23 Aug 4-2 Journal: Self Analysis: Behavioral Com
DUE IN 16 HOURS
4-2 Journal: 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
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