HRM 635 Topic 6 DQ 2
Grand Canyon University HRM 635 Topic 6 DQ 2-Step-By-Step Guide
This guide will demonstrate how to complete the HRM 635 Topic 6 DQ 2 assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.
How to Research and Prepare for HRM 635 Topic 6 DQ 2
Whether one passes or fails an academic assignment such as the Grand Canyon University HRM 635 Topic 6 DQ 2 depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.
After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.
How to Write the Introduction for HRM 635 Topic 6 DQ 2
The introduction for the Grand Canyon University HRM 635 Topic 6 DQ 2 is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.
How to Write the Body for HRM 635 Topic 6 DQ 2
After the introduction, move into the main part of the HRM 635 Topic 6 DQ 2 assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.
Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.
How to Write the Conclusion for HRM 635 Topic 6 DQ 2
After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.
How to Format the References List for HRM 635 Topic 6 DQ 2
The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.
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DQ How does a performance management system connect with training and development and compensation strategies?
REPLY TO DISCUSSION
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Dessler (2017) defines Performance management as the continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the organization’s goals. (pg.573) Also, performance management has six basic elements as direction sharing, goal alignment, ongoing performance monitoring, ongoing feedback, coaching and development support, and recognition and reward. This is how a performance management system is connected with training and development and compensation strategies. The performance management system in my organization needs many improvements but the most important is that the employees work plan is initiated when the new employee arrives at the department and is revies one year later when the employee is due for his yearly performance appraisal not given the employer the opportunity to work ad focus on his goal during the year.
Dessler, G. (2017). Human Resource Management. (5th ed.) Pearson.
Thanks for your comments on this!
Using a more detailed graphic rating scale method for appraisals, as the internal consultants suggested in this case, makes sense. While it may not solve the problem, it is an improvement over the more vague rating scale method used previously. When it comes to employee feedback, specificity is important. The graphic scale rating method combines a quantitative rating scale with a descriptive/narrative standard. This combination helps to create a more detailed evaluation.
Even so, these appraisal forms are never perfect. I have always found it helpful to require the narrative or open comments section at the end to be utilized (such as in the example on page 175, 176, Figure 6.2. The open comments section allows a supervisor or manager to customize feedback or perhaps provide additional negative or positive comments. It also allows the supervisor a chance to provide rationale for his or her evaluation.
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Training is the process of enhancing knowledge, job-related skills, attitude of an employee within the organization. Organizations may evaluate their current and future employees/candidates to help determine what training is needed to succeed and/or excel within their job skill set/job role. Within training employees there are a variety of steps that are within the process such as orientation, in-house, mentorship, and/or external training (Howell, 2022). Training helps new employee in the learning process which usually occurs within a short-term 3–6-month period and focuses on developing knowledge and skills for their current job role they are going to be working in (Surbhi, 2018). Development is a continuous training process that involves existing employees within top level employees such as the management and/or executive development team. Development ensures that the management and executive team has training specific to help enhance their conceptual theoretical knowledge and in result brings more efficient and effective work performance into the workplace. Development involves a wider training scope focused on career orientation (Surbhi, 2018). Essentially both training and development are essential within organizations performance management systems and are used at different times within the employees hiring/career status.
It is essential for organizations to use training and development plans to help assist and evaluate future goals within the organization over the next few months and/or years. When organizations use performance management system strategies to help assist in determining which employees will be retiring soon and whom may be leaving the organization, it can help aid in the process of planning hiring for training and development needs along with helping employees reach their individual goals and retain employees (MRA, 2022). When organizations review job roles and possible advancements within the organization, it is essential to look at how many years of education the employee has along with their degrees, and years’ experience to help gage salary compensation and job advancements.
Having a strong performance management system represents recognition programs, performance appraisals, outstanding communication, and adequate training to help ensure that all departments and/or employees are working well together (MRA, 2022).
Performance management helps measure, identify, and develop the continuous performance process within employees that aligns their performance with the organizations goals to help better guide achievements, goals, and improvements within the individual and/or organization (Dessler, 2017). My organization needs to focus and improve employee retention. To complete this task, it is essential to evaluate in performance reviews goals and career endeavors within employees to match individual goals within the organizations and to help drive behaviors and goals within the organizations strategic planning process. Being able to retain employees and advance their career positions will reduce cost to the budge within training and will minimize/reduce the orientation process and will help the development within the organization. Providing adequate communication between team members and the organization will help ensure understanding and knowledge gained within feedback, conflict management, and concerns could all potentially affect employee retention and can be prevented with the correct strategies and communication in place (Pulakos, 2004).
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References
Dessler, G. (2017). Human resource management (15th ed.). Pearson.
Howell, R. (2022). All 5 types of training in human resources management (HRM). https://sguru.org/hrm-all-5-training-types/
MRA. (2022). Build the right training and development plan. https://www.mranet.org/resource/build-right-training-and-development-plan
Pulakos, E.D. (2004). Performance management. https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/Documents/Performance-Management.pdf
Surbhi, S. (2018). Difference between training and development. https://keydifferences.com/difference-between-training-and-development.html
You made some good points regarding performance management. HR typically needs to give guidance to the rest of the organization on how to effectively assess performance of employees especially if it’s going to be tied to compensation and rewards. Often in my years of working with companies, there is a struggle between how operational departments want to do this versus HR’s strategy. Good HR practices are based on sound business and psychological research with the goal of attracting, retaining, and motivating employees.
Here is a good Forbes Business article with insights on this you may find helpful this week. https://www.forbes.com/sites/christinecrandell/2017/10/14/how-employee-annual-performance-reviews-can-make-or-break-customer-experience/?sh=49bf2f8f3176
To what extent should HR control this process and why?
Blessings,
My organizations human resource (HR) department has changed their process of the delivery of performance evaluation reviews throughout our organization that used to require online multiple questions for the individual to fill out about themselves to now a short four question survey incorporating the individual’s feedback on themselves along with how they feel about the organization in terms of support, helping to achieve goals and objective outcomes. Along with this change my director has started to check in with me every two-three months to see how the education process has been going, address any barriers and/or challenges that have occurred, and asks if she can be of any further assistance and/or support within my workload at that current time. Performance management is a process that is continuous and provides positive outcomes within both employees and the organization (Dessler, 2017).
As stated in the article from Crandell (2017), having annual performance reviews can have a negative reflection upon the employee due to anxiety, fear, changes leading up to the review which can affect many factors within the organization such as retention, trust, and communication. When organizations strive to help employees succeed with meeting their future goals and objectives and check in with their employees periodically within the year, it helps retain employees, increases employee’s performance, and reduce burnout rates (Crandell, 2017). It is important the HR departments help guide the outline standards for performance reviews to the organizations leadership team to help the process change be rolled out smoothly with all leadership being on the same page and understanding the importance of going away from one annual evaluation a year and instead more casual check-ins and guidance toward employees. Ultimately the leadership team will be the ones communicating with employees throughout the year to help aim at the employees’ goals and objectives to help them meet and/or succeed their goals, objectives, and expectations. When employees feel as though they are part of the team and are valued it reflects positively within the organization.
My organizations human resource (HR) department has changed their process of the delivery of performance evaluation reviews throughout our organization that used to require online multiple questions for the individual to fill out about themselves to now a short four question survey incorporating the individual’s feedback on themselves along with how they feel about the organization in terms of support, helping to achieve goals and objective outcomes. Along with this change my director has started to check in with me every two-three months to see how the education process has been going, address any barriers and/or challenges that have occurred, and asks if she can be of any further assistance and/or support within my workload at that current time. Performance management is a process that is continuous and provides positive outcomes within both employees and the organization (Dessler, 2017).
As stated in the article from Crandell (2017), having annual performance reviews can have a negative reflection upon the employee due to anxiety, fear, changes leading up to the review which can affect many factors within the organization such as retention, trust, and communication. When organizations strive to help employees succeed with meeting their future goals and objectives and check in with their employees periodically within the year, it helps retain employees, increases employee’s performance, and reduce burnout rates (Crandell, 2017). It is important the HR departments help guide the outline standards for performance reviews to the organizations leadership team to help the process change be rolled out smoothly with all leadership being on the same page and understanding the importance of going away from one annual evaluation a year and instead more casual check-ins and guidance toward employees. Ultimately the leadership team will be the ones communicating with employees throughout the year to help aim at the employees’ goals and objectives to help them meet and/or succeed their goals, objectives, and expectations. When employees feel as though they are part of the team and are valued it reflects positively within the organization.
References
Crandell, C. (2017). How employee annual performance reviews can make or break customer experience. https://www.forbes.com/sites/christinecrandell/2017/10/14/how-employee-annual-performance-reviews-can-make-or-break-customer-experience/?sh=e5e4b4131761
Dessler, G. (2017). Human resource management (15th ed.). Pearson.