Reference no: EM131065395
PTO Benefits
Using concepts and theories from this week's reading sources, Refer to an organization with which you are familiar, propose an organizational policy for employee paid time off (PTO).
Will you give an exact number of days for each individual?
Will that number be based on job title, time with the company, or some other guideline?
If required, how would days be taken away and for what reasons?
Your answer to these questions should be prepared as a PowerPoint presentation.
In your PowerPoint presentation, be sure to clearly define the policy and provide a rationale explaining why you believe it is ideal for this particular organization.
What positive and negative impacts might your proposed policy have and how will your policy improve employee engagement?
Resoures:
1.HR Transformation: Building Human Resources from the Outside In
Chapter 7, "Share Accountability for the Transformation" (pp. 125-142)
Chapter 7 discusses the importance of involving all key stakeholders in the transformation process, as without the input of these groups there is likely to be resistance to the change management process. Four specific groups of stakeholders are mentioned in this chapter.
Articles/Readings
2.Cappelli, P. (2008). Talent management for the twenty-first century. Harvard Business Review, 86(3), 74-81. Retrieved from https://ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=30028318&site=ehost-live&scope=site
This article looks at how the talent management is being handled by organizations in order to be able to forecast and effectively meet talent needs.
3.Lawler III, E. E., Pringle, A., Branham, F. L., Cornelius, J., Martin, J. (2008). Why are we losing all our good people? Harvard Business Review, 86(6), 41-5 1. Retrieved from https://ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=32107911&site=ehost-live&scope=site
The authors of this fictional case study aim to help you understand why companies lose people. It is argued that people often are compelled to stay or leave a company based on emotional reasons, and once they are unhappy with a situation, it usually is too late to implement a change necessary to compel an employee to stay.
4.Nonaka, I. (2007). The knowledge-creating company. Harvard Business Review, 85(7/8), 162-171. Retrieved from https://ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=25358848&site=ehost-live&scope=site
This article examines what can be learned from Japanese companies in relation to knowledge-creation techniques.
5.Norton, W. I., & Sussman, L. (2009). Team charters: Theoretical foundations and practical implications for quality and performance. The Quality Management Journal, 16(1), 7-1 7. Retrieved from:
https://ezp.waldenulibrary.org/login?url=https://proquest.umi.com.ezp.waldenulibrary.org/pqdweb?did=1631368241&sid=1&Fmt=4&clientId=70192&RQT=309&VName=PQD
The authors explore team charters as a viable tool that can be used to link corporate strategies to activities on a team level.
6.Turner, J. R., Huemann, M., & Keegan, A. (2007). Human resource management in the project-oriented company: A Review. International Journal of Project Management, 25(3), 315-323. Retrieved from:
https://cv8yh9th3f.search.serialssolutions.com.ezp.waldenulibrary.org/?SS_LibHash=CV8YH9TH3F&genre=article&sid=sersol%3AuniqueIDQuery&id=10.1016%2Fj.ijproman.2006.10.001
This document looks at project-oriented versus traditional companies in the use and need of human resources departments and practices. One key area, the temporary nature of projects, is highlighted.
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