HRM 635 Topic 5 DQ 1
Grand Canyon University HRM 635 Topic 5 DQ 1-Step-By-Step Guide
This guide will demonstrate how to complete the HRM 635 Topic 5 DQ 1 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 5 DQ 1
Whether one passes or fails an academic assignment such as the Grand Canyon University HRM 635 Topic 5 DQ 1 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 5 DQ 1
The introduction for the Grand Canyon University HRM 635 Topic 5 DQ 1 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 5 DQ 1
After the introduction, move into the main part of the HRM 635 Topic 5 DQ 1 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 5 DQ 1
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 5 DQ 1
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: Why is employee engagement an important strategy to foster within an organization?
REPLY TO DISCUSSION
Employee engagement is an important strategy to foster within an organization because without it, HR will be in a constant state of hiring and scratching their heads as to why they can’t seem to retain their employees. Although employee engagement is important, there are other areas of importance that also need to be looked after by HR as well, such as the salary comparison research, satisfaction and employee burn-out. Per Fletcher, Alfes & Robinson, “…an integrated perspective that considers both cognition and affect is needed in order to fully understand why organizational factors, such as T&D relate to important employee outcomes, such as retention” (2016).
According to Thomas (2018), organizational culture is defined as the various beliefs, values, assumptions, and interactive strategies contributing to an organization’s unique social and psychological environment. Positive working culture is developed when employees and employees share aligned values with each other and the organization. To ensure the success of organizational culture, the first step is for all employees and employers to clearly understand the organization’s values and the belief of the organization. Barriers caused by an organizational culture can cause nursing leaders to feel powerless, and one of those barriers is a negative environment. For example, having a facility or hospital poorly managed by administration personnel or having an administration team that does not communicate with front-line staff creates low workplace morale. When there is a negative environment created around front-line staff, there is a lack of production, increased call-outs, and high turnover rates. “Authority Is maintained centrally, reducing the effectiveness of front-line staff” (Jackson et al., 2021). Employees begin to feel excluded start to feel that the facility or hospital is not ensuring their beliefs and values stay aligned in the best interest of the patients.
Many years ago, I worked in retail management within the hoke improvement industry. The HR frequently got burnt out and we saw a different HR Manager every few months. We finally met an HR Manager who had a very different approach than the previous managers. The HR Manager engaged with employees on the sales floor, created exciting events which increased employee engagement on their breaks, lunches and at our all team meetings. The HR Manager brought us managers into her office to discuss how to properly prepare monthly, quarterly and annual feedbacks with our team members to ensure we align their professional goals with supportive actions and ensure we are staying on the same page as our team members on a continuous basis. We had never had such an engaged and empowering HR Manager previously and our team truly became stronger together through her leadership. Per Fletcher, Alfes & Robinson: “Intended practices, as developed by the HRM department, capture an organization’s strategic HRM intentions. They are typically interpreted by various line managers, who implement these HRM practices in their day-to-day work with employees” (2016). The change in our HR Management tactics positively affected our entire team, and we saw retention increase and employees became interested in our organizational goals like never before. Our younger employees even became interested when their managers and upper leadership took the time to ask them what they thought of various policies, goals and initiatives across the store. Our team meeting turned into a celebration of success stories following the first quarter of our new HR Manager’s professional development of the management team, which then positively affected each individual team member as well.
Reference
Fletcher, L., Alfes, K., & Robinson, D. (December 2016). The relationship between perceived training and development and employee retention: the mediating role of work attitudes. The International Journal of Human Resource Management.
Thanks for your insights! When employees feel they have some degree of control over their career path they tend to be more engaged with the company. HR can help employees with career paths through coaching, mentoring, providing training and development opportunities, job rotation, and even special project assignments. All of these opportunities for employees give them the chance to grow and move upward. This naturally creates engaged and motivated employees.
This Forbes Business article has some great information on this for you:
How have you seen HR enhance engagement?
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I truly enjoyed reading your post and believe that you have pitched in valuable insight towards this discussion. I can totally agree with
you on the fact that employee engagement is crucial to the sustainability of the team. In most organizations, the HR manager or even managers talk to the new hires on the first week they come in and then totally forget to follow-up not talk to them in general. When I was hired in an organization two years ago, at first the HR manager was friendly and caring but 1 month into the job, she never bothered to speak to me or other newly hired. I believe that as any leadership role, it is not a job but more of a character. Which means that leaders should engage and understand the team problems and bring solutions on a day-to-day basis and not have the fulfillment once the hiring process is over.
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Great post! HR representees often find themselves in burn out mode. So, my question to you would be, if HR take care of those around them who takes care of HR? HR representees must be able to connect with their teams and engage them. I think often times HR representatives lack engagement or are not engaged to their benefit. I would love to hear your thoughts. As a leader within my organization, I try to check in with my HR representative frequently to make sure they are not getting overwhelmed, real valued and engaged.
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Ayla, thank you for your post. Employee engagement is an essential strategy to cultivate within an organization. It facilitates the adoption of best strategies in the workplace to promote a better work culture, decrease employee turnover, enhance productivity, foster better customer and work relations, and positively impact the organization’s profits. It helps to foster a positive work culture and environment that enhances employees’ commitment to the organization’s goals and values (Osborne & Hammoud, 2017). In turn, employees become happier and become the company’s best advocates as they are more connected to it. High levels of employee engagement help increase organizational performance, customer loyalty, and increased stakeholder value. Thus, the staff members’ level of energy, devotion, and commitment toward their work and organization is the core element of employee engagement.
Reference:
Osborne, S., & Hammoud, M. S. (2017). Effective Employee Engagement in the Workplace. International Journal of Applied Management and Technology, 16(1), 50-67. https://doi.org/10.5590/IJAMT.2017.16.1.04
Employee engagement is one of the maximum critical signs in gauging work pride. Employees nowadays need to be concerned about their work, obsessed with the enterprise they work for, have a feel of belonging, and be afforded flexibility around schedules and location. Despite worker engagement being considered wonderful company-wide, most personnel are disengaged at work. When personnel is engaged, they may be much more likely to make investments within their work, resulting in a better labor fine. An engaged worker has a wonderful mindset closer to the enterprise and its values (Parent & Lovelace, 2019). In contrast, a disengaged worker can also additionally vary from a person doing the bare minimum at work as much as a worker who is actively destroying the organization’s work output and reputation. Employee engagement has also synonymous with principles like worker pride and the worker experience, which is greater approximately the whole worker adventure from hiring to once they go away from their job. Active personnel who are satisfied and devoted to their work are more significant than only a paycheck; the willpower closer to their employers and function makes them captivated with their work, which is regularly meditated on their outcomes (SHRM, 2019). Employee verbal exchange stays the maximum critical device to broaden sturdy operating relationships amongst personnel and improve productiveness rates. Companies that provide clean, specific verbal exchange can rapidly construct accepted as accurate amongst personnel. Communication is likewise key to placing clean expectations. When personnel lacks hints approximately what is predicted of them, they will not realize precisely what they want to do, or with the aid of using when. Communication in this area facilitates them to prioritize responsibilities and plan their workdays efficiently. Using gear like those makes it clean to offer the personalized reputation the personnel craves, whether the office is operating remotely or quickly working remotely because of the COVID-19 pandemic. Just as an example.
Parent, J., & Lovelace, K. (2019). The impact of employee engagement and a positive organizational culture on an individual’ e on an individual ability t s ability to adapt to organizational change (pp. 1–20). https://scholarworks.merrimack.edu/cgi/viewcontent.cgi?article=1009&context=mgt_facpub
SHRM. (2019, August 16). Developing and Sustaining Employee Engagement. SHRM. https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/sustainingemployeeengagement.aspx
I agree that communication is an important component in engaging employees. Organizations must create and foster a transparent culture that supports employee engagement through open and effective workplace communication. Ineffective communication can affect employees’ engagement which may result in poor performance and higher turnover. It is estimated that disengaged employees cost organizations in the United States $350 billion annually (as cited in Osborne& Hammoud, 2017). Therefore, it is imperative that leaders make every effort to communicate with their employees to better understand their needs and wants.
Employee engagement is one of the maximum critical signs in gauging work pride. Employees nowadays need to be concerned about their work, obsessed with the enterprise they work for, have a feel of belonging, and be afforded flexibility around schedules and location. Despite worker engagement being considered wonderful company-wide, most personnel are disengaged at work. When personnel is engaged, they may be much more likely to make investments within their work, resulting in a better labor fine. An engaged worker has a wonderful mindset closer to the enterprise and its values (Parent & Lovelace, 2019). In contrast, a disengaged worker can also additionally vary from a person doing the bare minimum at work as much as a worker who is actively destroying the organization’s work output and reputation. Employee engagement has also synonymous with principles like worker pride and the worker experience, which is greater approximately the whole worker adventure from hiring to once they go away from their job. Active personnel who are satisfied and devoted to their work are more significant than only a paycheck; the willpower closer to their employers and function makes them captivated with their work, which is regularly meditated on their outcomes (SHRM, 2019). Employee verbal exchange stays the maximum critical device to broaden sturdy operating relationships amongst personnel and improve productiveness rates. Companies that provide clean, specific verbal exchange can rapidly construct accepted as accurate amongst personnel. Communication is likewise key to placing clean expectations. When personnel lacks hints approximately what is predicted of them, they will not realize precisely what they want to do, or with the aid of using when. Communication in this area facilitates them to prioritize responsibilities and plan their workdays efficiently. Using gear like those makes it clean to offer the personalized reputation the personnel craves, whether the office is operating remotely or quickly working remotely because of the COVID-19 pandemic. Just as an example.
Parent, J., & Lovelace, K. (2019). The impact of employee engagement and a positive organizational culture on an individual’ e on an individual ability t s ability to adapt to organizational change (pp. 1–20). https://scholarworks.merrimack.edu/cgi/viewcontent.cgi?article=1009&context=mgt_facpub
SHRM. (2019, August 16). Developing and Sustaining Employee Engagement. SHRM. https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/sustainingemployeeengagement.aspx