Busi 642 | Management homework help

CAN YOU DO THIS FOR ME?

 

Discussion Board Forum 1: Replies 

 

Reply Prompt: For your replies, respond to 2  classmates, identifying at least 1 strength and 1 weakness in their  reasoning, supported by scholarly sources, the text, and biblical  principles. You may to reply to any of the thread responses, even if  they are different than the thread prompt you chose.

Submit your replies by 10:59 p.m. (CST) on Sunday.

You are required to reply to 2 other classmates’ threads; each reply must be 250–300 words. Each  reply must include at least 2 scholarly sources (published within the last 5 years) in addition to the course textbook and relevant biblical integration. All citations and references must be in current APA format.

FIRST THREAD TO RESPOND TO

   Amy Dill: DB #1           

In  a world that is quick to state discrimination has taken place, there is  a new discrimination emerging (i.e. reverse discrimination). Is this  form of discrimination really discrimination? What diversity practices  would you put in place to prevent any kind of discrimination?

             The Fourteenth Amendment of the United States Constitution notes that  States must consider all citizens to be entitled to the same life,  liberty, and property, as well as protection by the law, without  consideration of various demographic traits such as race, age, etc.  (Noe, Hollenback, Gerhart, & Wright, 2017, p. 104). This amendment  is viewed as one that is directly related to protection from  discrimination, specifically in regards to race. Noe, et al. (2017) note  that this amendment was passed shortly after the Civil War and was  initially an attempt to curtail discrimination against black citizens,  however as time has passed this intent has been expanded to other racial  groups including white citizens who allege reverse discrimination (p.  104). Craig & Richeson (2017) explain that there is currently a  shift in demographics within the United States and that it is predicted  that by mid-century the U.S. population will be comprised of less than  50% white Americans (p. 1/20). With this increased change in the racial  makeup of the population it is certainly possible that reverse  discrimination can and may exist both now and in the future.

             There are three theories of discrimination that legal scholars have  identified including that of disparate treatment which is when  “individuals in similar situations are treated differently and the  different treatment is based on the individual’s race, color, religion,  sex, national origin, age, or disability status” (Noe, et al., 2017, p.  114). The concept of reverse discrimination would fall into this  category or theory of discrimination based upon the fact that an  individual is alleging discrimination based upon race. If/when an  employer uses a racial quota when considering applicants for positions  and hires an applicant who is less qualified for the position versus a  more qualified applicant based upon their race, this could be considered  reverse discrimination if the more qualified applicant were white. In a  recent case involving several white firefighters and the New Haven Fire  Department, the Supreme Court ruled that the white firefighters had  been victims of reverse discrimination when their promotion test scores  were discounted because they would have received promotions that their  peer black firefighters would not receive based upon their results on  the same promotion test (Craig & Richeson, 2017 p. 1/21).

             The first action that I would put in place to prevent discrimination  would be to obtain a commitment from the CEO of the company to a strict  no discrimination policy, which would in turn affect the culture of the  entire company and the way it views discrimination. Ng & Sears  (2018) discuss that CEOs who have a commitment to diversity tend to  exhibit behaviors that are positive in relation to diversity, ranging  from “communicating their personal commitment to diversity to creating  employee resource groups and setting diversity goals for their managers”  (p. 3). The culture would be directly impacted by this diversity plan  that excludes discrimination. 

             Furthermore, I would incorporate diverse, nondiscriminatory activities  in recruitment for open positions coupled with applicant testing to  gauge the best candidate for a position regardless of race, religion,  etc. One way to do this would be to utilize an HRIS system that assigns  an applicant a random applicant number that would be unknown in the  evaluation process of the testing results. The applicants would be  ranked in order of the highest scores down and the top candidates would  be identified based upon that criteria. The HRIS system could then  compile additional scoring based on years of applicable experience and  education. A final score would then be generated to identify the top  candidates to be interviewed. This should alleviate any potential for  discrimination in the selection of the top applicants to interview. The  HRIS system generated scoring would be valid support for any EEOC  inquiry that might allege discrimination in the applicant scoring  process.

             Galatians 3:28 (NIV) states that “There is neither Jew nor Gentile,  neither slave nor free, nor is there male and female, for you are all  one in Christ Jesus.” This is one of the most important Biblical  principles that could be applied when considering the topic of  discrimination. Our Lord is one that teaches to love all equally, the  most nondiscriminatory practice that one could adopt. This is clearly  stated in Galatians 5:14 (NIV) in which we are taught “For the entire  law is fulfilled in keeping this one command: Love your neighbor as  yourself.” By applying this Biblical principle, discrimination would  certainly be absent from the policy that would be adopted and followed.

References:

Craig,  M.A., & Richeson, J.A. (2017). Information about the US racial  demographic shift triggers concern about anti-white discrimination among  the prospective white “minority”.  PLoS One, 12(9), e0185389. doi:10.1371/journal.pone.0185389

Ng,  E. S. & Sears, G. J. (2018). Walking the talk on diversity: CEO  beliefs, moral values, and the implementation of workplace diversity  practices. Journal of Business Ethics, 1-14.   doi:10.1007/s10551-018-4051-7.

Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2017). Human Resource Management: Gaining a Competitive Advantage. New York, NY: McGraw Hill Education.

SECOND REPLY TO RESPOND TO

 

Hilda Dakon              
 

   DB Forum 1  

          

2.  Do you believe that managers should be given more autonomy to make  personnel decisions such as hiring, appraising, and compensating  subordinates, or do you believe that managers should be given less  autonomy to make such decisions? Explain and substantiate your  reasoning.

 Managers  are mostly familiar with the responsibilities and requirements that a  job entails to allow good judgement on hiring and performance (Noe,  Hollenbeck, Gerhart, & Wright, 2017), since they have the ability to  assess candidates on the level of technical expertise concerning the  position to be filled. In a rapidly changing environment, labor force  decisions such as hiring, appraising, and compensating subordinates are  very important task to accomplish and should be given the needed  attention by involving the right individuals that can make the best  decisions. With that said, a manager with a technical background of the  position in question might be a better candidate to screen applications  than a Human Resource personnel. To achieve motivated and effective  workforce, managers should have the ability to make personnel decisions,  provide constructive feedback and determine compensation for the  members of their teams. These decisions can have an effect on the  organization’s culture, job satisfaction, and as a result could impact  productivity.

Due  to constant business environmental changes and increased technology,  managers are becoming more comfortable with the system and are given  control over transactions such as approving bonuses, reviewing resumes  for posted jobs, and evaluating potential job candidates. With this new  responsibility for managers, there is the need to demonstrate fairness  across board. Treating employees fairly is crucial and a manager having  less than total autonomy is another way achieving fairness in the  working environment. However, it is worth mentioning the impact of  giving autonomy to managers, as they are able to develop training plans  that fit the needs of the overall organization and team. They also could  help develop their employees skills and provide direct feedback to  impact and promote those team members in a personal and meaningful way.  Thus, in the null shell using managers own judgement, is a more  consistent regression model, which could improve the quality of hiring  for management in the organization. The model proposed is easy to  implement and can remove erratic component in hiring decisions for all  (Vrat, & Sangwan, 2016).

 Despite  the many advantages in encouraging managers to lead the way in hiring,  appraising, and compensation, some managers lack the skill set to make  right recruitment choices and can be bias, which could cost the business  financial lost. Some managers tend to make such personnel decisions  against Human Resource recommendations.  A  Human Resource article about discretion of hiring stated that, when  faced with similar applicant pools, it was found that managers who hired  against test recommendations ended up with worse average hires. This  points to the fact that managers often overrule test recommendations  because they are biased or mistaken, and not necessarily due to the fact  that they have superior and technical knowledge (Hoffman, Kahn, &  Li, 2018).

When  it comes to compensation, managers might not be the best resource to  make such decisions due to the potential of favoring other employees  over others. Often times, managers may struggle with the ability of  treating every employee equally. It is uncommon to find managers tend to  relate better with associates who bear the same personality type as  them and could impact their perception over such employees and  ultimately impact compensation as well. In analyzing this further, the  impact of performance-based pay on the tendency for managers to make  economically desirable choices and use management tools that help them  consider how their emotions factor into decision-making, and the use of  brain activity to confirm that emotions impact decisions despite  compensation (Farrell, Goh, Kahle, Shackell, & White, 2017).

In  conclusion, rapid environmental changes and the need for competitive  advantage makes it a smart ideal to empower managers to take charge of  hiring, appraising and even recommend compensation. This could promote  growth and competition among employees, at the same time caution needs  to be applied in order to ensure fairness for all employees. Thus, as  Christian leaders, the word of God teaches us to be just and fair in all  dealings. “Blessed are they who observe justice, who do righteousness  at all times” Psalm 106:3, (English Standard Version).

Reference

Bol,  J. C., Hecht, G., & Smith, S. D. (2015). Managers’ discretionary  adjustments: The influence of uncontrollable events and compensation  interdependence. Contemporary Accounting Research/Recherché Comptable Contemporaine,32(1), 139–159.

Farrell,  A., Oon Soo Goh, J., Kahle, R., Shackell, M., & White, B. (2017).  When managers make emotional business decisions: Will they be more  successful, or will they lose track of what’s good for the organization? Strategic Finance, 46–53. 

Hoffman, M., Kahn, L. B., & Li, D. (2018). Discretion in hiring. Quarterly Journal of Economics, 133(2), 765–800.https://doi-org.ezproxy.liberty.edu/https://academic.oup.com/qje/issue

Noe, R.A., Hollenbeck, J.R., Gerhart, B., & Wright, P.M. (2017) Human resource management: Gaining a competitive advantage (10th edition) New York, NY: McGraw-Hill.

Vrat,  P., & Sangwan, S. (2016). Employability models for consistency in  quality of hiring decisions: A Context of MBA Graduates. Vision (09722629), 20(4), 323–330. https://doi-org.ezproxy.liberty.edu/10.1177/0972262916668746

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