Journal Assignment: Self Analysis: Behavioral Competency: The Leadership Domain
Instructions
First, review the required module resources, carefully examining the behavioral competencies within the leadership domain. As a reminder, the two clusters within the leadership domain are leadership and navigation and ethical practice.
Once you are familiar with the leadership domain clusters, conduct a self-reflection and analysis by responding to each of the following three questions.
• Strengths: What are your areas of strength within the leadership domain, and how did you determine a cluster as a strength? Provide supportive examples.
• Weaknesses: What are your areas of weakness within the leadership domain, and how did you determine a cluster as a weakness? Provide supportive examples.
• Strategies: What are your strategies for the development of behavioral competencies within the leadership domain? Provide supportive examples and information from your research.
• In Module Three, you examined employee retention and engagement strategies of training and development. You also explored employee separation strategies. You completed Milestone One, which provided you with an opportunity to analyze strategic HR approaches to talent acquisition, employee engagement and retention, learning and development, and total rewards. These HR functional areas are aligned with the people technical competency of the HR knowledge domains. In this module, you will explore pay structure decisions, the use of pay to recognize employee contributions, and employee benefits. These are elements noted under the Organization technical competency knowledge domain of the Society for Human Resource Management (SHRM) Competency model.
• You will begin Module Four by examining pay structure decisions. Inherent in any pay structure decision is perceived pay equity.
• Employees make external comparisons between their pay and the pay they believed is received by employees in other organizations. Such comparisons may have consequences on employee attitudes and retention. Employees also make internal comparisons between what they receive and what they perceive others in the organization are paid. These types of comparisons may have consequences in internal movement, cooperation, and attitudes (like organizational commitment). (Noe, Hollenback, Gerhart, & Wright, 2017, p. 514)
• Next, you will examine pay recognition plan design features and performance measurements, as well as a variety of consequences and contingencies. Refer to Table 12.1.
• These programs vary as to whether they link pay to individual, group, or organization performance. Often, it is not so much a choice of one program or the other as it is a choice between different combinations of programs that seek to balance individual, group, and organization objectives. (Noe et al., 2017, p. 552).
• You will close out this module by examining a variety of benefits that employers use to attract and retain talent. "Benefits can be used to differentiate an employer from competitors, allowing it to tap into what in some cases may be a valuable, but underutilized, part of the pool of human capital" (Noe et al., 2017, p. 562). Refer to Table 13.5 and Figure 13.4 in your text.
• Module Four tasks include a journal, in which you conduct a self-reflection of your current strengths and skill gaps related to the behavioral competencies within the Leadership domain. You will suggest ways to improve upon your weaknesses. Your instructor will provide feedback pertaining to your self-reflection and offer recommendations for developing your skills. This activity will help you practice the use of behavioral competencies that you will need to complete your final project. In addition to the journal task, you will take part in a small group discussion, which focuses on your employer's pay structure and requires you to respond to a set of questions for your initial post. The aim of this task is to prepare you for Milestone Two and to promote teamwork. Your participation in this discussion will be individually graded.
• It is important to note that the two assignments for Module Two are aligned with the fact that HR professionals make data-driven decisions and use data to develop HR strategic compensation, rewards, and benefit programs. The use of data for decision making is aligned with the Leadership domain and clusters of Leadership and Navigation and Ethical Practicewithin the SHRM Body of Competency and Knowledge model.
• In Module Five, you will explore employee and labor relations through an examination of employee discipline, performance management systems, collective bargaining, and labor relations. These topics are noted under the Organization technical competency of the SHRM Body of Competency and Knowledge model. Module Five includes the Milestone Two assignment, which contains critical elements focused on the analysis of employee discipline, performance management, and employee and labor relations.
Reference
• Noe, R., Hollenback, J., Gerhart, B., & Wright, P. (2017). Human Resource Management: Gaining a Competitive Advantage. New York, NY: McGraw Hill.
Learning Objectives
By the end of this module, you will meet these learning objectives:
• Compare compensation and benefits structures in competing organizations
• Analyze the impact of pay structures on employee motivation, engagement, and retention
• Recommend compensation and benefits improvements to retain employees
• Discuss personal strengths and skill gaps related to the behavioral competencies within the leadership domain
• Develop strategies for developing behavioral competencies within the leadership domain
Module at a Glance
This is the recommended plan for completing the reading assignments and activities within the module. Additional information can be found in the module Reading and Resources section and in the task list.
• Review the module resources and write an initial post in the small group discussion.
• Review the module resources and complete your journal assignment.
• Respond to classmates in the small group discussion.
Reading and Resources
Required Resources
Textbook: Human Resource Management, Chapters 11, 12, and 13.
Chapter 11 covers decisions and concepts in compensation management, compensation administration tools, competitive labor market and product market forces, and executive pay controversy. Consider the following questions as you read this chapter:
• How does the concept of internal and external pay equity impact the perception of fairness, employee engagement, and retention?
• How would you describe the controversy over executive pay, and what do you believe is a reasonable ratio of pay between an executive and line workers?
• How are pay surveys conducted and used by organizations to make strategic pay decisions?
Chapter 12 covers how pay influences employees, the advantages and disadvantages of pay programs, and how organizations align incentive programs to the balanced scorecard. Consider the following questions as you read this chapter:
• Is money a motivator? Why or why not?
• How do properly designed and administered programs for recognizing employee contributions impact organizational success?
• What is the value of aligning employee recognition pay programs to a balanced scorecard rather than to approaches used by competitors?
Chapter 13 covers the growth in benefit costs, the effects of benefit management on costs and quality, and the effective communication of benefit values. Consider the following questions as you read this chapter
• How will the right mix of benefits assist organizations in attracting and retaining talent?
• How does an employer choose the right benefit mix while controlling benefit costs?
• Why is it critically important to effectively communicate the value of benefit packages?
• What approaches ensure the effective communication of benefit values?
Video: Salary Surveys Series Part 1: Uses (CC) (5:20)
"Kerry Chou, CCP, Senior Practice Leader, WorldatWork, discusses the data contained in salary surveys and how organizations can use that data." Consider relevant information from this resource for the small group discussion in this module.
Video: Salary Surveys Series Part 2: Selection (CC) (8:25)
"Kerry Chou, CCP, Senior Practice Leader, WorldatWork, discusses the sources for surveys, selection criteria, and how many surveys to use." Consider relevant information from this resource for the small group discussion in this module.
SHRM Body of Competency & Knowledge
Reference this resource throughout this course to develop an applied understanding of the strategic role of HR functions in an organization. As you review this resource, consider HR initiatives that impact the various functional areas within the HR knowledge domains of the technical competencies of people, organization, and workplace.
About the Competency Model
This SHRM webpage provides an interactive model which outlines the key competencies. You can click on each competency and the model will show you the key concepts associated with the competency. The model also offers resources for you to develop and create your own competencies.
Format your assignment according to the following formatting requirements:
1. The answer should be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.
2. The response also includes a cover page containing the title of the assignment, the student's name, the course title, and the date. The cover page is not included in the required page length.
3. Also include a reference page. The Citations and references should follow APA format. The reference page is not included in the required page length.