Module 3 - Case DEVELOPING AND REWARDING EMPLOYEES Assignment Overview After a Hard Day’s Work at ACME In this Module 3 Case, you have the opportunity to delve further into the talent management function and HR’s role in it.

Jamez

Jul 7, 2024 • 5 min read

Module 3 - Case

DEVELOPING AND REWARDING EMPLOYEES

Assignment Overview

After a Hard Day’s Work at ACME

In this Module 3 Case, you have the opportunity to delve further into the talent management function and HR’s role in it. As you may recall from the video on talent management, performance management, learning and motivating, compensation, career development, and succession planning all are contributors to building a strong talent pool.

You will learn more about two employees who have been with ACME, Inc. for two years. Andy is working as a quality assurance specialist in the plant and Ismal is an IT robotics specialist. These employees are friends and often meet outside of work with a few other ACME employees, including Henry, a new employee recently hired as an HR Staffing Specialist.

Ismal caught some movement out of the corner of his eye. It was a video on the overhead TV screen:

Seven Dimensions (2021). 4 Essentials for Compassionate Leadership. Insights and Strategies: Workplace Skills. 10:49 minute video. Available in the Trident Online Library, Films on Demand.

“Quiet….Listen to this,” pleaded Ismal. The table of acquaintances turned to the screen. “That’s it--I make good money at ACME, but lately I feel something is missing.”

“Something is missing? Ismal, you are lucky. Many things are missing for me, ever since I got my new manager…” said Andy.

“Yep, more than one thing for me too,” said Ismal, thinking about his own lousy boss.

Your Role: You are Henry, the HR staffing specialist. Henry wants to impress his HR boss and thought “what an opportunity….I’m going to prepare a detailed plan to save ACME from losing these and other ACME star employees as well.”

Case Assignment

Prepare a 3- to 4-page actionable strategy addressing HR’s role (ACME-wide) related to employee retention. Pull in as many good HR practices as possible that Henry could employ to help in employee performance, motivation, and retention. The strategic plan that you develop for Henry to use should cover recommended actions for the organization during the next 12 months.

In addition to the background readings, find at least two high-quality additional sources from the Trident Online Library and/or from web sources to augment your plan, such as, for example, academic or industry magazine/journal articles.

Submit your Case 3 paper by the Module 3 due date.

Note: This assignment requires a 3- to 4-page Word document (not counting the cover page or the reference page).

Case Assignment Expectations

Your submission will be assessed on the criteria found in the grading rubric for this assignment:

Context and purpose for writing
Content
Adherence to conventions in specific disciplines
Sources of evidence
Syntax control and mechanics
Timeliness

Module 3 - Background

DEVELOPING AND REWARDING EMPLOYEES

“Train people well enough so they can leave. Treat them well enough so they don’t want to.” —Richard Branson

Source: Hyacinth, B. (2019). Treat employees like assets—not liabilities. LinkedIn. https://www.linkedin.com/pulse/treat-employees-like-assets-brigette-hyacinth

Mastering and applying talent management information is crucial to helping managers create an effective performance management and measurement system. Firms often use performance management systems to properly identify the success of their employees. “Success” in the workplace is often defined by an individual's ability to live up to the demands of his or her position. With proper job analysis, it should be easy to quantify the level of success or failure that each employee has reached toward performing or exceeding job expectations.

Assessing Employee Performance

Seven Dimensions (2021). 4 Essentials for Compassionate Leadership. Insights and Strategies: Workplace Skills. 10:49 minute video. Available in the Trident Online Library, Films on Demand.

What is the value of performance appraisals? Read the following for benefits of conducting appraisals:

KPI. (n.d.). 9 benefits of the performance appraisal. KPI. https://www.kpi.com/blog/2016/01/18/10-benefits-of-the-performance-appraisal-system/

It is no surprise to learn how critical it is to develop employees so that they perform their jobs at top effectiveness and efficiency. It is a continuous process of improvement and an opportunity to provide human capital with the updates and insight needed to be successful on the job.

In what ways can we be most effective in evaluating performance?

Read the following for tips to improve:

Heathfield, S. (2019). Tips for transferring training to the workplace. The Balance Careers. https://www.thebalancecareers.com/training-can-make-a-difference-tips-during-training-1919303

There are times, however, when performance problems occur. Read the following, which features a concept called the Seven Factor Model. This model can be used to assess problems with performance and to identify how to address them.

Bacal, R. (n.d.). Performance enhancement: Diagnosing performance problems. The Performance Management and Appraisal Resource Center.
http://performance-appraisals.org/Bacalsappraisalarticles/articles/diagper.htm

Let’s continue on to the topic of Training and Development.

Training and Development

Read Employee Training and Development, and the following article:

Doeze Jager-van Vliet, S. B., Born, M. P., & van der Molen, H. T. (2019). Using a portfolio‐based process to develop agility among employees. Human Resource Development Quarterly, 30(1), 39–60. Available in the Trident Online Library.

Heathfield, S. (2019). Tips for transferring training to the workplace. The Balance Careers. https://www.thebalancecareers.com/training-can-make-a-difference-tips-during-training-1919303

Ohunakin, F., Adeniji, A. A., Ogunlusi, G., Igbadumhe, F., Salau, O. P., & Sodeinde, A. G. (2020). Talent retention strategies and employees’ behavioural outcomes: Empirical evidence from hospitality industry. Business: Theory & Practice, 21(1), 192–199. Available in the Trident Online Library.

You may also find the following recognition and reward sources helpful:

Employee Recognition and Rewards

Chordas, L. (2020). Giving back: Insurers have found creative ways to reward their employees and give back to their workforces during the COVID-19 pandemic. Best’s Review, 121(12), 96. Available in the Trident Online Library.

Recognize and appreciate your employees - From LinkedIn Learning

Kollmann, T., Stöckmann, C., Kensbock, J. M., & Peschl, A. (2020). What satisfies younger versus older employees, and why? An aging perspective on equity theory to explain interactive effects of employee age, monetary rewards, and task contributions on job satisfaction. Human Resource Management, 59(1), 101–115. Available in the Trident Online Library.

Newman, S. (2019). A token of appreciation. TD: Talent Development, 73(8), 11. Available in the Trident Online Library.

And, finally, read the following from the Society for Human Resource Management about company gifts to employees that just might not be appreciated.

Wilkie, D. (2020). Company gifts that workers hate [Video]. SHRM. https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/gifts-workers-hate-.aspx

Module 3 Summary

In Module 3 we will examine the importance of developing and rewarding human capital so that they perform their jobs at top effectiveness and efficiency. It is a continuous process of improvement and an opportunity to provide human capital with the updates and insight needed to be successful on the job.

You are getting closer to finishing this course! Do you need a boost to jump in and finish Module 4? The following video just might be the one to keep you walking toward your goal, to keep you working toward your degree, to keep you moving toward top effectiveness and efficiency on the job you have promised to do.

Keep walking, everyone. We are almost there.

Sign up for more like this.