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Papers On Human Resource Issues
Page 68 of 327

Designing A Performance Management And Incentive Plan
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This 10 page paper considers the development of a performance management and incentive plan for the field and corporate staff of a fictitious company. The plan has to balance team based and individual based rewards, to determine when there should be the use of cash and non cash incentives and show how this can be communicated and administered without adding to the overheads. The plan looks at a targeted profit share system as well team and individual assessment that are linked to wages or salary as well as non financial rewards such as recognition and attending events. The bibliography cites 4 sources.
Filename: TEincentivepr.rtf

Designing an EEOC Reporting System
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(5 pp). The major job of EEOC is to assist employees in being treated fairly in the workplace. Few if any can object to that idea, however the paper blizzard that flurries about that task, often seems to blur the concept. However it is reality that records must be kept. With that in mind, lets examine some of those needs and, see , if from them we might design a program, or at least outline one, which would assist with this necessary documentation. Wilco Construction wishes to assess the data it needs to develop an effective employee information data bank. . Bibliography lists 1 source.
Filename: BBeeoc.doc

Designing an EEOC Reporting System.
[ send me this paper ]
(5 pp). The major job of EEOC is to assist employees in being treated fairly in the workplace. Few if any can object to that idea, however the paper blizzard that flurries about that task, often seems to blur the concept. However it is reality that records must be kept. With that in mind, lets examine some of those needs and, see , if from them we might design a program, or at least outline one, which would assist with this necessary documentation. Wilco Construction wishes to assess the data it needs to develop an effective employee information data bank. Bibliography lists 1 source.
Filename: BBeeocR.doc

Designing and Developing Training in an Organization
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This 3 page paper discusses the need for training in diversity; how to develop training to address the need; how to deliver it and how to evaluate it. Bibliography lists 3 sources.
Filename: HVdivtrn.rtf

Designing and Managing Change in a Small Company to Increase Communication and Flexibility
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This 20 page paper considers the design and then implementation of change in a small service company. The business is growing and is being recognized as a firm for its’ professionalism and integrity. The staff compliment is about 35 people of varying skills, experience and expertise. The change needed is to increase communication, empower the employees, to increase innovation and develop a more flexible company that can react to market needs effectively. The paper starts by arguing the company should aim to become a learning organization and then look at the appropriate structure, in the case a lattice structure is appropriate, and finally explains how the change should be introduced and resistance overcome. The bibliography cites 15 sources.
Filename: TEdeschang.rtf

Designing for Diversity
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A 6 page paper consisting of slide contents and speaker notes for a 6-slide PowerPoint® presentation encouraging a young, growing company to establish and adopt commitment to diversity at the top management levels. Using Nestlé as an example – the Swiss company has only one Swiss board member – the presentation highlights the benefits of a more diverse workforce and management team, increasingly important in America now that we have surpassed population of 300 million. Bibliography lists 5 sources.
Filename: KShrDivFut.rtf

Desirable Practices in the Implementation of a New Technology System
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This 7 page paper examines the problems and pitfalls of changing systems in an organization. Attention to human resources—both technical and non-technical—is given. Bibliography lists 3 sources.
Filename: SA734tek.rtf

Determining Compensation According to Job Structure
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A 6 page paper discussing how to best approach devising a new compensation system for a small regional retail chain. It avoids the traditional and questionably relevant point system used for much of the past 50 years, dividing the retailer's employees instead into three basic groups. The first of these consists of management and technical administrative personnel. The second includes any employee with direct customer contact, including not only sales clerks but also administrative workers such as credit clerks. The third compensation group includes all workers needing neither specialized training nor a great deal of experience, and who do not have direct customer contact. Bibliography lists 5 sources.
Filename: KSpayStruc.wps

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