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Throughout this course, you will be asked to analyze and evaluate concepts. You will see these two terms used in the scoring guides for your assessments. You may note that demonstrating the skill of analysis is often required in order to perform proficiently in a criterion, while the skill of evaluation is often linked to distinguished performance. Thus, evaluation is defined as a higher skill level than analysis.
It can be difficult to distinguish the differences between these two skills. Since the level of performance you demonstrate in your assessments will impact your grade, it might help to have a clear working definition of the differences at hand. The following is an explanation that should help guide your work.
An analysis is the critical thinking process through which a concept, practice, or object is studied, by identifying and understanding its parts (individual components, elements, or pieces), and separating them from the whole. An analysis would result in an understanding of the subject’s unique features and purposes.
For example, an analysis of an apple would result in an understanding of its features: the shape, skin, core, seeds, stem, and meat—as components of the whole apple. Your analysis of the apple would uncover and present objective information about these parts. In your analysis, you might gather data about detailed features, such as the apple’s caloric value and vitamin content. You would demonstrate that you understand what the apple is made of, and what its basic function is, as a piece of fruit.
An evaluation is considered to represent the next highest level of critical thinking. In evaluation, the relative value of the concept, practice, or object is determined, in light of a specific context. In short, evaluation is the process of determining value.
For example, an evaluation of the apple would address its usefulness for different purposes:
The apple is evaluated in the context of its intended use (in this case, nutritional and recreational). Note that, in order to successfully evaluate the apple’s usefulness in these contexts, you must first analyze the apple. Without the objective information gathered during analysis, the evaluation would not produce an accurate or logical valuation—potentially resulting in an unfortunate experience for baseball players.
In simplest terms, you might think of analysis as being as a means to gain a comprehensive, objective understanding, and evaluation as the internal process of determining its value, based on that analysis.
KEY FACTORS THAT MUST BE INCLUDED:
Evaluates a selected HRM topic, trend, or issue in a global organization.
Evaluates the influences of HRM in achieving the business strategy of an organization.
Evaluates the influences of HRM in achieving the organizational goals of an organization.
Interprets key performance indicators to measure the progress and achievement of organizational goals.
Evaluates HRM influences from the cultural perspective of an organization.
Interprets strategic and tactical approaches to HRM that address findings, from a business perspective.
Interprets strategic and tactical approaches to HRM that address findings, from an organizational perspective.
Interprets strategic and tactical approaches to HRM that address findings, from a cultural perspective.
Assessment 4
Create 5–6-page action plan based on the findings you have generated about a selected topic, addressing each of the three situational analysis perspectives. Your action plan should allow an HR professional to make informed, data-driven decisions focused on taking strategically aligned and tactically effective action for organizational success.
In this course, you have analyzed selected human resource topics, trends, and issues that HR professionals typically encounter in the workplace. You have applied these topics to real-world experiences, to help an organization achieve its business, organizational, and cultural goals efficiently and effectively. In your final assessment, you will demonstrate critical thinking skills, strategic acumen, tactical capability, sound judgment, common sense and logic, and attention to detail, in developing an action plan for addressing the findings of the situational analysis you completed in Assessment 3.
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HR professionals should be prepared to develop situational analyses and action plans to enable organizational leaders and associated stakeholders to understand HR’s orientations, value proposition, and business-related outcomes. The result is a transformed HR professional and profession, creating a new position of credibility and contributions for 21st century knowledge age organizations.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
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Build an action plan on the situational analysis paper you wrote in Assessment 3; however, be sure to provide the full context needed to support your action plan within this paper. Assume that the reader is not familiar with your situational analysis paper.
Create your action plan based on the findings you have generated about your selected topic, addressing each of the three situational analysis perspectives (business, organizational, cultural). Your action plan should allow an HR professional to make informed, data-driven decisions focused on taking strategically aligned and tactically effective action for organizational success. Action plans are created using a myriad of different formats. In order to articulate the goals, actions, and metrics of your organizational initiative, vary the format as needed to best present your work. Use empirical information and data specific to the organization to support your action plan. Eliminate any personal or unsupported assertions, industry attitudes, or opinions, in order to ensure your action plan is viable and convincing.
Your action plan should address all of the following:
Note: It is highly recommended that you research the materials listed in the Resources under the Internet Resources heading before attempting to complete this assessment, paying special attention to the topic of HR metrics.
Refer to the Analysis Versus Evaluation document (linked in the Resources under the Capella Resources heading) for a review of how these two skills are defined within the context of the assessment scoring guide.
MUST INCLUDE CRITERIA BELOW:
Evaluates criteria used to measure progress and goal achievement.
Evaluates resources necessary to enable the action plan objective to be achieved.
Interprets goals of a proposed HRM organizational initiative.
Interprets metrics of a proposed HRM organizational initiative.
Interprets actions of a proposed HRM organizational initiative.
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