Order ID:89JHGSJE83839 | Style:APA/MLA/Harvard/Chicago | Pages:5-10 |
Instructions:
STARK ENGINEERING HUMAN RESOURCE MANAGEMENT
Employee safety and health has been a focus for many different businesses in many industries. STARK ENGINEERING works with a variety of communications companies to provide engineering, network, and infrastructure services. STARK, which employs 500 people, has made safety a priority for both managers and staff. Because of the effectiveness of its safety initiatives, an international safety forum named STARK’s efforts “Safety Program of the Year.” Every STARK employee takes a safety commitment upon hire to underline the significance of safety. All employees are expected to detect any possible safety issues as soon as they are hired and to assist coworkers as needed. On the firm’s website, a safety guidebook is available, with a separate section dedicated to safety training and information. Every month, a safety newsletter is also published. STARK’s safety efforts have been a huge success. STARK’s incident rate is less than 1%, compared to an industry incident rate of 9.6%. The company recently experienced a year with no missed workdays, which is exceedingly exceptional. STARK’s safety focus is paying dividends for employees in terms of personal safety as well as keeping safety expenditures low for the company. STARK’ has seen highs and lows in organizational performance over the course of its 50-year history. The corporation has had to contend with a rapidly changing business climate from competitors during the last decade. Despite their achievements in safety, customers and industry observers increasingly saw STARK as underperforming in its service delivery techniques. Because it prioritized paying employees largely for their duration of service, STARK’s compensation scheme was perceived as traditional and patriarchal in nature. Furthermore, the majority of promotions were done internally, resulting in a more stagnant organizational culture.
Q1. Describe TWO of the most important Human Resources functions at this company and how they affect employees. Describe and analyze the duties and actions of employees at various levels within the organization that are likely to have an impact on STARK’s safety initiatives in your response.
Q2. STARK employs a number of personnel categories, including department leaders, managers, trainees, and a variety of technical and administrative support staff. In the administrative department, STARK has a significant personnel turnover rate among its young managers and clerical trainees. Analyze what might be causing the employee turnover given the context of the case. Provide suggestions on how these two jobs should be redesigned to prevent employee turnover. Provide samples of supporting rationale for the roles you create.
Q3. In order to enhance employee retention at STARK, the HR department chose to improve its recruitment methods in order to identify qualified department heads and management trainees to work for the company. Use the case and industrial sector to investigate and clearly explain the recruitment techniques you would suggest to the HR department for finding these two categories of employees? Evaluate your own suggestions for increasing staff retention.
RUBRIC |
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Excellent Quality 95-100%
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Introduction
45-41 points The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned. |
Literature Support 91-84 points The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned. |
Methodology 58-53 points Content is well-organized with headings for each slide and bulleted lists to group related material as needed. Use of font, color, graphics, effects, etc. to enhance readability and presentation content is excellent. Length requirements of 10 slides/pages or less is met. |
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Average Score 50-85% |
40-38 points More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided. |
83-76 points Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration. |
52-49 points Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met. |
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Poor Quality 0-45% |
37-1 points The background and/or significance are missing. No search history information is provided. |
75-1 points Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration. |
48-1 points There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met |
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STARK ENGINEERING HUMAN RESOURCE MANAGEMENT |
STARK ENGINEERING HUMAN RESOURCE MANAGEMENT