Prof. Goodman: Work Is Due Based On Our Discussion, July 11

Prof Goodman Work Is Below Based On Our Discussiondue 11 Julyimagine

Prof Goodman, work is below based on our discussion. DUE 11 JULY Imagine you are the vice president of HR for a real or fictitious organization of more than 500 employees. To support the organization’s growth, you have been asked to create a comprehensive proposal plan to present to the board of directors that addresses staffing, performance appraisal, training and development, total rewards, and organizational behavior and processes. Create the proposal plan, which has four parts. Each part is developed in a different week.

When deciding on an organization, choose one you will stay with for the duration of the project. Begin by designing the staffing component. In a no more than 1,050-word paper, address the following: Provide a brief background on the organization and its objectives. Explain how organizational behavior has influenced the organization’s effectiveness over the last 5 years. Identify best practices that will support the organization’s effort toward workforce diversity, including effective ways to implement diversity, formal staffing, employee relations, and employee retention plans.

Consider whether outsourcing must be an option for this organization’s workforce planning. Explain why. Explain how these practices and your plan would support and link staffing to key organizational objectives. DUE 25 JULY Continue building your proposal plan. Now that you have finished the staffing component, you must determine which performance appraisal and training and development program would best support your organization.

In a no more than 1,050-word paper, expand your proposal plan to include the following: Select a performance appraisal method that would be most effective to the organization’s structure, and support your selection. Provide an overview and vision for a training and development program tailored to support organizational goals and culture. Create a rough draft for a career path and succession plan. DUE 1 AUG Continue building your proposal plan. Now that you have created proposals for staffing, performance appraisal, and training & development, expand your plan to include a total rewards program that enforces key organizational objectives.

In a no more than 1,050-word paper, include the following: Create a comprehensive compensation and incentives plan that links and supports key organizational objectives. Structure a reward and recognition plan that supports key organizational objectives. DUE 15 AUG Continue building your proposal plan. You must present your plan to the board of directors. Because the company is growing, its culture is changing for better and worse.

You decide to complete your proposal plan by including a section that talks about the organizational culture. In a no more than 1,050-word paper, include the following: Select a change you believe is needed in your organization’s culture. Identify obstacles to that change and ways to overcome them. Identify how that change must be managed and supported. Identify which conflict resolution techniques you would use. Explain how changes in your organization’s life cycle would influence the new culture. Although Part IV must be no more than 1,050 words, you turn in all four parts of the project this week as if it were a complete document. Thus, the entire document must include the following: Part I of the proposal plan and any necessary revisions Part II of the proposal plan and any necessary revisions Part III of the proposal plan and any necessary revisions Part IV

Paper For Above instruction

Introduction

As the Vice President of Human Resources for an organization with over 500 employees, my role entails developing strategic plans that align human capital initiatives with organizational goals. This comprehensive proposal addresses critical HR functions—staffing, performance appraisal, training and development, total rewards, and organizational culture—to foster sustainable growth and a resilient, motivated workforce. The organization selected for this plan is a mid-sized manufacturing firm aiming to expand its market share within the next five years, emphasizing workforce diversity, operational efficiency, and organizational agility.

Part I: Staffing Strategy and Organizational Context

Organizational Background and Objectives

The organization is a manufacturing company specializing in consumer electronics, with a current workforce of 550 employees. Its primary objectives include increasing production capacity, entering new markets, and enhancing product innovation. The company's mission emphasizes quality, customer satisfaction, and sustainable growth, with a vision to become a market leader in innovative consumer electronics.

Influence of Organizational Behavior (OB) on Effectiveness

Over the past five years, OB has significantly impacted organizational effectiveness. A focus on team collaboration, leadership development, and employee engagement has improved productivity. Employee empowerment initiatives foster innovation, while open communication channels have reduced misunderstandings and conflict. For instance, implementing team-based problem-solving methods has led to better quality control and faster turnaround times, thus aligning with strategic objectives.

Best Practices for Workforce Diversity

To support workforce diversity, the organization should adopt inclusive recruitment strategies, targeted outreach, and unbiased hiring practices. Formal staffing processes should incorporate diversity metrics, while employee relations programs must promote multicultural awareness and sensitivity training. Retention strategies include mentorship programs, flexible work arrangements, and career development opportunities that appeal to diverse talent pools. These practices not only enhance organizational creativity and innovation but also improve brand reputation and employee satisfaction.

Outsourcing Considerations

Outsourcing could be advantageous for non-core functions such as logistics, IT support, and certain manufacturing processes to reduce costs and increase scalability. However, core activities like product design and customer service should remain in-house to maintain quality control and organizational culture. Outsourcing decisions should be guided by cost-benefit analyses and strategic alignment, ensuring flexibility without compromising competitive advantage.

Linking Staffing to Organizational Objectives

Effective staffing strategies—using data-driven recruitment, competency-based selection, and strategic workforce planning—are aligned with long-term goals of innovation and market expansion. Building a diverse talent pipeline supports organizational agility and creativity, both vital for adapting to changing market demands. Continuous workforce assessment ensures staffing remains aligned with shifting organizational priorities and industry trends.

Part II: Performance Appraisal and Training & Development

Performance Appraisal Method

For this organization, a 360-degree feedback system is recommended. This method provides comprehensive performance insights, involving self-assessment, peer reviews, and supervisor evaluations. It aligns well with a collaborative culture that values transparency, continuous improvement, and holistic development. It fosters accountability and encourages employees to engage in self-reflection, which enhances individual and organizational performance.

Training and Development Program

The training focus should be on leadership development, technical skill enhancement, and innovation management. A blended learning approach combining online modules, workshops, and on-the-job training ensures accessibility and practical application. Program themes include digital transformation, lean manufacturing, and customer-centric design, supporting strategic priorities like innovation and operational efficiency. Additionally, establishing a culture of continuous learning encourages employees to pursue certifications and advanced education, ensuring a future-ready workforce.

Career Path and Succession Planning

A structured career path framework should delineate clear progression routes from entry-level positions through mid-management and executive roles, emphasizing skills development and leadership readiness. Succession planning involves identifying high-potential employees early, providing targeted development opportunities, and maintaining talent pools for key roles. Regular talent reviews and leadership coaching are integral to this framework, ensuring smooth leadership transitions aligned with organizational stability and growth.

Part III: Total Rewards and Organizational Alignment

Compensation and Incentives

The total rewards plan must be competitive, linking pay and bonuses to performance metrics aligned with organizational objectives. A combination of base salary, performance-based bonuses, profit-sharing schemes, and stock options can motivate employees and foster a results-oriented culture. For instance, bonuses tied to innovation milestones or quality improvements can reinforce strategic priorities.

Reward and Recognition Plan

Recognition programs should emphasize peer-to-peer acknowledgment, service awards, and achievements related to organizational values. Implementing an annual recognition event and digital platforms for instant appreciation can enhance morale and reinforce desired behaviors. Rewards should support diversity initiatives by ensuring equitable recognition across all employee groups.

Part IV: Organizational Culture and Change Management

Culture Change Needed

The current organizational culture favors individual achievement over collaboration. To stay competitive, the organization needs a shift toward a more collaborative, innovative, and inclusive culture. This involves fostering psychological safety, encouraging risk-taking, and reinforcing shared values focused on teamwork and integrity.

Obstacles and Overcoming Them

Resistance to change from long-standing employees, entrenched silos, and lack of awareness are primary obstacles. Strategies include transparent communication about the benefits of culture change, involving employees in change initiatives, and providing training sessions that exemplify desired behaviors. Leadership must model new cultural values to demonstrate commitment and influence employee perceptions.

Managing and Supporting the Change

Comprehensive change management requires clear vision articulation, consistent messaging, and structured interventions such as team-building activities. Regular feedback loops and adaptive strategies ensure the change process remains responsive to employee concerns. Kotter’s Eight Steps for Leading Change can be employed to facilitate smooth implementation.

Conflict Resolution Techniques

For effective conflict management, techniques such as interest-based relational approach and mediation can be used. These methods foster open dialogue, understanding, and collaborative problem-solving—crucial for sustaining cultural change and maintaining organizational cohesion.

Impact of Organizational Lifecycle Changes

As the organization evolves through growth phases, its culture must adapt accordingly. During rapid expansion, a focus on formalized processes and systems supports stability, while in mature phases, fostering innovation and agility becomes critical. Recognizing lifecycle stages helps tailor cultural initiatives to ensure sustainability and alignment with strategic objectives.

Conclusion

This comprehensive HR proposal aligns staffing, performance management, training, rewards, and cultural change initiatives with organizational goals. By adopting best practices in diversity, performance appraisal, and change management, the organization can cultivate a resilient, innovative, and engaged workforce capable of thriving in a competitive environment. Continuous assessment and adaptive strategies will ensure these HR initiatives support sustained growth and a positive organizational culture.

References

• Armstrong, M. (2020). Armstrong's Handbook of Human Resource Management Practice. Kogan Page.
• Dessler, G. (2020). Human Resource Management. Pearson.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Noe, R. A. (2021). Employee Training & Development. McGraw-Hill Education.
• Robinson, S. P., & Judge, T. A. (2019). Organizational Behavior. Pearson.
• Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2019). Victory Through Organization. McGraw-Hill Education.
• Wilkinson, A. (2019). The Future of Work and Employee Engagement. Routledge.
• Yukl, G. (2018). Leadership in Organizations. Pearson.
• Cummings, T. G., & Worley, C. G. (2019). Organization Development & Change. Cengage Learning.
• Cox, T., & Blake, S. (1991). Managing cultural diversity: Implications for organizational competitiveness. The Executive, 45-56.