic role. Because of this strategic emphasis, the question becomes, Who will perform the usual administrative roles associated with the many HR functions listed above? Many employers have turned to outside vendors or the use of HR technology systems in-house. Some HR duties have disappeared. The focus has switched to one of cost cutting—lean budgets in a global environment. HR staffs have been reduced and operating budgets are smaller. The most efficient organizations typically spend nearly 30% less per employee on HR and operate with 25% fewer HR employees (Controller’s Report, 2011).

    Please note that the following links will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

    [_Human Resources: Leadership and Strategic Impact_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505569&srcou=104372) – LinkedIn Learning

    [_Human resources basics_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505570&srcou=104372) – LinkedIn Learning

    Also, read the following on putting the “human” back into strategic HRM:

    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.

    Today, the following now contribute in large part to the completion of many traditional HR activities:

    **Line managers:** Line managers using technology are performing HR processes that require approvals, record-keeping, or input. They are working on recruiting, selection, and performance appraisals through the use of automated systems, without HR’s continuous input in the process.

    **Outsourcing organizations:** This is the process of organizations hiring external HR professionals to perform HR work that was previously performed in-house. Organizations decide what competencies they want to keep in-house and assign other activities to externals to perform. This allows HR professionals to focus on strategic initiatives.

    **Shared service centers:** A shared service takes routine, transaction-based duties dispersed throughout an organization and consolidates them in one place. For example, a company with 15 locations might consolidate their benefits and pension administration, payroll, relocation assistance, recruitment, and training and development into one center.

    **Professional employer organizations (PEOs):** This is a company that leases employees to other businesses. The PEO continues to be the employer (issuing pay and benefits to its leased-out employees for performing HR work for an external organization). This frees up the external organization’s HR employees to work on HR strategic plans.

    So, we see that the goal today is for HR to be more focused on strategic HR—on the bottom line of the organization, leaving the administrative tasks to technology and others (Schein, 2010).

    **Sources used to prepare this section:** Despite Recession, World-Class HR Organizations Reduce Costs by 13 Percent. Controller’s Report 2011 (August 2011). 1-19.
    Mondy, R. W. (2014). Human resource management. Upper Saddle River, NJ: Pearson.
    Schein, E. H. (Fall 2010). The role of organization development in the human resource function. OD Practitioner (42) 6-11.

    **Optional Sources:**

    The following two sources may be helpful if you choose to prepare a slide presentation for your SLP 1:

    Wienot Films. (2011, May 9).
    [_How to give an awesome PowerPoint presentation [Video file]_](https://www.youtube.com/watch?v=i68a6M5FFBc). Retrieved from https://www.youtube.com/watch?v=i68a6M5FFBc

    **Also**

    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_](https://www.shrm.org/), for membership information as well as for information on HR topics (some do not require paid membership for access, others do).

    **## Module1Resource.docx**

    **Module 1 – Resources**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Introduction to HRM**

    Human Resource Management (HRM or simply HR) is one of the most exciting fields to study in business. It is the utilization of people to help the organization achieve its goals and objectives. Executives, managers, supervisors, and other employees are all in the organization because there is work to be done. People who work in HR departments work with constant change and challenges—staffing needs, legal compliance, special compensation issues, and technological changes, for instance.

    **What are some of the functions of HRM?**

    **Staffing:** ensuring that the organization has the proper number of employees with the right skills and behaviors to get the jobs done. Some of the major areas often grouped closely with the staffing function are job analysis, human resource planning, recruitment, selection, and on-boarding/new employee orientation. We will look at the staffing function in Module 2.

    **Talent Development:** training and developing employees as well as career planning, organizational development, performance management, and performance appraisal. Talent development, along with performance management, and organizational development are the topics for Module 3.

    **Total Rewards:** what people receive in return for performing work in an organization. This is a concern for employees and employers alike. The total of all rewards include pay (direct financial compensation), benefits (indirect financial compensation) and non-financial compensation (satisfaction from the job itself or from the psychological environment and/or the work environment itself). Employee compensation with a strong motivational component (referred to as “total rewards”) is discussed in Module 4.

    **Employee and Labor Relations:** “Labor relations” (sometimes called “industrial relations”) pertains to the employer-union-employee relationship when a union is present. The term “employee relations” normally represents the broader scope of workplace relationships—including employee morale, corrective action, terminations, and resignations. Module 4 pertains to total rewards, employee and labor relations, and also global HRM.

    Keep in mind this course is an overview course—not a how-to course. The more advanced courses in the MSHRM degree program (MGT511, MGT516, HRM520, HRM522, and HRM599) go into more detail of the how-to of these and other HRM functional areas.

    **HR’s Role in Organizations:** The role of HR professionals is under constant change. Many changes have been made so that HR professionals play a more strategic role. Because of this strategic emphasis, the question becomes, Who will perform the usual administrative roles associated with the many HR functions listed above? Many employers have turned to outside vendors or the use of HR technology systems in-house. Some HR duties have disappeared. The focus has switched to one of cost cutting—lean budgets in a global environment. HR staffs have been reduced and operating budgets are smaller. The most efficient organizations typically spend nearly 30% less per employee on HR and operate with 25% fewer HR employees (Controller’s Report, 2011).

    Please note that the following links will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

    [_Human Resources: Leadership and Strategic Impact_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505569&srcou=104372) – LinkedIn Learning

    [_Human resources basics_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505570&srcou=104372) – LinkedIn Learning

    Also, read the following on putting the “human” back into strategic HRM:

    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.

    Today, the following now contribute in large part to the completion of many traditional HR activities:

    **Line managers:** Line managers using technology are performing HR processes that require approvals, record-keeping, or input. They are working on recruiting, selection, and performance appraisals through the use of automated systems, without HR’s continuous input in the process.

    **Outsourcing organizations:** This is the process of organizations hiring external HR professionals to perform HR work that was previously performed in-house. Organizations decide what competencies they want to keep in-house and assign other activities to externals to perform. This allows HR professionals to focus on strategic initiatives.

    **Shared service centers:** A shared service takes routine, transaction-based duties dispersed throughout an organization and consolidates them in one place. For example, a company with 15 locations might consolidate their benefits and pension administration, payroll, relocation assistance, recruitment, and training and development into one center.

    **Professional employer organizations (PEOs):** This is a company that leases employees to other businesses. The PEO continues to be the employer (issuing pay and benefits to its leased-out employees for performing HR work for an external organization). This frees up the external organization’s HR employees to work on HR strategic plans.

    So, we see that the goal today is for HR to be more focused on strategic HR—on the bottom line of the organization, leaving the administrative tasks to technology and others (Schein, 2010).

    **Sources used to prepare this section:** Despite Recession, World-Class HR Organizations Reduce Costs by 13 Percent. Controller’s Report 2011 (August 2011). 1-19.
    Mondy, R. W. (2014). Human resource management. Upper Saddle River, NJ: Pearson.
    Schein, E. H. (Fall 2010). The role of organization development in the human resource function. OD Practitioner (42) 6-11.

    **Optional Sources:**

    The following two sources may be helpful if you choose to prepare a slide presentation for your SLP 1:

    Wienot Films. (2011, May 9).
    [_How to give an awesome PowerPoint presentation [Video file]_](https://www.youtube.com/watch?v=i68a6M5FFBc). Retrieved from https://www.youtube.com/watch?v=i68a6M5FFBc

    **Also**

    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_](https://www.shrm.org/), for membership information as well as for information on HR topics (some do not require paid membership for access, others do).

    **## Module1Overview.docx**

    **Module 1 – Overview**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Module Objectives**

    Upon successful completion of this module, the student will be able to satisfy the following objectives:

    · Module

    · Analyze and assess the strategic role of human resource professionals in organizations.

    · Case

    · Design solutions to strengthen the link between organizational strategy and human resource activities.

    · SLP

    · Evaluate an article in
    _HR Magazine_ related to a topic in this module.

    · Discussion

    · Analyze and assess the role of human resource management in an organization.

    **Module Overview**

    Module 1 is an introduction to human resource management and a close-up look at HR’s role in an organization with a specific focus on strategic planning.

    The Case Assignment is our first look at The King Company organization. You will see as you examine the Company that HR activities are entwined with nearly all other functions in running a business.

    The SLP in Module 1 provides an opportunity for you to become familiar with a popular publication written for HRM professionals. The publication examined in this Module is
    _HR Magazine_ produced by the Society of Human Resource Management (SHRM).

    In the Discussion forum for Module 1, you and your classmates will be examining actual HR activities in the HRM field.

    **## Module1Case.docx**

    **Module 1 – Case**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Assignment Overview**

    This Case Assignment focuses on recognizing the link between organizational strategy and HR activities.

    You are the new director of human resources at The King Company. As director, you must play a large role in resolving the organizational issues confronting the company and develop solutions for the functional and managerial issues facing the HR department.

    Click
    [_The King Company Background_](https://tlc.trident.edu/content/enforced/223276-MGT509-2025APR07FT-1/THE%20KING%20COMPANY%20BACKGROUND.docx?ou=223276) to review information on the company.

    [Note: You may want to download/print the company background information provided in this module so that you have it handy as you work on subsequent module assignments.]

    **Case Assignment**

    After reading the fictional King Company case, address the following questions in an essay format which includes an introduction and conclusion (not a Q & A format):

    · Describe the current relationship between organizational strategy and HR activities at The King Company. Give three examples and analyze the relationships.

    · What improvements are needed to HRM’s strategic role at King? Discuss.

    For the Case Assignment, utilize information from at least two sources from the Trident Online Library to help strengthen and validate your discussion.

    Provide private-sector employer examples of HRM programs, systems, processes, and/or procedures as you address the assignment requirements. Provide names of the employers. Use different employer examples than what have been used previously in your other papers and courses.

    Make reasonable, cost-effective assumptions in your paper. It is not an option, however, for you to hire additional help (temporary or otherwise).  State your assumptions in the beginning of your discussion.

    Paper length:
    **3–4 pages** (not counting the cover and reference pages).

    **Assignment Expectations**

    _Your paper will be evaluated using the criteria as stated in the Case rubric. The following is a review of the rubric criteria:_

    ·
    **Assignment-Driven:** Does the paper fully address all aspects of the assignment?   Is the assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?

    ·
    **Critical Thinking:** Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?

    ·
    **Business Writing:** Is the essay logical, well organized and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?

    ·
    **Effective Use of Information:** Does the submission demonstrate that the student has read, understood, and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall paper?

    ·
    **Citing Sources:** Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the paper been included on the References page?

    ·
    **Timeliness:** Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?

    **## Module1Resource.docx**

    **Module 1 – Resources**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Introduction to HRM**

    Human Resource Management (HRM or simply HR) is one of the most exciting fields to study in business. It is the utilization of people to help the organization achieve its goals and objectives. Executives, managers, supervisors, and other employees are all in the organization because there is work to be done. People who work in HR departments work with constant change and challenges—staffing needs, legal compliance, special compensation issues, and technological changes, for instance.

    **What are some of the functions of HRM?**

    **Staffing:** ensuring that the organization has the proper number of employees with the right skills and behaviors to get the jobs done. Some of the major areas often grouped closely with the staffing function are job analysis, human resource planning, recruitment, selection, and on-boarding/new employee orientation. We will look at the staffing function in Module 2.

    **Talent Development:** training and developing employees as well as career planning, organizational development, performance management, and performance appraisal. Talent development, along with performance management, and organizational development are the topics for Module 3.

    **Total Rewards:** what people receive in return for performing work in an organization. This is a concern for employees and employers alike. The total of all rewards include pay (direct financial compensation), benefits (indirect financial compensation) and non-financial compensation (satisfaction from the job itself or from the psychological environment and/or the work environment itself). Employee compensation with a strong motivational component (referred to as “total rewards”) is discussed in Module 4.

    **Employee and Labor Relations:** “Labor relations” (sometimes called “industrial relations”) pertains to the employer-union-employee relationship when a union is present. The term “employee relations” normally represents the broader scope of workplace relationships—including employee morale, corrective action, terminations, and resignations. Module 4 pertains to total rewards, employee and labor relations, and also global HRM.

    Keep in mind this course is an overview course—not a how-to course. The more advanced courses in the MSHRM degree program (MGT511, MGT516, HRM520, HRM522, and HRM599) go into more detail of the how-to of these and other HRM functional areas.

    **HR’s Role in Organizations:** The role of HR professionals is under constant change. Many changes have been made so that HR professionals play a more strategic role. Because of this strategic emphasis, the question becomes, Who will perform the usual administrative roles associated with the many HR functions listed above? Many employers have turned to outside vendors or the use of HR technology systems in-house. Some HR duties have disappeared. The focus has switched to one of cost cutting—lean budgets in a global environment. HR staffs have been reduced and operating budgets are smaller. The most efficient organizations typically spend nearly 30% less per employee on HR and operate with 25% fewer HR employees (Controller’s Report, 2011).

    Please note that the following links will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

    [_Human Resources: Leadership and Strategic Impact_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505569&srcou=104372) – LinkedIn Learning

    [_Human resources basics_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505570&srcou=104372) – LinkedIn Learning

    Also, read the following on putting the “human” back into strategic HRM:

    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.

    Today, the following now contribute in large part to the completion of many traditional HR activities:

    **Line managers:** Line managers using technology are performing HR processes that require approvals, record-keeping, or input. They are working on recruiting, selection, and performance appraisals through the use of automated systems, without HR’s continuous input in the process.

    **Outsourcing organizations:** This is the process of organizations hiring external HR professionals to perform HR work that was previously performed in-house. Organizations decide what competencies they want to keep in-house and assign other activities to externals to perform. This allows HR professionals to focus on strategic initiatives.

    **Shared service centers:** A shared service takes routine, transaction-based duties dispersed throughout an organization and consolidates them in one place. For example, a company with 15 locations might consolidate their benefits and pension administration, payroll, relocation assistance, recruitment, and training and development into one center.

    **Professional employer organizations (PEOs):** This is a company that leases employees to other businesses. The PEO continues to be the employer (issuing pay and benefits to its leased-out employees for performing HR work for an external organization). This frees up the external organization’s HR employees to work on HR strategic plans.

    So, we see that the goal today is for HR to be more focused on strategic HR—on the bottom line of the organization, leaving the administrative tasks to technology and others (Schein, 2010).

    **Sources used to prepare this section:** Despite Recession, World-Class HR Organizations Reduce Costs by 13 Percent. Controller’s Report 2011 (August 2011). 1-19.
    Mondy, R. W. (2014). Human resource management. Upper Saddle River, NJ: Pearson.
    Schein, E. H. (Fall 2010). The role of organization development in the human resource function. OD Practitioner (42) 6-11.

    **Optional Sources:**

    The following two sources may be helpful if you choose to prepare a slide presentation for your SLP 1:

    Wienot Films. (2011, May 9).
    [_How to give an awesome PowerPoint presentation [Video file]_](https://www.youtube.com/watch?v=i68a6M5FFBc). Retrieved from https://www.youtube.com/watch?v=i68a6M5FFBc

    **Also**

    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_](https://www.shrm.org/), for membership information as well as for information on HR topics (some do not require paid membership for access, others do).

    **## Module1Overview.docx**

    **Module 1 – Overview**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Module Objectives**

    Upon successful completion of this module, the student will be able to satisfy the following objectives:

    · Module

    · Analyze and assess the strategic role of human resource professionals in organizations.

    · Case

    · Design solutions to strengthen the link between organizational strategy and human resource activities.

    · SLP

    · Evaluate an article in
    _HR Magazine_ related to a topic in this module.

    · Discussion

    · Analyze and assess the role of human resource management in an organization.

    **Module Overview**

    Module 1 is an introduction to human resource management and a close-up look at HR’s role in an organization with a specific focus on strategic planning.

    The Case Assignment is our first look at The King Company organization. You will see as you examine the Company that HR activities are entwined with nearly all other functions in running a business.

    The SLP in Module 1 provides an opportunity for you to become familiar with a popular publication written for HRM professionals. The publication examined in this Module is
    _HR Magazine_ produced by the Society of Human Resource Management (SHRM).

    In the Discussion forum for Module 1, you and your classmates will be examining actual HR activities in the HRM field.

    **## Module1Case.docx**

    **Module 1 – Case**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Assignment Overview**

    This Case Assignment focuses on recognizing the link between organizational strategy and HR activities.

    You are the new director of human resources at The King Company. As director, you must play a large role in resolving the organizational issues confronting the company and develop solutions for the functional and managerial issues facing the HR department.

    Click
    [_The King Company Background_](https://tlc.trident.edu/content/enforced/223276-MGT509-2025APR07FT-1/THE%20KING%20COMPANY%20BACKGROUND.docx?ou=223276) to review information on the company.

    [Note: You may want to download/print the company background information provided in this module so that you have it handy as you work on subsequent module assignments.]

    **Case Assignment**

    After reading the fictional King Company case, address the following questions in an essay format which includes an introduction and conclusion (not a Q & A format):

    · Describe the current relationship between organizational strategy and HR activities at The King Company. Give three examples and analyze the relationships.

    · What improvements are needed to HRM’s strategic role at King? Discuss.

    For the Case Assignment, utilize information from at least two sources from the Trident Online Library to help strengthen and validate your discussion.

    Provide private-sector employer examples of HRM programs, systems, processes, and/or procedures as you address the assignment requirements. Provide names of the employers. Use different employer examples than what have been used previously in your other papers and courses.

    Make reasonable, cost-effective assumptions in your paper. It is not an option, however, for you to hire additional help (temporary or otherwise).  State your assumptions in the beginning of your discussion.

    Paper length:
    **3–4 pages** (not counting the cover and reference pages).

    **Assignment Expectations**

    _Your paper will be evaluated using the criteria as stated in the Case rubric. The following is a review of the rubric criteria:_

    ·
    **Assignment-Driven:** Does the paper fully address all aspects of the assignment?   Is the assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?

    ·
    **Critical Thinking:** Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?

    ·
    **Business Writing:** Is the essay logical, well organized and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?

    ·
    **Effective Use of Information:** Does the submission demonstrate that the student has read, understood, and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall paper?

    ·
    **Citing Sources:** Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the paper been included on the References page?

    ·
    **Timeliness:** Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?

    **## Module1Resource.docx**

    **Module 1 – Resources**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Introduction to HRM**

    Human Resource Management (HRM or simply HR) is one of the most exciting fields to study in business. It is the utilization of people to help the organization achieve its goals and objectives. Executives, managers, supervisors, and other employees are all in the organization because there is work to be done. People who work in HR departments work with constant change and challenges—staffing needs, legal compliance, special compensation issues, and technological changes, for instance.

    **What are some of the functions of HRM?**

    **Staffing:** ensuring that the organization has the proper number of employees with the right skills and behaviors to get the jobs done. Some of the major areas often grouped closely with the staffing function are job analysis, human resource planning, recruitment, selection, and on-boarding/new employee orientation. We will look at the staffing function in Module 2.

    **Talent Development:** training and developing employees as well as career planning, organizational development, performance management, and performance appraisal. Talent development, along with performance management, and organizational development are the topics for Module 3.

    **Total Rewards:** what people receive in return for performing work in an organization. This is a concern for employees and employers alike. The total of all rewards include pay (direct financial compensation), benefits (indirect financial compensation) and non-financial compensation (satisfaction from the job itself or from the psychological environment and/or the work environment itself). Employee compensation with a strong motivational component (referred to as “total rewards”) is discussed in Module 4.

    **Employee and Labor Relations:** “Labor relations” (sometimes called “industrial relations”) pertains to the employer-union-employee relationship when a union is present. The term “employee relations” normally represents the broader scope of workplace relationships—including employee morale, corrective action, terminations, and resignations. Module 4 pertains to total rewards, employee and labor relations, and also global HRM.

    Keep in mind this course is an overview course—not a how-to course. The more advanced courses in the MSHRM degree program (MGT511, MGT516, HRM520, HRM522, and HRM599) go into more detail of the how-to of these and other HRM functional areas.

    **HR’s Role in Organizations:** The role of HR professionals is under constant change. Many changes have been made so that HR professionals play a more strategic role. Because of this strategic emphasis, the question becomes, Who will perform the usual administrative roles associated with the many HR functions listed above? Many employers have turned to outside vendors or the use of HR technology systems in-house. Some HR duties have disappeared. The focus has switched to one of cost cutting—lean budgets in a global environment. HR staffs have been reduced and operating budgets are smaller. The most efficient organizations typically spend nearly 30% less per employee on HR and operate with 25% fewer HR employees (Controller’s Report, 2011).

    Please note that the following links will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

    [_Human Resources: Leadership and Strategic Impact_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505569&srcou=104372) – LinkedIn Learning

    [_Human resources basics_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505570&srcou=104372) – LinkedIn Learning

    Also, read the following on putting the “human” back into strategic HRM:

    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.

    Today, the following now contribute in large part to the completion of many traditional HR activities:

    **Line managers:** Line managers using technology are performing HR processes that require approvals, record-keeping, or input. They are working on recruiting, selection, and performance appraisals through the use of automated systems, without HR’s continuous input in the process.

    **Outsourcing organizations:** This is the process of organizations hiring external HR professionals to perform HR work that was previously performed in-house. Organizations decide what competencies they want to keep in-house and assign other activities to externals to perform. This allows HR professionals to focus on strategic initiatives.

    **Shared service centers:** A shared service takes routine, transaction-based duties dispersed throughout an organization and consolidates them in one place. For example, a company with 15 locations might consolidate their benefits and pension administration, payroll, relocation assistance, recruitment, and training and development into one center.

    **Professional employer organizations (PEOs):** This is a company that leases employees to other businesses. The PEO continues to be the employer (issuing pay and benefits to its leased-out employees for performing HR work for an external organization). This frees up the external organization’s HR employees to work on HR strategic plans.

    So, we see that the goal today is for HR to be more focused on strategic HR—on the bottom line of the organization, leaving the administrative tasks to technology and others (Schein, 2010).

    **Sources used to prepare this section:** Despite Recession, World-Class HR Organizations Reduce Costs by 13 Percent. Controller’s Report 2011 (August 2011). 1-19.
    Mondy, R. W. (2014). Human resource management. Upper Saddle River, NJ: Pearson.
    Schein, E. H. (Fall 2010). The role of organization development in the human resource function. OD Practitioner (42) 6-11.

    **Optional Sources:**

    The following two sources may be helpful if you choose to prepare a slide presentation for your SLP 1:

    Wienot Films. (2011, May 9).
    [_How to give an awesome PowerPoint presentation [Video file]_](https://www.youtube.com/watch?v=i68a6M5FFBc). Retrieved from https://www.youtube.com/watch?v=i68a6M5FFBc

    **Also**

    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_](https://www.shrm.org/), for membership information as well as for information on HR topics (some do not require paid membership for access, others do).

  • [Solved] SLP1

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – 2 years ago **files (3)** – ## Module1Overview.docx – ## Module1SLP.docx – ## Module1Resource.docx **## Module1Overview.docx** **Module 1 – Overview** **Intro to Human Resource Management; HRM’s Role; Strategic HRM** **Module Objectives** Upon successful completion of this module, the student will…

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    Assignment Prompt & Instructions

    – 2 years ago

    **files (3)**

    – ## Module1Overview.docx

    – ## Module1SLP.docx

    – ## Module1Resource.docx

    **## Module1Overview.docx**

    **Module 1 – Overview**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Module Objectives**

    Upon successful completion of this module, the student will be able to satisfy the following objectives:

    · Module

    · Analyze and assess the strategic role of human resource professionals in organizations.

    · Case

    · Design solutions to strengthen the link between organizational strategy and human resource activities.

    · SLP

    · Evaluate an article in
    _HR Magazine_ related to a topic in this module.

    · Discussion

    · Analyze and assess the role of human resource management in an organization.

    **Module Overview**

    Module 1 is an introduction to human resource management and a close-up look at HR’s role in an organization with a specific focus on strategic planning.

    The Case Assignment is our first look at The King Company organization. You will see as you examine the Company that HR activities are entwined with nearly all other functions in running a business.

    The SLP in Module 1 provides an opportunity for you to become familiar with a popular publication written for HRM professionals. The publication examined in this Module is
    _HR Magazine_ produced by the Society of Human Resource Management (SHRM).

    In the Discussion forum for Module 1, you and your classmates will be examining actual HR activities in the HRM field.

    **## Module1SLP.docx**

    **Module 1 – SLP**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    It is important for HRM professionals to keep up on the HRM field. In the SLP assignment in this class, you will be investigating an HRM practitioner publication,
    _HR Magazine_ (found in ProQuest from the Trident Online Library). It is the main publication of the Society of Human Resource Management (SHRM)—the largest professional association dedicated to HR professionals.

    Select an article of your choice, published within the past three years, related to a topic in this module. Discuss the following:

    What main points does the author (or authors) make? Do you agree? Why or why not? What would make this article stronger? Bring in at least one other author viewpoint on the topic (from your background readings or library research), comparing or contrasting it to the article that you read.

    You have a choice for the format of your submission, either submit:

    a. An essay (2–3 pages, not counting the cover page or the Reference page) which includes an introduction and conclusion

    or

    b. A PowerPoint presentation with speaker notes on each slide. Not counting the cover slide or the Reference slide, your slide presentation should be 3–5 slides.

    **SLP Assignment Expectations**

    _Your submission will be evaluated using the criteria as stated in the SLP rubric. The following is a review of the rubric criteria:_

    ·
    **Assignment-Driven:** Does the submission fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the submission meet minimum length requirements?

    ·
    **Critical Thinking:** Does the submission demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the submission address the topic with sufficient depth of discussion and analysis?

    ·
    **Business Writing:** Is the submission logical, well organized, and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?

    ·
    **Effective Use of Information:** Does the submission demonstrate that the student has read, understood and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall submission?

    ·
    **Citing Sources:** Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the
    _Background_ page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the submission been included on the
    _References_ page?

    ·
    **Timeliness**: Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?

    **## Module1Resource.docx**

    **Module 1 – Resources**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Introduction to HRM**

    Human Resource Management (HRM or simply HR) is one of the most exciting fields to study in business. It is the utilization of people to help the organization achieve its goals and objectives. Executives, managers, supervisors, and other employees are all in the organization because there is work to be done. People who work in HR departments work with constant change and challenges—staffing needs, legal compliance, special compensation issues, and technological changes, for instance.

    **What are some of the functions of HRM?**

    **Staffing:** ensuring that the organization has the proper number of employees with the right skills and behaviors to get the jobs done. Some of the major areas often grouped closely with the staffing function are job analysis, human resource planning, recruitment, selection, and on-boarding/new employee orientation. We will look at the staffing function in Module 2.

    **Talent Development:** training and developing employees as well as career planning, organizational development, performance management, and performance appraisal. Talent development, along with performance management, and organizational development are the topics for Module 3.

    **Total Rewards:** what people receive in return for performing work in an organization. This is a concern for employees and employers alike. The total of all rewards include pay (direct financial compensation), benefits (indirect financial compensation) and non-financial compensation (satisfaction from the job itself or from the psychological environment and/or the work environment itself). Employee compensation with a strong motivational component (referred to as “total rewards”) is discussed in Module 4.

    **Employee and Labor Relations:** “Labor relations” (sometimes called “industrial relations”) pertains to the employer-union-employee relationship when a union is present. The term “employee relations” normally represents the broader scope of workplace relationships—including employee morale, corrective action, terminations, and resignations. Module 4 pertains to total rewards, employee and labor relations, and also global HRM.

    Keep in mind this course is an overview course—not a how-to course. The more advanced courses in the MSHRM degree program (MGT511, MGT516, HRM520, HRM522, and HRM599) go into more detail of the how-to of these and other HRM functional areas.

    **HR’s Role in Organizations:** The role of HR professionals is under constant change. Many changes have been made so that HR professionals play a more strategic role. Because of this strategic emphasis, the question becomes, Who will perform the usual administrative roles associated with the many HR functions listed above? Many employers have turned to outside vendors or the use of HR technology systems in-house. Some HR duties have disappeared. The focus has switched to one of cost cutting—lean budgets in a global environment. HR staffs have been reduced and operating budgets are smaller. The most efficient organizations typically spend nearly 30% less per employee on HR and operate with 25% fewer HR employees (Controller’s Report, 2011).

    Please note that the following links will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

    [_Human Resources: Leadership and Strategic Impact_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505569&srcou=104372) – LinkedIn Learning

    [_Human resources basics_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505570&srcou=104372) – LinkedIn Learning

    Also, read the following on putting the “human” back into strategic HRM:

    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.

    Today, the following now contribute in large part to the completion of many traditional HR activities:

    **Line managers:** Line managers using technology are performing HR processes that require approvals, record-keeping, or input. They are working on recruiting, selection, and performance appraisals through the use of automated systems, without HR’s continuous input in the process.

    **Outsourcing organizations:** This is the process of organizations hiring external HR professionals to perform HR work that was previously performed in-house. Organizations decide what competencies they want to keep in-house and assign other activities to externals to perform. This allows HR professionals to focus on strategic initiatives.

    **Shared service centers:** A shared service takes routine, transaction-based duties dispersed throughout an organization and consolidates them in one place. For example, a company with 15 locations might consolidate their benefits and pension administration, payroll, relocation assistance, recruitment, and training and development into one center.

    **Professional employer organizations (PEOs):** This is a company that leases employees to other businesses. The PEO continues to be the employer (issuing pay and benefits to its leased-out employees for performing HR work for an external organization). This frees up the external organization’s HR employees to work on HR strategic plans.

    So, we see that the goal today is for HR to be more focused on strategic HR—on the bottom line of the organization, leaving the administrative tasks to technology and others (Schein, 2010).

    **Sources used to prepare this section:** Despite Recession, World-Class HR Organizations Reduce Costs by 13 Percent. Controller’s Report 2011 (August 2011). 1-19.
    Mondy, R. W. (2014). Human resource management. Upper Saddle River, NJ: Pearson.
    Schein, E. H. (Fall 2010). The role of organization development in the human resource function. OD Practitioner (42) 6-11.

    **Optional Sources:**

    The following two sources may be helpful if you choose to prepare a slide presentation for your SLP 1:

    Wienot Films. (2011, May 9).
    [_How to give an awesome PowerPoint presentation [Video file]_](https://www.youtube.com/watch?v=i68a6M5FFBc). Retrieved from https://www.youtube.com/watch?v=i68a6M5FFBc

    **Also**

    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_](https://www.shrm.org/), for membership information as well as for information on HR topics (some do not require paid membership for access, others do).

    **## Module1Resource.docx**

    **Module 1 – Resources**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Introduction to HRM**

    Human Resource Management (HRM or simply HR) is one of the most exciting fields to study in business. It is the utilization of people to help the organization achieve its goals and objectives. Executives, managers, supervisors, and other employees are all in the organization because there is work to be done. People who work in HR departments work with constant change and challenges—staffing needs, legal compliance, special compensation issues, and technological changes, for instance.

    **What are some of the functions of HRM?**

    **Staffing:** ensuring that the organization has the proper number of employees with the right skills and behaviors to get the jobs done. Some of the major areas often grouped closely with the staffing function are job analysis, human resource planning, recruitment, selection, and on-boarding/new employee orientation. We will look at the staffing function in Module 2.

    **Talent Development:** training and developing employees as well as career planning, organizational development, performance management, and performance appraisal. Talent development, along with performance management, and organizational development are the topics for Module 3.

    **Total Rewards:** what people receive in return for performing work in an organization. This is a concern for employees and employers alike. The total of all rewards include pay (direct financial compensation), benefits (indirect financial compensation) and non-financial compensation (satisfaction from the job itself or from the psychological environment and/or the work environment itself). Employee compensation with a strong motivational component (referred to as “total rewards”) is discussed in Module 4.

    **Employee and Labor Relations:** “Labor relations” (sometimes called “industrial relations”) pertains to the employer-union-employee relationship when a union is present. The term “employee relations” normally represents the broader scope of workplace relationships—including employee morale, corrective action, terminations, and resignations. Module 4 pertains to total rewards, employee and labor relations, and also global HRM.

    Keep in mind this course is an overview course—not a how-to course. The more advanced courses in the MSHRM degree program (MGT511, MGT516, HRM520, HRM522, and HRM599) go into more detail of the how-to of these and other HRM functional areas.

    **HR’s Role in Organizations:** The role of HR professionals is under constant change. Many changes have been made so that HR professionals play a more strategic role. Because of this strategic emphasis, the question becomes, Who will perform the usual administrative roles associated with the many HR functions listed above? Many employers have turned to outside vendors or the use of HR technology systems in-house. Some HR duties have disappeared. The focus has switched to one of cost cutting—lean budgets in a global environment. HR staffs have been reduced and operating budgets are smaller. The most efficient organizations typically spend nearly 30% less per employee on HR and operate with 25% fewer HR employees (Controller’s Report, 2011).

    Please note that the following links will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

    [_Human Resources: Leadership and Strategic Impact_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505569&srcou=104372) – LinkedIn Learning

    [_Human resources basics_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505570&srcou=104372) – LinkedIn Learning

    Also, read the following on putting the “human” back into strategic HRM:

    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.

    Today, the following now contribute in large part to the completion of many traditional HR activities:

    **Line managers:** Line managers using technology are performing HR processes that require approvals, record-keeping, or input. They are working on recruiting, selection, and performance appraisals through the use of automated systems, without HR’s continuous input in the process.

    **Outsourcing organizations:** This is the process of organizations hiring external HR professionals to perform HR work that was previously performed in-house. Organizations decide what competencies they want to keep in-house and assign other activities to externals to perform. This allows HR professionals to focus on strategic initiatives.

    **Shared service centers:** A shared service takes routine, transaction-based duties dispersed throughout an organization and consolidates them in one place. For example, a company with 15 locations might consolidate their benefits and pension administration, payroll, relocation assistance, recruitment, and training and development into one center.

    **Professional employer organizations (PEOs):** This is a company that leases employees to other businesses. The PEO continues to be the employer (issuing pay and benefits to its leased-out employees for performing HR work for an external organization). This frees up the external organization’s HR employees to work on HR strategic plans.

    So, we see that the goal today is for HR to be more focused on strategic HR—on the bottom line of the organization, leaving the administrative tasks to technology and others (Schein, 2010).

    **Sources used to prepare this section:** Despite Recession, World-Class HR Organizations Reduce Costs by 13 Percent. Controller’s Report 2011 (August 2011). 1-19.
    Mondy, R. W. (2014). Human resource management. Upper Saddle River, NJ: Pearson.
    Schein, E. H. (Fall 2010). The role of organization development in the human resource function. OD Practitioner (42) 6-11.

    **Optional Sources:**

    The following two sources may be helpful if you choose to prepare a slide presentation for your SLP 1:

    Wienot Films. (2011, May 9).
    [_How to give an awesome PowerPoint presentation [Video file]_](https://www.youtube.com/watch?v=i68a6M5FFBc). Retrieved from https://www.youtube.com/watch?v=i68a6M5FFBc

    **Also**

    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_](https://www.shrm.org/), for membership information as well as for information on HR topics (some do not require paid membership for access, others do).

    **## Module1Overview.docx**

    **Module 1 – Overview**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Module Objectives**

    Upon successful completion of this module, the student will be able to satisfy the following objectives:

    · Module

    · Analyze and assess the strategic role of human resource professionals in organizations.

    · Case

    · Design solutions to strengthen the link between organizational strategy and human resource activities.

    · SLP

    · Evaluate an article in
    _HR Magazine_ related to a topic in this module.

    · Discussion

    · Analyze and assess the role of human resource management in an organization.

    **Module Overview**

    Module 1 is an introduction to human resource management and a close-up look at HR’s role in an organization with a specific focus on strategic planning.

    The Case Assignment is our first look at The King Company organization. You will see as you examine the Company that HR activities are entwined with nearly all other functions in running a business.

    The SLP in Module 1 provides an opportunity for you to become familiar with a popular publication written for HRM professionals. The publication examined in this Module is
    _HR Magazine_ produced by the Society of Human Resource Management (SHRM).

    In the Discussion forum for Module 1, you and your classmates will be examining actual HR activities in the HRM field.

    **## Module1SLP.docx**

    **Module 1 – SLP**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    It is important for HRM professionals to keep up on the HRM field. In the SLP assignment in this class, you will be investigating an HRM practitioner publication,
    _HR Magazine_ (found in ProQuest from the Trident Online Library). It is the main publication of the Society of Human Resource Management (SHRM)—the largest professional association dedicated to HR professionals.

    Select an article of your choice, published within the past three years, related to a topic in this module. Discuss the following:

    What main points does the author (or authors) make? Do you agree? Why or why not? What would make this article stronger? Bring in at least one other author viewpoint on the topic (from your background readings or library research), comparing or contrasting it to the article that you read.

    You have a choice for the format of your submission, either submit:

    a. An essay (2–3 pages, not counting the cover page or the Reference page) which includes an introduction and conclusion

    or

    b. A PowerPoint presentation with speaker notes on each slide. Not counting the cover slide or the Reference slide, your slide presentation should be 3–5 slides.

    **SLP Assignment Expectations**

    _Your submission will be evaluated using the criteria as stated in the SLP rubric. The following is a review of the rubric criteria:_

    ·
    **Assignment-Driven:** Does the submission fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the submission meet minimum length requirements?

    ·
    **Critical Thinking:** Does the submission demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the submission address the topic with sufficient depth of discussion and analysis?

    ·
    **Business Writing:** Is the submission logical, well organized, and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?

    ·
    **Effective Use of Information:** Does the submission demonstrate that the student has read, understood and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall submission?

    ·
    **Citing Sources:** Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the
    _Background_ page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the submission been included on the
    _References_ page?

    ·
    **Timeliness**: Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?

    **## Module1Resource.docx**

    **Module 1 – Resources**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Introduction to HRM**

    Human Resource Management (HRM or simply HR) is one of the most exciting fields to study in business. It is the utilization of people to help the organization achieve its goals and objectives. Executives, managers, supervisors, and other employees are all in the organization because there is work to be done. People who work in HR departments work with constant change and challenges—staffing needs, legal compliance, special compensation issues, and technological changes, for instance.

    **What are some of the functions of HRM?**

    **Staffing:** ensuring that the organization has the proper number of employees with the right skills and behaviors to get the jobs done. Some of the major areas often grouped closely with the staffing function are job analysis, human resource planning, recruitment, selection, and on-boarding/new employee orientation. We will look at the staffing function in Module 2.

    **Talent Development:** training and developing employees as well as career planning, organizational development, performance management, and performance appraisal. Talent development, along with performance management, and organizational development are the topics for Module 3.

    **Total Rewards:** what people receive in return for performing work in an organization. This is a concern for employees and employers alike. The total of all rewards include pay (direct financial compensation), benefits (indirect financial compensation) and non-financial compensation (satisfaction from the job itself or from the psychological environment and/or the work environment itself). Employee compensation with a strong motivational component (referred to as “total rewards”) is discussed in Module 4.

    **Employee and Labor Relations:** “Labor relations” (sometimes called “industrial relations”) pertains to the employer-union-employee relationship when a union is present. The term “employee relations” normally represents the broader scope of workplace relationships—including employee morale, corrective action, terminations, and resignations. Module 4 pertains to total rewards, employee and labor relations, and also global HRM.

    Keep in mind this course is an overview course—not a how-to course. The more advanced courses in the MSHRM degree program (MGT511, MGT516, HRM520, HRM522, and HRM599) go into more detail of the how-to of these and other HRM functional areas.

    **HR’s Role in Organizations:** The role of HR professionals is under constant change. Many changes have been made so that HR professionals play a more strategic role. Because of this strategic emphasis, the question becomes, Who will perform the usual administrative roles associated with the many HR functions listed above? Many employers have turned to outside vendors or the use of HR technology systems in-house. Some HR duties have disappeared. The focus has switched to one of cost cutting—lean budgets in a global environment. HR staffs have been reduced and operating budgets are smaller. The most efficient organizations typically spend nearly 30% less per employee on HR and operate with 25% fewer HR employees (Controller’s Report, 2011).

    Please note that the following links will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

    [_Human Resources: Leadership and Strategic Impact_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505569&srcou=104372) – LinkedIn Learning

    [_Human resources basics_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505570&srcou=104372) – LinkedIn Learning

    Also, read the following on putting the “human” back into strategic HRM:

    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.

    Today, the following now contribute in large part to the completion of many traditional HR activities:

    **Line managers:** Line managers using technology are performing HR processes that require approvals, record-keeping, or input. They are working on recruiting, selection, and performance appraisals through the use of automated systems, without HR’s continuous input in the process.

    **Outsourcing organizations:** This is the process of organizations hiring external HR professionals to perform HR work that was previously performed in-house. Organizations decide what competencies they want to keep in-house and assign other activities to externals to perform. This allows HR professionals to focus on strategic initiatives.

    **Shared service centers:** A shared service takes routine, transaction-based duties dispersed throughout an organization and consolidates them in one place. For example, a company with 15 locations might consolidate their benefits and pension administration, payroll, relocation assistance, recruitment, and training and development into one center.

    **Professional employer organizations (PEOs):** This is a company that leases employees to other businesses. The PEO continues to be the employer (issuing pay and benefits to its leased-out employees for performing HR work for an external organization). This frees up the external organization’s HR employees to work on HR strategic plans.

    So, we see that the goal today is for HR to be more focused on strategic HR—on the bottom line of the organization, leaving the administrative tasks to technology and others (Schein, 2010).

    **Sources used to prepare this section:** Despite Recession, World-Class HR Organizations Reduce Costs by 13 Percent. Controller’s Report 2011 (August 2011). 1-19.
    Mondy, R. W. (2014). Human resource management. Upper Saddle River, NJ: Pearson.
    Schein, E. H. (Fall 2010). The role of organization development in the human resource function. OD Practitioner (42) 6-11.

    **Optional Sources:**

    The following two sources may be helpful if you choose to prepare a slide presentation for your SLP 1:

    Wienot Films. (2011, May 9).
    [_How to give an awesome PowerPoint presentation [Video file]_](https://www.youtube.com/watch?v=i68a6M5FFBc). Retrieved from https://www.youtube.com/watch?v=i68a6M5FFBc

    **Also**

    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_](https://www.shrm.org/), for membership information as well as for information on HR topics (some do not require paid membership for access, others do).

    **## Module1Overview.docx**

    **Module 1 – Overview**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Module Objectives**

    Upon successful completion of this module, the student will be able to satisfy the following objectives:

    · Module

    · Analyze and assess the strategic role of human resource professionals in organizations.

    · Case

    · Design solutions to strengthen the link between organizational strategy and human resource activities.

    · SLP

    · Evaluate an article in
    _HR Magazine_ related to a topic in this module.

    · Discussion

    · Analyze and assess the role of human resource management in an organization.

    **Module Overview**

    Module 1 is an introduction to human resource management and a close-up look at HR’s role in an organization with a specific focus on strategic planning.

    The Case Assignment is our first look at The King Company organization. You will see as you examine the Company that HR activities are entwined with nearly all other functions in running a business.

    The SLP in Module 1 provides an opportunity for you to become familiar with a popular publication written for HRM professionals. The publication examined in this Module is
    _HR Magazine_ produced by the Society of Human Resource Management (SHRM).

    In the Discussion forum for Module 1, you and your classmates will be examining actual HR activities in the HRM field.

    **## Module1SLP.docx**

    **Module 1 – SLP**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    It is important for HRM professionals to keep up on the HRM field. In the SLP assignment in this class, you will be investigating an HRM practitioner publication,
    _HR Magazine_ (found in ProQuest from the Trident Online Library). It is the main publication of the Society of Human Resource Management (SHRM)—the largest professional association dedicated to HR professionals.

    Select an article of your choice, published within the past three years, related to a topic in this module. Discuss the following:

    What main points does the author (or authors) make? Do you agree? Why or why not? What would make this article stronger? Bring in at least one other author viewpoint on the topic (from your background readings or library research), comparing or contrasting it to the article that you read.

    You have a choice for the format of your submission, either submit:

    a. An essay (2–3 pages, not counting the cover page or the Reference page) which includes an introduction and conclusion

    or

    b. A PowerPoint presentation with speaker notes on each slide. Not counting the cover slide or the Reference slide, your slide presentation should be 3–5 slides.

    **SLP Assignment Expectations**

    _Your submission will be evaluated using the criteria as stated in the SLP rubric. The following is a review of the rubric criteria:_

    ·
    **Assignment-Driven:** Does the submission fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the submission meet minimum length requirements?

    ·
    **Critical Thinking:** Does the submission demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the submission address the topic with sufficient depth of discussion and analysis?

    ·
    **Business Writing:** Is the submission logical, well organized, and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?

    ·
    **Effective Use of Information:** Does the submission demonstrate that the student has read, understood and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall submission?

    ·
    **Citing Sources:** Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the
    _Background_ page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the submission been included on the
    _References_ page?

    ·
    **Timeliness**: Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?

    **## Module1Resource.docx**

    **Module 1 – Resources**

    **Intro to Human Resource Management; HRM’s Role; Strategic HRM**

    **Introduction to HRM**

    Human Resource Management (HRM or simply HR) is one of the most exciting fields to study in business. It is the utilization of people to help the organization achieve its goals and objectives. Executives, managers, supervisors, and other employees are all in the organization because there is work to be done. People who work in HR departments work with constant change and challenges—staffing needs, legal compliance, special compensation issues, and technological changes, for instance.

    **What are some of the functions of HRM?**

    **Staffing:** ensuring that the organization has the proper number of employees with the right skills and behaviors to get the jobs done. Some of the major areas often grouped closely with the staffing function are job analysis, human resource planning, recruitment, selection, and on-boarding/new employee orientation. We will look at the staffing function in Module 2.

    **Talent Development:** training and developing employees as well as career planning, organizational development, performance management, and performance appraisal. Talent development, along with performance management, and organizational development are the topics for Module 3.

    **Total Rewards:** what people receive in return for performing work in an organization. This is a concern for employees and employers alike. The total of all rewards include pay (direct financial compensation), benefits (indirect financial compensation) and non-financial compensation (satisfaction from the job itself or from the psychological environment and/or the work environment itself). Employee compensation with a strong motivational component (referred to as “total rewards”) is discussed in Module 4.

    **Employee and Labor Relations:** “Labor relations” (sometimes called “industrial relations”) pertains to the employer-union-employee relationship when a union is present. The term “employee relations” normally represents the broader scope of workplace relationships—including employee morale, corrective action, terminations, and resignations. Module 4 pertains to total rewards, employee and labor relations, and also global HRM.

    Keep in mind this course is an overview course—not a how-to course. The more advanced courses in the MSHRM degree program (MGT511, MGT516, HRM520, HRM522, and HRM599) go into more detail of the how-to of these and other HRM functional areas.

    **HR’s Role in Organizations:** The role of HR professionals is under constant change. Many changes have been made so that HR professionals play a more strategic role. Because of this strategic emphasis, the question becomes, Who will perform the usual administrative roles associated with the many HR functions listed above? Many employers have turned to outside vendors or the use of HR technology systems in-house. Some HR duties have disappeared. The focus has switched to one of cost cutting—lean budgets in a global environment. HR staffs have been reduced and operating budgets are smaller. The most efficient organizations typically spend nearly 30% less per employee on HR and operate with 25% fewer HR employees (Controller’s Report, 2011).

    Please note that the following links will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

    [_Human Resources: Leadership and Strategic Impact_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505569&srcou=104372) – LinkedIn Learning

    [_Human resources basics_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505570&srcou=104372) – LinkedIn Learning

    Also, read the following on putting the “human” back into strategic HRM:

    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.

    Today, the following now contribute in large part to the completion of many traditional HR activities:

    **Line managers:** Line managers using technology are performing HR processes that require approvals, record-keeping, or input. They are working on recruiting, selection, and performance appraisals through the use of automated systems, without HR’s continuous input in the process.

    **Outsourcing organizations:** This is the process of organizations hiring external HR professionals to perform HR work that was previously performed in-house. Organizations decide what competencies they want to keep in-house and assign other activities to externals to perform. This allows HR professionals to focus on strategic initiatives.

    **Shared service centers:** A shared service takes routine, transaction-based duties dispersed throughout an organization and consolidates them in one place. For example, a company with 15 locations might consolidate their benefits and pension administration, payroll, relocation assistance, recruitment, and training and development into one center.

    **Professional employer organizations (PEOs):** This is a company that leases employees to other businesses. The PEO continues to be the employer (issuing pay and benefits to its leased-out employees for performing HR work for an external organization). This frees up the external organization’s HR employees to work on HR strategic plans.

    So, we see that the goal today is for HR to be more focused on strategic HR—on the bottom line of the organization, leaving the administrative tasks to technology and others (Schein, 2010).

    **Sources used to prepare this section:** Despite Recession, World-Class HR Organizations Reduce Costs by 13 Percent. Controller’s Report 2011 (August 2011). 1-19.
    Mondy, R. W. (2014). Human resource management. Upper Saddle River, NJ: Pearson.
    Schein, E. H. (Fall 2010). The role of organization development in the human resource function. OD Practitioner (42) 6-11.

    **Optional Sources:**

    The following two sources may be helpful if you choose to prepare a slide presentation for your SLP 1:

    Wienot Films. (2011, May 9).
    [_How to give an awesome PowerPoint presentation [Video file]_](https://www.youtube.com/watch?v=i68a6M5FFBc). Retrieved from https://www.youtube.com/watch?v=i68a6M5FFBc

    **Also**

    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_](https://www.shrm.org/), for membership information as well as for information on HR topics (some do not require paid membership for access, others do).