MGMT 570 Changing Data and Privacy Concerns in Advertising Based on the reading, comment how data and privacy concerns are changing advertising, and identi | Homework Answers

MGMT 570 Changing Data and Privacy Concerns in Advertising Based on the reading, comment how data and privacy concerns are changing advertising, and identify challenges associated with leveraging data, preserving privacy, and meeting data regulations such as GDPR to increase advertising effectiveness. AnnaMaria Farro
MGMT 570 Journal Week 4
Professor Finch
May 22, 2018
SHRM
This module has been the most interesting to me, because I really wasn’t that aware of
the history of HRM and why it really even began. I want to start by diving into the life of Lena
H. Tracy which I’ll be honest was difficult to find information on. I think it’s incredible that a
woman this early on had an impact of what we use today. Lena was a Welfare Director in 1899
for the company National Cash Register, and was improving lives both inside and outside the
workplace. She handled grievances, provided recreation, and education to the works and even
oversaw their nutrition. She also monitored behavior of all the employees inside and outside the
workplace. This was the beginning of the evolution of what HRM later becomes. Bigger
companies such as Heinz, and Westinghouse for example, started looking to hire Welfare
Secretaries to take over this position where they’d have different backgrounds like social work,
and vocational jobs. The Welfare side of HRM is still seen today in labor relations policies of
HRM. This type of work later then mixed into Scientific Management which also started paving
the way for HRM.
Scientific Management Theory, is also called Taylorism which is really the idea of
Frederick Taylor who is considered to be a contributor of Classical Management School. A
couple Frank and Lillian Gilbreth were known to take the methods of Frederick Taylor and to
study them and see what could be improved. Their goal was to, along with Taylorism, find the
best way to increase productivity to make sure works were extremely efficient in their tasks.
Frank and Lillian studied Time and Motion, and within that found better ways for performance,
reorganizing actions based on efficiency and broke down each of these actions into components.
They also studied the way fatigue, lighting, and heating also affected the efficiency of workers
which we know today as “Ergonomics.” The Gilbreths had 11 children that they studied and
applied these methods to. It’s interesting that a concept like this was being studied among their
children and to actually test our certain ideas.
What I thought was the most interesting throughout all this was that the Industrial
Revolution had a huge influence on how HRM would develop. It’s stated that certain HRM
practices were being progressed in the industrial revolution because large factories were looking
for skilled workers that would know how to use their machines. Meaning that these factory
owners actually needed to train certain people, and who would be training them? HR Managers.
Stated on the HR Dictionary website, the reasoning that HRM wasn’t into place was because of
agricultural economy that was before the Industrial Revolution. This meant that there wasn’t
much production, and skillful tasks weren’t as needed as it would come to be during the
Industrial Revolution. This type of modernization in the Industrial Revolution affected wages,
maintenance, facilities, and healthcare. It’s also stated on the site that the Labour Union of 1970
where workers worked longer hours with lesser pay and that later made the protest against these
issues. After the Revolution is when the theory of managing people and how they work, why
they work, in what conditions where we lead back into the Frederick Taylor Principles of
Scientific Management.
I find this interesting that the amount of history that goes into something so current, and
something that is as crucial as being part of a business now can start so oddly earlier. I find that
reading the chapter and learning more about this reminds me of when I first started cosmetology
school and learning the history behind barbering and hairdressing had a greater occupation in its
earlier years. HRM is all about combining its history of welfare and training to what it is today,
and how greatly it shapes the individuals that work for certain companies now. There are
business processes that come with HRM like talent management, new hires, knowledge
management, and lead change initiatives. The most important thing is aligning people with their
business objectives and making sure there is communication, structure, transparency, and
balance between the environments of the employees to the business’s requirements of them. It’s
clear that the strategy behind HRM is at its forefront now than it was earlier starting out, and that
performance has a huge impact on company and could even greatly affect moral.
You see this often in the retail world where performance is such a huge focus because
that’s their forefront of business. Without developing an approach, creating performance
expectations, and no objectives what is there to manage? There are visions that must be in place,
and managers that must reinforce these principles that have been created years ago. The best
thing to see is that women had a role in this occupation, and that this occupation is sincerely and
always has been around the needs and benefits of people.
References:
Mondy, R. and Martocchio, J. (n.d.). Human resource management. 14th ed. Pearson Education.
The Management Theory of Frank and Lillian Gilbreth. (n.d.). Retrieved from
https://www.business.com/articles/management-theory-of-frank-and-lillian-gilbreth/
Evolution of Human Resource Management. (2013, April 10). Retrieved from
https://hrdictionaryblog.com/2012/10/28/evolution-of-human-resourcemanagement/comment-page-1/
AnnaMaria Farro
MGMT 570 Professor Finch
Journal 2- Equal Employment Opportunity
May 18, 2018
EEO and Workforce Diversity
In our discussion this week we’ve gone over the importance of having certain Human
Resource Policies available for employees and how this can affect the atmosphere of the
business. I report directly to the HR Director and see daily what types of questions are being
asked regarding certain policies or policy changes. We have a handbook that is given to every
employee and outlines what the expectations are of the employee and what the company policies
are. We reference The Civil Rights Act of 1991, Pregnancy Discrimination Act of 1978,
Americans with Disabilities Act of 1990, and our state and local law as well.
I think it’s extremely important that a company has a handbook that outlines each of
these things so that the employees can feel secure and that they are supported. Certain smaller
companies don’t always have these types of onboarding and sometimes these types of situations
don’t always arise but it’s still imperative for the employees to know that there are still
regulations within the business. For the most part I believe certain companies are willing to work
with their employees but at other times certain cultures are set in the atmosphere of the
workplace and people resist the change that is happening all around them. I see it for instance in
the company I now work for and that certain things have been that way for so long, that now that
they’re under new management and things are finally changing a lot of people are resisting and
aren’t realizing all the issues that were previously present.
In the chapter there is an example of an ethical dilemma dealing with hiring someone
who is of a minority and that not being completely ok with management. I think moments like
these are when a company shows it’s true colors on how they genuinely think of their employees,
and how they actually treat people. Unfortunately these types of ideas are still built into some
companies’ mottos and I personally believe it’s one of the worst things to have incorporated into
an atmosphere in a business. There should be no pre-established judgement on a person based on
anything other than how they work.
After reading through everything I wanted to learn more about the local laws in my
County, or even in the State of New Jersey and how we might differ in comparison to other
states or areas. I turned to certain websites for more information. New Jersey actually has a great
website pertaining to all things for Equal Employment opportunity and states that the
environment should be free of any discrimination or harassment.
In other states they have also progressed in changing their laws and actually getting up to
date with certain aspects of equal opportunity. I found a website,
https://wallethub.com/edu/states-with-the-most-and-least-racial-progress/18428/, that actually
broke it all down in a chart and went over which states are moving forward and which states
aren’t necessarily making too much progress. It’s shocking to think that in 2018 certain things
haven’t completely changed and how certain environments because they’ve been that way for so
long are so resistant to change.
Sources
(n.d.). Civil Service Commission | Division of Equal Employment Opportunity / Affirmative
Action. Retrieved from http://www.state.nj.us/csc/about/divisions/eeo/
{. (n.d.). 2018’s States with the Most Racial Progress. Retrieved from
https://wallethub.com/edu/states-with-the-most-and-least-racial-progress/18428/
nnaMaria Farro
MGMT 570 Journal 3
Professor Finch
May 31, 2018
Metrics and Recruitment
A company is only as strong as their weakest link and a lot fo the time that all stems with
how they were recruited. I really have a strong opinion on this topic and actually couldn’t wait to
read into it more during this module. I think that companies, businesses, and small organizations
don’t take recruitment as seriously as they should. I think that it’s a two way conversation and that
the employer and employee should both know what they want, and if they’re going to get that
offered to them both ways. For instance, an employer might love a candidate but know that the
candidate isn’t necessarily a good fit for the company not in work ethic but just thinking that, “Will
this job satisfy the employee?” It’s also very important that the employee also know what they’re
seeking out of the job and if all the perks are really what the truly want long term.
I think that job seeking, in itself, is very subjective. I believe that everyone is going through
different points in their lives and that’s what could sway certain decisions or acceptances they have
about a certain position. Sometimes the convenience of a position even outweighs what the salary
actuall is, like having to leave early to pick up child, being in the MBA program etc. I’ve also
always been someone that thinks that if the job isn’t meant for you there will be reasoning why it
never worked out when you were convinced it should’ve. I’ve had previous experience with a
certain companies owned by the same (Anthropologie, Free People) and I applied to their opening
positions several times that I was even shocked I kept trying so hard! I noticed that the more I
pushed for the position the more I kept thinking that maybe it just wasn’t meant for me. I later
found out from a friend that those types of companies only hire internally. This brings up the idea
in this chapter, internal recruitment methods. I completely agree that if certain organizations should
100% hire internally especially if someone had been fighting and growing in the company and for
the company. But I also have an opinion about companies that knock out outsiders from even
getting a fair chance at even being considered.
There’s also other methods like employee referrals which also brings up a great point in
thinking that if you already have someone working for you that’s a great fit they probably would
only recommend people they thought highly of (Page 111). We’re very lucky that we live in an
age of technology and that we can look for jobs way more easily than before. We have linkedin,
monster, and indeed that can narrow our searches down while even handing in our resume directly
to them. There are also Private Employment agencies, and search firms that might even assist in
finding jobs that you might not find on your own. The possibilities for jobs are truly endless as
long as someone isn’t too picky yet still finds something that suits them.
The interaction between employer and future employee is one that must be straight
forward, honest, and really dictate what the potential future could be. Some organizations skip
over this talk of certain expectations because they don’t want to turn people away from being
interested in their business. There are so many great sites out there that can help organizations in
the recruiting process and truly find great matches for their businesses’.The best success a business
could get is in hiring someone perfect for the position and someone who will be happy at their job,
couldn’t ask for anything more than that. Dedication, responsibility, and a great work ethic along
with a great positive attitude can change the whole dynamic of a business’s environment and I can
say this from my personal experiences and what I know I offer a business.
Sources
Mondy, R. and Martocchio, J. (n.d.). Human resource management. 14th ed. Pearson
Education.
10 Critical Recruitment Process Steps. (2017, November 28). Retrieved from
https://www.topechelon.com/blog/placement-process/10-critical-recruitment-process-steps/
7 steps to a foolproof recruitment process. (n.d.). Retrieved
https://www.reedglobal.com/blog/2017/06/7-steps-to-a-foolproof-recruitment-process
from
AnnaMaria Farro
MGMT 570 Journal 5
Professor Finch
June 11, 2018
Performance Management and Appraisal
The best thing a company can do is make sure that the productivity of their employees is
maximized and will bring success for the organization. Performance Management also comes as
a major focus in businesses today which work interchangeably with HRM. Each organization has
a PM system and every employee is apart of it. Performance Appraisal works along with
Performance Management to make sure the system is being reviewed and evaluated for each
individual and team (Pg 166). These types of feedback/results provide managers on what the
improvements could be and to help make valid decisions.
Performance Appraisal can be used for many different categories such as: Human
Resource Planning, Training and Development, Career Planning, Compensation Programs,
Internal Employee Relations, and Assessment of Employee Potential. There is also a process that
comes along with PA and can be easily broken down into three phases:
1. Plan: This is where managers and employees join together to create a collaborative effort
on improvements. It’s important that during this phase the employee’s job description is
being reviewed and linked to what they’re actually doing throughout the day (Keeping
the Right People, Paragraph 4). During this phase it’s also important to set the objectives
for performance and measurements in the organization.
2. Monitor: In order for the system to be successful it must be monitored throughout most of
the employee progress and performance. This is where feedback plays a really important
role, and can help improve the expected goals. Extra help from the manager is also
reviewed here to make sure that success is possible ( Keeping the Right People,
Paragraph 7).
3. Review: This can consist of an appraisal meeting, or formal performance assessment. The
years previous accomplishments should be reviewed and discussed and that both the
employee and supervisors sign off and agree to the assessment form (Keeping the Right
People, Paragraph 10).
These phases can be successful if these steps are being followed: Being practical and
collaborative, Providing training and development, constructive criticism, recognizing employee
accomplishments, and supporting the staff’s career goals.
I feel that from my previous experience in working different jobs with different
managers, the influence of HRM and Performance Management changed in every situation.
When working for Ulta, the presence of Performance Management was present from my first
General Manager and she allowed us to work closely with our HRM. She was aware of our
career goals, supported our team, and watched our store flourish with customers and sales
because of that. There is always room for improvement in these types of scenarios for any
business, because the business is always changing.
The PA also makes a huge impact on how well employees will do in the environment of
the business and evaluating them only makes sure that the fit is correct for their position.
Because performance especially in a retail setting is something I know most of I’ve also noticed
huge issues with this throughout my working career in many different places. I do stand by
having more monitoring of employees as this can make or break the employee’s future in the
company, the company’s future, and overall morale of the employees around that said person. I
see that mostly everywhere I have worked that there are some people that are just unfit for the
position but because management is unaware of the situations they don’t take mind to it and
that’s how a business later fails and is unsuccessful. There are many Performance Appraisal
Systems that can be used including( Pg. 173):
1. Trait Systems: This is where employee’s traits and characteristics are evaluated based on
quality of work, work appearance, dependability, cooperation, leadership, responsibility,
or creativity. There are also many limitations that come with the trait system because this
can be considered “subjective”
2. Comparison Systems: This is where employee’s performance is compared to another
person’s performance and then are ranked from best to worst employee.There’s an
approach that can be used called forced distribution method, which ranks the employees
ina stacked system ranging from best performers, good performers, to poor performers.
3. Behavioural Systems: Rating of which employees display whether or not they have
successful job behaviors. This is one of the systems that provides the least amount of
error and free of biases. Within this system there’s a technique that can be used called,
critical incident technique which bases the performance of employees on the “on-thejob behaviours” and “ behavioural outcomes.”
4. Results-Based Systems: Where the performance of the employee is evaluated by sales,
customer ratings, and productivity.
These steps may seem simple and easy to evaluate individuals with but there is room for
error as well. The errors that could be possible are: Appraiser Discomfort, Subjectivity of
Performance Evaluations, Bias Errors, Contrast Errors, Errors of Central tendency, Errors of
Leniency or Strictness and Employee Anxiety (Pgs, 179-181). I’ve noticed this as well in many
of the positions I’ve held for different companies and most of the time these types of situations
could be easily avoided if the proper steps were handled from the very beginning. In every
organization there should be equal opportunity for each employee but sometimes some
employees don’t fit the role they were hired as and that’s ok too because there is another position
out there for them. This type of process done quickly or rushed in any industry or organization
only leaves room for the good employee to get more and more unhappy and question their
position at the organization and if they’re being seen for their value or not.
Sources
Mondy, R. and Martocchio, J. (n.d.). Human resource management. 14th ed. Pearson Education.
Keeping the Right People. (n.d.). Retrieved from http://hrcouncil.ca/hr-toolkit/keeping-peopleperformance-management.cfm
Performance appraisal. (n.d.). Retrieved from
http://www.whatishumanresource.com/performance-appraisal
AnnaMaria Farro
MGMT 570 Journal Week 4
Professor Finch
May 22, 2018
SHRM
This module has been the most interesting to me, because I really wasn’t that aware of
the history of HRM and why it really even began. I want to start by diving into the life of Lena
H. Tracy which I’ll be…
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