Legal Environment Of Business – Case Analysis Assignment – (Taylor V. Baseball Club Of Seattle, LP, 132 Wash.App. 32 (2006))

Case Analysis – 10 % –

Students must write a case analysis to an assigned case. The professor will hand out assignments in class and they will also be posted to Canvas during the first or second week of class and sent out via e-mail to your CWU group wise account e-mail.

NO PAPERS WILL BE ACCEPTED LATE. This assignment must be researched (you have to find the actual case) and attach it to your analysis.  This case analysis must be professionally written, in typewritten form. Research must be cited.

Two students will be assigned each case. Cases must be independently written.  This means that you and the other person assigned the same case must write your own individual, separate and different paper.

You must have a title page which identifies your name, date, class section (BUS 241.003) and the case name.  On the date that your case is due, it is due both in class as well as on line at the time class starts (7:40 a.m.)  Attached to your analysis must be a copy of the case that you researched yourself or the http site that I can click on without doing anything else.  Additionally and on a separate piece of paper( separate document when e-mailing) , please list your name, the and section number of the class (BUS 241.003), the case name researched and one substantive multiple choice question that can be answered during your presentation.    If there is no multiple choice question and answer attached, or it is not in the format requested, your paper will be reduced by 10 points and the question will not appear on the final.    A sample case will be provided via Canvas. The paper must be labeled with the following sections listed below.

Plagiarism is not acceptable and assignments with plagiarism will be given no credit.  Note: If there are more than 5 typographical errors (which include spelling, sentences without verbs etc.), the paper will receive a grade of a 60, regardless of content. In addition, the case analysis must include the title page (with name, Class section (i.e. Bus Law 241.003) and the following sections (please make sure they are labeled as such) :

1. Case Citation-The name of the case and where it can be found

2. Background of case- When and where the case took place- state, federal court plus the date of the case, criminal/civil.

3. The issue: The question(s) the court was being asked to answer

4. Facts of the Case- What actually happened

5. Procedure- History of the case, i.e. How the case worked through the court system. i.e., what happened at the trial court, what happened at the appellate court etc. Do not include what happened at the court that you are currently analyzing as this is the decision.

6. The decision of the case- What the court said that answered the question above in the issue

7. The rationale of the court- The reason behind the court’s decision

8. Your opinion as to whether the decision is correct or incorrect and why.

9. Your multiple choice question with answer as separate attachment.

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Test 3 HRMD 610: Part A. –Multiple Choice. 

Part A. –Multiple Choice. 


3. Jason could not develop the phone app for the customer because he never finished the training classes. Jason is an example of which type of problem employee?


a. Lacks motivation


b. Lacks ability


c. Rule breaker


d. Has problems




4. Steven was fired from his job after three years of good performance. His boss simply said that the organization was changing and did not need Steven’s work any longer. This type of firing is likely acceptable under the doctrine of __________.

a. employment variability

b. workplace monitoring

c. employment-at-will

d. orientation period



8. Allison found several job duties that were listed on her subordinate’s job description which are no longer part of the job. Also, the company recently updated its strategic plan. Based on the new plan, Allison will add some related job duties to her subordinate’s job and communicate with her subordinate about the changes.  Allison is engaged in ________.



a. performance appraisal

b. performance management

c. performance monitoring

d. performance planning




9. Top salesperson Carl noticed that the new salesperson, Brandon, was struggling to make sales. Carl told Brandon that learning sales was a process and made some suggestions for how Brandon could improve his sales techniques. Together, Carl and Brandon practiced the techniques and Brandon said he would start trying them out on clients. The two made an appointment to follow up on how the techniques were working in two weeks. Carl provided _________ to Brandon.



a. coaching

b. counseling

c. conduct training

d. discipline


12. Morgan is working on the compensation package for bank tellers. Bank customers like to see the same faces in the bank when they come in to talk about their money. Therefore, Morgan needs to find a way to reduce turnover among the tellers. Adopting a(n) _________ organizational philosophy on compensation might be a good idea.


a. below-the-market

b. at-the-market

c. pay for longevity

d. wage compression


13. If companies hire replacement workers:



a. it is illegal during any strike action.

b. during an economic strike, the company doesn’t have to lay off replacement workers to give the strikers their jobs back.

c. it’s OK any time, but the striking worker always has to be given their job back after the strike.

d. during an unfair labor practices strike, the company doesn’t have to lay off replacement workers to give the strikers their jobs back

e. during any strike, all employees can be permanently replaced.




16. At the beginning of the quarter, Marcus sat down with his manager and set three goals for the next three months. The achievement of each goal will depend on Marcus. No one else in his work group can affect the work toward the goal. Which advantage of individual incentives does this illustrate?


a. easy to evaluate employee’s effect on team

b. ability to match rewards to employee desires

c. promotes the link between performance and results

d. may motivate less productive employees to work harder



17. Mallory would like to attract better workers and enhance her organization’s employment brand. Adopting a(n) ________ organizational philosophy on compensation could help her achieve her goals.

a. at-the-market

b. above-the-market

c. pay for longevity

d. pay secrecy


18. One reason for re-evaluating social security is because

a. there have been changes in the lifespan of the retiree population.

b. congress did not intend the law to cover both men and women since men were primarily the wage earners when the law first passed in 1935.

c. the law was written to have a re-evaluation in the new millennium.

d. the global economy affected the value of the retirement dollar.






20. Under OSHA employees have a right to all of the following except:

A. to refuse to be interviewed by an inspector.

B. to have a company representative present during any interview.

C. to have working conditions free from unnecessary hazards.

D. to file a complaint about hazardous working conditions.

E. to report hazardous conditions to their supervisor.



Part B. – Short Answer.   Each question is worth 5 points.  Please do not exceed the sentence maximum response limits. 


1. You are writing an employee handbook for a manufacturing company with 50 employees. The company says it does not need any SDS forms or policies. What do you say?  6 sentence maximum response.


2. Discuss two differences between an HMO and a PPO?  6 sentence maximum response.  


3. Name two common problems with performance evaluations and provide one potential solution to each problem you identified? 6 sentence maximum response. 


4. Explain why an employer can limit an employee’s speech in the workplace.  5 sentence maximum response.


5. What is the difference between a lockout and a strike? 5 sentence maximum response.


6. You lost your job. Why would COBRA help you?  4 sentence maximum response.





Part C – Paragraph Short Answer.  This section is worth 30% of the test grade. This section must be cited by APA style, originally started as the biggest online bookstore, has become a household name by expanding rapidly in the retail market offering millions of movies, games, and music, electronics and other general merchandise categories, including apparel and accessories, auto parts, home furnishings, health and beauty aids, toys, and groceries. Shoppers can also download e-books, games, MP3s, and films to their computers or handheld devices, including Amazon’s own portable e-reader, the Kindle. Amazon also offers products and services, such as self-publishing, online advertising, e-commerce platform, hosting, and a co-branded credit card.

To keep this megastore running at a fast pace, Amazon hired 115,000 employees who generated $74 billion in 2013.  Target and Home Depot made a combined income of close to $74 billion in the same year yet employed more than 340,000 people between them in their retail stores.  Why does it take only one third of its competitors’ labor force to produce same the revenue? Like the other mega retailer Wal-Mart, Amazon has delivered creative business solutions to their own processes in order to continuously increase their operating effectiveness. However, their strategy focuses on enhancing the customer shopping experience and providing excellent customer service rather than providing the lowest priced products. In order to meet their customers’ needs, Amazon must deliver more speed and efficiency in its giant warehouse. They use more automated work-processes which reduce the company’s operational costs, as well increase labor efficiency and employee safety.

Quality of their warehouse labor has become the critical issue in the firm’s success and hence hiring and retaining the best, most suitable candidates for their manual labor positions is a key success factor.  That being said, Amazon’s turnover rate at these lowest ranked positions in the organization is high since Amazon lets go of its lowest-performing employees to make room for new, more appropriate candidates while promoting the very best.  To detect the lowest and top performing employees, Amazon initiated a performance evaluation system called the Organization and Leadership Review (OLR).

OLR actually has two main goals: first, is to find the future leaders and prepare them to be able to face the most challenging tasks presented in a fast paced work environment; and second, to determine the 10% of the employees who are the least effective and take necessary corrective action. OLRs take place twice a year to grant promotions and find the least effective employees.  Only the top-level managers attend this meeting where there could be two reasons why an employee’s name may be mentioned in them. Either the employee is being considered for a promotion the employee has asked for or the employee’s job at Amazon might be at stake.


OLRs start with the attendees reading the agenda of the meeting. Then supervisors suggest the most deserving subordinate’s name to be considered for the promotion. All executives in the room evaluate these suggestions which are then followed by a debate. Promotions are given at the end. During the process, instead of using hard data, executives tend to bring personal experiences by using anecdotes to evaluate the employees’ performance. Anyone in the meeting may deny a promotion therefore ambitious employees seeking a promotion should also be very friendly with their boss’ peers as well. If an employee’s supervisor cannot present him or her well enough, another’s favorite subordinate will get the promotion.


In terms of promotion, Amazon CEO Jeff Bezos expects the managers to set the performance bar quite high in order to allow only the most exceptional talent to progress. Promotions are protected by well-written promotion guidelines which focus on delivery, and impact, not on internal politics. People spend less time campaigning for their own promotions and top performers are heavily compensated based upon the quality of their work. Therefore only a few promotions are available each year and receiving positive feedback from an employee’s supervisor is quite rare. The approval the employee gets from his or her supervisor is not enough from the OLR to get a promotion; he/she will still have to ‘fight’ for the promotion and even if  granted the promotion may not occur immediately.






1.      How might rater bias, stereotyping and traits appraisal impact the accuracy of OLR? Could this be corrected? If so, how?


2.      Given the differing appraisal systems described in this chapter, which appraisal systems mostly closely resembles OLR?  Specifically discuss your response.


3.      Discuss at least one advantage and one disadvantages of having performance reviews like OLR, versus MBO, that are single way communication?



Read the “Zappos: Delivering Customer Satisfaction” case, located on page 475 of the textbook.

Read the “Zappos: Delivering Customer Satisfaction” case, located on page 475 of the textbook.

Write a four to six (4-6) page paper in which you:

  1. Analyze the manner in which Zappos’ leadership has fostered a culture of ethicalness in the company. Suggest two (2) actions that other companies can take in order to mimic this culture.
  2. Determine the major impacts that Zappos’ leadership and ethical practices philosophy have had on its stakeholders.
  3. Examine three (3) of the ethical challenges that Zappos faces. Recommend three (3) actions that Zappos’ leadership should take in order to address these ethical challenges.
  4. Evaluate the effectiveness of the core values in relation to developing a culture of ethicalness. Determine the manner in which the core values support the stakeholder’s perspective.
  5. Analyze the major ethical challenges that Zappos has faced. Determine whether or not you would have resolved these challenges differently than Zappos’ management. Provide a rationale for your response.
  6. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other similar Websites do not qualify as academic resources.

Your assignment must follow these formatting requirements:

  • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA


Zappos: Delivering Customer Satisfaction*


Can a company focused on happiness be successful? Zappos, an online retailer, is proving it can. The company’s revenue grew from $ 1.6 million in 2000 to $ 1.64 billion a decade later. Tony Hsieh, Zappos’ CEO says, “It’s a brand about happiness, whether to customers or employees or even vendors.” Zappos’ zany corporate culture and focus on customer satisfaction has made it both successful and a model for other companies.

This case examines how Zappos’ focus on stakeholder happiness contributed to its success. First, we examine the history of Zappos, its core values, and unique business model. Next, we analyze the company’s corporate culture and how it influences its relationships with employees, customers, the environment, and communities. We then look at some of the challenges the company faced and how it plans to move into the future.


Nick Swinmurn founded Zappos in 1999 after a fruitless day spent shopping for shoes in San Francisco. After looking online, Swinmurn decided to quit his job and start a shoe website that offered the best selection and best service. Originally called, the company started as a middleman, transferring orders between customers and suppliers but not holding any inventory (a “drop ship” strategy). The website was soon renamed Zappos, after the Spanish word for shoes (zapatos).

In 2000, entrepreneur Tony Hsieh became the company’s CEO. Hsieh, 26 at the time, was an early investor in Zappos, having made $ 265 million selling his startup company to Microsoft in 1998. Hsieh was not initially sold on the idea of an Internet shoe store, but he could not help but become involved. After becoming CEO, Hsieh made an unconventional decision to keep Zappos going, even selling his San Francisco loft to pay for a new warehouse and once setting his salary at just $ 24.

Zappos struggled for its first few years, making sales but not generating a profit. The dotcom crash forced Zappos to lay off half its staff, but the company recovered. By the end of 2002, Zappos had sales of $ 32 million but was still not profitable. In 2003, the company decided in order to offer the best customer service, it had to control the whole value chain—from order to fulfillment to delivery—and began holding its entire inventory. Zappos moved to Las Vegas in 2004 to take advantage of a larger pool of experienced call center employees. The company generated its first profit in 2007 after reaching $ 840 million in annual sales. Zappos started to be recognized for its unique work environment and approach to customer service.

In 2010, Amazon bought the company for $ 1.2 billion. Although Hsieh rejected an offer from Amazon in 2005, he believed this buyout would be better for the company than management from the current board of directors or an outside investor. Amazon agreed to let Zappos operate independently and keep Hsieh as CEO (at his current $ 36,000 annual salary). Hsieh made $ 214 million from the acquisition, and Amazon set aside $ 40 million for distribution to Zappos employees. After the acquisition, the company restructured into 10 separate companies organized under the Zappos Family.


Zappos has ten core values that guide every activity at the company and form the heart of the company’s business model and culture.

•Deliver WOW through service.

•Embrace and drive change.

•Create fun and a little weirdness.

•Be adventurous, creative and open-minded.

•Pursue growth and learning.

•Build open and honest relationships with communication.

•Build a positive team and family spirit.

•Do more with less.

•Be passionate and determined.

•Be humble.1

Zappos’ core values differ from those of other companies in several ways. In addition to being untraditional, the core values create a framework for the company’s actions. This is exemplified in the company’s commitment to their customers’ and employees’ well-being and satisfaction.


The Zappos business model is built around developing long-term customer relationships. Zappos does not compete on price because it believes customers want to buy from the store with the best service and selection. The company strives to create a unique and addicting shopping experience, offering a wide selection of shoes, apparel, accessories, and home products, free shipping to the customer, free shipping and full refunds on returns, and great customer service.

Shopping and Shipping

Zappos strives to make the shopping experience enjoyable. The website is streamlined for an easy shopping experience. Products are grouped in specialized segments, with some (like outdoor products) on their own mini-sites. Customers view each product from multiple angles thanks to photographs taken at the company’s studio, and Zappos employees make short videos highlighting the product’s features. Zappos analyzes how customers navigate the site to improve features, adapt search results, and plan inventory.

The spirit of simplicity, innovation, and great service extends to Zappos’ inventory and distribution systems as well. Zappos has one of the few live inventory systems on the Web. If the Zappos website displays an item, it is in stock. Once the company sells out of an item, the listing is removed from the website. This reduces customer frustration. Its inventory and shipping systems are linked directly to the website via a central database, and all its information systems are developed in-house and customized to the company’s needs. Their warehouses operate around the clock, which allows them to get a product to the customer faster. Fast shipping creates an instant gratification similar to shopping in a physical store.

Most companies have a negative view toward returns, but Zappos’ mentality is the complete opposite. It sees returns as the ability to maintain customer relationships and to increase its profits. Zappos offers a 100 % Satisfaction Guaranteed Return Policy. If customers are not satisfied with a purchase, they can return it within 365 days for a full refund. The customer prints a pre-paid shipping label that allows all domestic customers to return the product for free. This return policy encourages customers to order several styles or different sizes and return the items that do not work out.

While this strategy seems expensive, it actually works to Zappos’ advantage. The average industry merchandise return rate is 35 percent, but Zappos’ most profitable customers tend to return 50 percent of what they purchase. The customers who have the higher return percentages are the most profitable because they experienced Zappos’ customer service and return policy, which create loyalty to the company. These customers are likely to make purchases more often and to spend more on each purchase. Craig Adkins, vice president of services and operations, believes this is exactly what makes Zappos so successful.

Customer Service

What makes the Zappos business model unique is the company’s focus on customer service. The company established a method of serving customers and handling their issues distinctive from the rest of the industry. Zappos believes great customer service is an opportunity to make the customer happy.

Customers are encouraged to call Zappos with any questions. The number is displayed on every page of the website. According to Hsieh, Zappos encourages people to call the company because more interaction with customers increases their personal connections with the organization. Customer service representatives actively use social media sites such as Facebook and Twitter to respond to customer issues.

Another key aspect of Zappos’ customer service model is that nothing is scripted. Employees have free reign in their decision-making and are expected to spend as much time as they need to “wow” customers. They help customers shop, even on their competitors’ websites, encourage them to buy multiple sizes or colors to try (since return shipping is free), and do anything it takes to make the shopping experience memorable.

Zappos’ customer service representatives develop relationships with their customers and make them happy. Stories about great customer service include customer support calls that last for hours, sending flowers to customers on their birthdays, and surprise upgrades to faster shipping. Some extreme cases included Zappos hand-delivering shoes to customers who lost luggage and to a groom who forgot the shoes for his wedding. Zappos has even sent pizzas to the homes of customers who tweeted to the company about being hungry.

Zappos believes great customer experiences encourage customers to use the store again. In addition, Zappos’ long-term strategy is based on the idea that great customer service will help them expand into other categories. While around 80 percent of Zappos’ orders come from shoes, the markets for housewares and apparel are much larger. The company says it will expand into any area it is passionate about and meets their customers’ needs.

The company considers word-of-mouth marketing to be the best way to reach new customers. With over 75 percent of purchases made by repeat customers, it is evident Zappos’ mission to “provide the best customer service possible” works well for the company.


Transparency is a critical part of the Zappos model. Employees receive detailed information about the company’s performance and are encouraged to share information about the company. Zappos believes employees should develop open and honest relationships with all stakeholders in the hope this will assist in maintaining the company’s reputation. Hsieh uses Facebook and Twitter to share information with employees and customers (he has 2.7 million followers on Twitter). When Zappos laid off 124 employees in 2008, Hsieh announced the decision via Twitter and later blogged about it. Although some companies hesitate to open themselves to public criticism, Zappos feels it has nothing to hide. In fact, most of the public posts on Zappos’ social media sites are praise from customers.


Zappos’ business model is so successful the company offers tours and workshops, which cost $ 5,000 for two days at the company’s headquarters. The company also created Zappos Insights, an online service that allows subscribers to learn more about Zappos’ business practices through blogs and videos. These programs have high profit potential for the company because they are built on what Zappos already does best.


The corporate culture at Zappos sets it apart from nearly every other company. It even caught the attention of Amazon CEO Jeff Bezos, who described Zappos’ corporate culture as one-of-a-kind. Zappos’ unorthodox culture is the work of CEO Tony Hsieh, an innovative and successful entrepreneur. Hsieh built the culture on the idea that if you can attract talented people and employees enjoy their work, great service and brand power naturally develops.


Zappos is famous for its relaxed and wacky atmosphere. Employee antics include nerf ball wars, office parades, ugly sweater days, and donut-eating contests. The headquarters feature an employee nap room, a wellness center, and an open mic in the cafeteria. Other quirky activities include forcing employees to wear a “reply-all” hat when they accidentally send a company-wide email. This environment isn’t just fun; it’s also strategic. According to Zappos, “When you combine a little weirdness with making sure everyone is also having fun at work, it ends up being a win-win for everyone: Employees are more engaged in the work that they do, and the company as a whole becomes more innovative.”

Hiring and Training

The key to creating a zany work environment lies in hiring the right people. The job application features a crossword puzzle about Zappos and asks employees questions about which superhero they’d like to be and how lucky they are. They may also check how potential employees treat people like their shuttle driver. Zappos is looking for people with a sense of humor who can work hard and play hard. Potential employees go through both cultural and technical interviews to make sure they fit with the company. However, even Hsieh admits finding great employees is tough. He believes pursuing too much growth at once harms the company if the organization starts caring more about the quantity of new employees rather than the quality.

All new employees attend a five-week training program that includes two weeks on the phones providing customer service and a week filling orders in a warehouse. To make sure new employees feel committed to a future with the company, Zappos offers $ 2,000 to leave the company after the training (less than 1 percent of new employees take the deal).

Even after the initial training is over, employees take 200 hours of classes—with the company, covering everything from the basics of business to advanced Twitter use—and read at least 9 business books a year.


Another aspect of Zappos that is unique is the benefits it provides to its employees. The company has an extensive health plan that pays 100 percent of employee’s medical benefits and on average 85 percent of medical expenses for employees’ dependents. The company provides employees with dental, vision, and life insurance. Other benefits include a flexible spending account, pre-paid legal services, a 40 percent employee discount, free lunches and snacks, paid volunteer time, life coaching, and a car pool program.

Along with the extensive benefits package, Zappos developed a compensation model for its “Customer Loyalty Team” (call center representatives) that incentivizes employee development. All employees are paid $ 11 per hour for the first 90 days. After 90 days, the employee moves to $ 13 per hour. To move beyond $ 13 an hour, employees must demonstrate growth and learning by completing specific skill set courses that allow employees to specialize in certain areas of the call center. Although the reasoning for Zappos’ compensation model is to motivate employees and promote personal growth, the $ 13 base pay is less than the national hourly average of $ 15.92 earned by call center representatives. However, Zappos believes its fun and relaxed corporate culture combined with advancement opportunities at the firm create value that extends beyond pay.

Work-Life Integration

One of Zappos’ core values is “Build a positive team and family spirit,” so the company expects employees to socialize with each other both in and out of the office. In fact, managers spend 10 to 20 percent of their time bonding with team members outside of work. Zappos outings include hiking trips, going to the movies, and hanging out at bars. Hsieh says this increases efficiency by improving communication, building trust, and creating friendships.

Along with creating friendships, employees are encouraged to support each other. Any employee can give another employee a $ 50 reward for great work. Zappos employees compile an annual “culture book” comprised of essays on the Zappos culture and reviews of the company. The culture book helps employees think about the meaning of their work and is available unedited to the public.

As with its customers, the foundation of Zappos’ relationships with its employees is trust and transparency. The company wants its employees, like its customers, to actively discuss any issues or concerns that come up. Hsieh does not have an office; he sits in an open cubicle among the rest of the employees. He believes “the best way to have an open-door policy is not to have a door in the first place.” Zappos’ management is open with employees by regularly discussing issues on the company blog.

However, this positive work environment comes with the expectation employees will work hard. Employees are evaluated on how well they embody the core values and inspire others; Zappos fires people who do great work if they do not fit with the culture of the company. The organization wants employees to be dedicated to the firm and believes this dedication cannot happen if employees do not share the same values and vision of the organization.


Zappos takes an unconventional approach to corporate social responsibility and philanthropy. Many companies have CSR programs dedicated to a certain area or cause such as education, but Zappos prefers to support a variety of programs based on the needs of communities and the interests of employees.


Zappos is involved in a variety of philanthropic efforts. Programs include donating shoes and gifts as well as giving gift cards to elementary school students. Zappos donates money to organizations such as the Shade Tree, a non-profit that provides shelter to women and children, and the Nevada Childhood Cancer Foundation. Zappos also has a donation request application available on its website.


Zappos started a campaign to improve the company’s impact on the environment. A group of employees created the initiative, known as Zappos Leading Environmental Awareness for the Future (L.E.A.F.). The campaign focuses on several environmental efforts, including a new recycling program, community gardens, and getting LEED certification for the company. One recent effort was Zappos Recycles Day, an event to raise awareness on recycling and other ways the company can reduce its carbon footprint. Like the rest of the company, L.E.A.F. is open, with its progress posted on its Twitter account and blog.

Another area on the company’s blog is a section on “Eco-friendly Products.” Here, the company highlights new products that are organic or manufactured using environmentally friendly procedures. The postings also list ways customers can live more sustainable lifestyles, including tips on how to throw an eco-friendly party and green product recommendations.


In addition to being the number one online shoe retailer, Zappos has been recognized for its innovative business practices. The company appeared on several prestigious lists including Fortune’s “Best Companies to Work For,” Fast Company’s “

Define the scope of the relevant labor markets for chemists and for data entry clerks. Describe the rationale for your definitions 

reply to the students’ response and not the question  in 150 words minimum and provide 1 reference. Respond to the students response as though you are talking to them, use name


You are a compensation analyst for a pharmaceuticals company, which is located in Los Angeles, California. Define the scope of the relevant labor markets for chemists and for data entry clerks. Describe the rationale for your definitions

student answer


Relevant labor market is defined our textbook (p. 151) as “the fields of potentially qualified candidates for particular jobs.” These markets are determined based off the geography, competitors, and occupational classification. Compensation surveys are widely used by many companies. The relevant labor market for chemists would be the entire states of California and the relevant market for data entry clerks would be those in the city of Los Angeles. When looking at the two different positions we can also analyze the differences between the two. The data entry clerk position has a lot more openings but also pays less than chemists. From this we can conclude that there is a higher turnover rate in the data entry positions so we can expect that the company will be continuously recruiting for this position.  The chemist job will require a higher level of skills and require licenses and a degree. With this type of positions, we can expect the salary to increase.

There are many different pharmaceutical companies within the labor marker. At the same time, there are a lot of competitors in the market so management will have to focus on an effective compensation plan. When looking at the data entry position, management will look for those with at least a high school diploma and some computer experience as well as their typing skills. Regardless, these people will end up leaving for a better position once they have built their experience. As stated in an article by Resource Management, Inc., a fair compensation plan will help to retain talent and encourage employees to increase their performance.

Exercise: Evaluating The Recruiting Function

Complete “Exercise: Evaluating the Recruiting Function” in the course text, Human Resource Management Applications.

Important: It seems that the numbers the text talks about (see page 26) do not match with the Exhibit 2.16. Please use the following exhibit to guide your answers to the exercise’s 3 questions at the end. Please focus your efforts on just answering the 3 questions as opposed to deriving the yield ratios.


Recruitment Sources Potentially Qualified Accepted Interview Offered Job Accepted Job One-Year
Avg. Cost Per Nurse
1. Internet Applications
2. Walk Ins
3. Employee Referrals 1.08 1.85 2.60 3.25 4.33 6.50 100.00
4. Newspaper Ads 1.50 3.00 6.00 12.00 24.00 —— 375.00
5. Journal Ads 1.06 1.90 2.38 4.75 9.50 9.50 112.50
6. Educational Institutions
Junior Colleges
Hospital-based Schools
University Programs
7. Private Employment Agency 1.00 1.13 1.80 4.50 4.50 9.00 2,000.00
8. Public Employment Agency 2.00 4.00 8.00 8.00 —— —— 300.00
9. Direct Mail 1.07 3.75 5.00 15.00 —— —— 450.00
10. Job Fair 1.86 2.60 4.33 13.00 13.00 13.00 900.00
11. State Nursing Assoc. Meeting 1.00 1.75 2.33 —— —— —— ——
Averages for All Sources 1.24 1.87 2.79 5.25 8.27 13.65 $283.65




1.      How would you evaluate the nurse recruiting strategy currently being used by the hospital? Is the hospital using too few or too many recruiting sources? Why?







1.      If you feel the hospital is using too many recruitment sources, which ones would you eliminate and why?



What stage or stages in the recruitment process seem to be most amendable to improvements? What specific improvements would you suggest to decrease the yield ratios? Why?

Grading Rubric for Cases; Your grade is a combination of the following elements:

Grading Rubric for Cases


Your grade is a combination of the following elements:


1. Appropriate length of answer. One paragraph per question answered. Individual question minimum of 3 well-structured sentences in 12 point font.


2. Identification of correct human resource or management topic.


3. Full quality answers which include research to determine how to apply standards, regulations, or laws covering human resources. These cases require you to research current federal employment law, regulations, and issues in order to answer them correctly.  Review “Website resources” tab. Also you can google topics, laws, cases, etc.


4. Correct notation of sources listed at the bottom of each answered case. You should list the textbook and any websites or other resources you used; cite direct quotes from sources in parenthesis and put (author’s last name, page #).

Case #73 “Merit Increases”, p. 223. Merit pay is something that most organization have as part of compensation and how they administer it either creates motivation or demotivates employees. Think about whether the cases or merit pay are actually merit pay and how you would justify the use of these payments. How does it tie to performance? You will need to answer questions on page 224.


Your answer should be at least 2-3 pages with references listed at the end of the document on page 4 and in MLA 7th edition format





Instructors Manual – Use Only as Guide – Plagiarism Software will be used!!!






This incident focuses on the uses and abuses of “merit” as a criterion for salary increases.  While most organizations give “lip service” to “merit” as the principle criteria for wage and salary adjustments, the term is subject to many meanings and interpretations.  In this incident, Dean Smith has a different interpretation of “merit” than does Dr. Jones.  The instructor may wish to discuss how “merit” is interpreted at his or her own university for faculty and other categories of personnel.


The incident is loosely based upon an actual event which illustrates a rather common problem among academic administrators.  Despite the term “merit,” some higher-level academic administrators (Deans, Vice Presidents) often prefer to give equal or near-equal percentage salary increases to department chairs and program directors because it is easier, they don’t have to justify the differentials to those receiving lower increases, and thus feel (mistakenly) that it minimizes conflict.


The long-term result of this policy is that the better faculty avoid academic administration, leadership in the College is provided by the “lowest common denominator,” and the College becomes mediocre or worse.  In the actual case upon which this incident is based, the Chairperson resigned his chair, went back to the faculty, and eventually took an administrative position at another university.




The purpose of this exercise is to serve as a catalyst for discussing a wide range of issues related to “merit” salary increases.  Students need to be made aware of the fact “merit” is not always based on performance.  The administration of merit increases is often deficient because the administrator doesn’t want to put in the effort to accurately assess performance or because he/she lacks the courage to confront the poor performers and help them overcome their deficiencies.  The “bottom line” is that it is administratively easier to give equal across-the-board “merit” increases and many lazy administrators choose this “path of least resistance.”


Students also need to become aware that employees compare their contributions and their rewards with those of others in assessing whether their own relative position is “equitable.”  A policy of equal rewards for unequal contributions does not minimize conflict since the more productive employees feel they have been treated inequitably.




1. Describe the nature and causes of the compensation problem describe this incident.


This problem is due to an inability and/or unwillingness of an academic administrator (Dean Smith) to make distinctions among different department chairs and reward them accordingly.


2.  Are “merit” salary increases always based on “merit?”  Why or why not?


Obviously, whether or not a merit system of salary increases actually represents true merit depends on who is administering the system.  In many cases, equal across-the-board increases are given with the implicit assumption that all employees in a given category are equally meritorious.  Such an assumption is rarely true.  A true merit system requires a sophisticated system for appraising employee performance.  It also requires administrative willingness to make distinctions, and handle any complaints from less-productive subordinates.  Many administrators are unwilling or unable to develop a sophisticated performance appraisal system or to deal with the potential complaints from less-productive employees.  Consequently, they fail to provide true merit increases and the long-term effect is declining organizational productivity.


3.  Why has Dean Smith had a policy of equal percentage salary increases for all department chairs despite the stated university policy?  Are all the chairs equally meritorious?


As discussed above, it is easier to not make distinctions and to assume all chairs are equal.  In this way, Dean Smith doesn’t have to justify below average increases to the less-productive chairs.  All chairs are not equally meritorious, but Dean Smith needs to develop a more sophisticated performance appraisal system to measure performance.


4.  How do you think Dean Smith’s “merit” increases will affect Carl and his performance as department chair and faculty member?  Why?  What can Dean Smith do to motivate Carl if a large differential pay increase based on performance is out of the question?


Carl’s performance will be negatively affected in all areas.  Providing public support for Carl and nominating him for various honors and awards may help to alleviate these negative outcomes.


5.  What are the long-range benefits of a true “merit” program?  What are the problems associated with the lack of such a “merit” system for department chairs?  Why?  If the Dean does not change his policy, what are the long-run implications for the college?


Jones should ask Dean Smith to establish a true merit system in which the value of various activities, accomplishments, and criteria are clearly communicated.  He might also want to make a case that part of the evaluation be based on administrative performance and part on academic performance.  The long-run benefits of a true merit system are attraction and retention of high-quality faculty for administrative positions and a more effective leadership team for the College.  The present lack of such a true merit system results in mediocre performance and loss of the more productive administrators.


The discussion is not likely to change Dean Smith’s mind.  His philosophy developed over a long period of time and has “worked” in the sense he is still Dean and has apparently avoided previous confrontation with department chairs concerning salary increases.  Carl is unique among the chairs in that he continues to be productive in an academic sense.  The Dean has little incentive to change for one person.  In the long-run, the Dean will have the leadership team he deserves and it will be difficult for the College to rise above mediocrity.



  • attachment


Organizational Development Business Letter

* no plagiarism

read this case and write a business letter in business letter format answering all questions appropriately. It is to be a data gathering strategy.

Follow the instructions below to create a Business letter


Case Study 2: (Proposing a Data Gathering Strategy At TLG Solutions) in Organization Development.

Consider :

1. What is the client requesting?

2. What are the presenting problems?

3. What might be the root cause problems?

4. What data would give evidence of the underlying problems?

5. Which data collection method would you choose? (Review the method analysis in Figure 7.2)

6. What are the advantages and disadvantages of the method selected?


A business correspondence to  Michelle Greenfield Chief Learning Officer at TLG. that :

1. Summarizes the situation as you see it.

2. Suggest a course of action that includes :

a. Proposed time line

b. Description of the data gathering method

c. Possible interview and/or survey questions, documents to gather, and/or observations to be made.


Case Study 2: Proposing a Data Gathering Approach at TLG Solutions

Read the TLG Solutions case and consider the following questions:

  1. What is the client requesting? What goal does the client have for this project?
  2. What are the presenting problems? What do you think may be any underlying problems? Which of these underlying problems is most likely, in your view?
  3. What data would illustrate whether these underlying problems are occurring? Which method of data gathering would you use and why? (Consider using the method of analysis shown in Table 7.2.) Write a proposal that explains what data you will gather through what means (interview, surveys, focus groups, observations, and/or unobtrusive measures). Include any questions you might ask, observations you would undertake, and/or documents you would want to gather.
  4. What are the advantages and disadvantages of your data gathering choice(s)? Include a rationale and proposed timeline for your approach and any details about the data gathering method itself, including possible interview or survey questions, documents to gather, or observations you would conduct. Finally, ensure that your proposal addresses any additional contracting needs you may have in your relationship with Michelle.

“I’m glad you’re here, and I have something important to discuss with you. Have a seat.”

Seth Burke had been called to Michelle Greenfield’s office. Just 18 months ago, Michelle had accepted the role of chief learning officer at TLG Solutions, a fast-growing provider of global human resources software for Fortune 1000 companies. Seth and Michelle had worked together in a previous company, and now that Seth was working as an independent external organization development consultant, Michelle was anxious to make use of his skills.

“Hey, I was really glad to get your call. It’s been too long,” Seth exclaimed as he took a seat at a round table in Michelle’s office while Michelle closed the door. TLG Solutions headquarters was located in a six-story building just outside of downtown in a suburban area for expanding technology companies. Michelle’s office had a panoramic view of the lake. “What great scenery,” Seth added. “How long has the company been in this location?”

“Just 6 months,” Michelle admitted. “We’ve been expanding so rapidly we outgrew the small office space that we had rented on the east side of town. Now that we are among the tech companies in this hub area on this side of town, we have a solid presence in the community and are showing that we are here to stay.”

“And how have things been going in your new role?” Seth asked, transitioning to the reason for his visit.

“It’s been crazy. The rapid growth means great things, but it’s also stressful sometimes. It’s really different from what we knew back with our old company. You and I were part of a very hierarchical, controlled, consistent, static company in a pretty stable industry. Everyone followed the process and the plan. A big change was when they replaced the carpet in the lobby. But here it feels like it’s just the opposite. It’s all about visionary innovation, constant change, reinvention. No 2 days are the same, and you get used to feeling like you’re on a roller coaster. Just yesterday our CEO announced publicly that we would use our expertise in HR to create new products for marketers. And our product groups didn’t even know that announcement was coming,” Michelle pointed out.

“Yes, that does sound very different from the experience we shared a few years back,” Seth laughed.

“The thing is, from my perspective we have changed things so fast, I don’t think we have created the ideal organization to help launch us into the next phase. I’ve definitely learned a lot managing this department, and I think there may be some opportunities for improvement,” Michelle said. “Basically, this training organization is a mess, and our chief HR officer, Vivienne, has told me that if I can’t get it cleaned up soon she’ll find someone who will. We are spending a ton of money on training and yet it’s not getting us the improvement we need. But I should back up. I’m getting ahead of myself.”

“Yes, maybe start at the beginning. Tell me a little more about TLG Solutions,” Seth asked.

“Well, the company was essentially founded on our flagship product, NewHireScan, a software program that can scan thousands of résumés for key indicators and predict whether the new hire will be successful in the job. Our proprietary big data approach means that we can save companies tons of money by hiring the best person for the job the first time, which we can tell by a number of data points. In the last few years, we have added or expanded products every few months so that we now have hundreds of products and variations on them for different industries. Since I’ve been here, revenue has almost doubled, if that tells you anything, and we are growing at a rate that is easily twice that of our nearest competitors. We just got a fantastic write-up in an industry-leading publication, and our CEO was just on the front page of the Wall Street Journal,” Michelle stated.

“I saw that article,” Seth added. “That was really impressive and had a lot of people talking. I bet that did a lot for employee morale as well.”

“It sure did. People around here are very motivated, driven, and work a ton of hours. It’s a competitive environment, and they pour themselves into their work,” Michelle said. “We are adding a lot of products to our portfolio over the next year since our goal is to expand into other areas of HR technology beyond hiring, and apparently we have this new marketing focus coming. Everyone seems to feel the urgency, and we all want to see it succeed. But the clouds are forming in our sunny skies. It’s like the theme from Jaws is always playing in the background. We have competitors that are ready to take us out, and we can all see that our cost models are not sustainable. Investors are getting nervous. We are looking to the next year or two and we know that we must be successful getting our new products to market quickly. We probably need to reduce costs as well. It’s not a crisis, but the leadership team is paying careful attention to the financials, as you would expect.”

“Sure, that makes sense in your industry,” Seth said. “Tell me more about where you think problems might exist on the horizon.”

“I’ll give you a list from my point of view, because there are a lot of them,” Michelle said. “We have many loyal customers and excellent customer relationships. Some of them have been with us since the beginning. But lately we are starting to hear customer complaints, even from our loyal base. Products aren’t working as promised. Salespeople are promising one thing and not delivering. I’ve even heard situations where salespeople have promised features outright that we never intended to put in the product just to make a sale. I’ve heard that sales reps can’t even demo the products accurately. The service department is getting complaints because they can’t accurately pinpoint the root cause of the problems the customer is experiencing. Those are common problems in many organizations, but we’ve done some investigating and it seems that time and time again the problem is training. Our salespeople and service reps don’t know enough about the products. Customer service technicians lack some of the foundational problem-solving knowledge to help them troubleshoot. And training, as you know, is my responsibility, so I am under a lot of pressure to get this right.”

“Tell me more about your department,” Seth asked.

“Let me give you the training organization chart and I can walk through it,” Michelle added, and handed Seth a piece of paper.

Image 2

“This is the org chart for the training organization. I manage the global training teams that are responsible for needs assessment, training curriculum design, training technology design, rollout, and operations. Their focus is on the different populations they serve, so I have a group that designs training for our salespeople, a group that offers training to our external customers, and a group that focuses on developing training for service technicians. We serve a population numbering in the tens of thousands globally. To do this, I have about 65 people who work in these divisions, with the bulk of them in sales training and customer training, where there are 25 people equally divided in those two groups. Another 10 work in service training. The last group has about five employees in our learning technology and operations division. This is the group that creates online learning, video-based learning, and virtual training programs to supplement any of the courses that get developed, including refresher courses. They also run the operations of the group, such as deciding on the training schedule, communicating to participants, and interfacing with the trainers.”

“It’s pretty impressive that you can train tens of thousands of employees around the world with just these 65 people,” Seth concluded.

“We can’t, and actually we don’t,” Michelle corrected. “I should be more specific. While we sometimes deliver training directly to our customers, where we charge a fee for those classes, all internal training delivery for sales and service happens in the regions, and that’s what the right-hand side of this chart represents. We have four regions: North America, Europe, Asia/Pacific, and Latin America. The regional HR leaders have their own training resources, in addition to their other work with human resources representatives, recruiting, employee relations, compensation and benefits, payroll, and some other areas. Compared to mine, some of these departments are huge, like in Europe where there are 85 trainers, and some are small, like in Japan where there are only two people who do training for all customers, sales, and service. So all of the regional training resources report up to my peers, who are the heads of HR in each region. And like I said, for them, training is just one part of their job, in addition to everything else that regional HR is supposed to do.”

“You told me that most of your people work in sales and customer training. Tell me more about what they do,” Seth asked quizzically.

“Our products are very complicated. We need to invest as a company in our salespeople so they know how our products work and how our customers use them. Our sales and customer training curriculum designers are really the subject matter experts on our products. Whenever I hire a curriculum designer, they need to not only know all of the best practices with respect to adult learning and training design, they need technical product knowledge so that they can include it in their courses. My sales group, for example, develops sales training in areas such as communicating with customers, influencing the sale, or understanding a value proposition, but they also need to incorporate the newest product release information into product update training for sales. Service training is about providing technicians with the knowledge to fix products when they break. It’s a little like my curriculum designers are the translators who understand how to explain the products to different audiences,” Michelle said.

“And training technology? Seth asked.

“Similarly, our training technology group gets assigned to work on projects in the other groups on an as-needed basis, so if we want to create an online module for our customers, we will assign someone from that group to work with the customer training group,” Michelle summarized.

“So how does your group work with these other HR groups?” Seth asked.

“Do you want the ideal or the reality? The way the model is supposed to work is that we design the training and they deliver it. We produce everything from the training handbooks to the lecture notes and slides shown in class,” Michelle began. “It’s really designed to be an efficient model, so that we have one centralized global group doing all training design that can be used by the regions. That way we don’t duplicate resources developing the same thing in different regions. And it makes no sense for us to fly people around the world teaching classes when they could have someone do it locally.”

“From your perspective, how is this model working?” Seth asked.

“Well, the best way to put it is that we are all frustrated. My team spends months creating world-class training programs, using their expertise to design well-crafted courses that are intended to meet the needs of the various audiences that get training. I mean, I have seven PhDs in adult learning and instructional design in my department. We have designed pretests and posttests to confirm that students have learned the material, and then we have a manager observation program that occurs 3 months after the course to demonstrate that employees are using the knowledge on the job. We can also measure the return on investment of our training to demonstrate that the training pays for itself in sales many times over. These are some of the most sophisticated learning packages I have ever seen. And do you know what happens? They gather dust. The regions just do their own thing,” Michelle said, exasperated.

“Can you give me an example?” Seth asked.

“Yes. We found out recently that our Asia-Pacific region didn’t even use the most recent sales module we developed on how to conduct a customer demonstration of our new ZBS software product after we spent 6 months designing it. Instead, they developed their own and said that the program we developed ‘wouldn’t work’ for their employees, even though it has worked for everyone else in the world. And in Europe, they taught less than half of the service technician program and ran it as a half-day course, completely omitting a huge portion of the material that is absolutely critical for the technicians to learn. My team feels like their efforts are wasted, and they complain to me that the regions are developing shadow training organizations with their own resources. I think we have at least three different customer programs that have never been offered in Latin America, but in North America they have been offered successfully on quite a few occasions. I’ve been unsuccessful in getting our team’s solutions adopted with global consistency, and no one else so far has stopped the regions from doing things their way, even as inefficient as that is. The regions get high marks from customers, sales, and service about their programs,” Michelle said.

“Why don’t the regions want to use the programs that you have developed?” Seth asked.

“The politics here are unlike anything I’ve seen before. Seriously, that’s a good question, and I don’t have a consistent answer. I honestly think that several of the HR leaders are competing for a promotion to VP and they are trying to show that they could do this training job, too. In this company, the HR regions get a lot of power to do what they need to do locally, and they want to outdo each other. I sometimes hear complaints from them that the training programs didn’t meet their needs, or they didn’t have time, or some other generic reason. But I’ve seen their stuff. They have no proof that learning has occurred, and almost no metrics of success. The company gives a lot of control to the regions to manage as they see fit instead of directing everything from corporate,” Michelle said. “And the regions love having their own local training resources.”

“So in summary, it’s less efficient and sometimes frustrating for your central team, but on the other hand, the regions have the opportunity to customize what they need. How much do the regions really think there is a problem that needs to be solved?” Seth inquired.

“I don’t know if they do, but the other day Vivienne, our chief human resources officer, was looking at our budget and the number of people in HR globally who are involved in training in some way. She was astonished and demanded to know what all of these training people do. I tried along with my peers to explain how we divide up the various roles and responsibilities in training, but I don’t know how successful we were. She was unconvinced that we have the right model here, and based on how it’s working in practice, I think she may be right. Reading between the lines, I think a budget cut is coming. So far, no one has come up with any alternatives, and that’s where I’m hoping to get your support. I personally think I should own the whole thing. We should have all of the regional training resources report into my team. But I haven’t been able to convince Vivienne.” Michelle looked expectantly at Seth. “So that’s where we are. Any ideas about how we can move forward?”

Seth thought for a minute. “Tell me, Michelle. You have a robust and sophisticated HR organization here, from what you’re telling me. It sounds like you have some ideas about what you want to do. Why not use one of your own internal OD consultants to manage this project?” Seth asked.

Michelle paused. “I’m afraid that all of our internal consultants are too loyal to the existing system, and they report to the leaders who are involved in this problem. I need an outside partner who has no special stake in the outcome to provide an objective voice.”

“OK. I understand. You’ve given me some excellent background here. I have a good sense of your perspective about how the model ought to be working and how you see it working in reality. I also think I want to get more information and multiple perspectives on the situation. I’d like to come back to you with a proposal to gather additional data so I can learn more,” Seth concluded.

Michelle was relieved. “I knew that you’d have an idea about what to do next. I will anxiously await your proposal.”


Professional Writing #2, TLG, Due Week 4

Follow the instructions below to create a Business letter


Case Study 2: (Proposing a Data Gathering Strategy At TLG Solutions) in Organization Development.

Consider :

1. What is the client requesting?

2. What are the presenting problems?

3. What might be the root cause problems?

4. What data would give evidence of the underlying problems?

5. Which data collection method would you choose? (Review the method analysis in Figure 7.2)

6. What are the advantages and disadvantages of the method selected?


A business correspondence to  Michelle Greenfield Chief Learning Officer at TLG. that :

1. Summarizes the situation as you see it.

2. Suggest a course of action that includes :

a. Proposed time line

b. Description of the data gathering method

c. Possible interview and/or survey questions, documents to gather, and/or observations to be made.

Work Product:

Your work product is a business letter.  

Organization 5

Content 5

Language Used 4 


Professional Writing Rubric (1)Professional Writing Rubric (1)CriteriaRatingsPtsThis criterion is linked to a Learning OutcomeContent1pt • Purpose of letter is unclear • Main idea is not supported by explanations or facts • Letter rambles; hard to follow or understand • Tone is inappropriate for intended audience 4pt • Letter clearly states the purpose as assigned • Appropriate explanations or facts used to support the main idea • Easy to follow • Tone is appropriate for intended audience5.0 pts
This criterion is linked to a Learning OutcomeOrganization1pt • Several noticeable errors in use of correct business letter format (heading, greeting, introduction, body, closure, signature, enclosure, and copy) 4pts Accurately uses correct business letter format (heading, greeting, introduction, body, closure, signature, enclosure, and copy)5.0 pts
This criterion is linked to a Learning OutcomeLanguage used1pt • Incorrect use throughout the letter of punctuation or grammar • Frequent spelling errors distract from letter 4pt • Accurate use of punctuation and grammar • No spelling errors

The book being used for the business letter is;

Organizational Development ;  The process of leading organizational change

Donald L. Anderson

case is pg 164

HSA 520 Midterm Exam Latest

HSA 520 Midterm Exam Latest

Question 1
Risks of information science technologies include:
The use of mental communications
Cutting-edge performances
Glitches and loss of information
Processing human-to-systems networking
Question 2
Output information can be seen in the form of:
Software programs
Question 3
Information from the system that is used to make modifications in the input, processing actions, or outputs is referred to as:
Question 4
The main components of a computer based information system are:
Hardware and software
Hardware, software, and telecommunications tools
Data input tools and output video components
The keyboard, monitor, mouse, and power source
Question 5
Integration of cognitive, communication, computer, library, and social sciences are features of:
Information science
Data science
Information system
Processing science
Question 6
Data are dirty when there are errors such as:
Duplicate entries
Incomplete or outdated records
Both duplicate entries and incomplete or outdated records
None of these are correct.
Question 7
When processing data into information, it is important that the data:
Have integrity and quality
Reflect human inconsistencies
Contain raw facts
Contain duplicate facts
Question 8
Data integrity can be compromised through:
Cleaning dirty data
Human error or hackers
Transmission errors
Human error or hackers and transmission errors
Question 9
Information science focuses on:
Individual and universal systems
Effectively linking people, information, and technology
Networking between systems
Organization and efficiency
Question 10
Secure, timely, relevant, and objective are some characteristics that define:
Quality of information
Question 11
Although theoretical definitions of ethics vary, what identifies a common characteristic of ethics?
Goal oriented
One acceptable option
Question 12
Ethics is best described as:
A revolution in health care brought on by technologic change
Ever-changing principles that guide decision making
A goal-oriented approach to answering questions that potentially have multiple acceptable answers
Paradigmatic changes that involve rhythmic processes central to the healthcare system
Question 13
Which of the following is not true about social media?
Social media represents an instantaneous form of communication.
Social media promotes professional collegiality.
Social media posts may influence perceptions of professional image.
Social media posts are easily deleted by the person who initiated the post.
Question 14
The intent of HIPAA was to:
Curtail healthcare fraud and abuse, and enforce standards for health information
Guarantee the security and privacy of health information
Assure health insurance portability for employed persons
All of these are correct.
Question 15
Fair, equitable, and appropriate treatment in light of what is due or owed to a person is known as:
Question 16
When healthcare agencies provide access to health information on websites they:
Are essentially practicing medicine
Expect people to follow the advice
Are responsible for actions that people take as a result
Must adhere to responsible information standards
Question 17
Two ethics approaches that emphasize considering human needs and the responsibility to meet needs are:
Virtue and care ethics
Bioethics and casuistry
Beneficence and care ethics
Principlism and antiprinciplism
Question 18
Practice-based ethics as described by Husted and Husted (1995), focuses on:
Bringing about human benefit
Normative approaches to ethics
Examining moral life
Understanding right or good action
Question 19
The presence of a moral dilemma creates:
A peaceful temperament
A specific action
An anticipated behavior
Question 20
In which step in the model for ethical decision making would conflicting values be considered?
Examining the dilemma
Comprehending alternatives
Hypothesizing an argument
Evaluating outcomes
Question 21
Heuristic evaluation:
Observes the steps users are likely to take to use the interface to accomplish typical tasks
Detects problems early in the design process
Is the least expensive method
All of these are correct.
Question 22
Task analysis examines:
The number of tasks involved
How the user approaches the task in order to accomplish it
What the needed output is
All of these are correct
Question 23
Formal usability tests:
Involve observing the steps users take when using the interface to accomplish real-world tasks
Involve detecting problems early in the design process
Are required for credentialing
None of these are correct
Question 24
The users see the effects of their actions on the technology when you bridge the:
Gulf of execution
Gulf of understanding
Gulf of evaluation
Gulf of assessment
Question 25
The FITT model:
Observes the steps users are likely to take to use the interface to accomplish typical tasks
Encourages the evaluator to examine the fit between each two of the components: user and technology, task and technology, and user and task
Is the least expensive method
All of these are correct.
Question 26
What is an example of human-technology interfaces?
PCA pump
All of these are correct
Question 27
Videoconferencing technology:
Is easy to use
Allows professionals to communicate more effectively and frequently with in-home patients
Must be used for telehealth
None of these are correct.
Question 28
Telehealth interfaces allow patients to:
Interact with a virtual clinician (actually a computer program)
Have tailored educational programming developed
Interact when they want
All of these are correct
Question 29
The first step in implementing an EHR into an organization is the vendor selection process. The other factor included in the first step is:
Validating that the system includes a complex treatment planning
Improving patient care outcomes
Accounting for long term optimization
Documenting the desired functions of the EHR
Question 30
The universal denominator in the development of EHRs is:
User friendliness
Patient safety
User friendliness and patient safety
None of these are correct.
Question 31
The universal denominator of the eight essential components of an EHR as defined by the Institute of Medicine (IOM) is:
Saving storage
Patient safety
Question 32
The EHR function that allows a clinician to enter medication and other care orders directly into a computer including laboratory, microbiology, pathology, radiology, nursing, supply orders, ancillary services, and consults is known as the:
Core care function
Physician interface
Order entry management
None of these are correct.
Question 33
Which statement is false?
EBP takes away from the critical-thinking skills used by healthcare professionals.
EBP enhances a professional’s informed decision making.
EBP should be embedded in computerized documentation of a CIS.
Prompts in CIS can reinforce the habit of looking for supporting evidence for interventions rather than relying on recall of past practices
Question 34
A change management plan developed for implementing an EHR includes all of the following, except:
Disciplinary measures for addressing resistance by professionals
Involving subject matter experts to validate workflow
Hosting end user usability testing sessions
Formal training activities
Question 35
Positive impacts noted with using an informatics system to manage patients with chronic illness include:
Guidelines adherence
A decrease in emergency department visits
Improved provider documentation
All of these are correct.
Question 36
The benefits of EHR use recognized in early studies include all of these, except:
Increased delivery of guidelines-based care
Enhanced capacity to perform surveillance and monitoring for disease conditions
Reduction in medication errors
Improved workflow
Question 37
To become a successful owner of an EHR in the healthcare organization, it must be:
Used by the patient and family
Implemented in the materials management day-to-day operation
Implemented in the administration’s day-to-day use
Part of the facility’s long term vision
Question 38
The future of the electronic health record and interoperability has the potential to improve patient satisfaction because:
The patient will be treated by the same physician
There is no medical guessing of prior treatments
There is less reliance on a significant other
There is a timely comparison with the paper medical record
Question 39
What represents a copyright infringement?
A back-up copy of software that came with the computer
A purchased painting displayed in the owner’s home
A copied document used without owner’s consent
A download of purchased sheet music
Question 40
_______________________ combines reviews from multiple primary investigations in order to obtain consensus on a specific area of research.
Systematic review
Data review
Research validity
Research utilization

Question 41
The act of removing the outer package of a software CD obligates the user to abide by licensing restrictions, which is known as:
Shrink wrap license
Digital license
Copyright infringement
Both shrink wrap license and digital license
Question 42
To gain skill at using a database, a healthcare professional could:
Consult a reference librarian
Complete an online tutorial
Both consult a reference librarian and complete an online tutorial
None of these are correct.
Question 43
The most reliable source of research evidence for informing practice is:
Expert opinion
Qualitative research
Quasi-experimental research
Randomized controlled trials
Question 44
The method by which data collected during the course of a study is processed to identify trends and patterns of relationships is called:
Data analysis
Information literacy
Data processing
Clinical analysis
Question 45
According to Stetler et al (1998), the best quality evidence is:
Expert opinions
Individual experience
Program evaluation
Question 46
What is a digital movement with the aim of making a library of knowledge available to anyone with Internet access?
National Guideline Clearinghouse
Open Access Initiative
IOWA Model
Context of Care
Question 47
Sources of evidence for practice include:
Synthesis of knowledge from research
Retrospective or concurrent chart reviews
Clinical expertise
All of these are correct.
Question 48
Due to the wealth of information available and the multiple avenues to access it, healthcare professionals must question the ____________ of information.
All of these are correct

In 3 – 5 pages, explain which change model you would follow for the short-term change and which you would follow for the long-term change. 

Please see and use attached Reference.


Part 1


Assume you are the Sales and Marketing Director for Sea Treasures, a small group of well-known retail stores specializing in exotic sea life and high-end accessories for aquariums.   The company has been in business for over 50 years, but the customer base is shrinking, sales are slow, and you are faced with reducing staff and closing stores.   Sea Treasures will be out of business within a year if innovative and creative changes are not made quickly.   After many months, you have finally been able to convince the owner that the only way to sustain the business and increase revenue is to create an Internet Website to sell the large inventory of aquarium decorator items (currently gathering dust in a costly warehouse) .  This will be a short-term, small scale change.  Six months later, you will expand the Website to sell live sea creatures such as tropical fish and small sea turtles online, which is a long-term, large-scale change.

You face many challenges in this transformational change initiative, beginning with strong employee resistance, new technology, and shipping methods.  Many small businesses have been faced with these same issues, and have made the transition successfully.  Consider the humble beginnings of Amazon, and look where they are today.  Selecting the best change model for this business, and implementing it step by step provides the foundation for creating an exciting new company.

In 3 – 5 pages, explain which change model you would follow for the short-term change and which you would follow for the long-term change.  Provide rationale for your decision and discuss the effects that these changes would have on the employees, managers, and executives within the organization.  Include at least three references and follow standard APA formatting for your paper


Part 2


Think of an organization you have worked for or one with which you are very familiar.  Diagnose the need for change and present a plan to transform the organization, utilizing Kotter’s 8-Step Approach.

Include the following sections headings and additional sections as needed:


Company Overview


Kotter’s 8-Step Approach



Must be 8 – 10 pages, include an introductory paragraph with a succinct thesis statement, address the topic of the paper with critical thought, conclude with a restatement of the thesis and a conclusion paragraph, use at least five scholarly sources (including provided Book), use APA style as outlined in the approved APA style guide to document all sources, and include, on the final page, a Reference Page that is completed according to APA style as outlined in the approved APA style guide.

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What Is The Main Difference Between The Equity And Exchange Philosophies Of Compensation

Question 1. 1. What is the main difference between the equity and exchange philosophies of compensation
The equity philosophy is based on available budget; the exchange philosophy is based on profit margins.
The equity philosophy is based on fairness; the exchange philosophy is based on employee value.
The equity philosophy is based on profit margins; the exchange philosophy is based on available budget.
The equity philosophy is based on employee value; the exchange philosophy is based on fairness.

Question 2. 2. What is unique about staffing practices at the online shoe company Zappos? (Points : 1)
New hires are trained by employees of other successful shoe companies.
Employees are trained to do every job in the company.
Trainees are offered up to $2,000 to quit the company at any time.
The CEO personally trains every single employee.

Question 3. 3. Which of the following laws give workers the right to join a union without fear of discrimination or retribution? (Points : 1)
The Norris–LaGuardia Act of 1932
The Wagner Act of 1935
The Taft-Hartley Act of 1948
The Landrum-Griffin/Labor-Management Reporting and Disclosure Act of 1959

Question 4. 4. The Occupational Safety and Health Act (OSHA) requires employers to do all of the following EXCEPT (Points : 1)
provide protection from at-work hazards
notify supervisors of hazardous conditions
monitor employees’ health habits
enforce the use of safety equipment

Question 5. 5. Internal sourcing and external sourcing are part of the process of __________________. (Points : 1)
employee orientation
employee selection
job design

Question 6. 6. Which of the following methods constitute on-the-job training methods? (Points : 1)
demonstration; apprenticeship; and sink-or-swim
simulation; film and classroom; and vestibule
demonstration; film and classroom; and sink-or-swim
sink-or-swim; vestibule; and apprenticeship

Question 7. 7. Vanessa starts her new job as a marketing strategist for Orion Food and Beverage today. As part of her orientation, she is told to study the position duties on her own, and she uses an online training manual to familiarize herself with company processes. What kind of employee training method is Vanessa most likely engaged in? (Points : 1)
film and classroom

Question 8. 8. Bonuses, contest prizes, and profit sharing are examples of which type of compensation? (Points : 1)
base pay

Question 9. 9. Benefit packages typically comprise about _______% of an employee’s base pay. (Points : 1)

Question 10. 10. Which of the following scenarios describes the 360-degree assessment technique? (Points : 1)
David’s performance is evaluated by his work over the last calendar year.
David’s performance is evaluated using a BARS scale.
David’s performance is evaluated based on the areas in which he has made the most progress.
David’s performance is evaluated by peers, subordinates, customers, and himself.