UOP Competency Management Essay

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ORGCB/535 v1
Competency 1: Competency
Assessment – HR Design Decisions
Instructions
For each of these 7 HR design decisions, check the box for the choice that most matches where you think
Southwest Human Resources falls. While the organization likely does not fall cleanly into one or the other
extreme, pick the one that it more clearly resembles. Then, in the right-hand column, evaluate how well
that choice works.
Items to consider, but not limited to, in your analysis include:
•
•
•
•
The impact on company performance of the approach
Effectiveness of the approach
The impact on employee morale and engagement of the approach
Alignment with the strategy of the approach
Design Decisions
Choices
Analysis of how well each choice works
View of employees
Employees as
expenses
Employees as assets
Compensation
Below market
Competitive
Above market
Training and Development
Spontaneous
Planned
Job Descriptions
Specific
General
Recruitment
External
Mixed
Internal
Copyright 2020 by University of Phoenix. All rights reserved.
Competency 1: Competency Assessment – HR Design
Decisions
ORGCB/535 v1
Page 2 of 2
Onboarding – Socialization of new employees
Limited
Extensive
Bargaining
Collective
Individual
References
Copyright 2020 by University of Phoenix. All rights reserved.
ORGCB/535 Competency 1 Assessment and Rubric
Course Title: People and Organizations
Competency Assessment Title: HR Design Decisions
Assignment Directions
Examine Southwest’s current HR practices, as reported in public sources. Download the HR Design Decisions worksheet.
Complete the worksheet with your review and rationale of the elements listed below to decide where Southwest Airlines’ HR practices fall.
•
Employees as expenses vs. employees as assets
•
Compensation below market, above market, or competitive
•
Spontaneous training and development or planned training and development
•
Specific job descriptions or general job descriptions
•
External or internal recruitment, or both
•
Limited socialization of new employees or extensive socialization
•
Collective bargaining or individual bargaining
Support the analysis with evidence from sources on the web. Possible sources for information include but are not limited to:
•
Organization website and associated websites
•
Vault Campus includes detailed reviews and survey information about what it’s like to work at Southwest. To access Vault Campus, visit
PhoenixLink.
•
Websites that specialize in company reviews and job postings
•
Magazine and journal articles from the Internet or University Library
Submit your assignment.
Copyright 2021 by University of Phoenix. All rights reserved.
ORGCB/535 Competency 1 Rubric
Page 2 of 3
Competency Assessment Rubric
Assignment/Performance
Criteria
Mastery
100%
Meets Expectations
85%
Not Met
0%
1. View of employees as
expenses or assets
(weight 14%)
Thoroughly analyzed SW
Airlines’ practice of viewing
employees and thoroughly
evaluated how well the practice
is working (impact, effectiveness,
and alignment) from a creative
and innovative perspective.
Partially analyzed SW Airlines’
practice of viewing employees and
partially evaluated how well the
practice is working (impact,
effectiveness, and alignment).
Narrowly analyzed SW Airlines’
practice of viewing employees and
narrowly evaluated how well the
practice is working (impact,
effectiveness, and alignment) or no
attempt was made to on examples of
colleagues’ behaviors in relation to
HR competencies.
2. Compensation
(weight 14%)
Thoroughly analyzed SW
Airlines’ compensation practice
and thoroughly evaluated how
well the compensation practice is
working for SW Airlines (impact,
effectiveness, and alignment)
from a creative and innovative
perspective.
Partially analyzed SW Airlines’
compensation practice and partially
evaluated how well the
compensation practices is working
for SW Airlines (impact,
effectiveness, and alignment).
Narrowly analyzed SW Airlines’
compensation practice and narrowly
evaluated how well compensation
practice is working for SW Airlines
(impact, effectiveness, and
alignment) or no attempt to analyze
SW Airlines’ practice of
compensation was made.
3. Training and Development
(weight 14%)
Thoroughly analyzed SW
Airlines’ training and
development practice and
thoroughly evaluated how well
training and development
practice is working for SW
Airlines (impact, effectiveness,
and alignment) from a creative
and innovative perspective.
Partially analyzed SW Airlines’
training and development practice
and thoroughly evaluated how well
training and development practice is
working for SW Airlines (impact,
effectiveness, and alignment).
Narrowly analyzed SW Airlines’
training and development practice
and narrowly evaluated how well
training and development practice is
working for SW Airlines (impact,
effectiveness, and alignment) or no
attempt to analyze SW Airlines’
practice of training and development
was made.
4. Job Descriptions
(weight 15%)
Thoroughly analyzed SW
Airlines’ job description practice
and thoroughly evaluated how
well job description practice is
working for SW Airlines (impact,
effectiveness, and alignment)
from a creative and innovative
perspective.
Partially analyzed SW Airlines’ job
description practice and thoroughly
evaluated how well job description
practice is working for SW Airlines
(impact, effectiveness, and
alignment).
Narrowly analyzed SW Airlines’ job
description practice and narrowly
evaluated how well job description
practice is working for SW Airlines
(impact, effectiveness, and
alignment) or no attempt to analyze
SW Airlines’ practice of job
descriptions was made.
Copyright 2021 by University of Phoenix. All rights reserved.
ORGCB/535 Competency 1 Rubric
Page 3 of 3
Assignment/Performance
Criteria
Mastery
100%
Meets Expectations
85%
Not Met
0%
5. Recruitment
(weight 15%)
Thoroughly analyzed SW
Airlines’ recruitment practice and
thoroughly evaluated how well
recruitment practice is working
for SW Airlines (impact,
effectiveness, and alignment)
from a creative and innovative
perspective.
Partially analyzed SW Airlines’
recruitment practice and thoroughly
evaluated how well recruitment
practice is working for SW Airlines
(impact, effectiveness, and
alignment).
Narrowly analyzed SW Airlines’
recruitment practice and narrowly
evaluated how well recruitment
practice is working for SW Airlines
(impact, effectiveness, and
alignment) or no attempt to analyze
SW Airlines’ practice of recruitment
was made.
6. Onboarding –
Socialization of new
employees
(weight 14%)
Thoroughly analyzed SW
Airlines’ new employee
onboarding practice and
thoroughly evaluated who well
new employee onboarding
practice is working for SW
Airlines (impact, effectiveness,
and alignment) from a creative
and innovative perspective.
Partially analyzed SW Airlines’ new
employee onboarding practice and
thoroughly evaluated how well new
employee onboarding practice is
working for SW Airlines (impact,
effectiveness, and alignment).
Narrowly analyzed SW Airlines’ new
employee onboarding practice and
narrowly evaluated how well new
employee onboarding practice is
working for SW Airlines (impact,
effectiveness, and alignment) or no
attempt to analyze SW Airlines’
practice of onboarding was made.
7. Bargaining
(weight 14%)
Thoroughly analyzed SW Airlines
bargaining practice and
thoroughly evaluated how well
bargaining practice is working for
SW Airlines (impact,
effectiveness, and alignment)
from a creative and innovative
perspective.
Partially analyzed SW Airlines
bargaining practice and thoroughly
evaluated how well bargaining
practice is working for SW Airlines
(impact, effectiveness, and
alignment).
Narrowly analyzed SW Airlines
bargaining practice and narrowly
evaluated how well bargaining
practice is working for SW Airlines
(impact, effectiveness, and
alignment) or no attempt to analyze
SW Airlines’ practice of bargaining
was made.
Copyright 2021 by University of Phoenix. All rights reserved.

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