Respond to each of the following in a minimum of 250 -300 words each. They will be run through a plagiarism checker.
Review Personal Electronic Devices in the Workplace: Balancing Interests in a BYOD World(attached).
1. Discuss the reasons why companies should or should not consider a bring your own device (BYOD) program.
2. What are the issues of security and privacy?
3. How could this process be improved?
****There is no additional info…Thanks******
I have a final report and presentation for my university internship period at the company, and I already have three previous reports that I want the final work to follow in the same format and style. I will upload the three reports along with the requirements for the final report. As for the presentation, I also have a sample from my colleague that shows the appropriate way to prepare it. I want both the report and the presentation to be well-organized, professionally formatted, and excellent in quality.
You are an expert HR consultancy team producing a professional,
academic-grade strategic HR report for Aluminium Bahrain B.S.C.
(Alba) as part of a Level 8 Strategic Human Resources Management
course (BU8702T). The report is worth 30% of the final mark and
must meet the EXCELLENT band (85100%) on all rubric criteria.
REPORT CONTEXT
Client: Alba (Aluminium Bahrain B.S.C.)
Role: External HR Consultancy Team
Audience: Alba’s CEO and Senior Leadership
Tone: Professional, evidence-based, consultancy-grade
Word Count: 7,000 words (10%)
Referencing: APA 7th edition (in-text + full reference list)
Format: Cover Page TOC Executive Summary
Tasks 14 Conclusion References
Responsibility Matrix
ALBA PROFILE SUMMARY (use throughout all tasks)
– World’s largest aluminium smelters; 1.6M MT annual capacity
– 3,200+ employees; 84% Bahrainisation; ~95% male workforce
– Listed: Bahrain Bourse + London Stock Exchange
– Shareholders: Mumtalakat (Bahrain SWF) + SABIC
– Strategic Priorities: Operational Excellence, Safety & Health,
ESG/Sustainability, Bahrainisation, Digital Transformation,
People Development
– Core Values: Safety First, Excellence, Integrity, Teamwork,
Sustainability
– HR Challenges: Succession planning, attracting youth,
shift-work wellbeing, skills gaps (AI/automation), engagement,
gender diversity
– Industry rivals: EGA (UAE), Ma’aden (KSA), Sohar (Oman),
Rio Tinto, Alcoa, Norsk Hydro
LEARNING OUTCOMES TO EVIDENCE IN EVERY TASK
LO1: Critically evaluate the drivers and impact of emerging
strategic issues on organizations in Bahrain, the GCC,
and globally.
LO2: Develop and apply Human Capital strategies that are
culturally and economically contextualized to ensure
competitive advantage for a variety of organizations.
LO3: Evaluate the role of HR and technology in strategic
implementation and monitoring.
TASK 1 INDUSTRY & VALUE CHAIN ANALYSIS [20 Marks / LO1]
TARGET: EXCELLENT band Thorough, well-researched analysis
with clear insights across Bahrain, GCC, and global markets.
Strong data, examples, and HR’s role in value creation clearly
evidenced through the Value Chain.
INSTRUCTIONS:
1. SWOT Analysis for Alba
– Strengths: operational scale, Bahrainisation leadership,
Line 6 capacity, government backing, sustainability record
– Weaknesses: gender imbalance (~95% male), aging workforce,
expatriate dependency in technical roles, shift-work attrition
– Opportunities: Industry 4.0 adoption, green aluminium demand,
downstream integration, WEF Future of Jobs 2025 trends
(attach WEF report for data)
– Threats: Chinese/Russian price competition, carbon regulation,
global aluminium price volatility, talent competition from
banking/tech/government sectors
2. PESTLE Analysis
Apply at THREE levels: Bahrain | GCC | Global
– Political: Bahraini Vision 2030, Bahrainisation policy (LMRA),
GCC Vision strategies, geopolitical stability
– Economic: Oil-price dependency, aluminium commodity cycles,
GDP diversification, Tamkeen support programs
– Social: Demographics, youth unemployment, gender inclusion
mandates, cultural norms around industrial work
– Technological: Industry 4.0, AI/automation, digital HR systems,
WEF 2025 job displacement/creation data (use WEF report)
– Legal: Labour Law of Bahrain, LMRA regulations, union rights,
ESG reporting mandates (GRI)
– Environmental: GHG reduction targets, Paris Agreement,
carbon border adjustment mechanisms (EU CBAM), water use
For each factor: state the driver impact on Alba HR implication.
Highlight SIMILARITIES and DIFFERENCES across the three levels.
3. Porter’s Five Forces
– Threat of New Entrants: Capital intensity, sovereign ownership
creates high barriers; moderate threat from Chinese capacity
– Supplier Power: Alumina, energy (power = ~40% of cost),
limited local alternatives; high power
– Buyer Power: Long-term contracts with automotive/aerospace;
moderate-to-high power due to commodity nature
– Threat of Substitutes: Steel, composites, plastics in some
applications; growing but manageable
– Industry Rivalry: EGA, Ma’aden, Sohar + global giants;
competition on efficiency, ESG, price
Link each force to an HR or people implication.
4. Generic Strategies (Porter)
Alba pursues a COST LEADERSHIP + DIFFERENTIATION HYBRID:
– Cost leadership through operational efficiency and scale
– Differentiation through sustainability credentials,
Bahrainisation, and product quality
Explain how HR strategy supports this generic strategy.
5. Porter’s Value Chain Analysis for Alba
PRIMARY ACTIVITIES:
– Inbound Logistics: Alumina sourcing, supplier management
– Operations: Smelting, casting, carbon production
link to safety culture, trained operators, shift efficiency
– Outbound Logistics: Global distribution, customer relations
– Marketing & Sales: Sustainability-linked product positioning
– Service: After-sales technical support
SUPPORT ACTIVITIES (focus heavily on HR):
– HR Management: Talent acquisition, L&D (Alba Training Centre),
performance management, Bahrainisation, succession planning
– Technology/Infrastructure: Digital transformation, HRIS,
AI-enabled analytics
– Procurement: Strategic partnerships
– Firm Infrastructure: Governance, ESG reporting
For EACH activity, explicitly state: How does HR add value here?
How does it sustain competitive advantage?
Use academic references: Porter (1985, 1990), Barney (1991
VRIN framework), Ulrich (1997 HR Business Partner model).
RUBRIC CHECK: Include real data, cite Alba annual reports,
WEF 2025, Gulf Aluminium Council, LMRA. Cover all three
geographic levels. Explicitly connect HR to value creation.
TASK 2 STRATEGIC HRM ALIGNMENT [15 Marks / LO2, LO3]
TARGET: EXCELLENT band Strong, clear vertical and horizontal
HRM alignment. Well-supported with evidence of workforce
sustainability outcomes.
INSTRUCTIONS:
1. VERTICAL ALIGNMENT (HR strategy Business strategy)
Apply the ULRICH HR Business Partner Model (2017) and the
HARVARD HRM MODEL (Beer et al., 1984):
– Show how each of Alba’s 6 strategic priorities maps to a
specific HR practice:
* Operational Excellence Performance management KPIs,
competency frameworks
* Safety & Health Safety culture training, HSE-linked
performance reviews, zero-harm policies
* ESG/Sustainability Green skills development, sustainability
KPIs in appraisals, community engagement programs
* Bahrainisation Graduate recruitment pipelines,
apprenticeship programs, succession planning
* Digital Transformation Upskilling in AI/data analytics,
HRIS adoption, digital literacy programs
(reference WEF 2025 future skills data)
* People Development Alba Training Centre, leadership
development, continuous professional development
Use the BALANCED SCORECARD (Kaplan & Norton, 1996) to show
how HR metrics align to business scorecard dimensions:
Financial | Customer | Internal Process | Learning & Growth
2. HORIZONTAL ALIGNMENT (HR practices reinforcing each other)
Apply the GUEST MODEL OF HRM (1997) show how Alba’s
HR practices form a coherent, mutually reinforcing system:
– Recruitment aligned with Bahrainisation feeds into L&D
(Alba Training Centre) linked to performance management
tied to compensation and bonuses reinforces retention
reduces succession risk
– Safety culture embedded across ALL HR practices (not siloed)
– Sustainability values embedded in onboarding, performance
reviews, and reward recognition
Explain how this horizontal integration drives:
– Long-term organizational performance
– Workforce sustainability
– Competitive advantage through human capital (Barney, 1991)
3. Role of Technology in HR Strategic Implementation (LO3)
– HRIS systems for workforce analytics and succession planning
– AI-driven recruitment tools for Bahrainisation targeting
– Digital learning platforms in Alba Training Centre
– Real-time safety monitoring systems linked to HR HSE records
– Data dashboards for tracking Bahrainisation rates and
engagement scores
Reference: WEF Future of Jobs 2025, CIPD HR Technology Report
RUBRIC CHECK: Name and apply at least 3 HRM models.
Provide specific examples from Alba. Connect technology to
HR strategy (LO3). Evidence workforce sustainability outcomes.
TASK 3 VISION, MISSION & VALUES IMPACT ON HR POLICIES
[25 Marks / LO1, LO2, LO3]
TARGET: EXCELLENT band Clear, comprehensive evaluation using
Strategic HRM models. Well-supported with data and case studies.
Practical recommendations with implementation challenges addressed.
INSTRUCTIONS:
1. Theoretical Framework
Use the STRATEGIC HRM FRAMEWORK: Explain how mission,
vision, and values act as the normative foundation for HR
policy design (Wright & McMahan, 1992; Boxall & Purcell, 2011).
Apply the CIPD HR PROFESSION MAP as a lens.
2. For EACH of the 4 HR policy areas below, structure your
analysis as:
[A] How Alba’s MVV (Mission/Vision/Values) shapes this policy
[B] Current practice at Alba
[C] Gap analysis / critique
[D] Evidence-based recommendations
[E] Implementation challenges + solutions
A) RECRUITMENT & SELECTION
MVV link: “Safety First” behavioural safety screening;
“Excellence” competency-based selection; Bahrainisation
national talent preference
Current: Targeted Bahraini graduate recruitment,
international specialist hiring
Recommendation: Structured behavioural interviewing aligned
to core values; blind-screening pilots to increase female
applicants; social media employer branding for Gen Z
(WEF 2025: 78% of Gen Z prioritise purpose-driven employers)
Challenge: Limited female talent pipeline for industrial roles
Solution: Partner with University of Bahrain engineering
faculties; internship-to-hire programs
B) LEARNING & TALENT DEVELOPMENT
MVV link: “People Development” strategic priority;
“Excellence” continuous learning culture
Current: Alba Training Centre, apprenticeships, leadership
development programs
Recommendation: Introduce AI/digital literacy curriculum
aligned with WEF 2025 top-10 future skills (analytical
thinking, tech literacy, resilience); mentoring programs
pairing senior Bahraini staff with graduates; succession
planning rotations for critical technical roles
Challenge: Shift-work patterns limit training participation
Solution: Blended e-learning + micro-learning modules
accessible on mobile
C) PERFORMANCE MANAGEMENT
MVV link: “Safety First” zero-harm KPIs mandatory;
“Sustainability” ESG metrics in appraisals; “Integrity”
360-degree feedback
Current: Annual appraisal linked to individual objectives
and competency assessments
Recommendation: Move to continuous performance management
(quarterly check-ins); integrate sustainability KPIs
(GHG reduction contributions); introduce OKRs
(Objectives & Key Results) at team level; use HRIS dashboards
for real-time performance tracking (LO3)
Challenge: Resistance to change from long-tenured staff
Solution: Change management program, leader-led rollout
D) REWARDS & COMPENSATION
MVV link: “Teamwork” team-based incentives;
“Excellence” performance-based bonuses; “Safety First”
safety milestone awards
Current: Competitive salaries, housing allowances, medical,
EOB, performance bonuses
Recommendation: Total Rewards Strategy (WorldatWork, 2021):
introduce non-monetary recognition (public recognition
programs, safety champions awards); flexible benefits
portfolio for shift workers (enhanced leave, childcare
support); introduce green bonuses tied to ESG targets;
long-service equity participation for Bahraini nationals
Challenge: Budget constraints Solution: Phase rewards
redesign over 3 years; pilot with one department first
3. Overall Recommendations for Workforce Engagement & Success
– Link all HR policies explicitly back to Alba’s MVV
– Apply the EMPLOYEE VALUE PROPOSITION (EVP) framework
to differentiate Alba as employer of choice in Bahrain
– Use KOTTER’S 8-STEP CHANGE MODEL for implementation
of recommended policy reforms
– Address D&I challenge: set gender diversity targets
(minimum 10% female by 2028), partner with LMRA
and Tamkeen for incentives
RUBRIC CHECK: Apply minimum 4 named HRM models/frameworks.
Cover all 4 HR policy areas. Include recommendations AND
implementation challenges. Reference LO1 (strategic issues),
LO2 (contextualized human capital), LO3 (technology in HR).
TASK 4 EMPLOYEE ENGAGEMENT STRATEGY [30 Marks / LO1, LO2, LO3]
TARGET: EXCELLENT band Comprehensive, innovative, tailored
strategy. All 5 components fully detailed. Strong post-
implementation evaluation with measurable metrics.
THEORETICAL FOUNDATION (apply before detailing the strategy):
– SCHAUFELI & BAKKER’s Job Demands-Resources (JD-R) Model
(2004): Identify key demands (shift work, safety pressure,
repetitive tasks) and resources (training, social support,
autonomy) at Alba
– KAHN’s CONDITIONS OF ENGAGEMENT (1990): Psychological
safety, meaningfulness, availability map to Alba context
– GALLUP Q12 FRAMEWORK: Use as diagnostic and measurement tool
– Link engagement to performance outcomes: CIPD (2024) shows
highly engaged employees are 17% more productive and have
41% lower absenteeism
ENGAGEMENT STRATEGY TITLE: “CONNECT. GROW. LEAD.”
Alba’s Integrated Employee Engagement Strategy 20262027
COMPONENT 1: ENGAGEMENT CALENDAR (full 12-month plan)
Present as a structured table: Month | Theme | Initiative |
Target Group | Owner | Expected Outcome
Include at minimum:
– Jan: Annual Engagement Survey Launch (all staff)
– Feb: Safety Month Zero Harm Campaign, safety champions awards
– Mar: International Women’s Day D&I spotlight,
female role model talks
– Apr: Learning & Development Month Training Centre open day,
skills fair, career mapping workshops
– May: Mental Health Awareness wellbeing workshops,
shift-worker support groups, EAP promotion
– Jun: Ramadan / Eid cultural celebration, community
volunteering, iftar gatherings
– Jul: Innovation Challenge Alba Hackathon (Industry 4.0 ideas),
cross-functional team projects
– Aug: Mid-Year Review pulse survey, manager conversations,
recognition roundtables
– Sep: Sustainability Month Green Alba employee challenges,
ESG awareness, tree-planting drives
– Oct: Bahrainisation Day national talent celebration,
graduate intake announcement, alumni mentoring launch
– Nov: Leadership Development internal mobility program launch,
succession nominations
– Dec: Annual Recognition Gala Employee of the Year,
Safety Champion, Innovation Award, long-service awards;
Year-end engagement results shared
COMPONENT 2: BUDGET REQUIREMENTS
Present as a table: Initiative | Cost Category | Estimated
Annual Budget (BHD) | Priority (High/Med/Low)
Approximate total: BHD 180,000220,000/year
Key line items:
– Engagement survey platform (e.g., Qualtrics): BHD 8,000
– Safety Month campaign: BHD 15,000
– L&D Month / skills fair: BHD 20,000
– Mental health / EAP program: BHD 12,000
– Innovation Hackathon: BHD 18,000
– Recognition Gala: BHD 35,000
– Sustainability initiatives: BHD 10,000
– D&I programs: BHD 15,000
– Digital engagement platform (internal app): BHD 25,000
– Miscellaneous / contingency (10%): BHD 20,000
Justify each budget item with ROI rationale
(e.g., turnover cost vs. retention investment).
COMPONENT 3: COMMUNICATION PLAN
INTERNAL:
– Launch “Alba Connect” internal digital platform
(mobile-first for shift workers): announcements,
recognition feeds, survey links, event sign-ups
– Monthly “CEO Connects” town halls (in-person + live stream)
– Line manager briefing packs (monthly)
– Notice boards and digital screens across all operational sites
– WhatsApp/Teams engagement group per department
EXTERNAL:
– LinkedIn employer branding content (monthly): Bahrainisation
success stories, sustainability milestones, employee spotlights
– Press releases for major engagement milestones
(e.g., Safety Champion award, graduation ceremonies)
– Alba Annual Report include engagement metrics and
employee stories as part of ESG narrative
Communication principles: TRANSPARENT | TIMELY |
INCLUSIVE (multilingual: Arabic + English) | TWO-WAY
Present as a communications matrix:
Audience | Channel | Frequency | Owner | Message
COMPONENT 4: IMPLEMENTATION PLAN
Apply KOTTER’S 8-STEP CHANGE MODEL as the implementation
framework. Present as a phased roadmap:
PHASE 1 FOUNDATION (JanMar 2026):
– CEO endorsement and Engagement Strategy launch
– Form Engagement Task Force (cross-functional champions)
– Baseline: conduct Gallup Q12 survey; analyze results
– Launch internal communication platform
– Train line managers as engagement enablers
PHASE 2 ACTIVATION (AprSep 2026):
– Roll out engagement calendar initiatives (Q2Q3)
– Launch Innovation Hackathon and L&D Month
– Mid-year pulse survey (Jul/Aug)
– Establish mentoring and succession programs
– Embed engagement KPIs in manager scorecards
PHASE 3 EMBEDDING (OctDec 2026):
– Recognition Gala and year-end celebration
– Annual engagement survey (compare to baseline)
– Board-level reporting of engagement outcomes
– Plan Year 2 enhancements based on feedback
Present as a Gantt-style table: Phase | Action | Timeline |
Responsible Party | Resources Required | Milestone
COMPONENT 5: POST-IMPLEMENTATION MEASURES
Apply the KIRKPATRICK MODEL (4 levels) and BALANCED SCORECARD
(HR Scorecard) as evaluation frameworks.
KEY METRICS (present as dashboard table):
Metric | Measurement Tool | Frequency | Target | Baseline
– Employee Engagement Score (Gallup Q12) | Survey | Annual | >70% engaged | TBD
– Employee Net Promoter Score (eNPS) | Pulse survey | Quarterly | >+30 | TBD
– Voluntary Turnover Rate | HRIS | Monthly | <5% | Current rate
– Absenteeism Rate | HRIS | Monthly | <2% | Current rate
– Bahrainisation Rate | HR Report | Quarterly | >86% | 84%
– Female Representation | HR Report | Annual | >8% | ~5%
– Training Hours per Employee | LMS | Quarterly | >40 hrs/year | TBD
– Safety Incidents (LTI Rate) | HSE Report | Monthly | 0 fatalities | Current
– Internal Promotion Rate | HRIS | Annual | >25% | TBD
– Participation Rate in Engagement Events | Attendance records | Per event | >75% | TBD
CONTINUOUS IMPROVEMENT LOOP:
– Quarterly HR dashboard presented to Executive Committee
– Annual engagement benchmark against GCC industrial sector
(use Aon/Mercer engagement benchmarks)
– Improvement suggestions: focus groups post-survey,
digital suggestion box on Alba Connect platform
– Year 2 strategy refresh based on data
RUBRIC CHECK: All 5 components present and fully detailed.
Theoretical models named and applied (JD-R, Kahn, Gallup,
Kotter, Kirkpatrick, Balanced Scorecard). Metrics are
specific and measurable. Strategy is tailored to Alba’s
unique industrial context (shift work, Bahrainisation, safety).
ACADEMIC REFERENCES TO INCLUDE (APA 7th edition)
Core SHRM references:
– Armstrong, M., & Taylor, S. (2023). Armstrong’s handbook
of human resource management practice (16th ed.). Kogan Page.
– Ulrich, D. (1997). Human resource champions. Harvard
Business School Press.
– Beer, M., Spector, B., Lawrence, P., Quinn Mills, D., &
Walton, R. (1984). Managing human assets. Free Press.
– Guest, D. E. (1997). Human resource management and
performance: A review and research agenda. International
Journal of Human Resource Management, 8(3), 263276.
– Barney, J. (1991). Firm resources and sustained competitive
advantage. Journal of Management, 17(1), 99120.
– Porter, M. E. (1985). Competitive advantage. Free Press.
– Boxall, P., & Purcell, J. (2011). Strategy and human
resource management (3rd ed.). Palgrave Macmillan.
– Schaufeli, W. B., & Bakker, A. B. (2004). Job demands,
job resources, and their relationship with burnout and
engagement. Journal of Organizational Behavior, 25(3), 293315.
– Kahn, W. A. (1990). Psychological conditions of personal
engagement and disengagement at work. Academy of Management
Journal, 33(4), 692724.
– Kaplan, R. S., & Norton, D. P. (1996). The balanced
scorecard. Harvard Business School Press.
– Kotter, J. P. (1996). Leading change. Harvard Business
School Press.
– Wright, P. M., & McMahan, G. C. (1992). Theoretical
perspectives for SHRM. Journal of Management, 18(2), 295320.
Industry/Contextual references:
– Alba. (2023). Annual report 2023. Aluminium Bahrain.
– World Economic Forum. (2025). Future of jobs report 2025.
WEF. [ATTACH AND CITE SPECIFIC DATA]
– Gulf Aluminium Council. (2023). GCC aluminium industry
overview. GAC.
– Labour Market Regulatory Authority. (2023). Bahrainisation
policy guidelines. Kingdom of Bahrain.
– CIPD. (2024). Employee engagement and motivation. CIPD.
– Gallup. (2024). State of the global workplace report. Gallup.
FINAL QUALITY CHECKLIST BEFORE SUBMISSION
All 4 tasks answered fully with no gaps
LO1 evidenced: strategic drivers across Bahrain/GCC/Global
LO2 evidenced: culturally contextualized human capital
strategies (Bahrainisation, GCC labour market, Islamic culture)
LO3 evidenced: technology’s role in HR named in every task
(HRIS, AI, digital platforms, data analytics)
Minimum 6 named SHRM models applied across the report
Porter’s Five Forces, SWOT, PESTLE, Value Chain all complete
All 5 engagement strategy components detailed
APA 7th edition citations and reference list complete
7,000 words 10% (6,3007,700 words)
Cover page, TOC, Executive Summary, Conclusion included
Responsibility Matrix included at the end
1.5 line spacing, Calibri/Arial 11pt or Times New Roman 12pt
Unit Overview:
To develop understanding and ability of leading innovation and change as required by a practising or potential middle manager
Task Overview:
The purpose of this unit is to develop understanding and ability of leading innovation and change as required by a practising or potential middle manager
Assignment Structure:
An ILM Assessment Task provides an opportunity to relate your learning directly to your current organisation.It is recommended that you discuss the assignment with your line manager to explore and agree how the task could be used to support the needs of your employer (as well as evidencing your learning as part of completing your ILM qualification).
If you are not currently working within an organisation, then you may complete this task in relation to an organisation with which you are familiar. This could include experience working in a voluntary capacity
The nominal word count for this assignment is 2500 words: The suggested range is between 2000 and 3000 words, however individuals have different writing styles, and there is no penalty if the word-count range is exceeded.
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Understand the need for innovation and change management within an organisation
Provide an account of the practices and features of innovation and managing change that explain the importance of innovation and managing change for own organisation. |
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Be able to propose innovative solutions to improve organisational performance
An opportunity for innovation and improvement in own organisation to be assessed and a rationale presented to justify the innovation and improvement in the context of organisational objectives. You are then required to generate innovative options that will deliver the identified improvement and to evaluate the options to determine feasibility and viability in order to reach a conclusion or to make recommendations. |
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Be able to lead and manage change within an organisation Map stakeholder expectations and create and implement a full change management plan for the innovation and improvement based on those expectations, including the monitoring of progress against targets |
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Declaration: By submitting this assignment, you confirm that the work is your own.
Within the Discussion Board area, write 400-600 words that respond to the following questions with your thoughts, ideas, and comments. This will be the foundation for future discussions by your classmates. Be substantive and clear, and use examples to reinforce your ideas.
You have completed the Introduction and the Literature Review, and you are using the information gathered to discuss how it relates to the problem. Please address the following questions about your experience.
Reference Information: Provide a reference list at the end of your primary task response of up to 3 CTU Library articles, and articles include in-text citations for each referenced article in APA format.
Responses to Other Students: Respond to at least 2 of your fellow classmates with at least a 200-word reply about their Primary Task Response regarding items you found to be compelling and enlightening. To help you with your discussion, please consider the following questions:
Please be reminded, as well, that citation and reference sources for discussion board posts and individual projects must be from practitioner and scholarly academic journals and books. The use of blogs and articles from social media cites is not acceptable. LinkedIn, for example, is not considered a scholarly reference. Remember that academic sources, also called scholarly sources, can include books, academic journal articles, and published expert reports. Whatever the exact form, academic sources all have in common the fact that they are peer-reviewed Can used outside scholarly sources and also bookshelf scholarly sources username santayna.folkes Password Familylove77
Primary Task Response: Within the Discussion Board area, write 400-600 words that respond to the following questions with your thoughts, ideas, and comments. This will be the foundation for future discussions by your classmates. Be substantive and clear, and use examples to reinforce your ideas.
Describe the value added, resources, and performance of 1 of the following companies:
MGT530: Managing Human Capital
Module Assignment: HR Policy Proposal
The Purpose and Context
This assignment will help you to be able to construct a human resource policy guides, assess a companys
human resource needs and evaluate the overall health and safety of employees for a company.
Case Scenario
You are a consultant who has been appointed by a corporation to create a report that reviews the companys
HR policies. Recommend starting salaries for three newly created positions and create guidelines for the
health, safety and overall wellbeing of the companys employees.
You are to choose either your current place of employment or a company that you have researched.
Assignment Instructions
1. Using relevant industry information, choose a company and critique the companys HR policies.
(10%)
2. Propose new HR policies and include the following in your proposal: (40%)
a. how to improve employee retention;
b. more effective customer service practices;
c. the use of technology to improve interoffice communication;
d. create/revise employee performance appraisals.
3. Create job listing including starting salary information for the following position: (25%)
a. secretary;
b. marketer;
c. operations manager.
4. Create a health, safety and wellbeing guide for the company. (25%)
Requirements
1. 3,500 4,000 words with APA Format
2. Double-spaced (2.0) or One and a Half (1.5) spaced
3. 12 pt. Times New Roman font
4. Page Number (footer, right bottom corner)
5. 4 major sections: Table of Content, Title Page, Main Body, References
Use a visual presentation tool of your choice to create a map of the traits, skills, strengths, and weaknesses you have identified about yourself as a leader. You are encouraged to use the results from course resource assessments, such as the Big Five assessment, to guide your reflections. Specifically, you must address the following rubric criteria:
Submit your visual map as a PDF file. You may use the tool of your choice to design your leadership map. Consider using one of the following possible tools:
Business managers are often responsible for the financial transactions and planning for a company. In Week 1, you selected a Fortune 500 company or another company you are familiar with. This company will be referred to as your company or the large company you selected in Week 1.
As the new business manager working for the Chief Financial Officer (CFO) of your company, you want to review historical financial information to be fully informed of your companys business valuation so you can provide guidance on near future financial decisions. You decide to put together a presentation on your companys financial performance that assesses the cash flow, valuation, and KPIs for financial stability that you will present at the next management meeting. Your ultimate plan is to write a financial plan that will lead to future company growth.Assessment Deliverable
Using your selected company and research from Week 1, create an 8- to 10-slide presentation to assess the companys financial growth and sustainability.
Identify 2 key performance indicators.
Relate the stock price to price-to-earnings ratio.
Explain the market capitalization and what it means to the investor.
Identify trends in stock price, dividend payout, and total stockholders equity. Relate recent events or market conditions to the trends you identified.
Determine, based on your analysis, whether you think the organization is going to meet its financial goals, describe the outlook for growth and sustainability, and explain why you do or do not recommend this stock for purchase and how your recommendation compares to that of other analysts. For example, if your suggestion is buy, you need to explain why other analysts say sell.Cite references to support your assessment according to APA guidelines.
Submit your assessment.
Assessment Support
Rubric for guidance on deliverable expectations
Your Wk 1 Assessment Prep: Identifying Financial Information for a Company assignment and feedback
University of Phoenix Library Finance Resources
Yahoo! Finance
As the VP of Operations of the company you used for the Week 2 Activity and Week 3 Assignment, it is time for you to perform an annual evaluation and create a brief report on how effective the organization’s performance is in the key Operations functional areas.
Note: As you collect the information for this activity, keep in mind that you will use this report as part of your Week 7 Assignment.
Utilizing your material from the Week 4, 5, and 6 Discussion Questions, write a 34-page report using the Week 6 Activity Template [DOCX] Download Week 6 Activity Template [DOCX]in which you provide an analysis of how the company’s Operations Department is performing in key operations functional areas:
Please note that the research conducted in this activity will be used to help develop your Week 7 Assignment.