Write a job description used to communicate to job applicants and managers what skills and abilities are necessary to perform the job, * Develop it on what you would consider your dream job [If you are currently working in your dream job; come up with another job that you have thought about pursuing or would like to pursue].
* Ensure that you include the following: Tasks, Essential Duties of the job, Administrative Information about the job/Hierarchy, all and additional Responsibilities, Statement of the jobs Purpose, Major Elements of the job, along with your complete description.
* Submit 2-4 pages APA format – you will be graded on content, connection to the textbook material, clarity, grammar, spelling, originality see rubric in content tab online [Note that 2-4 pages does not include your cover sheet or reference page].
NOTE: Go to a credible source such as Monster.com, HR websites, Government websites for sample job descriptions and review an actual job description for help with formatting.
Reading Material : : HR5, Angelo DeNisi, Ricky Griffin,
Copyright 2020, 5th Edition, Cengage
4-2c–Functional Strategies and Human Resource Management
The third level of strategy formulation and implementation is at the functional level. Functional strategies address how the organization will manage its basic functional activities, such as marketing, finance, operations, research and development, and HR. Thus, at this level, HR strategy formulation formally begins to take shape. It is clearly important that an HR functional strategy be closely integrated and coordinated with corporate, business, and other functional strategies. In fact, without such integration and coordination, organizational competitiveness will clearly suffer.Footnote
Much of our discussion throughout the remainder of this text explicitly or implicitly addresses the HR function from a contextual perspective that includes other fundamental business functions. As you saw in Figure 4.1, HR strategy is, of course, our primary concern. Keep in mind, however, that other functional strategies are also developed and (as shown in the figure) combine with the HR strategy and top management strategic leadership to determine the firms overall performance.
6-1 Ethics and Human Resource Management
In Chapter 2, we discussed how the legal framework provided a set of parameters for HRM decisions. But ethics is another important aspect of decision-making that is separate from the law, although the two are closely intertwined.Footnote Ethics is a separate concept from the law but is closely intertwined. Ethics refers to an individuals beliefs about what is right and wrong and what is good and bad. Ethics are formed by the societal context in which people and organizations function. In recent years, ethical behavior and ethical conduct on the part of managers and organizations have received considerable attention, usually fueled by scandals at firms such as Enron, WorldCom, Imclone, and Tyco International and unscrupulous managers such as Kenneth Lay, Jeffrey Skilling, and Bernard Madoff. The basic premise is that laws are passed by governments to control and dictate appropriate behavior and conduct in a society. The concept of ethics serves much the same purpose because of its premise about what is right and what is wrong.
Some organizations develop codes of conduct to communicate publicly their stances on ethics and ethical behavior.
The biggest risk is not taking any risk. In a world that is changing really quickly, the only strategy that is guaranteed to fail is not taking risks.
Mark Zuckerberg, Co-Founder of Facebook
But ethics and law do not always coincide precisely. For example, it may be perfectly legal for a manager to take a certain action, but some observers might find his or her action to be unethical. For example, an organization undergoing a major cutback might be legally able to terminate a specific employee who is nearing retirement age, but if that employee has a long history of dedicated service to the organization, then many people could consider termination to be ethically questionable. Managers from every part of the organization must take steps to ensure that their behavior is both ethical and legal. Some organizations develop codes of conduct or ethical statements in an attempt to communicate publicly their stance on ethics and ethical conduct.
The various ethical scandals of the 1990s such as those that occurred at Enron and WorldCom raised many public questions about the ethical training and orientation of managers. A survey published in USA Today created even more questions. In that survey of 443 masters of business administration (MBA) students, more than 50 percent responded that they would buy stock based on insider information, more than 25 percent said they would allow a gift to influence a company purchasing decision, and more than 10 percent said they would make a payoff to help close a deal.
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