He provides both facts as well as assumptions about why things have occurred within this large generation of people. His main sources of evidence include: personal assumptions, generalizations, facts, statistics, percentages, and prior life knowledge. He backs up his own assumptions with statistics by stating such things as “85% of hiring managers and human-resource executives said they feel that millennial have a stronger sense of entitlement than older workers.” He continues on to bring evidence to the idea that people within the millennial generation have a lack of loyalty to a company by stating “about 44% would renege on a job acceptance commitment if a better one came along.” Also, “about two thirds of the millennials said they would likely ‘surf’ from one job to the next.” Although a lot of his assumptions about the millennial generations are hard to argue, the real reliability within this article is within the statistics and quotations. Although he does make strong points with his own observations and understanding of the multiple generations his real reliability resides outside of himself. His use of quotes from other well known sources help back up his arguments in his most persuasive way.
She was assigned to another co-worker to train her). The fourth and final strategy is networking. Presently, companies are providing opportunities for their employees to interact with their co-workers to get advice and give advice about how they can do their job better, and they are also setting up groups that will enable employees to come together; to share their ideas, and their ideas. At one point this had become a problem, because it had created a distraction (Building and Maintaining a Diverse and High Quality Workforce,
Week One During the first week of our studies, the team members learned multiple facets of organizational communication. The team learned different theories concerning personalities and employee interactions. The equity theory is an important factor to determine the reaction of individuals for different situations such as pay, promotions, and tenure. The team learned that matching individual’s personalities with jobs could be a challenging endeavor and personality tests could indicate the individual may not have the proper personality for his or her current job position. We learned that management members might consider not using tests to determine individual’s personalities, because sometimes only judgments on the individual’s abilities indicate stronger personality traits then personality tests.
Abstract The American economy is driven by business and industry and the ability to create jobs. As technology advances, demographics change, and globalization occur it is of the utmost importance for America’s business and industry to examine their workforce needs. Businesses will need to ask themselves important questions regarding how they will keep up with current technologies, train existing employees, find and hire new employees that meet their needs - both educationally and technically - and continue to keep up with worldwide fluctuations that occur within their trades. One of the major realities facing business and industry is the shortage of a high-skilled, well educated workforce. America could face losing many more jobs.
What specific strategies would you recommend, and how would you promote them at Premier? I think that the primary issue with work/life balance at Premier Publishing is the ability to have a more flexible work schedule and to work from home. Every former Cybooks employee that we have heard from has had the same concern. This gives them a negative image of Premier because they think that the company does not trust its employees. Premier needs to realize that by moving into the technology segment, they are acquiring a new breed of employees, how crave the ability to have creative freedom, which means that they need to be able to work at the times that are most suitable for them.
REFERENCE: Alsop, Ron. (2008, October 21) The ‘Trophy Kids’ Go to Work. The Wall Street Journal. Retrieved from http://www.WSJ.com POINT: The main idea for this article is employers worry that the millennial generation has conceited attitudes and behaviors towards the workforce. To start, millennials’ seem to demand too much too soon and feel superior over other generations.
UNIVERSITY OF PHOENIX | Case Study: Captain Edith Strong | | | Matthew Kramer | 8/8/2014 | | People in today’s workplace no matter where that is need to feel appreciated and wanted. This is no different in a police force where the work its self is highly strenuous and time consuming. If employees are not made to feel like they are appreciated or doing a good job then morale and work effort will suffer as a result. In a philosophical approach Captain Strong needs to get the pulse of the department if you will. Meaning she needs to find out what the problems are and their root and find a way to be able to at least come to a happy medium with everyone on the issues.
This would also be a good time to cover all policies and procedures for each new employee. If there are any new employees that need additional training the company should be willing to make that available in the future this also will ensure that the company is providing good quality services to the customer. Some of this training can come from outside sources but, it can also come for inside sources form some of the senior employees. Write three questions for a structured interview form that Ron Brown’s service managers can use to interview experienced technicians. 1.
Human Resources are a major aspect to every business. Management's presentation in human resources will say whether or not a business will be flourishing in the long run by recruiting with the right people for the right positions. A lot of businesses and their managers undergo the pressure to be completely staffed and take on people without actually evaluating their potential for quality effort as well as being a good fit for the atmosphere the managers desire the workplace to have. ACC has experienced employment issues in recent times since they are devoted to maintaining a definite standard of quality when offering a spot to a new member of staff and are reluctant to just settling for the regular. Managers at ACC have to cautiously examine their respective workers and decide if they require the need for extra people and if they do the managers have to estimate the different personalities they manage and what type of personality would fill the open spot effectively.
In doing so this would eliminate the staff shortage and possibly the high turnover by showing the employees they matter and are needed. The owner could also implement an employee recognition program, such as employee of the month with a plaque in the lobby and those employees who have earned employee of the month displayed and also receive a day off in that same month. Employees have the need to feel valued and appreciated in the workplace and in applying incentives, rewards,