Current Practices, Trends, and HRM Programs

Overview

For this assessment, you will use a selected real-life example or case study to write a 4–5-page analysis of an organizational environment in need of change and reflect on how the implementation of current trends in HRM could positively impact the success of the organization.

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

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• Competency 2: Examine evidence-based HRM best practices among organizations that demonstrate an employee-centered culture.
  • Develop a list of best practices to facilitate employee engagement, create organizational change, and manage employee resistance.
• Competency 4: Analyze methods of supporting employee-centered culture through organizational design and workforce diversity.
  • Analyze the opportunities and challenges of a contemporary organizational environment.
  • Evaluate the impact that implementing two HRM practices or trends could have on the organization.
• Competency 5: Communicate in a manner that is professional and consistent with expectations for HR professionals and master’s level programs.
  • Communicate in a manner that is professional and consistent with expectations for HR professionals and master’s level programs.

Competency Map

Check Your ProgressUse this online tool to track your performance and progress through your course.

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   Context

  Employee engagement that contributes to organizational effectiveness is considered an important outcome for human resource leaders in all types and sizes of organizations. For HRM to be considered a strategic partner with other professional managers, it must demonstrate deliverables to organizational objectives. Robust and effective employee engagement is one of these important deliverables. Show More Employee-centered work environments provide examples of the factors that most influence successful organizations. These environments are positive settings in which all members of the organization recognize their roles and values as they make both short- and long-term contributions. These are environments of healthy communication mechanisms where transparency and respect are evident to all who come in contact with the organization.There is substantial research highlighting best practices for enhancing employee engagement. The results are always positive for organizations that place a high priority on HRM programs that build employee involvement and commitment. These organizations are highly productive, retain employees, and grow profits.

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   Questions to Consider

  To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.

  • What are the best practices employed by organizations that represent innovators and industry leaders in employee engagement?
  • How do these best practices enhance employee engagement?
  • How does competition for quality employees impact employee engagement?
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   Resources

  SUGGESTED RESOURCES

  The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.

  Library Resources

  The following articles from the Capella University Library are linked directly in this course:

  • Dalal, R. S., Brummel, B. J., Wee, S., & Thomas, L. L. (2008). Defining employee engagement for productive research and practice. Industrial and Organizational Psychology, 1(1), 52–55.
  • Endres, G. M., & Mancheno-Smoak, L. (2008). The human resource craze: Human performance improvement and employee engagement. Organization Development Journal, 26(1), 69–78.
  • Lockwood, N. R. (2007). Leveraging employee engagement for competitive advantage: HR’s strategic role. HRMagazine, 52(3), 1–11.
  • Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3–30.
  • Raines, M. S. (2011). Engaging employees: Another step in improving safety. Professional Safety, 56(4), 36–43.
  • Silverman, L. L. (2006). How do you keep the right people on the bus? Try stories. Journal for Quality and Participation, 29(4), 11–15, 39.
  • Soyars, M., & Brusino, J. (2009). Essentials of engagement. T+D, 63(3), 62–65.

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  Course Library Guide

  A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the MBA-FP6242 – Building Organizational Effectiveness Library Guide to help direct your research.

  Internet Resources

  Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.

  • Taylor, Jr., J. C., & Stern, G. M. (2010). Becoming an employee-centered organization. Retrieved from http://www.amanet.org/training/articles/becoming-a…
  • Chartered Institute of Personnel and Development. (2011). Management competencies for enhancing employee engagement. Retrieved from http://www.cipd.co.uk/binaries/management-competen…

  Bookstore Resources

  The resource listed below is relevant to the topics and assessments in this course and is not required. Unless noted otherwise, this resource is available for purchase from the Capella University Bookstore. When searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation.

  • Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. (2009). Employee engagement: Tools for analysis, practice, and competitive advantage. Hoboken, NJ: Wiley-Blackwell.

•  Assessment Instructions

  Select a real-life example of an organizational environment in need of change from your professional experience or find a case study by doing research in the Capella University Library. The change does not need to be limited to a human resource issue, though this assessment will focus on the ways that HRM programs and best practices can support organizational efforts.Using the example or case study you selected, write an analysis of the organization and reflect on how the implementation of current trends in HRM could positively impact the success of the organization. In your 4–5-page analysis, complete the following:

  • Analyze the challenges and opportunities confronted by your selected organization. Your analysis should include an overview of the organizational environment, the external forces putting pressure on the existing business model, and a description of how those pressures are affecting the organization. When considering external forces, address the makeup of these forces in terms of competition that the organization is facing.
  • Evaluate how two current practices or trends in HRM could be implemented in the organization to help it respond to the pressures and changes it faces. Describe why these practices would be effective, using trade and scholarly literature on these practices to substantiate your claims. Consider in your evaluation how an engaged workforce could address organizational pressures.
  • Develop a list of 4–5 best practices to effectively facilitate greater employee engagement in the specific organizational environment you are considering and, in turn, create broader organizational change. To do so, draw on evidence-based best practices from the field and tailor these to the specific context of your organization. Consider in your best practices ways to manage employee resistance.

  Be sure to cite all scholarly sources.

  ADDITIONAL REQUIREMENTS

  • Written communication: Your writing should be free of errors that detract from the overall message.
  • APA formatting: Your paper should be formatted according to APA (6th ed.) style.
  • Length: 4–5 typed and double-spaced pages.
  • Font and font size: Times New Roman, 12-point.
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    Current Practices, Trends, and HRM Programs Scoring Guide

    Current Practices, Trends, and HRM Programs Scoring Guide Grading Rubric

    Criteria	Non-performance	Basic	Proficient	Distinguished
    Analyze the opportunities and challenges of a contemporary organizational environment.	Does not summarize the opportunities and challenges of a contemporary organizational environment.	Identifies, but does not analyze, opportunities and challenges of a contemporary organization.	Analyzes the opportunities and challenges of a contemporary organizational environment.	Analyzes the opportunities and challenges of a contemporary organizational environment; connects, clearly, broad national and global trends to the organization.
    Evaluate the impact that implementing two HRM practices or trends could have on the organization.	Does not evaluate the impact that implementing additional HRM practices or trends could have on the organization.	Evaluates the impact that implementing one HRM practice or trend could have on the organization.	Evaluates the impact that implementing two HRM practices or trends could have on the organization.	Evaluates the impact that implementing multiple possible HRM practices or trends could have on the organization.
    Develop a list of best practices to facilitate employee engagement, create organizational change, and manage employee resistance.	Does not develop a list of best practices to facilitate employee engagement, create organizational change, and manage employee resistance.	Develops an incomplete or partial list of best practices to facilitate employee engagement, create organizational change, and manage employee resistance.	Develops a list of best practices to facilitate employee engagement, create organizational change, and manage employee resistance.	Develops a list of best practices to facilitate employee engagement, create organizational change, and manage employee resistance; grounds practices in scholarship and research from the field.
    Communicate in a manner that is professional and consistent with expectations for HR professionals and master’s level programs.	Does not communicate in a manner that is professional and consistent with expectations for HR professionals and master’s level programs.	Communicates in a manner that is inconsistent with expectations for HR professionals and master’s level programs.	Communicates in a manner that is professional and consistent with expectations for HR professionals and master’s level programs.	Communicates in a manner that is professional, scholarly, and consistent with expectations for HR professionals and master’s level programs; adheres to APA guidelines, and communicates appropriately for publication.

    Current Practices, Trends, and HRM Programs