HRM 635 Leveraging Human Capital GCU
Sample Answer for HRM 635 Leveraging Human Capital GCU Included After Question
Assessment Description
Throughout this course, you have analyzed your current work environment to identify the acquiring, developing, and training practices. Employees are the biggest asset and contribute to the culture and overall performance of the organization. This project requires you to determine how to leverage the human capital within your organization. Use the research you have complied throughout this course to determine how to appropriately develop and motivate your employees.
Develop a written proposal (1,000-1,250 words), discussing performance indicators, rewards and incentives, and a plan for motivating employees. Your proposal must include the following:
- Describe tasks and performance indicators that contribute to the overall employee performance on the job.
- How will you identify an employee’s strengths and skills to leverage their performance?
- Develop strategies to improve employee performance. How will you provide employees with rewards and incentives for performance improvement?
- How will you integrate rewards and incentives to remain competitive in the marketplace and recruit and retain the employees?
- Describe a vision for the overall culture you aspire to develop in your organization, relative to the employees being the biggest asset.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center.
This assignment uses a rubric. Review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.
A Sample Answer For the Assignment: HRM 635 Leveraging Human Capital GCU
Title: HRM 635 Leveraging Human Capital GCU
Section 1- Introduction
Human capital is defined as specific employee traits that can ensure success of a business. Often, human capital forms the greatest asset in any organization. Therefore, leveraging human capital is a vital requirement for a success of a company. Amply, leveraging human capital characterizes a growing trend in the contemporary society where organizations creates more emphasis on human capital, right from initiating basic measurement of the efficiency of all aspects from training initiatives to employee engagement (Aryee, Walumbwa, Seidu & Otaye, 2016). Essentially, after getting the best talents, the role of leveraging employees is to keep and inspire them to achieve great things with the ultimate goal of connecting employee’s performance to workplace outcomes. It is against this backdrop that this paper seeks to delve into leveraging human capital in the present organization, particularly for the critical care nurses including the Emergency Department (ED) nurses and the Intensive Care Unit (ICU) nurses. To achieve this objective, the paper will explore specific areas including an evaluation of the current employee status, reward and motivation strategies, leveraging on the strengths of the employees, description of the organizational culture, and rewards and incentives to ensure employees remain competitive.
Section 2- Job Performance & Evaluation
Critical care nurses are tasked with various responsibilities of caring for critically ill patients who are at high risk of life-threatening conditions. Their roles include examining the conditions of the patients, evaluating patient’s conditions closely and planning and executing care plans for the patient, playing the role of advocate between the patient and their family, providing education to patient and their family, and collaborating with other critical care team members. Moreover, the critical care nurses also have vital responsibilities towards patients such as provision of advanced life support, helping physicians in conducting procedures, ordering diagnostic tests, responding to life-saving incidences through application of nursing standards and treatment protocols, and ensuring proper functioning of medical equipment such as monitors and ventilators. Besides, some critical care nurses act as administrators, case managers, and policy makers.
To determine the overall performance of critical care nurses, various performance indicators are used to gauge the effectiveness of the nurses in the organization. Some of the performances indicators that contribute to the overall job performance include reduction in the cases of readmission of ICU and ED patients with unplanned readmission to ICU within a period of 72 hours following discharge, elimination of avoidable days in the ICU that ranges from four hours after discharge is given, reduction in ICU mortality number, reduction in hospital mortality number, especially the patients who die after being discharged from ICU during the same hospitalization, reduction in ICU length of stay, and patient and family satisfaction rate.
Section 3- Reward & Encouragement Strategies
Essentially, critical care nurses’ work is demanding and characterized by significant emotional burden owing various factors such as making life and death decisions to patients, high number of patients, and witnessing patients facing untold pain and suffering (Laerkner, Egerod & Hansen, 2015). As such, it is imperative to reward these nurses and keep them motivated. Developing inspired critical care nurses requires that managers should each nurse an individual, empower them, and offer proper reward system. Consequently, the critical care nurses can be rewarded by both monetary and non-monetary incentives (Greene, 2018). The monetary incentives may include bonuses, shopping voucher, and a fair and equitable handout rewards to demonstrate gratitude for their exceptional job performance. On the other hand, the nurses can also be rewarded by non-monetary incentives. The incentives may include celebrating with them their successes frequently, routinely giving the appreciation notes such as “thank you” notes, hand out movie tickets, displaying their achievement on banners, and asking the staff to join in celebrating a particular person some specific achievement. Essentially, rewarding and appreciating critical care nurses for their achievement ensures they are kept motivated and help in developing a feeling of being valued and belonging to the organization.
As already established, critical care nurses face many challenges such as working without break, burnout, and compassion fatigue that often result in negative attitude, feeling hopeless, stress and anxiety, and sleep issues. Therefore, nurses can be supported during difficult times by ensuring that the hospital managers create a positive working environment, committed towards empowering them, ensure nurses have the opportunity to identify their challenges and facilitate their participation in solving such problems, and providing training programs to nurses to develop problem solving and coping techniques for the challenges.
Section 4- Levering on Employee Strengths
In an attempt to leverage on employee assets in the organization, the best strategies to use is to help the critical care nurses to identify, understand, and routinely utilize their outstanding skills to ensure they remain more inspired, engaged, and productive. These strategies can also help the nurses to stay on point during working periods that are often characterized by heavy and demanding tasks. On the other hand, the strengths of the critical care nurses can be identified by actively listening and paying attention to their job aspects and their individual lives including the things they like and enjoy and they ones they do not like or enjoy. The organization can facilitate this process by using a leadership approach of StrengthsFinder to help in gaining an in-depth understanding of the leaders and the employees (Janke et al., 2015). Essentially, good leaders acknowledge their strengths and invest in the strengths of others to establish a team of employees with impeccable strengths capable of realizing specific needs of the organization.
Essentially, focusing on these strengths is one of the ways to better the performance and skills of individual nurse. An effective leader should always look at the strengths of the employees and not flaws to make the employees make the most of their talents and skills, while ignoring the urge to help employees correct their weaknesses (Sorenson, 2014). Moreover, focusing on the positive side of employees is crucial in enhancing the confidence, hope, and productivity of the employees. In addition, staying passionate is also crucial in betterment of performance and skills of the critical care nurses by triggering them to notice the bigger picture and to be critical and creative in their work approach. Finally, leaders can also better the performance and skills of individual nurses by being flexible and visionary, sharing the visions, and putting the employees first.
Section 5- Culture Within the Organization
The vision for the overall culture I aspire to develop in the organization is to be honest, compassionate, and impactful healthcare organization that is known globally within the health care industry for provision of maximum health across the lifespan the customers we serve. The healthcare setting will be committed to become the leader in delivering value-based care to patients and to pride itself as the most trusted health care partner.
Section 6- Rewards & Incentive to Remain Competitive
Presently, there is a great concern that baby boomers will mostly retire in the next five to seven years, thus, creating workforce crisis that will bring challenging times that will force organizations to take radical steps to ensure they have best talents in the organizations. Consequently, for organizations to remain competitive, they need to robustly pursue talent to enhance productivity and profitability, while also leveraging human capital to ensure a competitive advantage. To address this challenge, therefore, the present health care organization ought to devise a clear and convincing strategy for implementation of reward or compensation system such as rewards and incentive plan attract, retain, and inspire top talents. The reward and incentives may include benefits, total compensation, work-life balance, and training for career development and individual growth opportunities.
Essentially, the rewards and incentives will ensure the organization remain competitive in the market by ensuring the top talents are identified, attracted, and motivated, thus, leading to an overall employee engagement. It is undoubted that companies that effectively engage employees tend to realize organizational goals and achieving their visions, missions, strategic goals, and values (Waqas & Saleem, 2014). The present organization will, therefore, strive to formulate a reward system that aligns with health care industry, cost considerations, and the life cycle of the organization to ensure the establishment and implementation of the right program to realize retention of the best behaviors necessary in achieving the needed business results, which eventually help in maintaining competitive advantage. Moreover, rewards and incentives can also help in appealing to employees by making them believe they are valued and appreciated.
References
Aryee, S., Walumbwa, F. O., Seidu, E. Y., & Otaye, L. E. (2016). Developing and leveraging human capital resource to promote service quality: Testing a theory of performance. Journal of management, 42(2), 480-499.
Greene, R. J. (2018). Rewarding performance: Guiding principles; custom strategies. Routledge.
Janke, K. K., Farris, K. B., Kelley, K. A., Marshall, V. D., Plake, K. S., Scott, S. A., & Yee, G. C. (2015). StrengthsFinder signature themes of talent in doctor of pharmacy students in five Midwestern pharmacy schools. American journal of pharmaceutical education, 79(4), 49.
Laerkner, E., Egerod, I., & Hansen, H. P. (2015). Nurses’ experiences of caring for critically ill, non-sedated, mechanically ventilated patients in the intensive care unit: A qualitative study. Intensive and Critical Care Nursing, 31(4), 196-204.
Sorenson, S. (2014). How employees’ strengths make your company stronger. Gallup Business Journal.
Waqas, Z., & Saleem, S. (2014). The effect of monetary and non-monetary rewards on employee engagement and firm performance. European Journal of Business and Management, 6(31), 73-82.
HRM 635 Leveraging Human Capital GCU
Rubric Criteria
Total110 points
Criterion | 1. Unsatisfactory | 2. Less than Satisfactory | 3. Satisfactory | 4. Good | 5. Excellent |
Integration of Rewards and Incentives to Remain Competitive
Integration of Rewards and Incentives to Remain Competitive |
0 points
The written proposal does not include a description of the integration of rewards and incentives to remain competitive. |
12.21 points
The written proposal includes a thorough description of the integration of rewards and incentives to remain competitive in the marketplace and recruit and retain employees. |
13.04 points
The written proposal includes a vague description of the integration of rewards and incentives to remain competitive in the marketplace and recruit and retain employees. |
14.36 points
The written proposal includes an appropriate description of the integration of rewards and incentives to remain competitive in the marketplace and recruit and retain employees. |
16.5 points
The written proposal includes a clear description of the integration of rewards and incentives to remain competitive in the marketplace and recruit and retain employees. |
Documentation of Sources
Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style) |
0 points
Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors. |
4.07 points
Sources are not documented. |
4.35 points
Sources are documented, as appropriate to assignment and style, although some formatting errors may be present. |
4.79 points
Sources are documented, as appropriate to assignment and style, and format is mostly correct. |
5.5 points
Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error. |
Paper Format (use of appropriate style for the major and assignment)
Paper Format (use of appropriate style for the major and assignment) |
0 points
Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent. |
4.07 points
Template is not used appropriately or documentation format is rarely followed correctly. |
4.35 points
Appropriate template is used. Formatting is correct, although some minor errors may be present. |
4.79 points
Appropriate template is fully used. There are virtually no errors in formatting style. |
5.5 points
All format elements are correct. |
Culture Within the Organization
Culture Within the Organization |
0 points
The written proposal does not include a description of the culture within the organization. |
8.14 points
The written proposal includes a description of the culture within the organization but is incomplete or lacks details. |
8.69 points
There is some description of the aspired culture within the organization relative to the employees being the biggest asset. |
9.57 points
There is a detailed description of the aspired culture within the organization relative to the employees being the biggest asset. |
11 points
There is a well-developed description of the aspired culture within the organization relative to the employees being the biggest asset. |
Strategies to Improve Performance
Strategies to Improve Performance |
0 points
The written proposal does not include strategies to improve employee performance. |
12.21 points
The written proposal includes strategies to improve employee performance but they are incomplete or lack details. |
13.04 points
The written proposal includes a detailed description of strategies to improve employee performance and adequately discusses rewards and incentives for performance improvement. |
14.36 points
The written proposal includes strategies to improve employee performance and discusses rewards and incentives for performance improvement. |
16.5 points
The written proposal includes a comprehensive description of strategies to improve employee performance and thoroughly discusses rewards and incentives for performance improvement. |
Tasks and Performance Indicators
Tasks and Performance Indicators |
0 points
A description of the tasks and performance indicators that contribute to the overall employee performance is included but is incomplete or lacks details. |
12.21 points
The written proposal does not include a description of tasks and performance indicators. |
13.04 points
A description of the tasks and performance indicators that contribute to the overall employee performance is included and minimally describes the tasks and performance of employees. |
14.36 points
A clear description of the tasks and performance indicators that contribute to the overall employee performance is included. |
16.5 points
A comprehensive description of the tasks and performance indicators that contribute to the overall employee performance is included. |
Mechanics of Writing (includes spelling, punctuation, grammar, language use)
Mechanics of Writing (includes spelling, punctuation, grammar, language use) |
0 points
Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is used. |
4.07 points
Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied. |
4.35 points
Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed. |
4.79 points
Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech. |
5.5 points
Writer is clearly in command of standard, written, academic English. |
Thesis Development and Purpose
Thesis Development and Purpose |
0 points
Thesis is insufficiently developed or vague. Purpose is not clear. |
5.7 points
Paper lacks any discernible overall purpose or organizing claim. |
6.08 points
Thesis is apparent and appropriate to purpose. |
6.7 points
Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear. |
7.7 points
Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose. |
Argument Logic and Construction
Argument Logic and Construction |
0 points
Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources. |
6.51 points
Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility. |
6.95 points
Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis. |
7.66 points
Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative. |
8.8 points
Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative. |
Identifying Employee Strengths and Skills to Leverage Performance
Identifying Employee Strengths and Skills to Leverage Performance |
0 points
The written proposal does not include leveraging on human capital. |
12.21 points
The written proposal includes a description of leveraging on employee strengths and skills but the description is incomplete or lacks details. |
13.04 points
There is some description of leveraging on employee strengths and skills to improve performance. |
14.36 points
There is a detailed description of leveraging on employee strengths and skills to improve performance. |
16.5 points
There is a well-developed description of leveraging on employee strengths and skills to improve performance. |
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Grading Rubric
Performance Category | 100% or highest level of performance
100% 16 points |
Very good or high level of performance
88% 14 points |
Acceptable level of performance
81% 13 points |
Inadequate demonstration of expectations
68% 11 points |
Deficient level of performance
56% 9 points
|
Failing level
of performance 55% or less 0 points |
Total Points Possible= 50 | 16 Points | 14 Points | 13 Points | 11 Points | 9 Points | 0 Points |
Scholarliness
Demonstrates achievement of scholarly inquiry for professional and academic topics. |
Presentation of information was exceptional and included all of the following elements:
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Presentation of information was good, but was superficial in places and included all of the following elements:
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Presentation of information was minimally demonstrated in all of the following elements:
|
Presentation of information is unsatisfactory in one of the following elements:
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Presentation of information is unsatisfactory in two of the following elements:
|
Presentation of information is unsatisfactory in three or more of the following elements
|
16 Points | 14 Points | 13 Points | 11 Points | 9 Points | 0 Points | |
Application of Course Knowledge
Demonstrate the ability to analyze and apply principles, knowledge and information learned in the outside readings and relate them to real-life professional situations |
Presentation of information was exceptional and included all of the following elements:
|
Presentation of information was good, but was superficial in places and included all of the following elements:
|
Presentation of information was minimally demonstrated in the all of the following elements:
|
Presentation of information is unsatisfactory in one of the following elements:
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Presentation of information is unsatisfactory in two of the following elements:
|
Presentation of information is unsatisfactory in three of the following elements
|
10 Points | 9 Points | 6 Points | 0 Points | |||
Interactive Dialogue
Initial post should be a minimum of 300 words (references do not count toward word count) The peer and instructor responses must be a minimum of 150 words each (references do not count toward word count) Responses are substantive and relate to the topic. |
Demonstrated all of the following:
|
Demonstrated 3 of the following:
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Demonstrated 2 of the following:
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Demonstrated 1 or less of the following:
|
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8 Points | 7 Points | 6 Points | 5 Points | 4 Points | 0 Points | |
Grammar, Syntax, APA
Points deducted for improper grammar, syntax and APA style of writing. The source of information is the APA Manual 6th Edition Error is defined to be a unique APA error. Same type of error is only counted as one error. |
The following was present:
AND
AND
|
The following was present:
AND/OR
AND/OR
|
The following was present:
AND/OR
AND/OR
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The following was present:
AND/OR
AND/OR
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The following was present:
AND/OR
AND/OR
AND/OR
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The following was present:
AND/OR
AND/OR
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0 Points Deducted | 5 Points Lost | |||||
Participation
Requirements |
Demonstrated the following:
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Failed to demonstrate the following:
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0 Points Lost | 5 Points Lost | |||||
Due Date Requirements | Demonstrated all of the following:
A minimum of one peer and one instructor responses are to be posted within the course no later than Sunday, 11:59 pm MT. |
Demonstrates one or less of the following.
A minimum of one peer and one instructor responses are to be posted within the course no later than Sunday, 11:59 pm MT. |
Also Read: HRM 635 Acquiring, Developing, and Leveraging Human Capital SYLLABUS