For this assessment, you will use a selected case study to write a 2–3-page analysis of an organizational environment that has effectively implemented systematic or structural changes to become employee centered.

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

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• Competency 1: Analyze HRM programs and other related systems within an organization that support employee engagement and commitment.
  • Describe HRM’s role in facilitating changes in a specific organization.
  • Assess the effectiveness of HRM systems and practices implemented to support an employee-centered environment.
• Competency 2: Examine evidence-based HRM best practices among organizations that demonstrate an employee-centered culture.
  • Assess how an organization’s attempts to facilitate change align with evidence-based best practices.
• Competency 4: Analyze methods of supporting employee-centered culture through organizational design and workforce diversity.
  • Evaluate action steps aimed at creating an employee-centered environment.
  • Assess challenges and obstacles to changing the systems and structures of an organization.
  • Evaluate how HRM programs or initiatives support a favorable environment for diversity.
• Competency 5: Communicate in a manner that is professional and consistent with expectations for HR professionals and master’s level programs.
  • Communicate in a manner that is professional and consistent with expectations for HR professionals and master’s level programs.

Competency Map

Check Your ProgressUse this online tool to track your performance and progress through your course.

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  Context

  Systems and structures in organizations impact employee engagement and organizational effectiveness in many different ways. For HRM, programs and policies must enhance the organizational systems that support employee engagement and further develop an employee-centered environment. HRM programs and policies must integrate into the organizational systems and structures, and are viewed as an enhancement to the success of the organization. This integration represents the alignment of many different systems within the organizations, including employee programs, which directly affect the nature of employment in the organization. From organizational structure to diversity to employee recognition programs—all contribute to the organizational environment. These programs all benefit from effective and successful change. Effective change is one of the most difficult and complex efforts undertaken by HRM professionals. Leadership, technical (or traditional HRM functional areas), and training skills impact an HRM professional’s ability to propagate change.

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  Questions to Consider

  To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.

  • What is the relationship between organizational design and organizational change?
  • What role does diversity play in building a successful organization?
  • What is the role of HRM in these processes?
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  Resources

  Suggested Resources

  The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.

  Library Resources

  The following articles from the Capella University Library are linked directly in this course:

  • Awbrey, S. M. (2007). The dynamics of vertical and horizontal diversity in organization and society. Human Resource Development Review, 6(1), 7–32.
  • Bate, P., Khan, R., and Pye, A. (2000). Towards a culturally sensitive approach to organization structuring: Where organization design meets organizational development. Organization Science, 11(2), 197–211.
  • Fleming, J. M., & Leauby, B. A. (1998). 20th century employee-centered initiatives. Pennsylvania CPA Journal, 69(2), 22–28.
  • Lockwood, N. R. (2007). Leveraging employee engagement for competitive advantage: HR’s strategic role. HRMagazine, 52(3), 1–11.
  • Lockwood, N. R. (2006). Maximizing human capital: Demonstrating HR value with key performance indications. HRMagazine, 51(9), 1–11.
  • Silverman, L. L. (2006). How do you keep the right people on the bus? Try stories. Journal for Quality and Participation, 29(4), 11–15, 39.
  • Soyars, M., & Brusino, J. (2009). Essentials of engagement. T+D, 63(3), 62–65.
  • Sugheir, J., Coco, M., & Kaupins, G. (2011). Perceptions of organizational surveys within employee engagement efforts. International Journal of Business & Public Administration, 8(1), 48–61.

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  Course Library Guide

  A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the MBA-FP6242 – Building Organizational Effectiveness Library Guide to help direct your research.

  Internet Resources

  Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.

  • Taylor, Jr., J. C. (2010). Becoming an employee-centered organization. Retrieved from http://www.amanet.org/training/articles/becoming-a…
  • Bayt.com. (n.d.). Top strategies to enhance employee engagement. Retrieved from http://www.bayt.com/en/employer-article-6741/
  • Chartered Institute of Personnel and Development. (2011). Management competencies for enhancing employee engagement. Retrieved from http://www.cipd.co.uk/binaries/management-competen…

  Bookstore Resources

  The resource listed below is relevant to the topics and assessments in this course and is not required. Unless noted otherwise, this resource is available for purchase from the Capella University Bookstore. When searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation.

  • Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. (2009). Employee engagement: Tools for analysis, practice, and competitive advantage. Hoboken, NJ: Wiley-Blackwell.
    • Chapter 3, “The Key to an Engaged Workforce: An Engagement Culture.”
    • Chapter 4, “Phase 1 of Creating and Executing an Engagement Campaign: Diagnostic and the Engagement Survey.”
    • Chapter 5, “Phase 2 of Creating and Executing an Engagement Campaign: Action Planning and Intervention.”

• Assessment Instructions

  Find an example or case study of interest by doing research in the Capella University Library. Your example or case study should focus on an organizational environment that effectively implemented systematic or structural changes, and in so doing became an employee-centered organization. Consider the relationship between organizational design (systems and processes) and organizational change, and analyze how HRM can participate in the processes described.Using your selected example or case study:

  • Introduce the organization, describing the changes that were needed and how HRM was involved in facilitating these changes.
  • Evaluate the action steps taken to create an employee-centered environment.
  • Assess the challenges and obstacles that existed in attempting to change the systems and structures of an organization.
  • Assess the effectiveness of HRM systems and practices implemented to support an employee-centered environment.
  • Evaluate how HRM programs or initiatives support a favorable environment for diversity. Provide details on the programs and initiatives that are in place, including how they support a diverse workplace. If existing HRM programs and initiatives do not adequately support workplace diversity, detail how changes to existing programs and initiatives could do more to further efforts toward a favorable environment for diversity.
  • Conclude by assessing how much this case aligns with the best practices documented by evidence and scholarly research. Did it follow prescribed and well-known steps, or go in its own direction? Was it more or less effective than other efforts to create employee-centered systems and structures?

  Additional Requirements

  • Written communication: Your writing should be free of errors that detract from the overall message.
  • APA formatting: Your paper should be formatted according to APA (6th ed.) style.
  • Length: 2–3 typed and double-spaced pages.
  • Font and font size: Times New Roman, 12-point

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