below are questions. first you must answer the question with at least 1 full pargraph than under that two students have answered the question you wii make a 1 pargaph reply to each one
question 1 answer in 1 paragaph
Why is it important to align an organization’s strategic goals to human capital competencies and how can this alignment contribute to a competitive workforce?
here is a answer that a sudent gave make a reply for it
Goals are everything in an organization. They are what motivate the employees to do better, be better, and strive to improve their potential. The Human Resource department should strive to make strategic goals that are achievable by the staff; goals that challenge, but do not limit the potential of those working hard to achieve them. When the organization’s goals are aligned with the competencies and capabilities of the workers, everyone succeeds. Employees will not feel as if they are being asked to do assignments outside their scopes of practice but they are encouraged to do better the things they already know. In bringing in new materials and giving employees the proper education to progress, the management staff allows its workers to improve and to grow in skills and to form new ideas for success.
I think that this alignment will greatly contribute to a competitive workforce because the workers will have the opportunity to learn new skills and to think of new ideas for making a bigger and better impact on their work, and in turn, on the profit. Offering incentives for reaching the goals that are set out causes everyone to work harder to achieve the desired results. If it is a group effort and everyone is getting the ‘prize’ they will all work harder because no one wants to be the weakest link. As the team works together, they will grow to rely on each other and help one another. This will cause a domino effect of having a good work environment and producing great services that will cause a bigger profit and more people wanting to be a part of that team.
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Without human capital business leaders cannot achieve desired growth. However, this is too often treated as purely an operational expense rather than an investment. Organizational performance is a two-fold interest that includes both financial and non-financial performance. Financial performance includes productivity, market share, and profitability; non-financial performance includes customer satisfaction, innovation, workflow efficiency, and skills development.
An advantage for any business is a reliable and consistent internal source of talent. Developing skilled talent pools makes it easier to access desirable skill sets in a wider range of employees, enhancing performance across all levels and functions. This will ensure availability of experienced and trained employees prepared to assume leadership roles as they develop, which is critical to closing functional gaps or those caused by succession.
According to Lawler (2008), “From a human capital management perspective, it is particularly important for an organization to develop good measures of each individual’s skills, knowledge, and competencies. Without these indicators it is difficult to know what the human capital resources are and what type of changes and performance it is capable of. At the very least, such knowledge can help a company decide how employees can contribute to a strategy, how much training needs to be done, and what kind of hiring is necessary to yield the skill mix needed”.
There is a shared value between human capital investment, capital effectiveness, and performance. Broad human capital investment includes education, knowledge, and training; intended to enhance capital effectiveness. Aligning strategic goals to human capital competencies allows for peak performance and operations; having the most qualified and efficient individuals in place within the organization typically results in the attainment of set objectives.
Lawler, Edward E., III. (2008). Strategic Talent Management: Lessons from the Corporate World. SMHC; University of Wisconsin-Madison.
here is question 2
There have been charges of unfair labor practices on the part of employers; historically, unions have been charged with unfair labor practices, as well. One of the unfair labor practices is called Featherbedding, which is when an employer is forced to hire a union organizer as an employee.
Select two unfair labor practices, one committed by labor, one committed by management, and discuss these practices. Indicate why, in each case, both labor and management felt their actions were necessary.
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McDonald’s has recently been outed for unfair labor practices. “The complaints allege that McDonald’s USA, LLC and certain franchisees violated the rights of employees working at McDonald’s restaurants at various locations around the country by, among other things, making statements and taking actions against them for engaging in activities aimed at improving their wages and working conditions, including participating in nationwide fast food worker protests about their terms and conditions of employment during the past two years,” the NLRB.
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The Federal Service Labor-Management Relations Statute is responsible for monitoring and enforcing rules to ensure both unions and management maintain fair practices. If either of the parties partake if unfair labor practices, the FSLM will allow for charges to be pressed. An unfair labor practice that applies to both parties would be good faith bargaining. “Neither an agency nor a union may refuse to bargain with the other in good faith” (Unfair labor practices, n.d.).
Regarding unions, it is illegal for a union to attempt to force an employer to discriminate against an employee that does not take part in union activities. “Unions may not try to influence management to discipline employees who did not join the union or refuse to represent employees because they are not union members” (Unfair labor practices, n.d.). This clause is stated in the National Labor Relations Act under section 8(b)(2). Often times union members may feel betrayed or not supported when a fellow employee chooses not to take part in the union, therefore they want that individual punished. This clause is in place to protect not only the employer, but it also protects the employee as well.
Similar to the unions unfair practices, employers are also not able to discriminate. Employers cannot discriminate against employees that do pursue union activities. “Section 8(a)(3) prohibits an employer from discriminating against any worker because of union activity” (Unfair labor practices, n.d.). Employers don’t like unions for a variety of reasons, so when an employee decides to participate in a union, employers may want to try and pursue, interfere, or intimidate that employees decision. This law protects the union by allowing employees to join, but it also protects the employee from scare tactics the employer might try and use.
Unfair labor practices. (n.d.). Retrieved March 4, 2015, from https://www.flra.gov/ulp
Unfair labor practices (ULPs). (n.d.). Retrieved March 4, 2015, from https://www.law.cornell.edu/wex/unfair_labor_practices_ulps
Read the attached article titled “Do Professional Sports Unions Fit the Standard Model of Traditional Unionism?”
After reading the article, argue whether or not you feel Sports Unions are true unions. Support your opinion.
here is an answer a student gave reply to it
I believe that sports unions are true unions. They have management and employees that are bound by contacts. If the contact terms aren’t being met, they will be able to take charge, just as a union would.
here is another answer a student gave reply to it
After reading the article I do believe that sports unions are true unions because they support their employees by negotiation and creating contracts. Union leaders must negotiate an agreement that can be ratified by a majority of the membership, the union’s role as a monopoly seller of labor sometimes conflicts with its duty to the median voter when firms seek concessions. The unions also negotiate non-wage collective bargaining issue such as drug testing policies and procedures.
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