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Job-Hazard Analysis Paper

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This time will allow an ample opportunity for Vasquez to complete the job-hazard analysis, Stephens to deliver an improved performance management system and compelling reasons why training should not be discontinued or eliminated altogether, and for Wilson and Stephens to collaborate on drafting a proposal for updating departmental training and policies.
Additional actions that must be considered are to; request a meeting with specific employees that have been personally harmed by the activities of the company and discuss amicable solutions; meet with any employees that have filed false worker’s compensation claims and sternly advise that reprimands are forthcoming and lastly, request a meeting with all members of the sales department that …show more content…
It will important to relay that every member must commit to capitalize on the change initiatives that aligns employee involvement with the objects of the new strategies and produces high morale. Mitchell, Obeidat, and Bray (2013) assert, “This alignment necessitates the design and implementation of HR policies and practices that enhance productivity and develop human resource–related organizational capabilities (Ulrich, 1997; Ulrich & Lake, 1990). Further recommendations are as follows;
1. Outsourcing training must be eliminated (cost effective reasons) and new in-house training must be implemented with management’s formal commitment to attend and apply new management techniques to their departments.
2. The merit based bonus plan and broad banning pay system needs to be removed and replaced with a “pay for performance plan.” (Specifically geared towards sales and new quota …show more content…
Maintain hiring freeze, but not act on downsizing immediately and allow a specific timeframe to assess if new strategies and changes are producing positive results and are aligning with the goals and objectives of the company. Cascio (2009) advises that, “for the bottom line, research indicates that companies with very deep layoffs underperform the market by as much as eight percent over the ensuing three years” (p. 2).
8. HR to begin a strong collaboration with all five functional areas to align all programs in each department that positions each area as an effective, supportive asset to the outcomes essential in motivating PAC Resources success.
Mellow (2014) offers, “when training, performance measurement, and compensation are administered separately and not integrated within a larger, integrative HR strategy, there is less chance of that appropriate and necessary reinforcement” (p. 397). Even though many more strategic recommendations are available, which would add a few more pages to this document, the more pressing and immediate recommendations have been

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