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Module 8 Signature Assignment

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Module 8 Signature Assignment

Introduction

Globalization, advanced technology, competitive pressures, and changing workforce, among other factors, have prompted business organizations and their employees to embrace and manage planned change (Stouten et al., 2018). Planned organizational change involve the intentional activities that move an company from its current state to a desired future state. Stouten et al. (2018) reveal that organizations today often find it challenging to make meaningful, sustainable changes. As such, proper planning must be done to ensure successful organizational change. This paper presents plans and strategies to be incorporated in the current organization. It begins by providing plan for employee performance appraisals in the customer service and accounting departments of the current organization. Further, it outlines how the managers’ performance will be measured. Further, strategies to train leaders to engage in diversity are discussed. Also, the paper includes strategies to impact the culture of the current organization, and innovative and future trends that will assist with plans and strategies to be incorporated. The paper also presents a brief discussion of one major challenge and one major opportunity anticipated with the new leadership once the two organizations merge and what must be done about the challenge and the opportunity to ensure success in the organization.

Plan for Employee Performance Appraisals

After the two organizations are merged, there will be a need to perform employee performance appraisals to assess the employees’ level of performance. The goal of performance appraisal in business organizations is to provide feedback to employees, allocate rewards, allow for employees’ self-development, and gather the information that can be used for managers’ personal decisions, such as to guide in developing training and development programs (Oyomikun, 2017). Managers from the two organizations will be expected to conduct employee performance appraisals quarterly. Before the managers start conducting employee performance appraisals, they will first be trained on how to go about it. The following plan will be used for training.

Setting training Goal

The first step will include setting the goal for training the managers. The goal of training managers in the accounting and customer service departments will be to enlighten them on how to perform employee performance appraisals so as to allow the new organization to recognize the achievement of its employee, their weaknesses, and future potential.

Training on appraisal methods

The managers will be trained on at least five most commonly used modern performance appraisal methods such as Management by Objectives, 360-Degree Feedback, and Assessment Center Method. During the training, managers will be informed about the benefits and challenges associated with each appraisal method. Also, they will be informed of the guidelines for implementing each performance appraisal method.

Explain Common Appraisal Mistakes

After training on the most effective appraisal methods, managers will be educated on the most common appraisal mistakes done by managers and how these mistakes can be avoided. Such mistakes include managers evaluating an employee favorable because they share similar cultural background instead of what the employee has accomplished. Other common errors include recency effects (rating employees based on what happened during the past evaluation) and central tendency (rating all employees in the middle).

Explaining Ways to Deliver Feedback After Assessment

After enlightening managers on the best performance appraisal methods and common appraisal mistakes and how to avoid them, managers will be trained on ways of delivering feedback to the employees. Managers will be encouraged to ensure that their feedback focuses mostly on the areas that need to be improved instead of dwelling on the positive side. According to Tahiri et al. (2020). An employee performance appraisal should focus mainly on areas that an employee needs to improve.

Explaining Post Appraisal Actions

Lastly, managers will be educated on the actions to be taken after performance appraisal. This may include the two types of corrective actions. One of the corrective actions includes putting out fires. This action is immediate and involves dealing predominantly with symptoms. Another corrective action entails delving into the causes of deviations between actual performance and standard performance and seeking to adjust the difference permanently. Among the most commonly used corrective actions that managers use to improve employee performance include coaching, training, and counseling.

After managers in the accounting and customer service departments are trained on how to conduct the appraisal, they will use the following employee performance appraisal plan to assess the performance of employees serving in these departments.

Establishing Performance Standards

The first step of employee performance appraisal will involve establishing performance standards. Managers from the accounting and customer care departments will be required to first determine the accomplishments, outputs, and skills to be evaluated. The performance standards will be determined from the job descriptions and job analyses.

Communicating the Established Performance Expectations to Employees

After establishing the performance standards, the managers will communicate these standards to their subordinates to inform them of what is required of them. Research reveals that failure to communicate performance standards to employees compounds the appraisal problem (Tersoo et al., 2018). Managers will be required to ensure that all of their subordinates understand the performance standards. The managers will also require employees to give their feedback on the set performance standards. The standards will be revised or modified based on the employees’ feedback.

Measure Actual Employee Performance

After the performance standards are agreed upon, the managers will perform the first actual appraisal after four months. Performance appraisals will be conducted quarterly for the new organization. During this stage, managers will assess the actual performance of the employees based on information obtained from different sources such as performance reports, personal observations, and weekly reports submitted by the employees to their managers.

Comparing the Actual Performance with the Established Standards

After measuring the employees’ actual performance, managers will compare the results with the standards established. Comparing employees’ actual performance and the set standards will allow the managers to identify any deviation between actual performance and standard performance.

Discussing the Appraisal with the Employee

During this stage, the managers will share and discuss the appraisal results with the employees. Discussing the results with the employees will allow employees to identify their strengths, weaknesses, and potential (Mwema & Gachunga, 2014). The manner in which the appraisal results are presented to the employees either positively or negatively impacts their future performance. Therefore, managers will be required to ensure effective communication is upheld.

Initiating a Corrective Action

This will be the last step of the appraisal. After the areas that need to be improved are identified during the discussion of the results with the employees, corrective action will be initiated to help employees improve their performance.

How the Managers Performance Will be Measured

The performance of managers in the accounting and customer service departments will be measured based on their ability to meet the reasonable and achievable goals and targets set for their departments. Often, organizations set targets and goals for various departments that align with the requirements set out in the job description. These goals and targets can be monthly, weekly, or daily. The expectations are that these goals and targets are met and exceeded for performance to be considered effective (Daoanis, 2012). This method of assessing the managers will be preferred since it will provide them with objective and easily identifiable clear targets.

The manager’s performance will be evaluated on a monthly basis since each department has monthly targets to met. If the departments will be found to have met and surpassed the set targets, the managers’ performance will be considered excellent. If the departments will have met at least half of the targets, the managers’ performance will be considered above average. If the department will not have met at least half of the set targets, the managers’ performance will be considered below average. A performance management process will be instigated for managers whose performance will continually be below average for more than six months. Lack of improvement may lead to termination of the working contract.

Strategies to Train Leaders to Engage Diversity

Merging the two organizations will lead to employees and managers from different backgrounds coming together to work under one department. This will increase diversity in the organization. Managers from the accounting and customer service departments will be required to manage this diversity to create and maintain a positive work environment that values the differences and similarities of the employees.

Various strategies will be used to train these managers to engage diversity in the organization. One of these strategies includes awareness training. The goal of the awareness diversity training strategy will be to give the managers an overview of the organization’s demographics (Cletus et al., 2018). Managers will be able to understand how diverse the workforce. Awareness training will also provide managers with gender, sexual orientation, race, racial minorities, and ethnicity information. It will also inform the managers about workplace equity, how it can be improved, and its benefits. Awareness training sessions will help shift managers’ mindsets and promote employees’ inclusivity, respect, and value.

Another strategy that will be used to train managers to engage in diversity will be skill-based diversity training. This strategy focuses on specific activities that workers at various levels within a workforce may take to practice inclusion skills, ensuring that all employees have practical skills that foster belonging (Treven & Treven, 2007). Skill-based training strategy will allow managers to gain the necessary skills and become proficient in handling diversity. It will also equip them with skills to foster a culture of inclusivity in their organizations.

Another strategy that will be used to train managers to engage in diversity is intermediate diversity training. This strategy will involve providing managers with the tools required for implementing change and creating an inclusive culture within the workplace. The strategy entails discussing personal behavior. Therefore, managers will discuss with the trainer about their personal behavior, and the trainer will help them identify how they can engage in diversity based on their personal attributes and behavior. An intermediate diversity training strategy will be ideal for helping managers in the accounting and customer service departments since it helps identify implicit biases and know how to deal with them, eradicates microaggressions, makes a working environment free of discrimination, and encourages team building and cross-cultural communication.

Strategies to Impact the Culture of the Current Organization

The HRM will be responsible for leading the upcoming change. The HRM will utilize various strategies to impact the culture of the current organization. Organizational culture refers to the values and beliefs of employees in an organization that influences their behavior and attitudes (Joseph & Kibera, 2019). Usually, HRM brings the company’s culture to the fore by reminding employees of the importance of acting in accordance with the organizational values. One of the strategies that human resource managers will adapt to lead the upcoming change is practicing what they preach. The HRM will act as the role models of the organization, embodying the values and the behaviors that the new organization will need to promote. Usually, things such as leaders acting against their own stated beliefs may negatively influence an organization’s culture. However, leaders setting a good example for the rest of the organization may be transformative in obtaining buy-in. Therefore, HRM is positioned to shape their organization’s culture in both unintentional and deliberate ways and must ensure that they serve as a good example to positively impact the current organization’s culture.

Another strategy that the HRM will use to impact the current organization’s culture is introducing a benefits package. The HRM will include a benefits package for employees in the new organization such as parental leave (including both paternity and maternity leave), financial wellness programs such as saving plans for employees, gender reassignment and transformation assistance, and flextime. The benefit package will directly impact the culture of the new organization since it will improve employee job satisfaction (Norbu & Wetprasit, 2021).

Also, the HRM will impact the current organization’s culture by keeping the managers on track. Since managers will be managing a large group of employees, it will be very easy for them to lose sight of how their decisions and behavior may affect the entire organization. As such, it will be the duty of the HRM to bring the organization’s culture to the fore by reminding managers of the different departments of the impact their decisions and choices have on employee commitment and morale and how crucial it is for the organization to act in accordance with its organizational culture.

Innovative and Future Trends that Will Assist with the Plans and Strategies to be Incorporated in the Current Organization

The previous sections have outlined various plans and strategies that will in incorporated into the new organization after the two organizations merge. One innovative and future trend that assists with the aforementioned plans and strategies to be incorporated into the new organization is embracing technology and analytics. Managers in the current organization will use emerging tools for performance appraisal to ensure effective performance appraisal. Analytics will also be used to predict and assess the effectiveness of the tools used for performance appraisal. Also, emerging technology will be used to facilitate the training of managers on how to perform performance appraisals. Online training of managers will be preferred since it will be convenient for managers due to their busy schedules. Mason (2020) reveals that online training is more accessible and convenient for employees compared to in-person training.

Also, analytics will be employed to assist with measuring managers’ performance based on their ability to meet and exceed the set goals and targets. Also, the training of the managers to engage with diversity will be made easier using technology since the training can be performed online, and managers will be able to get training materials right away through the computers. During the training, chatbots will allow managers to have an automated, personalized conversation with computers where they will be able to ask various questions concerning diversity and how it can be managed. Also, analytics will be used to examine the effectiveness of the strategies proposed to be used by the HRM to impact the culture of the current organization.

Major Challenge and Opportunity Anticipated With the Managers and What Must be Done

One major opportunity anticipated with the managers of the new organization is synergies. The concept of synergies suggests that the whole should be greater than the sum of its parts (1 + 1 = 3) (Holtström & Anderson, 2021). In other words, the combined value of the two organizations should be more than the value of each independent entity. In the context of this paper, synergies mean that when managers from the two organizations that merge work together, the managers should perform better than when the organizations are working independently. To ensure the success of the organizations, managers should promote teamwork and work collaboratively to ensure that their department meets the organizational goal.

One major challenge anticipated with managers in the new organization is cultural differences. Managers from the two merging organizations will have different cultures, which may pose a significant challenge to the managers as they try to integrate different cultures. To ensure organizational success, the organization must set a clear organizational culture that all employees must adhere to despite their individual cultures.

Conclusion

Overall, this paper presents a plan to be shared with current employees and managers of a finance company in corporate America that intends to merge with another organization as part of its organizational change. The process of employee performance appraisal in the new organization will involve establishing performance standards, communicating the standards to employees, measuring the actual employee performance, comparing the actual performance with the standard performance, discussing the appraisal results with the employees, and initiating a corrective action is the actual performance of employees is below the standard performance. Managers will also be trained on how to perform the appraisal. They will be enlightened on various things, including the different appraisal methods, common appraisal mistakes, ways of delivering appraisal feedback, and post-appraisal actions. The performance of managers will be measured by their ability to meet the goals and objectives set for their respective departments. Also, strategies to train leaders to engage in diversity will include awareness training, skill-based diversity training, and intermediate diversity training. The strategies to impact the current organization’s culture will include the introduction of an employee benefits package, HRM acting as role models, and HRM keeping the managers on track. Also, the current organization will embrace technology and analytics to assist with the effective implementation of plans and strategies for the new organization. The major challenge that will face managers is cultural differences, while the major opportunity for managers in the new organization is synergies.

References

Cletus, H. E., Mahmood, N. A., Umar, A., & Ibrahim, A. D. (2018). Prospects and challenges of workplace diversity in modern day organizations: A critical review. HOLISTICA–Journal of Business and Public Administration, 9(2), 35-52. 1. https://doi.org/10.2478/hjbpa-2018-0011Daoanis, L. E. (2012). Performance Appraisal System: It’s Implication to Employee Performance. International Journal of Economics and Management Sciences, 2(3), 55-62.

Holtström, J., & Anderson, H. (2021). Exploring and extending the synergy concept–a study of three acquisitions. Journal of business & industrial marketing, 36(13), 28-41. https://doi.org/10.1108/JBIM-09-2020-0420Joseph, O. O., & Kibera, F. (2019). Organizational culture and performance: Evidence from microfinance institutions in Kenya. SAGE open, 9(1), 1-11.https://doi.org/10.1177%2F2158244019835934Mason, M. E. (2020). Design and Delivery of Online Learning for Employees (Doctoral dissertation, Capella University).

Mwema, N. W., & Gachunga, H. G. (2014). The influence of performance appraisal on employee productivity in organizations: A case study of selected WHO offices in East Africa. International Journal of Social Sciences and Entrepreneurship, 1(11), 324-337.

Norbu, J., & Wetprasit, P. (2021). The study of job motivational factors and its influence on job satisfaction for hotel employees of Thimphu, Bhutan. Journal of Quality Assurance in Hospitality & Tourism, 22(2), 245-266. https://doi.org/10.1080/1528008X.2020.1769524Oyomikun, O. I. (2017). Effectiveness of Performance appraisal system and its effect on employee motivation. Nile Journal of Business and Economics, 5,15-39. http://dx.doi.org/10.20321/nilejbe.v3i5.88Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), 752-788. https://doi.org/10.5465/annals.2016.0095Tahiri, A., Kovaçi, I., & Krasniqi, A. (2020). Human Resource Management, Performance Management and Employee Performance Appraisal by SME Managers in Kosovo. Human Resource Management, 8(4), 288-298.

Tersoo, T. J., Hembadoon, D., & Ekeh, L. O. (2018). Effect of employee performance appraisal on organisational commitment in the banking sector in Benue State, Nigeria: A study of First Bank of Nigeria Plc. International Journal of Current Aspects in Human Resource Management, 1(2), 160-178.

Treven, S., & Treven, U. (2007). Training in diversity management. Journal of Diversity Management (JDM), 2(1), 29-36. https://doi.org/10.19030/jdm.v2i1.5003

Montgomery Cares Program

Student’s Name

Institution

Montgomery Cares Program

Enterprise Economic Model for Sustainability

Montgomery Cares program is one of the successful and leading programs in Montgomery County, Maryland. It was recognized as a center that offers, as well as provides basic health care to low-income, adult uninsured county tenants through monetary support to pubic-municipal clinics. Implementation and inception of the program began nine years ago in July 2005 with initial funding of 5 million US dollars. The funds accruing to the program, obtained from government grants and county allocations is scheduled for an annual increase to the operational cost of approximately 15 million dollars in FY 13. Interestingly, Health care services at the center are provided through Community Health Link, a system of not-for-profit community health care providers in Montgomery County, Maryland.

In the preceding years, the number of Patients being attended to at the Montgomery health care service has increased by 25.1 percent and total number of patient calls increased 12.0 Percent after the enactment of the health service program. Moreover, it is worth noting that growth in the total number of patients seen varied across Montgomery Cares clinics. For instance, in one of the clinics, there was a growth of more than 51 percent in the number of patients seen, while other two clinics had roughly uniform growth (Centers for Disease Control and Prevention, 2012). Nonetheless, there never misses an exception in the research, with merely one among seven to eight clinics, the number of ailing people visiting rose. Interestingly, this occurred at each of the Montgomery Cares clinics. On the other hand, enormous, factors other than Montgomery Cares contribute tremendously, to the growth in patients seen and in the number of patient visits. Consequently, it is evident that more work needs in order to straighten out the particular impact of Montgomery Cares.

Montgomery Cares Patients are largely minority women with substantial health care needs. The population distribution of the people around the vicinities of Montgomery Care is primarily a diverse one. That is, is mainly composed of the immigrant population; this is evident with about three quarter of patients, reporting that they are non-citizens of America, or were born outside the U.S. Hispanics represent the leading percentage of patients (59 percent), followed by blacks (9 percent) and Asians (7 percent). Nearly three-fourths of patients are women, and nearly half are parents of minor children (Centers for Disease Control and Prevention, 2012). Nearly half of patients are employed and work full-time. The majority of patients—nearly two-thirds—either have never had health cover or have been without cover for many years. Approximately half valued their health as either fair or poor and more than three-fourths showed signs of having lingering conditions (such as the different types diabetes or cardiac diseases), and more than a third reported two or more such illnesses. Hypertension and diabetes respectively affect at the very least one-quarter of the entire sample population of patients attending Montgomery Cares (Centers for Disease Control and Prevention, 2012).

On one hand, gaining access to Care is a task, but once there, satisfaction with care provided at Montgomery Cares Clinics is high. In one of the surveys conducted on appointment accessibility, it is evident that approximately, one in four potential patients is inept to get hold of reach a medical profession when doing all he or she can to call for an appointment (Business Group Health, 2012). Moreover, only 28.1 percent of potential patients whom their calls are received (and 21.1 percent of all callers) perhaps were able to obtain an appointment successfully. Among Montgomery cares patients, nearly 41 percent gave an account of poor service or encountered difficulty in contacting the clinic during business hours (Business Group Health, 2012).

Further, half of Montgomery Cares patients reported noteworthy difficulty gaining access to care and of those, one in four recounted that the inability to get finished on the phone was a significant obstacle to care (American Heart Association, 2013). In terms of gratification, respondents by large reported contentment with the care received at the clinic, with 75.1 percent reporting being satisfied or very satisfied with the care. In addition, satisfaction assessments were relatively high across an array of variables gauging diverse features of medical care and services, with semi- or more of patients answer back positively to the various categories (American Heart Association, 2013). Evidently, the more effectively care providers listened, the the most easy communication turned out to be for the provider. Moreover, the thoroughness of the exam highly depends on the established respect, patients are treated with and how much time the clinical care providers spent during a patient’s visit.

Case analysis: Diabetic Patients

Data collected and reported for diabetic Montgomery Cares patients is inadequate for measuring quality of care. Montgomery Cares clinics collect and record facts for diabetic patients in automated form (using a database system called “CVDEMS”). However, the data collected is incomplete. 30.1 percent of visits in patients’ hard copy medical records remain unrecorded in CVDEMS (American Heart Association, 2013). Almost half of patients had their medical record data linked to their smoking practices, but no such data existed in CVDEMS. Further, only one-quarter of patients who concluded the diabetes edification had that logged in both the electronic and hard copy medical record.

The assessment data provides a print of current Montgomery Cares clinics, the patients they attend to, as well as serve, and patients’ past ailments and experiences, and establish a reference point against which imminent changes can be paralleled (American Heart Association, 2013). The data also allude to steps clinics may need to emphasize and prioritize in order to help mold the efficacious advancement of Montgomery Cares, include the following:

One entails the improvement in patients’ access to a live vocal sound at the end of the receiver line. This is essential especially to psychiatric patients, who may need live conversations in order to improve on the cognitive abilities. Further, increasing the availability of appointment slots may have a multiplier effect to Montgomery economy. Employment induces personal development and this literally spiral down to the community.

On the other hand, working to minimize the time spent by patients waiting for medical attention is perhaps an essential consideration. Too many backlogs hinder efficiency and performance in an organization (American Heart Association, 2004). On another perspective, it is better off to identify patients’ needs such as language need in order to increase the accessibility of multilingual organizational staff and/or transcriber services. As such, this sharpens providers’ attention to potentially under-diagnosed conditions.

Finally, it would be prudent for medical providers to make whole and precise data collection a priority (American Heart Association, 2004). This perhaps may be expedited by the use of automated applications customized for medical settings, as well as the integration of medical experts proficient in information technology and its application. Coupled with this is the maintenance commitment to ensuring patients obtains guideline-appropriate defensive care and endorsed a care for chronic conditions (National Cervical Cancer Coalition, 2013).

References

American Heart Association. (2004). Why Blood Pressure Matters. Updated June 2012.

http://www.heart.org/HEARTORG/Conditions/HighBloodPressure/WhyBloodPressureM

atters/Why-Blood-Pressure-Matters_UCM_002051_Article.jsp

American Heart Association. Understanding Blood Pressure Readings. Updated March 1, 2013.

www.heart.org/HEARTORG/Conditions/HighBloodPressure/AboutHighBloodPressure/

Business Group Health. Evidence Statement Cervical Cancer Screening.

http://www.businessgrouphealth.org/benefitstopics/topics/purchasers/condition_specific/e

videncestatements/cervical cancer_es.pdf (June 7, 2012)

Centers for Disease Control and Prevention (CDC). (2012). National Diabetes Fact Sheet, 2011.

http://www.cdc.gov/diabetes/pubs/pdf/ndfs_2011.pdf (June 15, 2012)

Centers for Disease Control and Prevention (CDC). (2012). Diabetes Public Health Resource: Basics about Diabetes.

http://www.cdc.gov/diabetes/consumer/learn.htm (June 15, 2012)

National Cervical Cancer Coalition. (2013). Prevention. www.nccconline.org/index.php/prevention (June 5, 2013)

Understanding-Blood-Pressure-Readings_UCM_301764_Article.jsp (April 4, 2012)

National Cervical Cancer Coalition. (2013). Prevention. www.nccconline.org/index.php/prevention (June 5, 2013)

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Professor

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Capital punishment in the USA

Introduction

Capital punishment refers to the legal means of inflicting of death as a penalty. It has been applied since primeval times for an extensive diversity of offences. The opponents of capital punishment argue that legal executions infringe on the condemned person’s right to life. While the capital punishment proponents frequently attempt to contradict this argument, by emphasizing that, individuals convicted of capital offences have in essence, forfeited their alleged right to life (Batchelder 61). This paper posits to investigate whether the death sentence reduces the motivation to commit homicide and whether it is solid ultimatum to criminals in the U.S.

OVERVIEW OF CAPITAL PUNISHMENT IN THE U.S

In the U.S., capital punishment was introduced by European settlers particularly from Great Britain. The initial recorded execution in the U.S occurred in 1608, in Jamestown. The victim was George Kendall who was put to death on allegations of being a Spanish spy. In contemporary times, in the United States, prisoners placed on death row are normally executed by means of a lethal injection. It is essential to mention that, the U.S is among very few developed countries which still maintain capital punishment. Furthermore, it extremely few countries, which execute mentally sick persons, individuals with extremely low IQ, as well as juvenile criminals. Astonishingly, a huge percentage of individuals as well as the majority of conformist religious denominations in the U.S are pro-life on issues related to abortion and pro-death in regard to capital punishment. These people usually rationalize this position by alleging that they are fundamentally pro-innocent life (Beccaria 102).

As of the year 2010, fifteen states in the U.S had eliminated capital punishment, and nineteen have not refrained from executions since the year 2009. It is evident that, capital punishment is prevalent in the Southern states. In the year 2002, sixty one out of seventy one executions were performed in the Southern states. Away from the South, only California, Missouri, and Ohio had performed executions. Between the years, 1976, when capital punishment recommenced, until 2009, the U.S has witnessed 1,188 executions. This figure includes sixty six executions in 2001, seventy one executions in 2002, and sixty five executions in 2003. There were fifty nine executions in 2004, sixty executions in 2005, fifty three executions in 2006, forty two executions in 2007, thirty seven executions in 2008, and fifty two executions in 2009 (Bedau 65).

Deterrent Effects of Capital Punishment. In the U.S, the question as to whether capital punishment acts as a crime deterrent crime has been subject to debate for decades. The original participants in this debate were criminologists and psychologists. The research carried out by these criminologists and psychologists, was theoretical or founded on comparing crime patterns, in the states with, as well as, the states without capital punishment. On the other hand, since they did not employ multiple-regression statistical approaches, the analyses were not capable to make a distinction between the effects that capital punishment has on murder, from the effects of a diversity of other factors. Several studies allege that commutations, pardons, as well as exonerations, cause an increase in murder, while other studies argue that the time required to complete appeals abates the deterrent effect of execution (Batchelder 63).

There is emergence of new research on deterrence that has been declared as persuasive in academic journals and by outstanding jurists and scholars. Legal academics find the new deterrence proof to be impressive and powerful. They connect it with several decades of consistent data concerning the deterrent effects of capital punishment as the basis of their argument. Their argument holds that, given that capital punishment effectively deters murders, there is an ethical imperative to uncompromisingly prosecute capital offences. Several scholars concur, while finding the proof persuasive. On the other hand, some jurists disregard the apprehension concerning the potential execution of innocent people as executions are enforced in order to realize increased deterrent effects (Paul 3).

Topical studies that detach murders that are deemed as capital-eligible show no noteworthy change in the fullness of time in the rate of murders that are capital-eligible, notwithstanding the variations in the rate of execution. The computations in statistical models are repeatedly flawed. For instance, uncomplicated corrections for huge amounts of mislaid data generate estimates of the deterrent effect that are not different from chance. Employing alternating statistical models, models that explain the strong statistical relationship of murder rates in consecutive years, also generates results that demonstrate that changes in murder rates are statistically isolated to any degree of capital punishment. The studies may as well, irrationally inflate the deterrent effects of executions by disregarding the analyses in done in 1998, thus, not including later years whereby murders reduced, as did the executions. Other studies find the proof of deterrence extremely unstable and fragile, with deterrence estimates changing uncontrollably with the slightest modifications or adjustments either in statistical methods or measurement. Such volatility ought to signal prudence in causal inference, as well as in utilizing these data in informing policy decisions (Beccaria 105).

It is intricate to show categorically the non-existence or existence of any deterrence effect since correlations discovered, or not discovered, in statistical analysis do not entail causation. It is evident that, any individual who refrains from committing capital crimes, owing to a hypothetical deterrent effect of capital punishment, will by definition, on no account be captured in any statistic. This is regardless of the theory that the commencement of capital punishment ought to imply the resultant commencement of a deterrent effect, if any. This should generate a downward movement in crime numbers. The graph below demonstrates that the rates of murder in different states in the U.S that employ capital punishment are higher, compared with the rates in states that do not apply capital punishment.

(Paul 6).

According to the graph above, it is apparent that deterrence does not work. However, this can only be verified when capital punishment ceases to be applied for several years in the future. This would be an appropriate approach in the states that currently apply capital punishment. It would then be accurate to conclude that capital punishment has deterrent effects, in the event that the rates of murder rate following capital punishment abolition do not rise. However, the murder rates may fail to increase owing to other factors. The graph below portrays a different scenario:

(Bedau 65).

Disparities in Capital Punishment Application across States. There are immense disparities in capital punishment application across states. For instance, states differ extensively in their perceived definitions of capital offences, their incidence of imposing capital penalties, their incidence of executions, their execution methods, and the executions’ publicity. These essential disparities may affect the impact of deterrence States’ executions (Paul 7).

Disparities amongst States. An issue that depicts the necessity for a federalized capital punishment is the vast differences between States. Firstly, a number of States apply capital punishment while some other States do not. In the States that apply capital punishment, there are vast distinctions in the incidence of the application of capital punishment, differences in execution methods, and dissimilarity in the types of offences that are carry a punishment by death. In the States that apply the death sentence, there are distinctions by county as to how frequently they seek the death sentence. There was a case from Maryland that is principally alarming. In this case forum shopping was employed to seek the death sentence against Kevin Johns a Maryland defendant. It occurred that Johns murdered another inmate while on a bus transporting them across prisons. The bus travelled across four counties, thus, making it difficult for the authorities to establish where the crime took place. Prosecutors had the case tried in the Baltimore County since the death sentence was sought more in Baltimore County than in the other three counties. In a federalized capital punishment system, this type of forum shopping can be abolished. The federalized system would also place everybody in the country in an equivalent position in so far as the eligibility for capital punishment is concerned. This would mean that, defendants would not be sentenced to death, for their crimes for the reason that they live in the wrong States (Shepherd 12).

There are significant regional distinctions in the United States. Sixteen states do not allow capital punishment, and in eight of the states that allow capital punishment, have not performed an execution in twelve years or more. It is noteworthy that twenty-six of fifty three jurisdictions in the United States, fifty states, the Federal Government, the Military, and the District of Columbia, either do not apply capital punishment or have not performed an execution in over a decade. The majority of those States have not performed an execution, since capital punishment was re-established in 1976.  A few as twenty States performed an execution in 2010, and seven States performed more than one, principally in the South. The map below shows the States that apply capital punishment, and the States that do not apply capital punishment in the U.S.

Capital Punishment Map of the United States

(Batchelder 73).

State By State Depiction of Inmates on Death Row in the U.S

In the United States, the average duration of time an inmate may spend on death row is fifteen years. In the year 2009, of 3173 prisoners on death-row, 113 had been in prison for above twenty nine years. The diagram below shows the State by State depiction of inmates on death row in the U.S (Shepherd 22).

CONCLUSION

The question begs as to whether capital punishment can reduce the incentive to commit homicide and be a solid ultimatum to criminals. As it has been demonstrated in this paper, it is difficult to establish the fact one way or the other. Capital punishment is much more probable to act as a deterrent, in the event that the crime necessitates preparation and the potential criminal has adequate time to reflect on the likely consequences. On the other hand, where the offence is committed in ad hoc, there is no possibility that any penalty would act as a deterrent. In this regard, there is a spirited argument for ensuring that murder committed in such ad hoc circumstances not punished by death or for establishing degrees of murder. However, anti-death sentence activists constantly argue that, death cannot be a deterrent, and frequently site several studies based on American states to attest their point. In the opinion of this paper, capital punishment is a deterrent to reduce the incentive to commit homicide and can be a solid ultimatum to criminals.

Works Cited

Batchelder, N. Reasons to Abolish the Capital Punishment: Oklahoma Coalition to Eradicate the Death Sentence. Journal of Legal Studies, 14.8 (2011) pp. 61-73. Print.

Beccaria, C. Crimes & Punishments and Related Writings, Cambridge: Cambridge University Press. 2009. Print.

Bedau, H. Death Penalty in America: Contemporary Controversies, New York: Oxford University Press. 2011. Print.

Bosworth, M. Race & Punishment, Punishment and Society, 2.1 (2010) pp14–18. Print.

Paul, Z. Deterrence, State Executions, & the Incidence of Homicide. Applied Econ, 24.8 (2011) pp. 3-7. Print.

Shepherd, J. Executions, Deterrence, & the Characteristics of the Victim. Criminal Justice Studies, (2011) pp12- 22. Print.

ACCOUNTABLE CARE ORGANIZATION

Integrated health care association (IHA) is a national wide health organization that provides quality, improvement and accountability health care in California. IHA is a non-profit organization that has a mission to assemble other heath care organization to collaborate on health care issues. The association conducts regional and statewide programs that help to assist in promoting health care programs and projects.

P4P

Health care pay for performance rewards physicians, hospitals and providers with money and non-financial strategies based on their performance (Berenson, 2010). The financial aspects cover various issues such as quality of clinic, adoption of technology and experience of patients. The sponsors of payment of performance are government agencies, insurance plans and health care providers. Most of Payment for performance programs have demonstrated improvement of clinical quality and have encouraged health providers to use systems of clinical health. P4P programs that have encouraged use of efficiency and quality services have experienced the advantage of cost savings. In addition, P4P services have shown improvements in patients’ experience. However, there are inevitable consequences that arise because of P4P. These include avoidance of complains from patients and handling patients with more than one health condition. However, there is no evidence on the above complains.

Research has shown that P4P programs have initiated change in behavior and have engaged provides. This program has assisted in follow up of patients conditions and has encouraged providers to adopt technology in health care. The program has also encouraged providers in improvement of health care services and collaborative learning has reduced unwanted practices.

There are new medical devices that have assisted in health care improvement and reduced death rates. However, these devices have also increased cost in healthcare (Berenson, 2010). These new medical services that are used and specialty of procedures used add quality to the hospital and services provided by the medical practioners. They also encourage adoption of health care technology and improvement of heath care insurance plans. Quality and efficiency is marked by better data collection and high standard benchmark on the prices of equipment both locally and internationally. In addition, there in improved purchasing of hospital equipment with the collaboration of physicians and provision of best services in the hospital. Lastly, there is advanced methods of payments where the incentives of the physicians and hospitals are bundled together.

Episode Payment

There is growing interest world wide in method of medical care treatment in connection to heath care policies. There are proposes on whether payment should be done on basis of episode care instead of the individual test or population based care (Kocher &Sahni, 2010). Coming up with a single budget of free care that involves many providers might bring quality and efficiency problems in connection to the current payment method. This is because there is increased imbursement and increased services that need payment. Pricing methods that involves bundling of various components of services might bring issues of transparency to the consumers. It is therefore important for the teams to make informed choices on selection of the provider team. IHA is conducting bundling payment of the services offered in California. This demonstration begun with bundling payment for knee and hipbone replacement.

Efficiency Measurement

There is a national wide campaign in private and government-sponsored hospitals in measurement of efficiency and increasing transparency in use of resources and cost of medical services. This will improve the quality of medical services and enhance improvement in health care. California stakeholders have an opportunity to adopt standardized measures and ensure there is efficiency development by using a collaborative report (Lee, Casalino, Fisher, 2010). Using standardized procedures and transparency in the cost is a method of creating a balanced and fair comparison on the physician group in connection to P4P. Even though measurement of efficiency and transparency might result to apprehension to those who are measured, it is good strategy for ensuring affordability in health care programs. The main goal of P4P efficiency measurement program is for lowering medical cost without compromising the quality of medical health care. This can be achieved through the development of a reliable and valid set of efficiency measures and establishing a trusted process of data collection and analysis. In addition, it is convenient to collaborate with other heath care plans for provision of meaningful incentives for provision of efficient health care delivery.

Conclusion

Integrated health care association (IHA) is a national wide health organization that provides quality, improvement and accountability health care in California. Health care pay for performance rewards physicians, hospitals and providers with money and non-financial strategies based on their performance. Research has shown that P4P programs have initiated change in behavior and have engaged provides. There are new medical devices that have assisted in health care improvement and reduced death rates. However, these devices have also increased cost in healthcare. There is growing interest world wide in method of medical care treatment in connection to heath care policies. There is a national wide campaign in private and government-sponsored hospitals in measurement of efficiency and increasing transparency in use of resources and cost of medical services.

References

Berenson, R. A. (2010). Shared Savings Program for Accountable Care Organizations: A Bridge to Nowhere? American Journal of Managed Care, 16 (10), 721-726. Retrieved on March 2013 from,

<http://www.ajmc.com/media/pdf/AJMC_10oct_Berenson_721to726.pdf>

Kocher R. &Sahni N. R. (2010).Physicians versus Hospitals as Leaders of Accountable Care Organizations. New England Journal of Medicine, 363(27), 2579-2582. Retrieved on March 25 2013 from,

<http://www.nejm.org/doi/pdf/10.1056/NEJMp1011712>

Lee, T. H., Casalino, L. P., Fisher, E. S. &Wilensky, G. R. (2010).Creating Accountable Care Organizations.New England Journal of Medicine, 363 (15), e23. Retrieved on March 25 2013 from,

<http://www.nejm.org/doi/full/10.1056/NEJMp1009040 (video) or http://www.nejm.org/doi/media/10.1056/NEJMp1009040/NEJMp1009040.pdf>

Cannibalism Through Love

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Cannibalism Through Love

The book Perfume: the story of a murderer by Patrick Sūskind is one of its kind since it embodies a vice and a value. Both love and murder are put together, contrasted and compared and in fact with a closer look it seems like all is fine for Jean-Baptiste Grenouille to kill since he is just desperately looking for a scent from girls that he likes their scent. Cannibalism even though totally against the values of humanity and any moral principle of the time of the setting of the book is forgiven in the book when the population realizes that the young man was just desperately in love and this is mesmerizing because forgiveness and even the desire of the father of the girl to adopt jean are not expected. The final part of the novel is indeed difficult to interpret. The human beings in that time as depicted in the novel are caring and loving. However, a society that allows cannibalism and death in the name of love cannot be judged in a positive way. It is a confusing issue as death and love can never be reconciled.

Jean wants love and he does not get it. He seeks love through his special gift as a perfumer and tries to smell different girls whom he thinks are perfect for him. However, it does not end well because the more he tries to get the girls the more he continues killing. He develops an art of collecting the perfumes of girls that he likes after his first encounter that does not go so well. The first time he smells a girl who is a virgin across the city and tracks her down. He kills her in order to collect her scent and this proves to be difficult. Later he discovers another girl and tries to collect her scent as well and he kills her then holds her until the scent disappears. Finally, he realizes that he doesn’t have a scent and tries to make one for himself. These efforts are all geared towards being liked and making himself the superhuman in the human society. He wants to get attention and love but the methods he uses to attain this are very questionable. Therefore, the story of jean is a metaphor and it is a complicated one.

References

Süskind, P. (2001). Perfume: The story of a murderer. Vintage.

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Introduction

Capital punishment is an old punishment in which a person is punished for his or her crime with execution. Since the Babylonian era, death penalty laws have been in effect and several books and inscriptions make a mention of this practice. Despite education, democratic, technical, and other changes we have made as a society, this phenomenon persists even today in civilized countries such as the US. Indeed, America is the only advanced state that does not abolish the death penalty by death. Do we not display barbaric characteristics as a culture in maintaining this type of punishment? That’s what this paper talks for. The death penalty is an inhuman act precisely because the law should protect and not kill people. This paper starts out with a brief history of the US death penalty and addresses the cruel essence of and the abolishment of the death penaltyADDIN CSL_CITATION {“citationItems”:[{“id”:”ITEM-1″,”itemData”:{“ISSN”:”00389765″,”abstract”:”Cass Sunstein and Adrian Vermeule argue that, if recent empirical studies finding that capital punishment has a substantial deterrent effect are valid, consequentialists and deontologists alike should conclude that capital punishment is not merely morally permissible but actually morally required. While the empirical studies are highly suspect (as John Donohue and Justin Wolfers elaborate in a separate article in this Issue), this Article directly critiques Sunstein and Vermeule’s moral argument. Acknowledging that the government has special moral duties does not render inadequately deterred private murders the moral equivalent of government executions. Rather, executions constitute a distinctive moral wrong (purposeful as opposed to nonpurposeful killing) and a distinctive kind of injustice (unjustified punishment). Moreover, acceptance of “threshold”” deontology in no way requires a commitment to capital punishment even if substantial deterrence is proven. Rather

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According to the statement by Julianne C. and San Francisco, people consume products or services because the product or service provider might be consistent with their products. For instance, in the first statement, the narrator stops at the bakery quite often because the bakery is consistent with their star bread senorita recipe each time. It seems like they make excellent food products, including the bread, and also have good client service. This is vital in order to maintain a sale and prevent the client from leaving. It also creates trust, builds added value for the client, and guarantees customer satisfaction. Being consistent with the product or service production is a significant element in business.

In the second statement, it is evident that people buy products because they are cheap and affordable. Making quality products affordable for most people is a good start to attract more clients. Price is important to marketers because it represents marketers’ assessment of the value clients see in the product or service and are willing to pay for a product or service. The right price can positively influence sales and cash flow. Most of the time, lower prices will lead to higher sales volumes, which may make up for the lower profit margin. Selling quality products, for instance, sweet buttery bread at an affordable attracts more customers.

In the last statement, people like purchasing products that are fresh and of good quality. Most of them do not like those products that have stayed on the shelf for a long time. A fresh food product is an important part of a healthy diet. People like purchasing fresh products because they consider them to have vitamins, minerals, fiber, and nutrients that are essential for good health. Customer service also matters a lot. Customer service plays a major role in your business. Selling products with a friendly and smiley face builds trust.

SUSAN J. FRANKLIN

1555 Lake Woodlands Dr. Contact: +1 (573)-258-2584

s.franklin22@gmail.com

EDUCATION The University of Texas-Austin Masters in Arts Social Work 2/18- 6/19

Indiana University Bachelor of Science (Social Work) 9/12-12/16

EXPERIENCE High-Hope Community Mental Health Licensed Clinical Social Worker 10/19-04/21

Accomplishments:

Created 43 successful, timely discharge plans and 137 treatment plans

Helped the clinical manager to process documentation/intake for more than 50 clients

Helped provide interventions for caseloads totaling 23. Worked individually with all clients to come up with a list of personal goals with a 90% success rate.

Monroe County Home for Little Wanderers

Licensed Clinical Social Worker 08/18-09/19

Accomplishments:

Provided clients with round-the-clock crisis intervention services, plus an on-call basis

Successfully completed 20 assessments and designed more than ten treatments plans for clients.

Assigned counselor for 19 youth clients in foster and adoption care homes.

FELLOWSHIPS

-508013335

Alumni at Yale Young Global Scholars Yale Campus

Cohort 23 08/19

ADDITIONAL ACTIVITIES

-508015240

Volunteer 4x a month for American Cancer Society

Active Member, National Association of Social Workers

CERTIFICATIONS Emergency Medical Technician (EMT)

REFEREES

Jerry Scott

Manager

High-Hope Community Mental Health

Mobile: 1 (570)-110-0124

Email: jerryscott@yahoo.com

Module 4 Assignment Template

Peer-reviewed article: Madjd, A., Taylor, M. A., Shafiei Neek, L., Delavari, A., Malekzadeh, R., Macdonald, I. A., & Farshchi, H. R. (2016). Effect of weekly physical activity frequency on weight loss in healthy overweight and obese women attending a weight loss program: a randomized controlled trial. The American Journal of Clinical Nutrition, 104(5), 1202-1208. https://doi.org/10.3945/ajcn.116.136408PICO Question: Do weekly exercise sessions allow 40-50-year-old women to maintain weight loss better than biweekly exercise sessions?

PICO Question

P: 40-50-year-old women

I: Weekly exercise sessions

C: Biweekly exercise sessions

O: Better weight loss management

Search Terms

“Effect of weekly exercise sessions on weight loss in overweight and obese women.”

“Effect of weekly physical activity frequency on weight loss in overweight women.”

“Effects of weekly and biweekly exercise sessions on weight loss in obese women.”

Location within Article

P: Overweight and obese women

I: high-frequency physical activity

C: low-frequency physical activity

O: weight loss

Summary

For women aged 40 to 50 years, weight control is an important consideration. A scheduled weight control program is an important activity that helps maintain healthy body conditions. This article has described the effect of intensity and duration of physical activity on weight loss and maintenance. The authors sought to know the frequency of weekly exercise for weight control. The implications of total time and intensity of exercise have been studied, and the outcomes have shown that frequency of sessions in taking training has effects on weight loss but a big problem was noted where Lack of time is one barrier to weight control.

Women who have more frequent exercise sessions have more physical changes compared to those that have single weekly sessions. The study reveals that diet also affects weight loss. Those undertaking exercise sessions are encouraged to eat foods with low energy density to achieve satiety. After several exercises for the two groups, weekly and frequent participants, the study found a significant weight reduction in each group. However, those who train frequently were found to lose more weight. The study also concluded that dietary intervention has proved to cause weight loss.

Module 4 Case Assignment

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Module 4 Case Assignment

Introduction

Hiring the right staff is a challenging process that requires proper strategic human resource planning by the Human Resource Managers (HRM). In this assignment, I will present my plan for hiring two managers, including a manager for the accounting department and a manager for a customer services department in a finance company in corporate America. The chosen company offers consulting services to banks such as Citibank JP, BOA, Morgan Chase, and other financial organizations such as Goldman Sachs. The plan presents the types of management competencies that I will consider when hiring the two managers, the type of leadership theory that will best suit the organization, strategies that I will need to develop to facilitate successful communication between supervisors-to-subordinates, peer-to-peer, and other group dynamics in the organization, and strategies that I will need to promote motivation and job satisfaction of the hired employees. I will also provide personal insights on why I believe the proposed plan will assure success in the organization.

The Management Competencies to be Considered for the Two Management Positions

When hiring an employee for the accounting manager position, I will look for an individual who possesses delegation competency. Delegation competency involves allocating task responsibility to others to maximize individual employees’ effectiveness as well as the overall effectiveness of an organization. Since the three-member team serving in the accounting department like coming to the office and doing their thing and leaving, they require a manager who can delegate duties to each of the employees and monitor them to ensure the work is done to satisfaction before the employees leave the office. Another competency I will look for when hiring a manager for the accounting department is team-building skills. The three-member team is quiet and reserved and likes to come to work, do their stuff, and leave. As such, they have a higher likelihood of having poor teamwork skills. Therefore, they require a manager with effective team-building skills who will encourage them to work as a team and achieve the set targets.

When hiring a manager for the customer services department, I will look for a manager who possesses cultural competence. Cultural competence refers to an individual’s cultural awareness, cultural sensitivity or attitudes, and cultural knowledge and skills (Kaihlanen et al., 2019). Since the customer services department has a 5-member team of employees with diverse backgrounds, it is vital that their manager has cultural competence since this will allow the manager to understand his or her subordinates better. Also, when hiring the manager for the customer services department, I will look for a manager with interpersonal awareness competence. Interpersonal awareness is the ability to display a true understanding of yourself and others and is considered a vital skill for helping people get along with other people (Shek et al., 2015). Managers with interpersonal awareness will be able to understand their thoughts and feelings as well as those of their subordinates, whom they possess different cultural beliefs. Additionally, when hiring a manager for the customer services department, I will look for a manager with the ability to motivate others. Since the 5-member team of employees serving in this department is outgoing, it will require a manager who can motivate them to work hard and meet the set standards and deadlines since contracts have deadlines that must be met.

The Leadership Theory that Best Suits the Organization

Based on the background of the employees under the new management, I believe transactional leadership theory will best suit the organization after the new managers are hired. Transactional leaders lead through exchanges, where they establish a cost-benefit economic relationship with their subordinates (Obeidat & Tarhini, 2016). Based on this leadership theory, rewards and punishments are contingent upon the performance of the subordinates, whereby subordinates are rewarded for good performance and receive a punishment when the performance is poor. The transactional leadership theory emphasizes the clarification of goals, standards, and task assignments. The theory comprises three key elements: management-by-exception active, contingent reward, and management-by-exception passive (Avolio & Yammarino, 2013).

The contingent reward is based on economic and emotional exchanges, role definition, and acknowledging and rewarding the desired outcome. In most cases, a contingent payment is a widely used method of motivating followers (Antonakis & House, 2013). Motivation is a key element required for employees under the new management since any change in an organization is associated with some challenges that must be overcome in order for an organization to grow and succeed. Motivating employees to implement the required changes is vital for my chosen Organization. Therefore, the contingent rewards provided will be useful for motivating employees under the new management. Management-by-exception active entails leaders keeping track of deviations from the set standards and providing corrective measures (Antonakis & House, 2013). Leaders who practice management-by-exception active behavior actively watch for their subordinates’ acts, mistakes, and errors. On the other hand, leaders who practice management by exception passive behavior await the deviation to take place before they intervene (Antonakis & House, 2013).

The transactional leadership theory will best suit the organization since it will create a sense of fairness in the organization. This will be achieved by employees comparing if they are rewarded fairly by the new management based on the work done. There can be no charges of favoritism when goals are set, and employees are rewarded when they meet and exceed the set goals. This is because there is proof to show that an employee has met and exceeded the stated goals and is eligible for payment. The employees under the new management are from diverse backgrounds; therefore, a feeling of discrimination may arise if an employee feels that they were not treated fairly by the manager, whom they might have cultural differences. Basing the employee performance on metrics rather than the leader’s opinion when rewarding them will also promote fairness among employees.

Strategies for Ensuring Successful Communication Between Group Dynamics in the Organization

One strategy that may need to be developed to ensure successful communications between supervisors and subordinates, and among peers is using online tools that improve communication. In this 21st century, various tools have been designed to improve communication in the workplace. The organization may need to use a business messaging app such as Google Chat. The use of Google Chats will allow for faster direct messages and group conversations which will help various group dynamics to securely connect with each other and collaborate efficiently from anywhere. Subordinates will be able to send and receive direct messages from their subordinates and peers in a faster way. The use of Google chats for group discussions will also allow employees to express their views and opinions freely to their peers and supervisors. Consequently, this will ensure successful communications.

Another strategy that will need to be developed to ensure successful communications in the organizations will be the creation of a communicative environment. Usually, it is an organizational setup that encourages and facilitates communication. To create a communicative environment, there is a need to survey and identify any barriers that may be preventing successful communication between supervisors-to-to subordinates and between peer-to-peer. Identifying these barriers and addressing them will help in ensuring successful communication between group dynamics.

Strategies For Ensuring Employee Motivation and Satisfaction

One of the strategies that will need to be developed to promote employee motivation and job satisfaction is the creation of incentives. Bareket-Bojmel et al.(2017) reveal that employees respond extremely well to tangible bonuses. The author further adds that in recognition of a group of individual performance, financial incentives such as gift cards and cash bonuses are highly motivational. As such, when cash bonuses are provided to the hired employees when their performance meets and exceeds the set targets, this will enhance the employees’ motivation. Also, when employees are rewarded, they will feel that their efforts are appreciated, and this will improve their satisfaction.

To assure employee motivation and job satisfaction, there will also be a need to provide career and educational development opportunities to the newly hired employees. Research reveals that employees are dedicated and more loyal to organizations that promote their individual growth (Imran & Tanveer, 2015). Therefore, providing career and educational development opportunities to newly hired employees will enhance their job motivation. Also, providing career development opportunities will allow the employees to reach higher levels of professionalism, thus increasing their job satisfaction.

Another strategy that will ensure employee motivation and job satisfaction is promoting the job security of the hired managers. Job security is a significant predictor of job satisfaction and motivation. According to Getahun and Chang (2019), when job security increases, job satisfaction is improved. When employees are satisfied, they are motivated to work towards meeting the set organizational goals.

Why the Plan will Assure Success in the Organization

I firmly believe the plan outlined above will assure success in the organization. One reason why this plan will assure success in the organization is that the competencies which will be considered during the selection of the managers to be hired will ensure effective managers are hired. Effective leadership and management contribute significantly toward organizational success. Thus, when effective managers are hired to lead the department, this will assure organizational success. Also, the leadership theory that has been proposed to best fit the organization assists in promoting fairness in the organization. Once employees feel that they are being treated fairly, this will increase their individual performance and contribute to the overall success of the organization. Furthermore, the proposed Plan will assure success in the organization since it outlines effective means of promoting effective communication and improving employee motivation and job satisfaction. When employees are committed to the organization, this contributes to the improved overall performance of the Organization.

Conclusion

In conclusion, this paper presents my plan for hiring two managers, including a manager for the accounting department and a manager for a customer services department in a finance company. The management competencies to be looked for when selecting the manager for the accounting department include delegation competency and team-building skills. On the other hand, when hiring a manager for the customer services department, I will look for a manager with cultural competence and interpersonal awareness. The leadership theory that best suits the Organization based on the background of employees under the new management is transactional leadership theory. This theory stipulates that rewards and punishments are contingent upon the performance of the subordinates. To ensure successful communication between various dynamic groups within the Organization, various strategies, including the use of online tools that improve communication and the creation of a communicative environment, will need to be developed. Also, the creation of incentives, provision of career and educational development opportunities, and promotion of job security will assist in assuring employee motivation and job satisfaction.

References

Antonakis, J., & House, R. J. (2013). The full-range leadership theory: The way forward. In Transformational and charismatic leadership: The road ahead 10th-anniversary edition. Emerald Group Publishing Limited. https://doi.org/10.1108/S1479-357120130000005006Bareket-Bojmel, L., Hochman, G., & Ariely, D. (2017). It’s (not) all about the Jacksons: Testing different types of short-term bonuses in the field. Journal of Management, 43(2), 534-554.

Getahun Asfaw, A., & Chang, C. C. (2019). The association between job insecurity and engagement of employees at work. Journal of workplace behavioral health, 34(2), 96-110. https://dx.doi.org/10.1080%2F15555240.2019.1600409Imran, M., & Tanveer, A. (2015). Impact of training & development on employees’ performance in banks of Pakistan. European journal of training and development studies, 3(1), 22-44.

Kaihlanen, A. M., Hietapakka, L., & Heponiemi, T. (2019). Increasing cultural awareness: a qualitative study of nurses’ perceptions about cultural competence training. BMC nursing, 18(1), 1-9.

Obeidat, B. Y., & Tarhini, A. (2016). A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance: A structural equation modeling approach. Journal of Management Development, 35(5), 681-705. https://doi.org/10.1108/JMD-09-2015-0134Shek, D. T., Yu, L., & Siu, A. M. (2015). Interpersonal competence and service leadership. International Journal on Disability and Human Development, 14(3), 265-274. https://doi.org/10.1515/ijdhd-2015-0407