Week 1 & week 2 - Achiever Papers

Week 2

Assigned Readings:

Chapter 2. Business Ethics, Corporate Social Responsibility, and Sustainability

Overview:

Business Ethics, Corporate Social Responsibility, and Sustainability are discussed with respect to how they shape HR decisions. HR decision-makers are significantly involved in defining and creating the pathway of ethical practice through the creation of such a culture and its code of ethics. HR management of responsibilities with regard to social responsibility and corporate sustainability are explored.

Learning Objectives:

1. Discuss what ethics means and the sources of ethical practice.

2. Explore human resource management’s (H R M) role in creating an ethical culture and a code of ethics.

3. Define human resource ethics.

4. Explain the concepts and practices related to corporate social responsibility and corporate sustainability.

5. Describe a social audit.

Reflect on the assigned readings for the week. Identify what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding.

Also, provide a graduate-level response to each of the following questions:

1. How do firms benefit from a strong ethical culture? How can HR departments foster such cultures?

2. What is corporate social responsibility (CSR)? Identify and discuss the characteristics and the arguments for and against corporate social responsibility

3. Why is a code of ethics important? What should be included in a firm’s code of ethics?

[Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion].

[Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]

[Your initial posting should be completed by Thursday at 11:59 p.m. EST. All peer replies must be completed by Sunday at 11:59 p.m. EST]

Short Essay

Identify and discuss the federal government’s four attempts to legislate business ethics since the late 1980s.

The assignment is to answer the question provided above in essay form. This is to be in narrative form and should be as thorough as possible. Bullet points should not to be used. The paper should be at least 1.5 – 2 pages in length, Times New Roman 12-pt font, double-spaced, 1 inch margins and utilizing at least one outside scholarly or professional source related to human resource management. The textbook should also be utilized. Do not insert excess line spacing. APA formatting and citation should be used.

Human Resource Management

Fifteenth Edition

Chapter 1

Human Resource Management: An Overview

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Learning Objectives (1 of 2)
1.1 Define human resource management (H R M) and the importance of studying it.
1.2 Describe who performs H R M.
1.3 Explain how the H R M function serves as a strategic business partner and the elements of the dynamic H R M environment.
1.4 Discuss the role of H R M in building corporate culture and employer branding.

Learning Objectives (2 of 2)
1.5 Summarize H R M issues for small businesses.
1.6 Identify ways that country culture influences global business.
1.7 Explore essential skills for developing your career in H R, or any other career path.

Human Resource Management (H R M)
Utilization of individuals to achieve organizational objectives
Concern of all managers at every level
Face a multitude of challenges

Copyright © 2019, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Managers in organizations get things done through the efforts of others. Consequently, managers at every level must concern themselves with Human Resource Management, or HRM. Individuals dealing with human resource matters face a multitude of challenges, ranging from a constantly changing workforce to ever-present government regulations, technology changes, and economic conditions. Furthermore, global competition has forced both large and small organizations to be more conscious of costs and productivity. Taken together, these factors make effective HRM more critical than ever before.
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Human Resource Management Functions

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The six functional areas associated with effective HRM are: staffing, human resource development, performance management, compensation, safety and health, and employee and labor relations.
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Staffing
Process of ensuring the organization always has:
Required number of employees
Employees with appropriate skills
Employees in the right jobs at the right time
Involves job analysis, human resource planning, recruitment, and selection

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Staffing is the process through which an organization ensures that it always has the right number of employees, with the appropriate skills, in the right jobs at the right time, to achieve organizational objectives. The staffing process involves job analysis, human resource planning, recruitment, and selection.
Job analysis is the systematic process of determining the skills, duties, and knowledge required for performing the jobs in an organization. It impacts virtually every aspect of HRM, including planning, recruitment, and selection.
Human resource planning is the systematic process of matching the internal and external supply of people with the job openings that are anticipated for the organization. The data collected as part of human resource planning enables the recruitment process and other HR actions.
Recruitment is the process of attracting enough qualified people to apply for jobs with an organization.
Selection is the process of identifying which of these applicants are best suited for particular positions and for the organization in general.

Performance Management
Goal-oriented process to ensure organizational processes are in place to maximize productivity
Applies to employees, teams, and ultimately, the organization

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Performance management is a goal-oriented process that is directed toward ensuring that organizational processes are in place to maximize the productivity of employees, teams, and ultimately, the organization.
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Human Resource Development
Major H R M function includes:
Training
Development
Career planning
Career development
Organization development (O D)

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Human resource development is a major HRM function consisting of training and development, career planning and related development activities, and organization development.
Training is designed to provide employees with the knowledge and skills they need to be effective in their present roles.
Development involves long-term learning and professional growth that goes beyond the employees’ current jobs.
Career planning is an ongoing process whereby individuals set career goals and identify ways to achieve them.
Career development is a formal approach used by the organization to ensure that people with the proper qualifications and experiences are available for promotion or reassignment when needed.
Organization development (OD) is a planned and systematic attempt to make the organization more effective, typically by creating a more positive behavioral environment. OD efforts are usually used to influence an entire system, such as a company or a plant.

Compensation
All rewards that individuals receive as a result of their employment
Financial compensation (direct and indirect)
Nonfinancial compensation

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The question of what constitutes a fair day’s pay has concerned management, unions, and workers for a long time. A well-thought-out compensation system provides employees with adequate and equitable rewards for their contributions to meeting organizational goals. Compensation consists of direct financial compensation, indirect financial compensation, and nonfinancial compensation.
Organizations provide two types of financial compensation to employees. Direct compensation (core compensation) is the pay that an employee receives in the form of wages, salaries, commissions, or bonuses. Indirect compensation (employee benefits) is often referred to as benefits, and includes things such as paid vacations, sick leave, holidays, and medical insurance.
Nonfinancial compensation includes the things that an employee receives or derives from the job or the organization that do not have cost for the organization. These could include the satisfaction that an employee receives from doing the job itself, the psychological well-being an employee feels from working on a team, or enjoyment of the physical environment in which the employee works.

Employee and Labor Relations
Businesses are required by law to recognize a union and bargain with it in good faith if the firm’s employees want union representation
Human resource activity with a union is often referred to as labor relations

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Businesses are required by law to recognize a labor union and bargain with it in good faith if the firm’s employees want the union to represent them. In the past, this relationship was an accepted way of life for many employers, but most firms today would rather have a union-free environment. When a labor union represents a firm’s employees, the human resource activity is often referred to as labor relations, which handles the job of collective bargaining.
Internal employee relations are the HRM activities associated with the movement of employees within the organization, such as promotions, demotions, terminations, and resignations.

Safety and Health
Safety: Protecting employees from injuries caused by work-related accidents
Health: Employees’ freedom from illness and their general physical and mental well-being

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Employees who work in a safe environment and enjoy good health are more likely to be productive. The higher productivity, coupled with lower long-term healthcare costs, benefits the organization. Today, federal and state legislation reflects societal concern, and most organizations have become attentive to their employees’ safety and health.
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Human Resource Data Analytics
Pervades all functional areas
Analyzes employment data and business functions

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Although human resource data analytics is not a traditional HRM function, it pervades all functional areas. Analyzing employment data (e.g., employee productivity) and business outcomes (e.g., profits) has empowered HR professionals to quantify its influence. Data analytics go a long way toward establishing the HRM function as a strategic business partner.
The scope of data analytics is growing rapidly. No longer do HR professionals limit analyses to internal data.
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Interrelationships of H R M Functions
All H R M functions are interrelated so that each function affects the others
For example, a pay-for-performance compensation plan depends upon reliable and valid performance appraisal practices

Copyright © 2019, 2016, 2014 Pearson Education, Inc. All Rights Reserved
All HRM functions are highly interrelated and management must recognize that decisions in one area affect other areas. For instance, a firm that emphasizes recruiting top-quality candidates but neglects to provide satisfactory compensation is wasting time and money. If a firm pays below-market wages, the firm will always be hiring and training new employees, only to see the best leave for higher wages.
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Who Performs Human Resource Management Tasks?
Human resource professionals
Line managers
Human resource outsourcing (H R O)
Human resource shared service centers
Professional employer organizations (P E O)

Copyright © 2019, 2016, 2014 Pearson Education, Inc. All Rights Reserved
In light of the changing needs of organizations, the HR profession continues to evolve. Many HR departments continue to get smaller because others outside the HR department are now performing certain HRM functions. HR outsourcing, shared service centers, professional employer organizations, and line managers now assist in many traditional human resource activities.
Historically, the human resource professional was responsible for all HR functions and acted in an advisory capacity, working with line managers to help them deal with their areas’ human resource matters. The HR manager was primarily responsible for coordinating the management of human resources to help the organization achieve its goals. There was a shared responsibility between line managers and human resource professionals. Frequently, the line manager went to HR for guidance in topics such as selection, training, promotion, and taking disciplinary action.
Individuals directly overseeing the accomplishment of the organization’s primary goals are line managers. As organizations change, line managers are performing some duties typically done by human resource professionals. This has been simplified by the automation of processes that require a manager’s approval, record-keeping, or input, and processes that support the manager’s job. Everything from recruitment and selection to performance appraisal and employee development can be automated to assist line managers.
HR outsourcing is the process of hiring external HR professionals to do the HR work that was previously done internally. The key to HR outsourcing success is to determine which functions to outsource, the extent to which they should be outsourced, and which functions to keep in-house. HR outsourcing focuses primarily on routine, transaction-oriented processes and clerical work. This permits HR to focus on more strategic areas. HR outsourcing is done basically in two ways: discrete services and business process outsourcing.
A Shared Service Center takes routine activities dispersed throughout the organization and consolidates them in one place. Shared service centers provide an alternative to HR outsourcing and can often provide the same cost savings. The most common HR functions that use SSCs are benefits administration, payroll, recruitment, global training and development, succession planning, and talent retention.
A professional employer organization (PEO) is a company that leases employees to other businesses. When a decision is made to use a PEO, the company releases its employees, who are then hired by the PEO. The PEO then manages the administrative needs associated with employees, pays their salaries, and manages their benefits. The PEO typically charges a fee based on the number of leased employees. Because the PEO is the employees’ legal employer, it has the right to hire, fire, discipline, and reassign an employee. However, the client company maintains enough control so it can run the day-to-day operations of its business.

Describe the H R Profession (1 of 2)
Various designations are used within the H R profession:
Executive: A top-level manager who reports directly to the corporation’s C E O or to the head of a major division
Generalist: Employee who may be an executive, performs tasks in a variety of several or all of the six functional areas of H R M
Specialist: Employee who may be an H R executive, manager, or non-manager who is typically concerned with only one of the six functional areas of H R M

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Executive: A top-level manager who reports directly to the corporation’s CEO or to the head of a major division. Generalist: Employee who may be an executive, performs tasks in a variety of several or all of the six functional areas of HRM. Specialist may be an HR executive, manager, or non-manager who is typically concerned with only one of the six functional areas of HRM.
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Describe the H R Profession (2 of 2)
Profession: A vocation characterized by the existence of a common body of knowledge and a procedure for certifying members
Performance standards are established by members of the profession rather than by outsiders; that is, the profession is self-regulated
Most professions have effective representative organizations that permit members to exchange ideas of mutual concern (e.g., Society for Human Resource Management)

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A profession is a vocation characterized by a common body of knowledge and a procedure for certifying proficient members. Most professions have representative organizations that establish performance standards and permit members to exchange ideas of mutual concern. Several well-known organizations that serve the HR profession are the Society for Human Resource Management, the Human Resource Certification Institute, the American Society for Training and Development, and WorldatWork.
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Human Resource Executives, Generalists, and Specialists

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The vide president of industrial relations in this organization chart specializes primarily in union-related matters. This person is both an executive and a specialist.
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Competency Model for H R Professionals

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Five competencies for HR professionals are shown here. Effective HR professionals demonstrate these competencies.
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H R as a Strategic Business Partner
H R professionals must understand the company’s business (e.g., sale of medical equipment)
H R professionals must use this knowledge to support competitive advantage
Recruit and select the most highly qualified individuals
Manage performance and compensate based on performance that supports competitive advantage
H R development such as training to ensure that employees are as knowledgeable as possible about their jobs

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In the environment presently confronting HR, many HR professionals are increasingly taking on the role of being a strategic partner with upper management. In this role, HR professionals are able to focus on matters that are truly important to the company as a whole. For example, increasing sales and building customer loyalty to the brand are important goals of soft drink companies such as Coca Cola and PepsiCo. Increasing sales require hiring highly dedicated and motivated sales and distribution employees. As a strategic business partner, HR helps to identify and develop the employees necessary for excellent performance, builds recruitment systems, training programs for product distribution and interactions with customers, constructs performance management, and structures compensation programs that will greatly incentivize these employees to excel.
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Employees as Human Capital
Capital refers to the factors that enable companies, for example, to generate income, higher economic value, strong positive brand identity, and reputation. There is a variety of capital, including financial capital:
Cash
Capital equipment (for example, state-of-the-art robotics used in manufacturing)
Human capital, as defined by economists, refers to sets of collective skills, knowledge, and ability that employees can apply to create value for their employers

Copyright © 2019, 2016, 2014 Pearson Education, Inc. All Rights Reserved
A useful way to better understand how HR serves as a strategic business partner is to think about the use of capital for value creation. Capital refers to the factors that enable companies to generate income, higher company stock prices, economic value, strong positive brand identity, and reputation. There is a variety of capital that companies use to create value, including financial capital (cash) and capital equipment (state-of-the-art robotics used in manufacturing). Employees represent a specific type of capital called human capital. Human capital, as defined by economists, refers to sets of collective skills, knowledge, and ability that employees can apply to create value for their employers. Companies purchase the use of human capital by paying employees an hourly wage, salary, or bonuses and providing benefits such as paid vacation and health insurance. Also, companies help develop human capital to their advantage by offering training programs aimed at further boosting employee productivity.
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Dynamic Human Resource Management Environment

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Many interrelated factors affect HRM practice within and outside the organization. Environmental factors include legal considerations, labor market, society, political parties, unions, shareholders, competition, customers, technology, the economy, and unanticipated events. Each factor, either separately or in combination with others, ca crate constraints or opportunities for HRM.
A significant external force affecting HRM relates to federal, state, and local legislation and the court decisions interpreting this legislation. In addition, presidential executive orders have a major impact on HRM. These legal considerations affect virtually the entire spectrum of human resource policies. For example, Title VII of the Civil Rights Act of 1964 prohibits illegal discrimination on the basis of race, color, religion, or national origin. Court decisions provide clarification of language in the laws. A presidential executive order (EO) is a directive issued by the president and has the force and effect of a law enacted by Congress because it applies to federal agencies and federal contractors. An example of a contractor is a company that provides carpentry work in federal government buildings.
Potential employees located within the geographic area from which employees are recruited comprise the labor market. The labor market is always changing, and these shifts inevitably cause changes in the workforce, which can affect the way management must deal with the workforce.
The public does not accept, without question, the actions of firms in the business world today. To remain acceptable to the general public, a firm must accomplish its purpose while acting ethically and responsibly. Ethics is the discipline dealing with what is good and bad, or right and wrong, and with moral duty and obligation. Corporate social responsibility is the implied, enforced, or felt obligation of managers, acting in their official capacities, to serve or protect the interests of stakeholders inside and outside the organization.
Closely related to society, but not the same, are political parties. The Democratic and Republican parties are the two major political parties in the United States. These parties often have differing opinions on how HRM should be accomplished. For example, Democrats tend to favor government regulation that protects the rights of virtually all employees to receive at least a minimum wage (the Fair Labor Standards Act) and health insurance (Patient Protection Affordability and Accountability Act). Republicans, on the other hand, tend not to favor government regulation, believing that businesses should have as much flexibility as possible to operate successfully.
A union is comprised of employees who have joined together for the purpose of dealing collectively with their employer. In a unionized organization, the union—rather than the individual employee—acts as a third party to negotiate work agreements with management. Wage levels, benefits, and working conditions for millions of employees reflect decisions made jointly by unions and management.
The owners of a corporation are called shareholders. Because shareholders have invested money in the firm, they may at times challenge decisions made by management. Shareholders wield increasing influence, and management may be forced to justify the merits of a particular program in terms of how it will affect future projects, costs, revenues, profits, and even how it will benefit society as a whole.
Firms may face intense competition in both their product or service and labor markets. Unless an organization is in the unusual position of monopolizing the market it serves, other firms will be producing similar products or services. To compete effectively, a firm must also compete for and retain competent employees.
Customers are the people who actually use a firm’s goods and services. Because sales are crucial to a firm’s survival, management has the task of ensuring that its employment practices enhance the ability of its workforce to provide top-quality goods and services. This capacity is directly related to the skills, qualifications, and motivation of the organization’s employees.
The world has never before seen the rapid rate of technological change that is occurring today. While the development of technology has created new roles for HR professionals, it also places additional pressures on them to keep abreast of new HR technology. With the increased sophistication of technology has come the ability to design more useful human resource information systems (HRIS).
The economy, on the whole and in its various segments, is a major environmental factor affecting HRM. Generally speaking, when the economy is booming, it is more difficult to recruit qualified workers. On the other hand, when a downturn is experienced, as with the recent recession, more applicants are typically available. To complicate this situation even further, one segment of the country may be experiencing a downturn and another a boom. This variation in supply and demand is also true for obtaining qualified workers in different industry and professional areas.
Unanticipated events are occurrences in the external environment that cannot be foreseen. These events cause major modifications in the performance of many human resource functions in the affected firms. Every disaster, whether man-made or natural, requires a tremendous amount of adjustment with regard to human resource management. On a global level, think of the many different ways HR was affected when major earthquakes struck Japan, Haiti, and Chile.

Corporate Culture and H R M
Corporate culture: System of shared values, beliefs, and habits within an organization that interacts with the formal structure to produce behavioral norms

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Corporate culture is the system of shared values, beliefs, and habits within an organization that interacts with the formal structure to produce behavioral norms. Throughout this text the importance of various topics related to corporate culture will be described. The first topic related to corporate culture is employer branding
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Employer Branding
The firm’s corporate image or culture created to attract and retain the type of employees the firm is seeking. It is what the company stands for in the public eye.

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Employer branding is what the company stands for in the public eye. As such, the focus on employer branding is becoming increasingly important for organizations. Brands imply what employees will get from working there, and why working for the company is a career and not just a job. As more Gen Y-ers enter the workforce, firms may need to alter their brand in order to attract and retain these young people, who view having fun in an engaging work environment as important as a good salary. An employer brand embodies the values and standards that guide employee behavior. Through employer branding, people get to know what the company stands for, the profiles it hires, the fit between jobs and people, and the results it recognizes and rewards. Every company has a brand, which could be the company of choice or the one of last resort. A robust employment brand attracts people and makes them want to stay. In fact, most workers want to belong to an organization that embraces the ideas and principles they share.
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Human Resource Management in Small Businesses
Many college graduates obtain jobs in small businesses
Same H R functions must be accomplished
Manner in which they are accomplished may differ

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Typically the same HR functions previously identified must be accomplished by small businesses but the manner in which they are accomplished may be altered. Small businesses often do not have a formal HR unit or an HRM specialist. Rather, line managers often handle the HR functions. The focus of their activities is generally on hiring and retaining capable employees. Some aspects of HR functions may actually be more significant in smaller firms than in larger ones. For example, a staffing mistake in hiring an incompetent employee who alienates customers may cause the business to fail. In a larger firm, such an error might be much less harmful.
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Country Culture and Global Business
A country’s culture is a set of values, symbols, beliefs, languages, and norms that guide human behavior within the country
Cultural differences between countries are a major factor influencing global business
Cultural misunderstandings are common

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Cultural differences among countries are a major factor influencing global business. This borderless world adds dramatically to the difficulty of managing human capital. Cultural differences are often the biggest barrier to doing business in the global market.
A country’s culture is the set of values, symbols, beliefs, languages, and norms that guide human behavior within the country.
Companies operating in the global environment recognize that national cultures differ and that such differences cannot be ignored. For example, a businessperson who travels from Switzerland to Italy goes from a country where meetings tend to be highly structured and expected to start on time, to one where meetings can be more informal and punctuality is less important. Recognizing the cultural differences present in a workplace can help managers achieve maximum effectiveness.
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Developing Skills for Your Career
Communication
Critical thinking
Collaboration
Knowledge application and analysis
Business ethics and social responsibility
Information technology application and computing skills
Data literacy

Copyright © 2019, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Whether or not you plan on a career in HRM, the lessons you learn in this course will help you in business and in your life.
Communication is defined as effective use of oral, written, and nonverbal skills for multiple purposes, effective listening; using technology to communicate; and being able to evaluate the effectiveness of communication efforts – all within diverse contexts.
Critical thinking involves purposeful and goal-directed thinking used to define and solve problems, make decisions or form judgments related to a situation or set of circumstances.
Collaborative learning takes place in a situation in which individuals actively work together on a task, constructing meaning and knowledge as a group through dialogue and negotiation resulting in a final product reflective of their joint, interdependent actions.
Knowledge application and analysis is defined as the ability to learn a concept and then appropriately apply that knowledge in another setting to achieve a higher level of understanding.
Business ethics are sets of guiding principles that influence the way individuals and organizations behave within the society that they operate. Corporate social responsibility (CSR) and corporate sustainability are equally important matters as you move forward in your career.
Information technology application and computing skills are defined as the ability to select and use appropriate technology to accomplish a given task.
Data literacy is the ability to access, assess, interpret, manipulate, summarize and communicate data.
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Scope of this Book (1 of 3)
An insight into the role of H R M in today’s organizations and the strategic role of H R functions
An appreciation of the value of employees as human capital
An awareness of the importance of business ethics and corporate social responsibility

Copyright © 2019, 2016, 2014 Pearson Education, Inc. All Rights Reserved
The scope of this book is designed to provide an appreciation into the strategic role of HRM in today’s organizations and to learn about the six HR functional areas (staffing, human resource development, performance management, compensation, safety and health, and employee and labor relations). In addition, the environment that influences HRM practice is addressed throughout the book to put the work of HR professionals and others who are involved in HR practice into context.
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Scope of this Book (2 of 3)
An understanding of job analysis, H R planning, recruitment, and selection
An awareness of the importance of H R development, including training and developing, for employees at all levels
An understanding of performance appraisal and its role in performance management

Scope of this Book (3 of 3)
An appreciation of how compensation and employee benefits programs are formulated and administered
An opportunity to understand employee and labor relations
An understanding of safety and health factors as they affect the firm’s profitability
An appreciation of the global impact on H R M

Organization of this Book (1 of 3)
Human Resource Management, 15th Edition
Part One. Setting The Stage
Chapter 1: Human Resource Management: An Overview
Chapter 2: Business Ethics, Corporate Social Responsibility, and Sustainability
Chapter 3: Equal Employment Opportunity, Affirmative Action, and Workforce Diversity

Organization of this Book (2 of 3)
Part Two. Staffing
Chapter 4: Strategic Planning, Human Resource Planning, and Job Analysis
Chapter 5: Recruitment
Chapter 6: Selection
Part Three. Performance Management And Training
Chapter 7: Performance Management and Appraisal
Chapter 8: Training and Development

Organization of this Book (3 of 3)
Part Four. Compensation
Chapter 9: Direct Financial Compensation (Core Compensation)
Chapter 10: Indirect Financial Compensation (Employee Benefits)
Part Five. Labor Relations, Employee Relations, Safety And Health
Chapter 11: Labor Unions and Collective Bargaining
Chapter 12: Internal Employee Relations
Chapter 13: Employee Safety, Health, and Wellness
Part Six. Operating In A Global Environment
Chapter 14: Global Human Resource Management

Week 1

Assigned Readings:

Chapter 1. Human Resource Management: An Overview

Overview:

This chapter is intended to build your awareness and comprehensiveness of the Human Resource Management (HRM) field of study. Human Resource Management is first defined along with its many functions that make it appropriate for study. In knowing the functions of Human Resource Management, it is also necessary to match them with those responsible for carrying out its activities. Overall, Human Resource Management is established as a strategic component to any organization along with its influence in establishing culture, employer branding. HRM’s role in small businesses and global businesses are discussed, along with the individual skills needed to develop your career path in HR.

Learning Objectives:

1. Define human resource management (H R M) and the importance of studying it.

2. Describe who performs H R M.

3. Explain how the H R M function serves as a strategic business partner and the elements of the dynamic H R M environment.

4. Discuss the role of H R M in building corporate culture and employer branding.

5. Summarize H R M issues for small businesses.

6. Identify ways that country culture influences global business.

7. Explore essential skills for developing your career in H R, or any other career path.

Reflect on the assigned readings for the week. Identify what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding.

Also, provide a graduate-level response to each of the following questions:

1. What do you feel is the most important function of Human Resource Management?

2. How do you feel HR serves as a strategic partner within an organization?

3. How do you feel corporate culture impacts human resource management?

[Your initial posting should be completed by Thursday at 11:59 p.m. EST. All peer replies must be completed by Sunday at 11:59 p.m. EST]

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