Need a reply that is at least 250 words for the following post.  Response must support assertions with at least 2 scholarly citation in APA format. Each reply must incorporate Scriptural or Biblical principles and experience. Any sources cited must have been published within the last five years. Acceptable sources include the textbook (attached) and scholarly articles. 

How does mobility differ in organizations with innovative career paths?

Organizations may utilize different career paths. Internal recruitment involves an organization enhancing the personnel already employed to work toward meeting the firm’s strategic goals (Heneman et al., 2015). The most common career path involves being promoted farther ‘up’ into the company hierarchy. Research supports that internal mobility has a positive impact on the overall company survival and internally promoted employees share more firm-specific knowledge at the next level (Tavares, 2020). Innovative career paths represent options in job mobility within the organization that differs from simply moving up the company ladder.

List 3 innovative career paths & describe how mobility occurs in each?

Innovative career paths provide the opportunity for employee movement up, down, or side-to-side within the organization (Heneman et al., 2015). The alternative mobility paths allow for employees to discover and grow in other ways than just being promoted up the ladder of the organization. There are options to keep people learning and contributing to the organization in new and innovative ways. Parallel career paths allow employees to excel in both management and technical job titles. In many hierarchy-based organizations, technical positions are limited and kept at a lower level. This option keeps technical and managerial job titles and salaries similar, so the options are endless (Heneman et al., 2015). A lateral career path explores that an employee’s greatest contribution may be from staying on one level, but while working various job titles or categories (Heneman et al., 2015). There can be flexibility in staying on the same level within the organization but learning new job responsibilities. The lattice mobility path combines the possibility for an employee to move up, laterally, or even down within the same organization (Heneman et al., 2015). This path provides the chance for someone to move up to become a supervisor for a limited time (as needed) and move back to front-line employees as work demands change.

List the characteristics necessary for an effective promotion policy.

An effective promotion or career mobility policy must include the written policies and list specific criteria for movement along an organization’s career paths (Heneman et al., 2015). Both alternative and hierarchical career paths need to have a well-defined policy in place to keep employees informed. The policy should encompass the following characteristics:

1. Requirements for internal career path mobility, for both employees and supervisors (hierarchical or innovative)
2. Scope of the policy – job categories, employees, regions, etc

3. Promotion/Mobility procedures – how vacancies are communicated, how employees know of application         deadlines, job qualifications, and selection process details

4. Policies regarding salaries, benefits, and advancement

5. Designed to support the mission and vision for the company

A well-designed policy is informative and supportive of the entire workforce in considering promotions or career path planning.

Compare and contrast a closed internal recruitment system with an open internal recruitment system.

A closed internal recruitment system is operated mainly through the organization’s human resource department. Employees are not necessarily informed of job vacancies unless they are deemed qualified by the HR department or someone else involved with job placement. While this type of system can be very efficient, it may also exclude qualified individuals that are not aware of a job opening. An open internal recruitment system is where all employees know of any job openings with an open application or job bidding process. It allows employees to decide for themselves if they are qualified and/or interested in a job change. It does not rely on someone in HR or a supervisor selecting them for advancement. This process is more time-consuming but also provides opportunities for all employees to advance or make a change in their career path.

What information should be included in the targeted internal communication message?

The communication targeted to internal job applicants should be aimed at current employees qualified and possibly interested in a new position. Heneman (2015) points out that internal applicants will already be known by supervisors and communication regarding job openings can explain the desirability for a new job on a personal level (p. 285). The communication needs to include facts about the job, so the potential applicant can make an informed decision, rather than someone listening to company rumors or pin their hopes on inflated compensation or other rewards.

Choose three suggestions for improving the advancement of women and minorities and tell why they are important.

The first suggestion from the chart I chose is to examine the organization’s culture. Each company has its own behaviors and norms that are deemed acceptable. While a firm may say they embrace diversity in the workforce, oftentimes there are still ‘good ole boys clubs’ that are unofficially supported in the business environment. Everyone should have equal access to jobs, benefits, and opportunities. The underlying culture needs to support the diversity and inclusion of women in the workplace. Secondly, an organization must monitor recruitment strategies. Each posting, job ad or vacancy notice should be located in places to be seen by a diverse population. In particular, recruitment efforts need to support women in the workforce as equals and not as an afterthought. Also, I recommend creating formal and informal programs to provide mentoring to employees. This is critical to anyone feeling excluded. For example, for a woman in management to mentor another female employee, allows everyone to see the empowerment and support for one another. The mentoring program should include everyone, not just women.

References

Heneman, H. G., III, Judge, T. A., & Kammeyer-Mueller, J. (2015). Staffing organizations (8th ed.). McGraw Hill.

Tavares, M. (2020). Across establishments, within firms: worker’s mobility, knowledge transfer and survival. Journal for Labour Market Research, 54(2), 1–19.

You are asked to develop and write a report to assess the following case study from El Mejicano

The directors of El Mejicano, a fast food chain of restaurants based in Barcelona, were considering whether to begin the promotion for their new line of

menus earlier than originally planned. “I think we should go ahead with the price cuts,” Pedro Morales said. “After all, it couldn’t hurt! At the very worst, we’ll sell

these menus cheap for a little longer than we had planned, and on the other side we could beat Panchito to the punch. Panchito is the most important competitor

of El Mejicano in Barcelona and they are also a fast food chain specialized in Mexican food. “That’s really the question, isn’t it?” replied Ana Perales, the

marketing manager of the firm. “If Panchito really is planning their own menus promotion, and we start our promotion now, we would beat them to the punch.

On the other hand, we might provoke a price war. And you know what a price war with that company means. We spend a lot of money and resources fighting

with each other. There’s no real winner. We both just end up with less profit.”

Manuel Pereira, the finance manager for El Mejicano, piped up, “The consumer wins in a menus price war. They get to buy things cheaper for a while.

We ought to be able to make something out of that.”

Antonia Lozano, CEO for El Mejicano, looked at the finance manager thoughtfully. “You’ve shown good sense in situations like these, Manuel. How do

you see it?”

Manuel hesitated. He didn’t like being put on the spot like this. “You all know what the sales projections of menus are for the 4-week promotion as

planned. Ana Perales tells us to expect sales of 2 million euros. The objective is to gain at least 2 percentage points of market share of the fast food market in

Barcelona, but our actual gain could be anywhere from nothing to three points. Profits during the promotion are expected to be down by 10%, but after the

promotion ends, our increased market share should result in more sales and more profits.”

Pedro Morales, the sales manager, broke in. “That’s assuming Panchito doesn’t come back with their own promotion in reaction to ours. And you know

what our report is from Laura Valencia. She says that he figures Panchito is up to something.”

“Yes, Laura did say that. But you have to remember that Laura works for our advertising agent. Her incentive is to sell advertising. And if she thinks she

can talk us into spending more money, she will. Furthermore, you know, she isn’t always right. Last time she told us that Panchito was going to start a major

campaign, he had the dates right, but it was for a different menu line altogether.”

Manuel thought for a bit. If he were working at Panchito and saw an unexpected promotion begin, how would he react? Would he want to cut prices to

match the competition? Would he try to stick with the original plans? Finally, he said, “Look, we have to believe that Panchito also has some horse sense. They

would not want to get involved in a price war if they could avoid it. At the same time, they aren’t going to let us walk away with the market. I think that if we move

early, there’s about a 30 % chance that they will react immediately, and we’ll be in a price war before we know it.”

“We don’t have to react to their reaction, you know,” replied Antonia.

“You mean,” asked Ana Perales, “we have another meeting like this to decide what to do if they do react?”

“Right.” “So,” Manuel said, “I guess our immediate options are to start our promotion early or rather start it later. If we start it now, we risk a strong reaction from Panchito. If they do react, then we can decide at that point whether we want to cut our prices further.”

Ana Perales spoke up. “But if Panchito reacts strongly and we don’t, we would probably end up just spending our money for nothing. We would gain no market share at all. We might even lose some market share. If we were to cut prices further, it might hurt profits, but at least we would be able to preserve what market share gains we had made before Panchito’s initial reaction.”

At this point, several people began to argue among themselves. Sensing that no resolution was immediately forthcoming, Antonia Lozano adjourned the meeting, asking everyone to sleep on the problem and to call her with any suggestions or insights they had.

1) Would you add a different alternative to the given decision-making alternatives? From your point of view, what other decision variables would you also take into account in this important decision-making for el Mejicano?

2) Develop and draw a decision tree and an influence diagram for this decision analysis. What roles do the two diagrams play in helping to understand and communicate the framework and structure of this decision-making to the team of directors?

3) Based on the information in the case, what are El Mejicano’s objectives in this decision-making?

4) Describe and assess the different risks associated to each alternative of the decision making and select your risk preference or tendency to choose a risky or less risky option.

Employee Development and Performance

Scenario

Continuing from the Strategy, Planning, and Selection assignment, you were selected as the new HR director for the retail company and now have been in the position for approximately six months. Your approach to strategy, planning, and selection have been quite successful thus far, and now it is time to address the organization’s expectation for performance and development of employees since these components of HR strategy are critical in achieving business outcomes and success.

Instructions

Write a four- to five-page paper in which you do the following:

• Critically analyze and discuss any researched (web or textbook) training process model you may consider for use in developing employees (Here’s an idea: The Addie Model or exhibit 7-1, page 230 in the textbook). Then, identify and discuss at least 3 possible challenges that might be faced in implementing a new training process in the company.
• List and briefly discuss at least three types of training that can be used for employee training. Of the three, which would you select to train the retail employees, and why? Be specific.
• Differentiate the concepts of performance management and performance appraisal with three to four key points. Then, make your case to leadership for or against using annual performance appraisals in the organization. Be specific with your perspective.
• Use at least four quality academic resources in this assignment. Note: You may only use the resources listed in the Course Guide and those that are specifically provided by the professor.

This course requires the use of APA 7 or Strayer Writing Standards. For assistance and information, please refer to the documents listed in the week 1 discussion or located in the course info section. Check with your professor for any additional instructions.

Use the Strayer University Library to locate additional sources to support your work.

The specific course outcome associated with this assignment is:

• Propose effective methods for implementing employee development and performance management processes for an organization.

Assignment: Critical Appraisal of a Quantitative Research Article

Write a fully developed and detailed APA essay addressing each of the following points/questions. There is no required word count; be sure to completely answer all the questions in detail. Separate each section in your paper with a clear heading that allows your professor to know which bullet you are addressing in that section of your paper. Support your ideas with at least one source using citations in your essay. Make sure to cite using the APA writing style for the essay. The cover page and reference page are required. Review the rubric criteria for this assignment.

Conduct a literature search to select a quantitative research study related to the problem identified (Burn out) (or pick one of your articles from the Burnout assignment if it is a quantitative article). Please upload your article  PRIOR to starting/submitting this assignment so I can ensure you have the correct type of article! Once your article is approved, conduct an initial critical appraisal by responding to the following questions:

• Is this quantitative research report a case study, case control study, cohort study, randomized control trial or systematic review?
• Where does the study fall in the hierarchy of evidence in terms of reliability and risk of bias?
• Why was the study done (define the problem and purpose)?
• Were the steps of the study clearly identified?
• What was the sample size?
• Are the measurements of major variables reliable and valid? Explain.
• How were the data analyzed?
• Were there any untoward events during the conduct of the study?
• How do the results fit with previous research in the area (this may be reflected in the literature review)?
• What does this research mean to clinical practice?

Additionally, be sure to include the rapid appraisal questions for the specific research design of the quantitative study that you have chosen. 

This critical appraisal should be written in complete sentences (not just a numbered list) using APA format 7th edition.

Provide a reference for the article according to APA format and a copy of the article.

Assignment Expectations

Length: Clearly and fully answer all questions; attach a copy of the article.

Structure: Include a title page and reference page in APA format. Your essay must include an introduction and a conclusion.

References: Use appropriate APA style in-text citations and references for all resources utilized to answer the questions. A minimum of one scholarly source for the article is required for this assignment.

Target Audience and Competition are the next components to be addressed in the process of developing a Marketing Strategy. To choose an appropriate target market, one must understand how consumers make purchase decisions.

  Business: Local Logistics Firm

-Responsible for the transport of freight locally. 

Research

• Research and discuss Maslow’s theory of needs and how it is applied to marketing. Resources MUST include articles in the library’s full-text article databases (Academic Search Complete, Business Source Complete, and/or ProQuest Central).
• Define the stages of the consumer behavior model (or industrial model, if appropriate) and apply how the concepts affect the marketing effort. Resources MUST include articles in the library’s full-text article databases (Academic Search Complete, Business Source Complete and/or ProQuest Central).

Application to Product/Service

• Provide a quick overview of the product or service you created.
• Even though you have “created” a product or service, the applications and research in this section will be real.
  • Identify your target market. Provide a specific demographic profile and rationale for this decision. Another source that may help you: The US Census Bureau’s American Fact Finder. Consider the size of the market and its purchasing power. Research is required to back-up your selection and to provide statistics to show that it is a viable market.
  • Analyze your competition. Who are they? Who are the biggest players? How large is the market? What are the trends/forecasts in the industry? How does your product/service fit in? IBISWorld in the Library is a good tool for this section; it may be accessed under “ADDITIONAL LIBRARY RESOURCES” and then scroll down to the database.

The assignment requires the use of ARTICLES from the library’s full-text databases. Articles are found in periodicals. These are not to be confused with eBooks or Reference Books. The most popular databases in marketing are: Academic Search Complete, Business Source Complete, and/or ProQuest Central.

Effective academic and research writing requires a 3rd person voice. This will be written in 3rd person. Do not use any quotations. For more information see Differences Between First and Third Person. Since you are engaging in research, be sure to cite and reference the sources in APA format. NOTE: the Analysis in the Appendix may be written in 1st person.

Use the attached APA-formatted template (MKT501 SLP1) to create your submission.

Assignment Expectations

Your submission will include:

• A cover page
• A 2- to 3-page paper with APA citations (2-to 3-sentence introduction, body, 2-to 3-sentence conclusion)
• The reference list in APA format