Category: Business & Finance > Management

  • [Solved] Business Finance – Management A-Bible and Organizations Assignment

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    OVERVIEW The Word of God instructs us “Whatever you do, work at it with all your heart, as working for the Lord, not for human masters, since you know that you will receive an inheritance from the Lord as a reward. It is the Lord Christ you are serving” (New International Version, 1973/2011, Colossi…

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    Assignment Prompt & Instructions

    OVERVIEW
    The Word of God instructs us “Whatever you do, work at it with all your heart, as working for
    the Lord, not for human masters, since you know that you will receive an inheritance from the
    Lord as a reward. It is the Lord Christ you are serving” (New International Version, 1973/2011,
    Colossians 3:22-24). Thus, it is very important to understand that without surrendering our hearts
    to Jesus Christ and building our lives on faith in Him, all we do is meaningless and futile. This
    assignment is a small component that prompts you to apply the biblical truth to the study of
    organizations.

  • [Solved] RCH 5301 VI PP

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    – ## ResearchDesignandMethodsRCH5301UnitVIPowerPointPresentation.docx – ## UnitIVStudyGuide.pdf – UnitVStudyGuide.pdf – UnitIIStudyGuide.pdf – UnitVIStudyGuide.pdf – UnitIIIStudyGuide.pdf – UnitIStudyGuide.pdf **## ResearchDesignandMethodsRCH5301UnitVIPowerPointPresentation.docx** 2 Research Design …

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    – ## ResearchDesignandMethodsRCH5301UnitVIPowerPointPresentation.docx

    – ## UnitIVStudyGuide.pdf

    – UnitVStudyGuide.pdf
    – UnitIIStudyGuide.pdf
    – UnitVIStudyGuide.pdf
    – UnitIIIStudyGuide.pdf
    – UnitIStudyGuide.pdf

    **## ResearchDesignandMethodsRCH5301UnitVIPowerPointPresentation.docx**

    2

    Research Design and Methods RCH 5301

    **Unit VI PowerPoint Presentation**

    This PowerPoint Presentation measures your mastery of ULOs 1.1, 2.1, 2.3, 3.1, 4.1, and 4.3.

    Imagine you, the student, are the professor for this course. Drawing from the information presented in Units I-VI, create an 8-slide PowerPoint presentation with speaker notes communicating the most important aspects of research methods. Be sure to cover the following points:

    · Schematize philosophical assumptions, research worldviews, research methodologies, research traditions, and research designs.

    · Diagram differences between a quantitative methodological research strategy and qualitative research strategy.

    · Differentiate descriptive, explanatory, and exploratory research designs based on their unique characteristics.

    · Compare and contrast descriptive statistics and inferential statistics. Explain the relationship of population, sampling frame, sampling design, and generalization.

    · Illustrate the use of hypothesis testing in determining statistical significance.

    Each slide must have speaker notes that further explains the information on the slide. Your presentation must be at least eight slides in length, not including cover slide and references, and you must use at least two academic resources, one of which must come from the CSU Online Library. Any resources used must be cited and referenced in APA format.

    **## UnitIVStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit IV

    At the end of this unit, you should be able to:

    2. Discriminate among the characteristics of qualitative and quantitative research methods.
    2.1 Deduce differences between a quantitative methodological research strategy and

    qualitative research strategy.
    2.2 Identify a primary research article in an academic journal where the researcher or

    researchers used a survey instrument and inferential statistics.

    3. Evaluate research designs.
    3.1 Differentiate between descriptive, explanatory, and exploratory research designs based on

    their unique characteristics.
    3.2 Analyze an academic study’s research design, analytical approach, data analysis

    procedures, data collection method, and sampling design.

    Required Unit Resources

    Chapter 3: The Use of Theory (ULOs 3.1 and 3.2)
    Read the following sections from this chapter:

    Quantitative Theory Use

    Chapter 4: Writing Strategies and Ethical Considerations (ULOs 3.1 and 3.2)

    Article: Research Methods: Quantitative Observation (ULOs 3.1 and 3.2)
    This article discusses using observation for quantitative data collection. (2 pages).

    Unit Lesson

    Lesson: Don’t Look Now, but You’re Being Observed (ULOs 3.1 and 3.2)

    Introduction

    Most of the focus of data collection in this course has been on the survey or self-completion questionnaire.
    While the survey is the most often used quantitative data collection method in research, there are other non-
    experimental methods for collecting data, such as structured observation, content analysis, and utilizing
    secondary data.

    Structured Observation

    As the name implies, structured observation is a process where the researcher systematically and visually
    examines and quantifies phenomena as they occur. While observation research is often associated with the
    qualitative research methodology, structured observation is decidedly quantitative. Characteristics of
    observation research that make it a positivist’s tool are that the variables to be studied are predetermined
    through the structure, and the variables are quantifiable. These are two conditions that are foreign to
    qualitative research.

    Variables under structured observation are varied. Virtually anything that can be counted can be studied
    through structured observation, including objects, time, events, words, clicks, people, and behavior. Even
    nonverbal communication can be observed and quantified, including facial expressions, body language, eye

    UNIT IV STUDY GUIDE
    Quantitative Research Using Naturally
    Occurring Data, Secondary Data, and
    Official Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    movements, personal space, gestures, and manners. For example, assume medical patients are under
    observation in a health care facility, and the predetermined variables to measure are facial expressions, body
    language, eye movements, personal space, manners, time, objects, demographics, and actions. The
    researcher might devise an observation schedule that includes the variables below.

    Was the purpose of the patient’s visit to:

    • seek treatment for a new medical concern (event)?
    • seek treatment for an existing medical condition (event)?

    When approached by the medical provider, did the patient:

    • smile, frown, or remain unchanged (facial expression)?
    • stand still, back away, or lean into the medical provider (personal space)?
    • shake the provider’s hand (manners)?
    • fold their arms or keep them dangling in a relaxed manner (body language)?
    • make steady eye contact or avoid looking at the provider directly (eye movement)?
    • mention the current condition that is being treated (words)?

    How much time did the patient:

    • speak with the provider (timing)?
    • engage in conversation with other patients (timing)?
    • spend in common areas (timing)?
    • isolate in their room (timing)?
    • handle common area activities, such as books (timing)?

    Which items did the patient handle while in the common area?

    • Educational literature (object)?
    • Magazines (object)?
    • Books (object)?
    • Board games (object)?

    What was the patient’s:

    • gender (demographics)?
    • age (demographics)?

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    Structured observation can take place in a controlled environment (i.e., contrived observation), such as a
    laboratory, but observation most often occurs in the participants’ natural environment, such as a field location
    or facility, which was used in the example above. Research outside of a lab has the potential for a more
    realistic and unbiased accounting of behavior since participants are unlikely to modify their actions to meet
    researcher expectations. In either case, the structured observation takes place without researcher
    intervention, although the research can be conducted overtly (i.e., undisguised observation) or covertly (i.e.,
    disguised observation). If conducted overtly, the participants are aware they are the subject of research. This
    can create bias since the participants are likely to modify their behavior to conform to how they think the
    researcher expects them to behave. This is known as reactivity. This is also known colloquially as the
    Hawthorne effect. The name originates from a series of 1920s industrial experiments conducted at Western
    Electric’s large Hawthorne plant in Cicero, Illinois. Although there were four different studies, the Illumination
    Experiments (1924–1927) were the most illuminating (pun intended) about the phenomenon called reactivity
    (Perera, 2021; Price et al., 2017).

    In the Illumination Experiments, researchers were seeking to determine if there was a relationship between
    the variables of illumination levels and factory productivity. They hypothesized that the relationship would be
    positive, meaning the variables would move in the same direction. For example, they guessed as illumination
    levels decreased, productivity would decrease, and as illumination levels increased, productivity would

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    increase. The researchers were surprised to find, however, that no matter the change in illumination,
    productivity increased. As illumination increased, productivity increased. As illumination decreased,
    productivity increased. It was determined that the workers’ awareness of being studied was severely biasing
    results. Interestingly, reactivity begins to wane over time as participants become desensitized to the presence
    of researchers, and their behaviors begin to normalize. This is precisely what occurred at the Hawthorne
    factory (Perera, 2021).

    To avoid bias from reactivity, observation research can be conducted covertly so that the participants are
    unaware that they are the subjects of research. While this can eliminate the risk of bias, it can potentially
    increase ethical risks. However, researchers generally accept covert observation as ethical if participants’
    anonymity is preserved, and the observation is performed in public where there is no expectation of privacy
    (Cooper & Schindler, 2014).

    Structured observation is very similar to naturalistic observation and participant observation, which are
    qualitative data collection methods. The difference between structured observation, naturalistic observation,
    and participant observation is that structured observation is intended to quantify a relatively small number of
    variables rather than record and interpret all the behaviors that are taking place (Price et al., 2017).

    It should be noted that everything that was discussed in previous units about sampling applies to structured
    observation; however, probability sampling can be challenging since it is often difficult to develop a sampling
    frame in observation studies. It then follows that making valid and reliable inferences about a population of
    interest, or generalizing results, can be difficult to achieve (Price et al., 2017).

    Structured Observation in Practice

    In addition to structured observation that occurs in participants’ natural environments, there are many other
    methods available to researchers to capture observation data. Many of these other methods use cutting-edge
    technology. The following describes examples of structured observation in practice, but this is nowhere near a
    complete list of all observation methods.

    Mechanical Observation

    It is not always possible or practical for researchers to observe the phenomena in real time in the participant’s
    natural environment. In these instances, mechanical observation is an effective alternative. Traffic cameras
    and other mechanical devices are commonly used to quantify usage of roadways and to identify traffic
    patterns that may be problematic. Video cameras and time-lapse photography are used in busy warehouses
    to improve the flow of product and safety for employees who are working around dangerous equipment.
    Nielsen Media Research uses mechanical observation to collect data on which television shows are being
    watched in households, on which television sets, who is watching them, and for how long. Arbitron performs
    similar observation research on radio audiences. Scanner-based observation is another mechanical means of
    capturing consumer purchase behavior data through scanned UPC codes. This is an easy way to collect large
    amounts of data that can be used to analyze the relationship between consumer behavior and variables like
    promotion and pricing (Cooper & Schindler, 2014).

    Satellite Imagery

    Observation from space is a unique example of observation research. Satellites are routinely used to observe
    activity at ports, shipping terminals, oil refineries, retail establishments, and farms. This data enables the
    quantification of shipping containers and vessel traffic in ports; supply of energy at oil refineries; consumer
    traffic at retail establishments like Walmart, Lowes, and McDonalds; and crop yields. Satellite data is then
    used to make inferences about economic activity (Eamon, 2010; Goldstein, 2010).

    Eye Tracking

    Eye tracking is a desirable observation method since it captures what subjects actually do rather than what
    they say they do. Eye tracking uses infrared-enabled webcam and wearable technology to quantify research
    participants’ conscious and unconscious eye movements to determine what they pay attention to (behavior)
    and for how long (timing). Eye tracking is useful for capturing participant data and the attention paid to online

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    stimuli. It is especially beneficial in online environments since eye-tracking data can be linked directly to
    behavior.

    Heat Mapping

    The purpose of heat mapping, like eye tracking, is to quantify human behavior using special technology. The
    technology is used to measure variables like cursor movements, scrolling activity, clicks and click-through
    rates, page views, and time per page for all website visitors. Activity is color coded, so high activity appears
    visually in gradients of red, and low activity appears as gradients of green. Heat mapping technology can also
    be used to create heat maps for consumer behavior and physical movements in retail establishments.
    Regardless of whether heat mapping is used for creating a visualization of behavior in digital or non-digital
    environments, the data can be used to make strategic decisions to improve the effectiveness of lower activity
    areas (Perez, 2020).

    Retail heat mapping (Soltani, 2015)

    Neuromarketing

    Neurofocus is a company that uses technology called quantified electroencephalography (QEEG) to measure
    a subject’s brain activity in different parts of their brain. The data is captured through discreet electrodes
    attached to the subject’s head and displayed in a format like a heat map. QEEG is like magnetic resonance
    imaging (MRI) technology, but it is mobile and allows the capture of data in dynamic environments. For
    example, electrodes can be attached to consumers to observe the alpha-wave brain activity as they engage
    in surfing the web. As their alpha-wave activity is triggered by interest in different websites, the researcher will
    observe their brain images that light in hotter gradients of red. As subject interest wanes, researchers will
    observe areas of the brain’s lighting in cooler gradients of green.

    Education

    Observation research is routinely used in many domains of interest, including education. For example,
    structured observation could be used in the classroom to quantify the number of questions asked by students
    during class time to determine if a relationship exists with grade point average.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Time and Motion

    Time and motion studies provide a great application for structured observation research. Quantifying the
    number of movements and time required to make those movements can be helpful in reducing waste,
    increasing efficiency, and raising safety awareness (Drew, 2022).

    Safety, Health Care, and Medicine

    Structured observation research in safety, health care, and medicine has been used to quantify the types,
    frequency, and severity of negative events across various departments, including operations, pharmacy,
    emergency, operating rooms, anesthesia, obstetrics, and intensive care. For example, the type, frequency,
    and severity of incorrect drug administration is easily quantifiable through observation research. In addition to
    improving operational efficiency, the most beneficial aspect of observation research in a safety or health care
    setting is the reduction of workplace accidents and illnesses and the detrimental effects of adverse care,
    including death (Carthey, 2003).

    Content Analysis

    Content analysis is like structured observation in that it is a quantitative process where the researcher
    systematically and visually examines and quantifies existing words, titles, subjects, actors, and images within
    published or unpublished print or digital media, including news articles, letters, emails, advertisements,
    television shows, and websites. The content analysis may measure either the inclusion or exclusion of the
    variable or variables under study. This should not be confused with the qualitative content analysis, which is
    subjective. In the qualitative content analysis, the researcher interprets and constructs meaning from the print
    or digital media. In quantitative content analysis, the researcher objectively quantifies what is found in the
    media and does not interject their values or interpret meaning. Content analysis would be an incredibly time-
    consuming and tedious exercise if it were done manually. Fortunately, there are technology solutions to
    facilitate this process so researchers can spend most of their time on data analysis rather than data collection
    (Zikmund et al., 2013).

    Secondary Data Analysis

    Secondary data analysis (i.e., archival research) is a quantitative approach to research using data that has
    already been collected for other purposes, by other people and researchers, such as academic study data,
    commercial and trade data, organizational data, and government data (Zikmund et al., 2013). For example,
    the scanner data mentioned above in the discussion on mechanical observation is normally collected by
    individual grocery store chains to monitor their own customers. However, the National Grocers Association
    could aggregate scanner data from their association members to share with the entire association, even those
    without access to their own scanner data. This would be a useful means of secondary data analysis.

    In Closing

    Many of the practical examples of structured observation make use of cutting-edge technology, and there is
    no stopping it. Technology is pervasive in society and is often used to surreptitiously capture consumer
    information through so-called surveillance products. See the examples below.

    • Smartwatches capture health, exercise, and sleep data.
    • Geolocation technology and GPS navigation apps track people’s activities and vehicle movements.
    • Smartphones, tablets, and laptops listen to their users.
    • Amazon’s Alexa and Apple's Siri capture user activity and listen to conversations.
    • Smart refrigerators, washing machines, and other appliances have listening capabilities.
    • Millions of users on social networking sites have no appreciation for privacy and gladly share their

    most intimate details.
    • Radio-frequency identification (RFID) chips used in toll passes, passports, payment mechanisms, and

    reward fobs track owners’ movements.

    Many consumers naively believe that marketers respect their privacy. Perhaps the most successful marketing
    organization in history, Amazon, has been caught collecting user conversations through Alexa without
    their knowledge. Since being caught with their hand in the cookie jar, Amazon now allows users to opt

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    out of this functionality, but many users are still unaware of this option or are simply unconcerned.
    Similarly, users of Gmail and Google Calendar open personal, business, and contact information that
    is available to Google to peruse at will, without requiring permission, and with no explanation required.
    Many other users are willing to trade privacy and confidentiality for convenience or productivity. Still, others
    are willing to swap their privacy for “free” services from companies like Google or Bing (Kelly, 2022).

    Experts in the field warn the public that the danger from these means of observation has never been more
    serious. The information that consumers share willingly and unwillingly with marketers can be accessed and
    abused by governments, hackers, and others (Kelly, 2022). For consumers, privacy and confidentiality should
    be a top concern, especially given the potential for search histories, location data, text messages, emails, and
    other digital information to be accessed, analyzed, and sold to third-party marketers and government
    agencies. Some would say that George Orwell’s vision in 1984 is alive and well in today’s society, and it is
    being facilitated through observation research technology. Researchers should enjoy the efficiency and
    quality of data provided through observation research technology, but they should always be mindful to do no
    harm.

    References

    Carthey, J. (2003). The role of structured observational research in health care. BMJ Publishing Group Ltd. &

    The Health Foundation. https://qualitysafety.bmj.com/content/12/suppl_2/ii13

    Cooper, D. R., & Schindler, P. S. (2014). Business research methods (12th ed.). McGraw-Hill.

    Creswell, J. W., & Creswell, J. D. (2022). Research design: Qualitative, quantitative, and mixed methods

    approaches (6th ed.). SAGE. https://online.vitalsource.com/#/books/9781071817964

    Drew, C. (2022, October 23). 10 observational research examples. The Helpful Professor.

    https://helpfulprofessor.com/observational-research-examples/

    Eamon, J. (2010, August 17). Spying for profits: The satellite image indicator. CNBC.

    https://www.cnbc.com/2010/08/17/Spying-For-Profits:-The-Satellite-Image-Indicator.html?slide=1

    Ellis, P. (2024). Research methods: Quantitative observation. Wounds UK, 20(2), 73-74.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=cul&AN=178268293&site=ehost-live&scope=site

    Goldstein, J. (2010, August 19). With satellite images, Wall Street analysts spy on Wal-Mart. NPR.

    https://www.npr.org/sections/money/2010/08/19/129298095/with-satellite-images-wall-street-analysts-
    spy-on-wal-mart

    Kelly, S. M. (2022, October 2). Amazon is always watching. CNN.

    https://www.cnn.com/2022/10/02/tech/amazon-product-event/index.html

    Perera, A. (2021, May 28). What is the Hawthorne effect? Simply Psychology.

    https://www.simplypsychology.org/hawthorne-effect.html

    Perez, J. (2020, May 20). What’s so hot about heat mapping? Pinckney.

    https://pinckneymarketing.com/whats-so-hot-about-heat-mapping/

    Price, P. C., Jhangiani, R., Chiang, I. A., Leighton, D. C., & Cuttler, C. (2017). 6.5 Observational research. In

    Research methods in psychology. Pressbooks.
    https://opentext.wsu.edu/carriecuttler/chapter/observational-research/

    Soltani, A. (2016, April 30). Privacy trade-offs in retail tracking [Image]. Federal Trade Commission.

    https://www.ftc.gov/policy/advocacy-research/tech-at-ftc/2015/04/privacy-trade-offs-retail-tracking

    Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods (9th ed.). Cengage

    Learning.

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    **## ResearchDesignandMethodsRCH5301UnitVIPowerPointPresentation.docx**

    2

    Research Design and Methods RCH 5301

    **Unit VI PowerPoint Presentation**

    This PowerPoint Presentation measures your mastery of ULOs 1.1, 2.1, 2.3, 3.1, 4.1, and 4.3.

    Imagine you, the student, are the professor for this course. Drawing from the information presented in Units I-VI, create an 8-slide PowerPoint presentation with speaker notes communicating the most important aspects of research methods. Be sure to cover the following points:

    · Schematize philosophical assumptions, research worldviews, research methodologies, research traditions, and research designs.

    · Diagram differences between a quantitative methodological research strategy and qualitative research strategy.

    · Differentiate descriptive, explanatory, and exploratory research designs based on their unique characteristics.

    · Compare and contrast descriptive statistics and inferential statistics. Explain the relationship of population, sampling frame, sampling design, and generalization.

    · Illustrate the use of hypothesis testing in determining statistical significance.

    Each slide must have speaker notes that further explains the information on the slide. Your presentation must be at least eight slides in length, not including cover slide and references, and you must use at least two academic resources, one of which must come from the CSU Online Library. Any resources used must be cited and referenced in APA format.

    **## UnitIVStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit IV

    At the end of this unit, you should be able to:

    2. Discriminate among the characteristics of qualitative and quantitative research methods.
    2.1 Deduce differences between a quantitative methodological research strategy and

    qualitative research strategy.
    2.2 Identify a primary research article in an academic journal where the researcher or

    researchers used a survey instrument and inferential statistics.

    3. Evaluate research designs.
    3.1 Differentiate between descriptive, explanatory, and exploratory research designs based on

    their unique characteristics.
    3.2 Analyze an academic study’s research design, analytical approach, data analysis

    procedures, data collection method, and sampling design.

    Required Unit Resources

    Chapter 3: The Use of Theory (ULOs 3.1 and 3.2)
    Read the following sections from this chapter:

    Quantitative Theory Use

    Chapter 4: Writing Strategies and Ethical Considerations (ULOs 3.1 and 3.2)

    Article: Research Methods: Quantitative Observation (ULOs 3.1 and 3.2)
    This article discusses using observation for quantitative data collection. (2 pages).

    Unit Lesson

    Lesson: Don’t Look Now, but You’re Being Observed (ULOs 3.1 and 3.2)

    Introduction

    Most of the focus of data collection in this course has been on the survey or self-completion questionnaire.
    While the survey is the most often used quantitative data collection method in research, there are other non-
    experimental methods for collecting data, such as structured observation, content analysis, and utilizing
    secondary data.

    Structured Observation

    As the name implies, structured observation is a process where the researcher systematically and visually
    examines and quantifies phenomena as they occur. While observation research is often associated with the
    qualitative research methodology, structured observation is decidedly quantitative. Characteristics of
    observation research that make it a positivist’s tool are that the variables to be studied are predetermined
    through the structure, and the variables are quantifiable. These are two conditions that are foreign to
    qualitative research.

    Variables under structured observation are varied. Virtually anything that can be counted can be studied
    through structured observation, including objects, time, events, words, clicks, people, and behavior. Even
    nonverbal communication can be observed and quantified, including facial expressions, body language, eye

    UNIT IV STUDY GUIDE
    Quantitative Research Using Naturally
    Occurring Data, Secondary Data, and
    Official Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    movements, personal space, gestures, and manners. For example, assume medical patients are under
    observation in a health care facility, and the predetermined variables to measure are facial expressions, body
    language, eye movements, personal space, manners, time, objects, demographics, and actions. The
    researcher might devise an observation schedule that includes the variables below.

    Was the purpose of the patient’s visit to:

    • seek treatment for a new medical concern (event)?
    • seek treatment for an existing medical condition (event)?

    When approached by the medical provider, did the patient:

    • smile, frown, or remain unchanged (facial expression)?
    • stand still, back away, or lean into the medical provider (personal space)?
    • shake the provider’s hand (manners)?
    • fold their arms or keep them dangling in a relaxed manner (body language)?
    • make steady eye contact or avoid looking at the provider directly (eye movement)?
    • mention the current condition that is being treated (words)?

    How much time did the patient:

    • speak with the provider (timing)?
    • engage in conversation with other patients (timing)?
    • spend in common areas (timing)?
    • isolate in their room (timing)?
    • handle common area activities, such as books (timing)?

    Which items did the patient handle while in the common area?

    • Educational literature (object)?
    • Magazines (object)?
    • Books (object)?
    • Board games (object)?

    What was the patient’s:

    • gender (demographics)?
    • age (demographics)?

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    Structured observation can take place in a controlled environment (i.e., contrived observation), such as a
    laboratory, but observation most often occurs in the participants’ natural environment, such as a field location
    or facility, which was used in the example above. Research outside of a lab has the potential for a more
    realistic and unbiased accounting of behavior since participants are unlikely to modify their actions to meet
    researcher expectations. In either case, the structured observation takes place without researcher
    intervention, although the research can be conducted overtly (i.e., undisguised observation) or covertly (i.e.,
    disguised observation). If conducted overtly, the participants are aware they are the subject of research. This
    can create bias since the participants are likely to modify their behavior to conform to how they think the
    researcher expects them to behave. This is known as reactivity. This is also known colloquially as the
    Hawthorne effect. The name originates from a series of 1920s industrial experiments conducted at Western
    Electric’s large Hawthorne plant in Cicero, Illinois. Although there were four different studies, the Illumination
    Experiments (1924–1927) were the most illuminating (pun intended) about the phenomenon called reactivity
    (Perera, 2021; Price et al., 2017).

    In the Illumination Experiments, researchers were seeking to determine if there was a relationship between
    the variables of illumination levels and factory productivity. They hypothesized that the relationship would be
    positive, meaning the variables would move in the same direction. For example, they guessed as illumination
    levels decreased, productivity would decrease, and as illumination levels increased, productivity would

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    increase. The researchers were surprised to find, however, that no matter the change in illumination,
    productivity increased. As illumination increased, productivity increased. As illumination decreased,
    productivity increased. It was determined that the workers’ awareness of being studied was severely biasing
    results. Interestingly, reactivity begins to wane over time as participants become desensitized to the presence
    of researchers, and their behaviors begin to normalize. This is precisely what occurred at the Hawthorne
    factory (Perera, 2021).

    To avoid bias from reactivity, observation research can be conducted covertly so that the participants are
    unaware that they are the subjects of research. While this can eliminate the risk of bias, it can potentially
    increase ethical risks. However, researchers generally accept covert observation as ethical if participants’
    anonymity is preserved, and the observation is performed in public where there is no expectation of privacy
    (Cooper & Schindler, 2014).

    Structured observation is very similar to naturalistic observation and participant observation, which are
    qualitative data collection methods. The difference between structured observation, naturalistic observation,
    and participant observation is that structured observation is intended to quantify a relatively small number of
    variables rather than record and interpret all the behaviors that are taking place (Price et al., 2017).

    It should be noted that everything that was discussed in previous units about sampling applies to structured
    observation; however, probability sampling can be challenging since it is often difficult to develop a sampling
    frame in observation studies. It then follows that making valid and reliable inferences about a population of
    interest, or generalizing results, can be difficult to achieve (Price et al., 2017).

    Structured Observation in Practice

    In addition to structured observation that occurs in participants’ natural environments, there are many other
    methods available to researchers to capture observation data. Many of these other methods use cutting-edge
    technology. The following describes examples of structured observation in practice, but this is nowhere near a
    complete list of all observation methods.

    Mechanical Observation

    It is not always possible or practical for researchers to observe the phenomena in real time in the participant’s
    natural environment. In these instances, mechanical observation is an effective alternative. Traffic cameras
    and other mechanical devices are commonly used to quantify usage of roadways and to identify traffic
    patterns that may be problematic. Video cameras and time-lapse photography are used in busy warehouses
    to improve the flow of product and safety for employees who are working around dangerous equipment.
    Nielsen Media Research uses mechanical observation to collect data on which television shows are being
    watched in households, on which television sets, who is watching them, and for how long. Arbitron performs
    similar observation research on radio audiences. Scanner-based observation is another mechanical means of
    capturing consumer purchase behavior data through scanned UPC codes. This is an easy way to collect large
    amounts of data that can be used to analyze the relationship between consumer behavior and variables like
    promotion and pricing (Cooper & Schindler, 2014).

    Satellite Imagery

    Observation from space is a unique example of observation research. Satellites are routinely used to observe
    activity at ports, shipping terminals, oil refineries, retail establishments, and farms. This data enables the
    quantification of shipping containers and vessel traffic in ports; supply of energy at oil refineries; consumer
    traffic at retail establishments like Walmart, Lowes, and McDonalds; and crop yields. Satellite data is then
    used to make inferences about economic activity (Eamon, 2010; Goldstein, 2010).

    Eye Tracking

    Eye tracking is a desirable observation method since it captures what subjects actually do rather than what
    they say they do. Eye tracking uses infrared-enabled webcam and wearable technology to quantify research
    participants’ conscious and unconscious eye movements to determine what they pay attention to (behavior)
    and for how long (timing). Eye tracking is useful for capturing participant data and the attention paid to online

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    stimuli. It is especially beneficial in online environments since eye-tracking data can be linked directly to
    behavior.

    Heat Mapping

    The purpose of heat mapping, like eye tracking, is to quantify human behavior using special technology. The
    technology is used to measure variables like cursor movements, scrolling activity, clicks and click-through
    rates, page views, and time per page for all website visitors. Activity is color coded, so high activity appears
    visually in gradients of red, and low activity appears as gradients of green. Heat mapping technology can also
    be used to create heat maps for consumer behavior and physical movements in retail establishments.
    Regardless of whether heat mapping is used for creating a visualization of behavior in digital or non-digital
    environments, the data can be used to make strategic decisions to improve the effectiveness of lower activity
    areas (Perez, 2020).

    Retail heat mapping (Soltani, 2015)

    Neuromarketing

    Neurofocus is a company that uses technology called quantified electroencephalography (QEEG) to measure
    a subject’s brain activity in different parts of their brain. The data is captured through discreet electrodes
    attached to the subject’s head and displayed in a format like a heat map. QEEG is like magnetic resonance
    imaging (MRI) technology, but it is mobile and allows the capture of data in dynamic environments. For
    example, electrodes can be attached to consumers to observe the alpha-wave brain activity as they engage
    in surfing the web. As their alpha-wave activity is triggered by interest in different websites, the researcher will
    observe their brain images that light in hotter gradients of red. As subject interest wanes, researchers will
    observe areas of the brain’s lighting in cooler gradients of green.

    Education

    Observation research is routinely used in many domains of interest, including education. For example,
    structured observation could be used in the classroom to quantify the number of questions asked by students
    during class time to determine if a relationship exists with grade point average.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Time and Motion

    Time and motion studies provide a great application for structured observation research. Quantifying the
    number of movements and time required to make those movements can be helpful in reducing waste,
    increasing efficiency, and raising safety awareness (Drew, 2022).

    Safety, Health Care, and Medicine

    Structured observation research in safety, health care, and medicine has been used to quantify the types,
    frequency, and severity of negative events across various departments, including operations, pharmacy,
    emergency, operating rooms, anesthesia, obstetrics, and intensive care. For example, the type, frequency,
    and severity of incorrect drug administration is easily quantifiable through observation research. In addition to
    improving operational efficiency, the most beneficial aspect of observation research in a safety or health care
    setting is the reduction of workplace accidents and illnesses and the detrimental effects of adverse care,
    including death (Carthey, 2003).

    Content Analysis

    Content analysis is like structured observation in that it is a quantitative process where the researcher
    systematically and visually examines and quantifies existing words, titles, subjects, actors, and images within
    published or unpublished print or digital media, including news articles, letters, emails, advertisements,
    television shows, and websites. The content analysis may measure either the inclusion or exclusion of the
    variable or variables under study. This should not be confused with the qualitative content analysis, which is
    subjective. In the qualitative content analysis, the researcher interprets and constructs meaning from the print
    or digital media. In quantitative content analysis, the researcher objectively quantifies what is found in the
    media and does not interject their values or interpret meaning. Content analysis would be an incredibly time-
    consuming and tedious exercise if it were done manually. Fortunately, there are technology solutions to
    facilitate this process so researchers can spend most of their time on data analysis rather than data collection
    (Zikmund et al., 2013).

    Secondary Data Analysis

    Secondary data analysis (i.e., archival research) is a quantitative approach to research using data that has
    already been collected for other purposes, by other people and researchers, such as academic study data,
    commercial and trade data, organizational data, and government data (Zikmund et al., 2013). For example,
    the scanner data mentioned above in the discussion on mechanical observation is normally collected by
    individual grocery store chains to monitor their own customers. However, the National Grocers Association
    could aggregate scanner data from their association members to share with the entire association, even those
    without access to their own scanner data. This would be a useful means of secondary data analysis.

    In Closing

    Many of the practical examples of structured observation make use of cutting-edge technology, and there is
    no stopping it. Technology is pervasive in society and is often used to surreptitiously capture consumer
    information through so-called surveillance products. See the examples below.

    • Smartwatches capture health, exercise, and sleep data.
    • Geolocation technology and GPS navigation apps track people’s activities and vehicle movements.
    • Smartphones, tablets, and laptops listen to their users.
    • Amazon’s Alexa and Apple's Siri capture user activity and listen to conversations.
    • Smart refrigerators, washing machines, and other appliances have listening capabilities.
    • Millions of users on social networking sites have no appreciation for privacy and gladly share their

    most intimate details.
    • Radio-frequency identification (RFID) chips used in toll passes, passports, payment mechanisms, and

    reward fobs track owners’ movements.

    Many consumers naively believe that marketers respect their privacy. Perhaps the most successful marketing
    organization in history, Amazon, has been caught collecting user conversations through Alexa without
    their knowledge. Since being caught with their hand in the cookie jar, Amazon now allows users to opt

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    out of this functionality, but many users are still unaware of this option or are simply unconcerned.
    Similarly, users of Gmail and Google Calendar open personal, business, and contact information that
    is available to Google to peruse at will, without requiring permission, and with no explanation required.
    Many other users are willing to trade privacy and confidentiality for convenience or productivity. Still, others
    are willing to swap their privacy for “free” services from companies like Google or Bing (Kelly, 2022).

    Experts in the field warn the public that the danger from these means of observation has never been more
    serious. The information that consumers share willingly and unwillingly with marketers can be accessed and
    abused by governments, hackers, and others (Kelly, 2022). For consumers, privacy and confidentiality should
    be a top concern, especially given the potential for search histories, location data, text messages, emails, and
    other digital information to be accessed, analyzed, and sold to third-party marketers and government
    agencies. Some would say that George Orwell’s vision in 1984 is alive and well in today’s society, and it is
    being facilitated through observation research technology. Researchers should enjoy the efficiency and
    quality of data provided through observation research technology, but they should always be mindful to do no
    harm.

    References

    Carthey, J. (2003). The role of structured observational research in health care. BMJ Publishing Group Ltd. &

    The Health Foundation. https://qualitysafety.bmj.com/content/12/suppl_2/ii13

    Cooper, D. R., & Schindler, P. S. (2014). Business research methods (12th ed.). McGraw-Hill.

    Creswell, J. W., & Creswell, J. D. (2022). Research design: Qualitative, quantitative, and mixed methods

    approaches (6th ed.). SAGE. https://online.vitalsource.com/#/books/9781071817964

    Drew, C. (2022, October 23). 10 observational research examples. The Helpful Professor.

    https://helpfulprofessor.com/observational-research-examples/

    Eamon, J. (2010, August 17). Spying for profits: The satellite image indicator. CNBC.

    https://www.cnbc.com/2010/08/17/Spying-For-Profits:-The-Satellite-Image-Indicator.html?slide=1

    Ellis, P. (2024). Research methods: Quantitative observation. Wounds UK, 20(2), 73-74.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=cul&AN=178268293&site=ehost-live&scope=site

    Goldstein, J. (2010, August 19). With satellite images, Wall Street analysts spy on Wal-Mart. NPR.

    https://www.npr.org/sections/money/2010/08/19/129298095/with-satellite-images-wall-street-analysts-
    spy-on-wal-mart

    Kelly, S. M. (2022, October 2). Amazon is always watching. CNN.

    https://www.cnn.com/2022/10/02/tech/amazon-product-event/index.html

    Perera, A. (2021, May 28). What is the Hawthorne effect? Simply Psychology.

    https://www.simplypsychology.org/hawthorne-effect.html

    Perez, J. (2020, May 20). What’s so hot about heat mapping? Pinckney.

    https://pinckneymarketing.com/whats-so-hot-about-heat-mapping/

    Price, P. C., Jhangiani, R., Chiang, I. A., Leighton, D. C., & Cuttler, C. (2017). 6.5 Observational research. In

    Research methods in psychology. Pressbooks.
    https://opentext.wsu.edu/carriecuttler/chapter/observational-research/

    Soltani, A. (2016, April 30). Privacy trade-offs in retail tracking [Image]. Federal Trade Commission.

    https://www.ftc.gov/policy/advocacy-research/tech-at-ftc/2015/04/privacy-trade-offs-retail-tracking

    Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods (9th ed.). Cengage

    Learning.

    **UnitVStudyGuide.pdf**

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    **## ResearchDesignandMethodsRCH5301UnitVIPowerPointPresentation.docx**

    2

    Research Design and Methods RCH 5301

    **Unit VI PowerPoint Presentation**

    This PowerPoint Presentation measures your mastery of ULOs 1.1, 2.1, 2.3, 3.1, 4.1, and 4.3.

    Imagine you, the student, are the professor for this course. Drawing from the information presented in Units I-VI, create an 8-slide PowerPoint presentation with speaker notes communicating the most important aspects of research methods. Be sure to cover the following points:

    · Schematize philosophical assumptions, research worldviews, research methodologies, research traditions, and research designs.

    · Diagram differences between a quantitative methodological research strategy and qualitative research strategy.

    · Differentiate descriptive, explanatory, and exploratory research designs based on their unique characteristics.

    · Compare and contrast descriptive statistics and inferential statistics. Explain the relationship of population, sampling frame, sampling design, and generalization.

    · Illustrate the use of hypothesis testing in determining statistical significance.

    Each slide must have speaker notes that further explains the information on the slide. Your presentation must be at least eight slides in length, not including cover slide and references, and you must use at least two academic resources, one of which must come from the CSU Online Library. Any resources used must be cited and referenced in APA format.

    **## UnitIVStudyGuide.pdf**

    RCH 5301, Research Design and Methods 1

    Course Learning Outcomes for Unit IV

    At the end of this unit, you should be able to:

    2. Discriminate among the characteristics of qualitative and quantitative research methods.
    2.1 Deduce differences between a quantitative methodological research strategy and

    qualitative research strategy.
    2.2 Identify a primary research article in an academic journal where the researcher or

    researchers used a survey instrument and inferential statistics.

    3. Evaluate research designs.
    3.1 Differentiate between descriptive, explanatory, and exploratory research designs based on

    their unique characteristics.
    3.2 Analyze an academic study’s research design, analytical approach, data analysis

    procedures, data collection method, and sampling design.

    Required Unit Resources

    Chapter 3: The Use of Theory (ULOs 3.1 and 3.2)
    Read the following sections from this chapter:

    Quantitative Theory Use

    Chapter 4: Writing Strategies and Ethical Considerations (ULOs 3.1 and 3.2)

    Article: Research Methods: Quantitative Observation (ULOs 3.1 and 3.2)
    This article discusses using observation for quantitative data collection. (2 pages).

    Unit Lesson

    Lesson: Don’t Look Now, but You’re Being Observed (ULOs 3.1 and 3.2)

    Introduction

    Most of the focus of data collection in this course has been on the survey or self-completion questionnaire.
    While the survey is the most often used quantitative data collection method in research, there are other non-
    experimental methods for collecting data, such as structured observation, content analysis, and utilizing
    secondary data.

    Structured Observation

    As the name implies, structured observation is a process where the researcher systematically and visually
    examines and quantifies phenomena as they occur. While observation research is often associated with the
    qualitative research methodology, structured observation is decidedly quantitative. Characteristics of
    observation research that make it a positivist’s tool are that the variables to be studied are predetermined
    through the structure, and the variables are quantifiable. These are two conditions that are foreign to
    qualitative research.

    Variables under structured observation are varied. Virtually anything that can be counted can be studied
    through structured observation, including objects, time, events, words, clicks, people, and behavior. Even
    nonverbal communication can be observed and quantified, including facial expressions, body language, eye

    UNIT IV STUDY GUIDE
    Quantitative Research Using Naturally
    Occurring Data, Secondary Data, and
    Official Statistics

    RCH 5301, Research Design and Methods 2

    UNIT x STUDY GUIDE
    Title

    movements, personal space, gestures, and manners. For example, assume medical patients are under
    observation in a health care facility, and the predetermined variables to measure are facial expressions, body
    language, eye movements, personal space, manners, time, objects, demographics, and actions. The
    researcher might devise an observation schedule that includes the variables below.

    Was the purpose of the patient’s visit to:

    • seek treatment for a new medical concern (event)?
    • seek treatment for an existing medical condition (event)?

    When approached by the medical provider, did the patient:

    • smile, frown, or remain unchanged (facial expression)?
    • stand still, back away, or lean into the medical provider (personal space)?
    • shake the provider’s hand (manners)?
    • fold their arms or keep them dangling in a relaxed manner (body language)?
    • make steady eye contact or avoid looking at the provider directly (eye movement)?
    • mention the current condition that is being treated (words)?

    How much time did the patient:

    • speak with the provider (timing)?
    • engage in conversation with other patients (timing)?
    • spend in common areas (timing)?
    • isolate in their room (timing)?
    • handle common area activities, such as books (timing)?

    Which items did the patient handle while in the common area?

    • Educational literature (object)?
    • Magazines (object)?
    • Books (object)?
    • Board games (object)?

    What was the patient’s:

    • gender (demographics)?
    • age (demographics)?

    RCH 5301, Research Design and Methods 3

    UNIT x STUDY GUIDE
    Title

    Structured observation can take place in a controlled environment (i.e., contrived observation), such as a
    laboratory, but observation most often occurs in the participants’ natural environment, such as a field location
    or facility, which was used in the example above. Research outside of a lab has the potential for a more
    realistic and unbiased accounting of behavior since participants are unlikely to modify their actions to meet
    researcher expectations. In either case, the structured observation takes place without researcher
    intervention, although the research can be conducted overtly (i.e., undisguised observation) or covertly (i.e.,
    disguised observation). If conducted overtly, the participants are aware they are the subject of research. This
    can create bias since the participants are likely to modify their behavior to conform to how they think the
    researcher expects them to behave. This is known as reactivity. This is also known colloquially as the
    Hawthorne effect. The name originates from a series of 1920s industrial experiments conducted at Western
    Electric’s large Hawthorne plant in Cicero, Illinois. Although there were four different studies, the Illumination
    Experiments (1924–1927) were the most illuminating (pun intended) about the phenomenon called reactivity
    (Perera, 2021; Price et al., 2017).

    In the Illumination Experiments, researchers were seeking to determine if there was a relationship between
    the variables of illumination levels and factory productivity. They hypothesized that the relationship would be
    positive, meaning the variables would move in the same direction. For example, they guessed as illumination
    levels decreased, productivity would decrease, and as illumination levels increased, productivity would

    RCH 5301, Research Design and Methods 4

    UNIT x STUDY GUIDE
    Title

    increase. The researchers were surprised to find, however, that no matter the change in illumination,
    productivity increased. As illumination increased, productivity increased. As illumination decreased,
    productivity increased. It was determined that the workers’ awareness of being studied was severely biasing
    results. Interestingly, reactivity begins to wane over time as participants become desensitized to the presence
    of researchers, and their behaviors begin to normalize. This is precisely what occurred at the Hawthorne
    factory (Perera, 2021).

    To avoid bias from reactivity, observation research can be conducted covertly so that the participants are
    unaware that they are the subjects of research. While this can eliminate the risk of bias, it can potentially
    increase ethical risks. However, researchers generally accept covert observation as ethical if participants’
    anonymity is preserved, and the observation is performed in public where there is no expectation of privacy
    (Cooper & Schindler, 2014).

    Structured observation is very similar to naturalistic observation and participant observation, which are
    qualitative data collection methods. The difference between structured observation, naturalistic observation,
    and participant observation is that structured observation is intended to quantify a relatively small number of
    variables rather than record and interpret all the behaviors that are taking place (Price et al., 2017).

    It should be noted that everything that was discussed in previous units about sampling applies to structured
    observation; however, probability sampling can be challenging since it is often difficult to develop a sampling
    frame in observation studies. It then follows that making valid and reliable inferences about a population of
    interest, or generalizing results, can be difficult to achieve (Price et al., 2017).

    Structured Observation in Practice

    In addition to structured observation that occurs in participants’ natural environments, there are many other
    methods available to researchers to capture observation data. Many of these other methods use cutting-edge
    technology. The following describes examples of structured observation in practice, but this is nowhere near a
    complete list of all observation methods.

    Mechanical Observation

    It is not always possible or practical for researchers to observe the phenomena in real time in the participant’s
    natural environment. In these instances, mechanical observation is an effective alternative. Traffic cameras
    and other mechanical devices are commonly used to quantify usage of roadways and to identify traffic
    patterns that may be problematic. Video cameras and time-lapse photography are used in busy warehouses
    to improve the flow of product and safety for employees who are working around dangerous equipment.
    Nielsen Media Research uses mechanical observation to collect data on which television shows are being
    watched in households, on which television sets, who is watching them, and for how long. Arbitron performs
    similar observation research on radio audiences. Scanner-based observation is another mechanical means of
    capturing consumer purchase behavior data through scanned UPC codes. This is an easy way to collect large
    amounts of data that can be used to analyze the relationship between consumer behavior and variables like
    promotion and pricing (Cooper & Schindler, 2014).

    Satellite Imagery

    Observation from space is a unique example of observation research. Satellites are routinely used to observe
    activity at ports, shipping terminals, oil refineries, retail establishments, and farms. This data enables the
    quantification of shipping containers and vessel traffic in ports; supply of energy at oil refineries; consumer
    traffic at retail establishments like Walmart, Lowes, and McDonalds; and crop yields. Satellite data is then
    used to make inferences about economic activity (Eamon, 2010; Goldstein, 2010).

    Eye Tracking

    Eye tracking is a desirable observation method since it captures what subjects actually do rather than what
    they say they do. Eye tracking uses infrared-enabled webcam and wearable technology to quantify research
    participants’ conscious and unconscious eye movements to determine what they pay attention to (behavior)
    and for how long (timing). Eye tracking is useful for capturing participant data and the attention paid to online

    RCH 5301, Research Design and Methods 5

    UNIT x STUDY GUIDE
    Title

    stimuli. It is especially beneficial in online environments since eye-tracking data can be linked directly to
    behavior.

    Heat Mapping

    The purpose of heat mapping, like eye tracking, is to quantify human behavior using special technology. The
    technology is used to measure variables like cursor movements, scrolling activity, clicks and click-through
    rates, page views, and time per page for all website visitors. Activity is color coded, so high activity appears
    visually in gradients of red, and low activity appears as gradients of green. Heat mapping technology can also
    be used to create heat maps for consumer behavior and physical movements in retail establishments.
    Regardless of whether heat mapping is used for creating a visualization of behavior in digital or non-digital
    environments, the data can be used to make strategic decisions to improve the effectiveness of lower activity
    areas (Perez, 2020).

    Retail heat mapping (Soltani, 2015)

    Neuromarketing

    Neurofocus is a company that uses technology called quantified electroencephalography (QEEG) to measure
    a subject’s brain activity in different parts of their brain. The data is captured through discreet electrodes
    attached to the subject’s head and displayed in a format like a heat map. QEEG is like magnetic resonance
    imaging (MRI) technology, but it is mobile and allows the capture of data in dynamic environments. For
    example, electrodes can be attached to consumers to observe the alpha-wave brain activity as they engage
    in surfing the web. As their alpha-wave activity is triggered by interest in different websites, the researcher will
    observe their brain images that light in hotter gradients of red. As subject interest wanes, researchers will
    observe areas of the brain’s lighting in cooler gradients of green.

    Education

    Observation research is routinely used in many domains of interest, including education. For example,
    structured observation could be used in the classroom to quantify the number of questions asked by students
    during class time to determine if a relationship exists with grade point average.

    RCH 5301, Research Design and Methods 6

    UNIT x STUDY GUIDE
    Title

    Time and Motion

    Time and motion studies provide a great application for structured observation research. Quantifying the
    number of movements and time required to make those movements can be helpful in reducing waste,
    increasing efficiency, and raising safety awareness (Drew, 2022).

    Safety, Health Care, and Medicine

    Structured observation research in safety, health care, and medicine has been used to quantify the types,
    frequency, and severity of negative events across various departments, including operations, pharmacy,
    emergency, operating rooms, anesthesia, obstetrics, and intensive care. For example, the type, frequency,
    and severity of incorrect drug administration is easily quantifiable through observation research. In addition to
    improving operational efficiency, the most beneficial aspect of observation research in a safety or health care
    setting is the reduction of workplace accidents and illnesses and the detrimental effects of adverse care,
    including death (Carthey, 2003).

    Content Analysis

    Content analysis is like structured observation in that it is a quantitative process where the researcher
    systematically and visually examines and quantifies existing words, titles, subjects, actors, and images within
    published or unpublished print or digital media, including news articles, letters, emails, advertisements,
    television shows, and websites. The content analysis may measure either the inclusion or exclusion of the
    variable or variables under study. This should not be confused with the qualitative content analysis, which is
    subjective. In the qualitative content analysis, the researcher interprets and constructs meaning from the print
    or digital media. In quantitative content analysis, the researcher objectively quantifies what is found in the
    media and does not interject their values or interpret meaning. Content analysis would be an incredibly time-
    consuming and tedious exercise if it were done manually. Fortunately, there are technology solutions to
    facilitate this process so researchers can spend most of their time on data analysis rather than data collection
    (Zikmund et al., 2013).

    Secondary Data Analysis

    Secondary data analysis (i.e., archival research) is a quantitative approach to research using data that has
    already been collected for other purposes, by other people and researchers, such as academic study data,
    commercial and trade data, organizational data, and government data (Zikmund et al., 2013). For example,
    the scanner data mentioned above in the discussion on mechanical observation is normally collected by
    individual grocery store chains to monitor their own customers. However, the National Grocers Association
    could aggregate scanner data from their association members to share with the entire association, even those
    without access to their own scanner data. This would be a useful means of secondary data analysis.

    In Closing

    Many of the practical examples of structured observation make use of cutting-edge technology, and there is
    no stopping it. Technology is pervasive in society and is often used to surreptitiously capture consumer
    information through so-called surveillance products. See the examples below.

    • Smartwatches capture health, exercise, and sleep data.
    • Geolocation technology and GPS navigation apps track people’s activities and vehicle movements.
    • Smartphones, tablets, and laptops listen to their users.
    • Amazon’s Alexa and Apple's Siri capture user activity and listen to conversations.
    • Smart refrigerators, washing machines, and other appliances have listening capabilities.
    • Millions of users on social networking sites have no appreciation for privacy and gladly share their

    most intimate details.
    • Radio-frequency identification (RFID) chips used in toll passes, passports, payment mechanisms, and

    reward fobs track owners’ movements.

    Many consumers naively believe that marketers respect their privacy. Perhaps the most successful marketing
    organization in history, Amazon, has been caught collecting user conversations through Alexa without
    their knowledge. Since being caught with their hand in the cookie jar, Amazon now allows users to opt

    RCH 5301, Research Design and Methods 7

    UNIT x STUDY GUIDE
    Title

    out of this functionality, but many users are still unaware of this option or are simply unconcerned.
    Similarly, users of Gmail and Google Calendar open personal, business, and contact information that
    is available to Google to peruse at will, without requiring permission, and with no explanation required.
    Many other users are willing to trade privacy and confidentiality for convenience or productivity. Still, others
    are willing to swap their privacy for “free” services from companies like Google or Bing (Kelly, 2022).

    Experts in the field warn the public that the danger from these means of observation has never been more
    serious. The information that consumers share willingly and unwillingly with marketers can be accessed and
    abused by governments, hackers, and others (Kelly, 2022). For consumers, privacy and confidentiality should
    be a top concern, especially given the potential for search histories, location data, text messages, emails, and
    other digital information to be accessed, analyzed, and sold to third-party marketers and government
    agencies. Some would say that George Orwell’s vision in 1984 is alive and well in today’s society, and it is
    being facilitated through observation research technology. Researchers should enjoy the efficiency and
    quality of data provided through observation research technology, but they should always be mindful to do no
    harm.

    References

    Carthey, J. (2003). The role of structured observational research in health care. BMJ Publishing Group Ltd. &

    The Health Foundation. https://qualitysafety.bmj.com/content/12/suppl_2/ii13

    Cooper, D. R., & Schindler, P. S. (2014). Business research methods (12th ed.). McGraw-Hill.

    Creswell, J. W., & Creswell, J. D. (2022). Research design: Qualitative, quantitative, and mixed methods

    approaches (6th ed.). SAGE. https://online.vitalsource.com/#/books/9781071817964

    Drew, C. (2022, October 23). 10 observational research examples. The Helpful Professor.

    https://helpfulprofessor.com/observational-research-examples/

    Eamon, J. (2010, August 17). Spying for profits: The satellite image indicator. CNBC.

    https://www.cnbc.com/2010/08/17/Spying-For-Profits:-The-Satellite-Image-Indicator.html?slide=1

    Ellis, P. (2024). Research methods: Quantitative observation. Wounds UK, 20(2), 73-74.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=cul&AN=178268293&site=ehost-live&scope=site

    Goldstein, J. (2010, August 19). With satellite images, Wall Street analysts spy on Wal-Mart. NPR.

    https://www.npr.org/sections/money/2010/08/19/129298095/with-satellite-images-wall-street-analysts-
    spy-on-wal-mart

    Kelly, S. M. (2022, October 2). Amazon is always watching. CNN.

    https://www.cnn.com/2022/10/02/tech/amazon-product-event/index.html

    Perera, A. (2021, May 28). What is the Hawthorne effect? Simply Psychology.

    https://www.simplypsychology.org/hawthorne-effect.html

    Perez, J. (2020, May 20). What’s so hot about heat mapping? Pinckney.

    https://pinckneymarketing.com/whats-so-hot-about-heat-mapping/

    Price, P. C., Jhangiani, R., Chiang, I. A., Leighton, D. C., & Cuttler, C. (2017). 6.5 Observational research. In

    Research methods in psychology. Pressbooks.
    https://opentext.wsu.edu/carriecuttler/chapter/observational-research/

    Soltani, A. (2016, April 30). Privacy trade-offs in retail tracking [Image]. Federal Trade Commission.

    https://www.ftc.gov/policy/advocacy-research/tech-at-ftc/2015/04/privacy-trade-offs-retail-tracking

    Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods (9th ed.). Cengage

    Learning.

    **UnitVStudyGuide.pdf**

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    – ## HumanManagementResourceMethodsHRM6301UnitVIIIJournal.docx – ## UnitVIIIStudyGuide.pdf **## HumanManagementResourceMethodsHRM6301UnitVIIIJournal.docx** 2 Human Resources Management Methods HRM 6301 **Unit VIII Journal** Explain the advice you would give to an executive team on how they can advan…

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    – ## HumanManagementResourceMethodsHRM6301UnitVIIIJournal.docx

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    **## HumanManagementResourceMethodsHRM6301UnitVIIIJournal.docx**

    2

    Human Resources Management Methods HRM 6301

    **Unit VIII Journal**

    Explain the advice you would give to an executive team on how they can advance employee motivation and improve employee engagement to prevent or minimize unionization. Be sure to consider leadership theories that could advance employee motivation and the role of culture in human resource management practices within a global organization. Reflect on the course and thoroughly explain your rationale.

    Your journal should be at least 200 words in length. Outside sources are not a requirement.

    **## UnitVIIIStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit VIII

    Upon completion of this unit, students should be able to:

    3. Assess the role of culture in human resource management practices within a global organization.
    3.1 Determine how culture impacts human resource management in a global organization.
    3.2 Determine the impact of employee rights and laws in potential expansion countries.
    3.3 Compare and contrast foreign cultures to determine the best fit for global expansion.

    Required Unit Resources

    In order to access the following resources, click the links below.

    The videos, articles, and webpage below provide insight on the role and impact of culture on human resource
    management in a global organization. The also examine how foreign employee rights and employment laws
    must be considered when expanding globally. These resources will assist you in the completion of this unit’s
    assignment.

    In the following video, a transcript and closed captioning are available once you access the video.

    Gregg Learning. (2018, October 19). HR basics: Organizational culture [Video]. Cielo24.

    https://c24.page/k2rcytcyd4zas3dj9vgmq593c

    Read the following articles.

    Caligiuri, P. M., & Stroh, L. K. (1995, September). Multinational corporation management strategies and

    international human resource practices: Bringing IHRM to the bottom line. The International Journal of
    Human Resource Management, 6(3), 494–507.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=5835623&site=ehost-live&scope=site

    Hofstede, G. (1980, Summer). Motivation, leadership, and organization: Do American theories apply abroad?

    Organizational Dynamics, 9(1), 42–63.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=5143098&site=ehost-live&scope=site

    U.S. Equal Employment Opportunity Commission. (2003, April 23). Employee rights when working for

    multinational employers (Control No. EEOC-NVTA-2003-2).
    https://www.eeoc.gov/laws/guidance/employee-rights-when-working-multinational-employers

    UNIT VIII STUDY GUIDE
    Going Global

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    Unit Lesson

    You are excited about the new opportunity because you realize it would be highly beneficial to gain
    international experience. As a result, you start to do more research. While this move can benefit you
    professionally and open more doors for you in the future, globalization can also be great for the organization.
    Kelly (2019) agrees, and she states that having staff with international experience will improve and speed up
    the process for an organization that would like to focus on global expansion. While you have vacationed
    internationally and experienced other cultures, you never really thought about the cultures of other countries
    from a business and leadership perspective.

    Regardless of how good a globalization strategy is, the culture of the new location will have an impact on an
    organization’s success or failure. You read the article, “Understanding and Developing Organizational
    Culture” (Society for Human Resource Management, 2018), and you discovered that there is not one single
    definition of culture. You realize that you have a good understanding of culture and globalization but decide
    that you need to do some additional research as you embark on this journey.

    Globalization

    Globalization in the marketplace has been increasing rapidly for at least the last 20 years. Many organizations
    are expanding operations into a global market. There are many pros and cons about the impact of
    globalization, and it is critical that the process is conducted carefully and that due diligence is performed in
    identifying all potential factors, impacts, and requirements. Supporters of globalization indicate that this
    promotes economic growth, allows for more competition, and lowers prices of products for consumers. If your
    car came with a detailed list of where each individual part came from, you would see that they are made in
    several countries.

    There are those who do not support globalization because they believe it results in job losses in the home
    country. There is also concern regarding differences in international laws, taxes, labor wages, and minimum
    ages. By focusing on culture from a leadership perspective, you must take into account how all of these
    factors can impact your current organization, its employees, your stakeholders, and even your community.

    Cultural Frameworks

    There are many different cultural frameworks. Ng et al. (2007) evaluated the cultural differences between
    Hofstede’s framework and Schwartz’s framework. The frameworks help one to understand national culture
    and its relationship to an organization’s culture. Both Hofstede and Schwartz discovered that there were
    greater cultural differences between countries than within the countries. Hofstede views culture as a system
    of values and norms shared by people. Hofstede’s focus is data driven where countries are given numerical
    scores based on how culture relates to values in the workplace. As such, either framework can be used for an
    analysis of the different countries. Review the differences in their frameworks below.

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    Hofstede’s Framework and Schwartz’s Framework

    Cultural Impact on Global HR Practices

    By using one of the cultural frameworks (or even a combination of both), you can make sense of cultural
    influences. Before expanding operations, Nagele-Piazza (2017) suggests that organizations should first
    identify a key individual who will direct and control employees for international projects. The leadership should
    decide on a strategy about hiring local nationals, which are employees hired for jobs in their own country.
    Third, it is important to understand the local employment laws. Additionally, privacy laws should be reviewed.
    You cannot assume that employment, labor, and privacy laws are the same or even similar to those in the
    United States or your state. Some of the differences might surprise you.

    Hofstede's framework (Hofstede, n.d.)

    Schwartz's framework (Ng et al., 2007)

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    As the leader of this initiative, you now understand the impact that culture will have on decisions that are
    made regarding workplace planning, recruiting, staffing, training, compensation, performance evaluations,
    and employee morale. You also know that instead of using just a cultural framework, you can provide an
    analysis of the different countries by doing research about the country in order to determine the scope of the
    impacts its culture may have on your organization and its globalization efforts. To do so, the following are
    some of the questions that you need to ask.

    • What are the working generations in the population?
    • What is the overall size of the workforce?
    • Will the organization be located in an urban or rural area?
    • What is the national language?
    • What is the political system?
    • What is the economic system?
    • What is the legal system?
    • What type of educational system do they have?
    • What type of healthcare system do they have?
    • Are there unions?
    • What is the average salary?
    • What type of infrastructure is there?
    • Are there any technological restrictions?

    Once the organization decides where to expand its global operations, organization culture should then be
    reviewed.

    Organizational Culture

    Organizational culture includes the beliefs, attitudes, behaviors, artifacts, ceremonies, stories, rituals, values,
    and assumptions of the organizational members. You know that culture impacts the HR management
    function. Years ago, back in your first job, the focus was the bottom line; you did whatever needed to be done
    to reach financial goals. Employees were expected to work until late evening; they often worked on holidays,
    and employees were not appreciated. Teamwork was not encouraged, and as such, employees were not nice
    to each other. In your second job, you had the opportunity to work in Germany. You discovered that you were
    not permitted to work more than 8 hours a day (and definitely not on Sunday) as you were not in the service
    industry. There is a connectedness between a country’s culture and organizational culture. For example, let’s
    say that you want to show your appreciation for employees in the expansion location with a paid company
    lunch. Gartman et al. (2018) reminds us that culture is something that may impact something as simple as a
    company lunch. In Germany, you may serve hamburgers, but in India, you would not out of respect for the
    likely greater incidence of employees who may not eat meat or that particular kind of meat. You understand
    the complexity of globalization and have now started thinking about recruiting and selecting employees.

    Recruiting and Selecting Employees

    One of the first things you are asked to do is recruit and hire employees. It would be unrealistic to assume
    that all employees will come from your organization located in the United States. You decide to evaluate
    different staffing strategies. Caligiuri and Stroh (1995) did a study evaluating international HR staffing
    approaches. In their study, they found that the ethnocentric staffing policy was less effective than the
    polycentric, regiocentric, and the geocentric staffing approaches.

    If your organization used an ethnocentric staffing approach, all of the key positions would be filled by home
    country or parent-country nationals. Parent-country nationals are individuals working in another country other
    than their country of origin. A polycentric approach is where the host-country employees manage the
    organization located in their country. If you employ a regiocentric strategy, both the host-country nationals and
    third-country nationals (those who are not from the home or host country) are selected for key positions. In
    other words, those selected are from the region. With a geocentric approach, you select the best person for
    the job regardless of where they are from. This approach can be tricky, especially if there are local laws or
    agreements in the legal language of the expansion that require a minimum number of locals to be hired.

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    Additionally, hiring all or a majority of non-host-country employees could create tension in the local community
    and be seen as insulting their culture.

    Once you have decided on the staffing approach that you will employ, you need to focus on determining how
    you will compensate and train new employees. This, of course, will differ depending on whether they are from
    the home country, the host country or a third country. You, therefore, need to be aware of all laws that might
    affect this process.

    Employee Rights and Laws

    According to the U.S. Equal Employment Opportunity Commission (EEOC, 2003), employees working in the
    United States or its territories are protected by EEO laws. If employees are working for an organization that
    is incorporated with, based in, or has sufficient connections with the United States, they are protected by
    EEO laws.

    However, as a U.S. employer with operations in another country, it is important to know the local laws as they
    may supersede requirements of Title VII of the Civil Rights Act, the Age Discrimination in Employment Act,
    and the Americans with Disabilities Act. Many other laws also must be considered from an HR perspective.
    For example, Dowling (2019) discussed the differences in data collection laws. In European Union countries,
    internal emails cannot be used for an investigation that may get someone fired. If the term personal is in the
    subject line, an employer may not read the employee’s email. In France, internal emails cannot be accessed
    unless there is approval by the court where a court officer will oversee the review. In Alberta, Canada, an
    employee must agree that the employer can read their emails. Brin (2019) shared that in France, employers
    with a least 50 workers must negotiate with unions and allow workers to disconnect from work technology
    after work hours. This is considered important to worker safety and health. In Spain, there is a similar new law
    affording remote workers the right to disconnect. According to the new law, there should also be training to
    avoid computer fatigue. However, it should be noted that there are no penalties if the law is not followed in
    both countries.

    Conclusion

    After doing an evaluation of employee rights and laws, you realize that the decision to globalize and the
    process it entails is incredibly complex. Evaluating the culture of the country, the organizational culture, and
    the impact on HR practices is critical. However, after doing your research, you are confident that you will be
    able to help leadership make the important decisions regarding globalization through proper evaluation and
    assessment of the options. You will demonstrate this in this unit’s assignment.

    References

    Brin, D. W. (2019, May 20). France and Spain: Right to disconnect spreads. Society for Human Resource

    Management. https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-
    law/pages/global-france-spain-right-to-disconnect.aspx

    Caligiuri, P. M., & Stroh, L. K. (1995, September). Multinational corporation management strategies and

    international human resource practices: Bringing IHRM to the bottom line. International Journal of
    Human Resource Management, 6(3), 494–507.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=5835623&site=ehost-live&scope=site

    Dowling, D. C., Jr. (2019, August 7). How to gather documents overseas in a global investigation. Society for

    Human Resource Management. https://www.shrm.org/ResourcesAndTools/legal-and-
    compliance/employment-law/Pages/global-investigations-gathering-documents.aspx

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Gartman, C., Woods, W., & Morey, R. (2018, April). Culture eats strategy for breakfast: Franchise compliance
    programs can have many benefits. Reap the rewards of a culture of compliance. Franchising World,
    50(4), 38–39.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=edsbig&AN=edsbig.A537410949&site=eds-live&scope=site

    Hofstede, G. (n.d.). The 6-D model of national culture. Geert Hofstede. https://geerthofstede.com/culture-

    geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/

    Kelly, N. (2019, July 5). 5 ways to foster a global mindset in your company. Harvard Business Review.

    https://hbr.org/2019/07/5-ways-to-foster-a-global-mindset-in-your-company

    Nagele-Piazza, L. (2017, June 20). 4 HR points to consider when going global. Society for Human Resource

    Management. https://www.shrm.org/hr-today/news/hr-news/conference-today/pages/2017/4-hr-
    points-to-consider-when-going-global.aspx

    Ng, S. I., Lee, J. A., & Soutar, G. N. (2007). Are Hofstede’s and Schwartz’s value framework congruent?

    International Marketing Review, 24(2), 164–180. https://search-proquest-
    com.libraryresources.columbiasouthern.edu/docview/224316744?accountid=33337

    Society for Human Resource Management. (2018, August 13). Understanding and developing organizational

    culture. https://www.shrm.org/resourcesandtools/tools-and-
    samples/toolkits/pages/understandinganddevelopingorganizationalculture.aspx

    U.S. Equal Employment Opportunity Commission. (2003, April 23). Employee rights when working for

    multinational employers (Control No. EEOC-NVTA-2003-2). https://www.eeoc.gov/facts/multi-
    employees.html

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    The following resources provide a framework for better understanding the concepts presented in this unit.

    Farndale, E., Paauwe, J., Morris, S. S., Stahl, G. K., Stiles, P., Trevor, J., & Wright, P. M. (2010). Context-

    bound configurations of corporate HR functions in multinational corporations. Human Resource
    Management, 49(1), 45–66.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=47805875&site=ehost-live&scope=site

    Ng, S. I., Lee, J. A., & Soutar, G. N. (2007). Are Hofstede’s and Schwartz’s value framework congruent?

    International Marketing Review, 24(2), 164–180. https://search-proquest-
    com.libraryresources.columbiasouthern.edu/docview/224316744?accountid=33337

    **## UnitVIIIStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit VIII

    Upon completion of this unit, students should be able to:

    3. Assess the role of culture in human resource management practices within a global organization.
    3.1 Determine how culture impacts human resource management in a global organization.
    3.2 Determine the impact of employee rights and laws in potential expansion countries.
    3.3 Compare and contrast foreign cultures to determine the best fit for global expansion.

    Required Unit Resources

    In order to access the following resources, click the links below.

    The videos, articles, and webpage below provide insight on the role and impact of culture on human resource
    management in a global organization. The also examine how foreign employee rights and employment laws
    must be considered when expanding globally. These resources will assist you in the completion of this unit’s
    assignment.

    In the following video, a transcript and closed captioning are available once you access the video.

    Gregg Learning. (2018, October 19). HR basics: Organizational culture [Video]. Cielo24.

    https://c24.page/k2rcytcyd4zas3dj9vgmq593c

    Read the following articles.

    Caligiuri, P. M., & Stroh, L. K. (1995, September). Multinational corporation management strategies and

    international human resource practices: Bringing IHRM to the bottom line. The International Journal of
    Human Resource Management, 6(3), 494–507.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=5835623&site=ehost-live&scope=site

    Hofstede, G. (1980, Summer). Motivation, leadership, and organization: Do American theories apply abroad?

    Organizational Dynamics, 9(1), 42–63.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=5143098&site=ehost-live&scope=site

    U.S. Equal Employment Opportunity Commission. (2003, April 23). Employee rights when working for

    multinational employers (Control No. EEOC-NVTA-2003-2).
    https://www.eeoc.gov/laws/guidance/employee-rights-when-working-multinational-employers

    UNIT VIII STUDY GUIDE
    Going Global

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    Unit Lesson

    You are excited about the new opportunity because you realize it would be highly beneficial to gain
    international experience. As a result, you start to do more research. While this move can benefit you
    professionally and open more doors for you in the future, globalization can also be great for the organization.
    Kelly (2019) agrees, and she states that having staff with international experience will improve and speed up
    the process for an organization that would like to focus on global expansion. While you have vacationed
    internationally and experienced other cultures, you never really thought about the cultures of other countries
    from a business and leadership perspective.

    Regardless of how good a globalization strategy is, the culture of the new location will have an impact on an
    organization’s success or failure. You read the article, “Understanding and Developing Organizational
    Culture” (Society for Human Resource Management, 2018), and you discovered that there is not one single
    definition of culture. You realize that you have a good understanding of culture and globalization but decide
    that you need to do some additional research as you embark on this journey.

    Globalization

    Globalization in the marketplace has been increasing rapidly for at least the last 20 years. Many organizations
    are expanding operations into a global market. There are many pros and cons about the impact of
    globalization, and it is critical that the process is conducted carefully and that due diligence is performed in
    identifying all potential factors, impacts, and requirements. Supporters of globalization indicate that this
    promotes economic growth, allows for more competition, and lowers prices of products for consumers. If your
    car came with a detailed list of where each individual part came from, you would see that they are made in
    several countries.

    There are those who do not support globalization because they believe it results in job losses in the home
    country. There is also concern regarding differences in international laws, taxes, labor wages, and minimum
    ages. By focusing on culture from a leadership perspective, you must take into account how all of these
    factors can impact your current organization, its employees, your stakeholders, and even your community.

    Cultural Frameworks

    There are many different cultural frameworks. Ng et al. (2007) evaluated the cultural differences between
    Hofstede’s framework and Schwartz’s framework. The frameworks help one to understand national culture
    and its relationship to an organization’s culture. Both Hofstede and Schwartz discovered that there were
    greater cultural differences between countries than within the countries. Hofstede views culture as a system
    of values and norms shared by people. Hofstede’s focus is data driven where countries are given numerical
    scores based on how culture relates to values in the workplace. As such, either framework can be used for an
    analysis of the different countries. Review the differences in their frameworks below.

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    Hofstede’s Framework and Schwartz’s Framework

    Cultural Impact on Global HR Practices

    By using one of the cultural frameworks (or even a combination of both), you can make sense of cultural
    influences. Before expanding operations, Nagele-Piazza (2017) suggests that organizations should first
    identify a key individual who will direct and control employees for international projects. The leadership should
    decide on a strategy about hiring local nationals, which are employees hired for jobs in their own country.
    Third, it is important to understand the local employment laws. Additionally, privacy laws should be reviewed.
    You cannot assume that employment, labor, and privacy laws are the same or even similar to those in the
    United States or your state. Some of the differences might surprise you.

    Hofstede's framework (Hofstede, n.d.)

    Schwartz's framework (Ng et al., 2007)

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    As the leader of this initiative, you now understand the impact that culture will have on decisions that are
    made regarding workplace planning, recruiting, staffing, training, compensation, performance evaluations,
    and employee morale. You also know that instead of using just a cultural framework, you can provide an
    analysis of the different countries by doing research about the country in order to determine the scope of the
    impacts its culture may have on your organization and its globalization efforts. To do so, the following are
    some of the questions that you need to ask.

    • What are the working generations in the population?
    • What is the overall size of the workforce?
    • Will the organization be located in an urban or rural area?
    • What is the national language?
    • What is the political system?
    • What is the economic system?
    • What is the legal system?
    • What type of educational system do they have?
    • What type of healthcare system do they have?
    • Are there unions?
    • What is the average salary?
    • What type of infrastructure is there?
    • Are there any technological restrictions?

    Once the organization decides where to expand its global operations, organization culture should then be
    reviewed.

    Organizational Culture

    Organizational culture includes the beliefs, attitudes, behaviors, artifacts, ceremonies, stories, rituals, values,
    and assumptions of the organizational members. You know that culture impacts the HR management
    function. Years ago, back in your first job, the focus was the bottom line; you did whatever needed to be done
    to reach financial goals. Employees were expected to work until late evening; they often worked on holidays,
    and employees were not appreciated. Teamwork was not encouraged, and as such, employees were not nice
    to each other. In your second job, you had the opportunity to work in Germany. You discovered that you were
    not permitted to work more than 8 hours a day (and definitely not on Sunday) as you were not in the service
    industry. There is a connectedness between a country’s culture and organizational culture. For example, let’s
    say that you want to show your appreciation for employees in the expansion location with a paid company
    lunch. Gartman et al. (2018) reminds us that culture is something that may impact something as simple as a
    company lunch. In Germany, you may serve hamburgers, but in India, you would not out of respect for the
    likely greater incidence of employees who may not eat meat or that particular kind of meat. You understand
    the complexity of globalization and have now started thinking about recruiting and selecting employees.

    Recruiting and Selecting Employees

    One of the first things you are asked to do is recruit and hire employees. It would be unrealistic to assume
    that all employees will come from your organization located in the United States. You decide to evaluate
    different staffing strategies. Caligiuri and Stroh (1995) did a study evaluating international HR staffing
    approaches. In their study, they found that the ethnocentric staffing policy was less effective than the
    polycentric, regiocentric, and the geocentric staffing approaches.

    If your organization used an ethnocentric staffing approach, all of the key positions would be filled by home
    country or parent-country nationals. Parent-country nationals are individuals working in another country other
    than their country of origin. A polycentric approach is where the host-country employees manage the
    organization located in their country. If you employ a regiocentric strategy, both the host-country nationals and
    third-country nationals (those who are not from the home or host country) are selected for key positions. In
    other words, those selected are from the region. With a geocentric approach, you select the best person for
    the job regardless of where they are from. This approach can be tricky, especially if there are local laws or
    agreements in the legal language of the expansion that require a minimum number of locals to be hired.

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    Additionally, hiring all or a majority of non-host-country employees could create tension in the local community
    and be seen as insulting their culture.

    Once you have decided on the staffing approach that you will employ, you need to focus on determining how
    you will compensate and train new employees. This, of course, will differ depending on whether they are from
    the home country, the host country or a third country. You, therefore, need to be aware of all laws that might
    affect this process.

    Employee Rights and Laws

    According to the U.S. Equal Employment Opportunity Commission (EEOC, 2003), employees working in the
    United States or its territories are protected by EEO laws. If employees are working for an organization that
    is incorporated with, based in, or has sufficient connections with the United States, they are protected by
    EEO laws.

    However, as a U.S. employer with operations in another country, it is important to know the local laws as they
    may supersede requirements of Title VII of the Civil Rights Act, the Age Discrimination in Employment Act,
    and the Americans with Disabilities Act. Many other laws also must be considered from an HR perspective.
    For example, Dowling (2019) discussed the differences in data collection laws. In European Union countries,
    internal emails cannot be used for an investigation that may get someone fired. If the term personal is in the
    subject line, an employer may not read the employee’s email. In France, internal emails cannot be accessed
    unless there is approval by the court where a court officer will oversee the review. In Alberta, Canada, an
    employee must agree that the employer can read their emails. Brin (2019) shared that in France, employers
    with a least 50 workers must negotiate with unions and allow workers to disconnect from work technology
    after work hours. This is considered important to worker safety and health. In Spain, there is a similar new law
    affording remote workers the right to disconnect. According to the new law, there should also be training to
    avoid computer fatigue. However, it should be noted that there are no penalties if the law is not followed in
    both countries.

    Conclusion

    After doing an evaluation of employee rights and laws, you realize that the decision to globalize and the
    process it entails is incredibly complex. Evaluating the culture of the country, the organizational culture, and
    the impact on HR practices is critical. However, after doing your research, you are confident that you will be
    able to help leadership make the important decisions regarding globalization through proper evaluation and
    assessment of the options. You will demonstrate this in this unit’s assignment.

    References

    Brin, D. W. (2019, May 20). France and Spain: Right to disconnect spreads. Society for Human Resource

    Management. https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-
    law/pages/global-france-spain-right-to-disconnect.aspx

    Caligiuri, P. M., & Stroh, L. K. (1995, September). Multinational corporation management strategies and

    international human resource practices: Bringing IHRM to the bottom line. International Journal of
    Human Resource Management, 6(3), 494–507.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=5835623&site=ehost-live&scope=site

    Dowling, D. C., Jr. (2019, August 7). How to gather documents overseas in a global investigation. Society for

    Human Resource Management. https://www.shrm.org/ResourcesAndTools/legal-and-
    compliance/employment-law/Pages/global-investigations-gathering-documents.aspx

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Gartman, C., Woods, W., & Morey, R. (2018, April). Culture eats strategy for breakfast: Franchise compliance
    programs can have many benefits. Reap the rewards of a culture of compliance. Franchising World,
    50(4), 38–39.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=edsbig&AN=edsbig.A537410949&site=eds-live&scope=site

    Hofstede, G. (n.d.). The 6-D model of national culture. Geert Hofstede. https://geerthofstede.com/culture-

    geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/

    Kelly, N. (2019, July 5). 5 ways to foster a global mindset in your company. Harvard Business Review.

    https://hbr.org/2019/07/5-ways-to-foster-a-global-mindset-in-your-company

    Nagele-Piazza, L. (2017, June 20). 4 HR points to consider when going global. Society for Human Resource

    Management. https://www.shrm.org/hr-today/news/hr-news/conference-today/pages/2017/4-hr-
    points-to-consider-when-going-global.aspx

    Ng, S. I., Lee, J. A., & Soutar, G. N. (2007). Are Hofstede’s and Schwartz’s value framework congruent?

    International Marketing Review, 24(2), 164–180. https://search-proquest-
    com.libraryresources.columbiasouthern.edu/docview/224316744?accountid=33337

    Society for Human Resource Management. (2018, August 13). Understanding and developing organizational

    culture. https://www.shrm.org/resourcesandtools/tools-and-
    samples/toolkits/pages/understandinganddevelopingorganizationalculture.aspx

    U.S. Equal Employment Opportunity Commission. (2003, April 23). Employee rights when working for

    multinational employers (Control No. EEOC-NVTA-2003-2). https://www.eeoc.gov/facts/multi-
    employees.html

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    The following resources provide a framework for better understanding the concepts presented in this unit.

    Farndale, E., Paauwe, J., Morris, S. S., Stahl, G. K., Stiles, P., Trevor, J., & Wright, P. M. (2010). Context-

    bound configurations of corporate HR functions in multinational corporations. Human Resource
    Management, 49(1), 45–66.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=47805875&site=ehost-live&scope=site

    Ng, S. I., Lee, J. A., & Soutar, G. N. (2007). Are Hofstede’s and Schwartz’s value framework congruent?

    International Marketing Review, 24(2), 164–180. https://search-proquest-
    com.libraryresources.columbiasouthern.edu/docview/224316744?accountid=33337

    **## HumanManagementResourceMethodsHRM6301UnitVIIIJournal.docx**

    2

    Human Resources Management Methods HRM 6301

    **Unit VIII Journal**

    Explain the advice you would give to an executive team on how they can advance employee motivation and improve employee engagement to prevent or minimize unionization. Be sure to consider leadership theories that could advance employee motivation and the role of culture in human resource management practices within a global organization. Reflect on the course and thoroughly explain your rationale.

    Your journal should be at least 200 words in length. Outside sources are not a requirement.

    **## UnitVIIIStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit VIII

    Upon completion of this unit, students should be able to:

    3. Assess the role of culture in human resource management practices within a global organization.
    3.1 Determine how culture impacts human resource management in a global organization.
    3.2 Determine the impact of employee rights and laws in potential expansion countries.
    3.3 Compare and contrast foreign cultures to determine the best fit for global expansion.

    Required Unit Resources

    In order to access the following resources, click the links below.

    The videos, articles, and webpage below provide insight on the role and impact of culture on human resource
    management in a global organization. The also examine how foreign employee rights and employment laws
    must be considered when expanding globally. These resources will assist you in the completion of this unit’s
    assignment.

    In the following video, a transcript and closed captioning are available once you access the video.

    Gregg Learning. (2018, October 19). HR basics: Organizational culture [Video]. Cielo24.

    https://c24.page/k2rcytcyd4zas3dj9vgmq593c

    Read the following articles.

    Caligiuri, P. M., & Stroh, L. K. (1995, September). Multinational corporation management strategies and

    international human resource practices: Bringing IHRM to the bottom line. The International Journal of
    Human Resource Management, 6(3), 494–507.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=5835623&site=ehost-live&scope=site

    Hofstede, G. (1980, Summer). Motivation, leadership, and organization: Do American theories apply abroad?

    Organizational Dynamics, 9(1), 42–63.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=5143098&site=ehost-live&scope=site

    U.S. Equal Employment Opportunity Commission. (2003, April 23). Employee rights when working for

    multinational employers (Control No. EEOC-NVTA-2003-2).
    https://www.eeoc.gov/laws/guidance/employee-rights-when-working-multinational-employers

    UNIT VIII STUDY GUIDE
    Going Global

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    Unit Lesson

    You are excited about the new opportunity because you realize it would be highly beneficial to gain
    international experience. As a result, you start to do more research. While this move can benefit you
    professionally and open more doors for you in the future, globalization can also be great for the organization.
    Kelly (2019) agrees, and she states that having staff with international experience will improve and speed up
    the process for an organization that would like to focus on global expansion. While you have vacationed
    internationally and experienced other cultures, you never really thought about the cultures of other countries
    from a business and leadership perspective.

    Regardless of how good a globalization strategy is, the culture of the new location will have an impact on an
    organization’s success or failure. You read the article, “Understanding and Developing Organizational
    Culture” (Society for Human Resource Management, 2018), and you discovered that there is not one single
    definition of culture. You realize that you have a good understanding of culture and globalization but decide
    that you need to do some additional research as you embark on this journey.

    Globalization

    Globalization in the marketplace has been increasing rapidly for at least the last 20 years. Many organizations
    are expanding operations into a global market. There are many pros and cons about the impact of
    globalization, and it is critical that the process is conducted carefully and that due diligence is performed in
    identifying all potential factors, impacts, and requirements. Supporters of globalization indicate that this
    promotes economic growth, allows for more competition, and lowers prices of products for consumers. If your
    car came with a detailed list of where each individual part came from, you would see that they are made in
    several countries.

    There are those who do not support globalization because they believe it results in job losses in the home
    country. There is also concern regarding differences in international laws, taxes, labor wages, and minimum
    ages. By focusing on culture from a leadership perspective, you must take into account how all of these
    factors can impact your current organization, its employees, your stakeholders, and even your community.

    Cultural Frameworks

    There are many different cultural frameworks. Ng et al. (2007) evaluated the cultural differences between
    Hofstede’s framework and Schwartz’s framework. The frameworks help one to understand national culture
    and its relationship to an organization’s culture. Both Hofstede and Schwartz discovered that there were
    greater cultural differences between countries than within the countries. Hofstede views culture as a system
    of values and norms shared by people. Hofstede’s focus is data driven where countries are given numerical
    scores based on how culture relates to values in the workplace. As such, either framework can be used for an
    analysis of the different countries. Review the differences in their frameworks below.

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    Hofstede’s Framework and Schwartz’s Framework

    Cultural Impact on Global HR Practices

    By using one of the cultural frameworks (or even a combination of both), you can make sense of cultural
    influences. Before expanding operations, Nagele-Piazza (2017) suggests that organizations should first
    identify a key individual who will direct and control employees for international projects. The leadership should
    decide on a strategy about hiring local nationals, which are employees hired for jobs in their own country.
    Third, it is important to understand the local employment laws. Additionally, privacy laws should be reviewed.
    You cannot assume that employment, labor, and privacy laws are the same or even similar to those in the
    United States or your state. Some of the differences might surprise you.

    Hofstede's framework (Hofstede, n.d.)

    Schwartz's framework (Ng et al., 2007)

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    As the leader of this initiative, you now understand the impact that culture will have on decisions that are
    made regarding workplace planning, recruiting, staffing, training, compensation, performance evaluations,
    and employee morale. You also know that instead of using just a cultural framework, you can provide an
    analysis of the different countries by doing research about the country in order to determine the scope of the
    impacts its culture may have on your organization and its globalization efforts. To do so, the following are
    some of the questions that you need to ask.

    • What are the working generations in the population?
    • What is the overall size of the workforce?
    • Will the organization be located in an urban or rural area?
    • What is the national language?
    • What is the political system?
    • What is the economic system?
    • What is the legal system?
    • What type of educational system do they have?
    • What type of healthcare system do they have?
    • Are there unions?
    • What is the average salary?
    • What type of infrastructure is there?
    • Are there any technological restrictions?

    Once the organization decides where to expand its global operations, organization culture should then be
    reviewed.

    Organizational Culture

    Organizational culture includes the beliefs, attitudes, behaviors, artifacts, ceremonies, stories, rituals, values,
    and assumptions of the organizational members. You know that culture impacts the HR management
    function. Years ago, back in your first job, the focus was the bottom line; you did whatever needed to be done
    to reach financial goals. Employees were expected to work until late evening; they often worked on holidays,
    and employees were not appreciated. Teamwork was not encouraged, and as such, employees were not nice
    to each other. In your second job, you had the opportunity to work in Germany. You discovered that you were
    not permitted to work more than 8 hours a day (and definitely not on Sunday) as you were not in the service
    industry. There is a connectedness between a country’s culture and organizational culture. For example, let’s
    say that you want to show your appreciation for employees in the expansion location with a paid company
    lunch. Gartman et al. (2018) reminds us that culture is something that may impact something as simple as a
    company lunch. In Germany, you may serve hamburgers, but in India, you would not out of respect for the
    likely greater incidence of employees who may not eat meat or that particular kind of meat. You understand
    the complexity of globalization and have now started thinking about recruiting and selecting employees.

    Recruiting and Selecting Employees

    One of the first things you are asked to do is recruit and hire employees. It would be unrealistic to assume
    that all employees will come from your organization located in the United States. You decide to evaluate
    different staffing strategies. Caligiuri and Stroh (1995) did a study evaluating international HR staffing
    approaches. In their study, they found that the ethnocentric staffing policy was less effective than the
    polycentric, regiocentric, and the geocentric staffing approaches.

    If your organization used an ethnocentric staffing approach, all of the key positions would be filled by home
    country or parent-country nationals. Parent-country nationals are individuals working in another country other
    than their country of origin. A polycentric approach is where the host-country employees manage the
    organization located in their country. If you employ a regiocentric strategy, both the host-country nationals and
    third-country nationals (those who are not from the home or host country) are selected for key positions. In
    other words, those selected are from the region. With a geocentric approach, you select the best person for
    the job regardless of where they are from. This approach can be tricky, especially if there are local laws or
    agreements in the legal language of the expansion that require a minimum number of locals to be hired.

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    Additionally, hiring all or a majority of non-host-country employees could create tension in the local community
    and be seen as insulting their culture.

    Once you have decided on the staffing approach that you will employ, you need to focus on determining how
    you will compensate and train new employees. This, of course, will differ depending on whether they are from
    the home country, the host country or a third country. You, therefore, need to be aware of all laws that might
    affect this process.

    Employee Rights and Laws

    According to the U.S. Equal Employment Opportunity Commission (EEOC, 2003), employees working in the
    United States or its territories are protected by EEO laws. If employees are working for an organization that
    is incorporated with, based in, or has sufficient connections with the United States, they are protected by
    EEO laws.

    However, as a U.S. employer with operations in another country, it is important to know the local laws as they
    may supersede requirements of Title VII of the Civil Rights Act, the Age Discrimination in Employment Act,
    and the Americans with Disabilities Act. Many other laws also must be considered from an HR perspective.
    For example, Dowling (2019) discussed the differences in data collection laws. In European Union countries,
    internal emails cannot be used for an investigation that may get someone fired. If the term personal is in the
    subject line, an employer may not read the employee’s email. In France, internal emails cannot be accessed
    unless there is approval by the court where a court officer will oversee the review. In Alberta, Canada, an
    employee must agree that the employer can read their emails. Brin (2019) shared that in France, employers
    with a least 50 workers must negotiate with unions and allow workers to disconnect from work technology
    after work hours. This is considered important to worker safety and health. In Spain, there is a similar new law
    affording remote workers the right to disconnect. According to the new law, there should also be training to
    avoid computer fatigue. However, it should be noted that there are no penalties if the law is not followed in
    both countries.

    Conclusion

    After doing an evaluation of employee rights and laws, you realize that the decision to globalize and the
    process it entails is incredibly complex. Evaluating the culture of the country, the organizational culture, and
    the impact on HR practices is critical. However, after doing your research, you are confident that you will be
    able to help leadership make the important decisions regarding globalization through proper evaluation and
    assessment of the options. You will demonstrate this in this unit’s assignment.

    References

    Brin, D. W. (2019, May 20). France and Spain: Right to disconnect spreads. Society for Human Resource

    Management. https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-
    law/pages/global-france-spain-right-to-disconnect.aspx

    Caligiuri, P. M., & Stroh, L. K. (1995, September). Multinational corporation management strategies and

    international human resource practices: Bringing IHRM to the bottom line. International Journal of
    Human Resource Management, 6(3), 494–507.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=5835623&site=ehost-live&scope=site

    Dowling, D. C., Jr. (2019, August 7). How to gather documents overseas in a global investigation. Society for

    Human Resource Management. https://www.shrm.org/ResourcesAndTools/legal-and-
    compliance/employment-law/Pages/global-investigations-gathering-documents.aspx

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Gartman, C., Woods, W., & Morey, R. (2018, April). Culture eats strategy for breakfast: Franchise compliance
    programs can have many benefits. Reap the rewards of a culture of compliance. Franchising World,
    50(4), 38–39.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=edsbig&AN=edsbig.A537410949&site=eds-live&scope=site

    Hofstede, G. (n.d.). The 6-D model of national culture. Geert Hofstede. https://geerthofstede.com/culture-

    geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/

    Kelly, N. (2019, July 5). 5 ways to foster a global mindset in your company. Harvard Business Review.

    https://hbr.org/2019/07/5-ways-to-foster-a-global-mindset-in-your-company

    Nagele-Piazza, L. (2017, June 20). 4 HR points to consider when going global. Society for Human Resource

    Management. https://www.shrm.org/hr-today/news/hr-news/conference-today/pages/2017/4-hr-
    points-to-consider-when-going-global.aspx

    Ng, S. I., Lee, J. A., & Soutar, G. N. (2007). Are Hofstede’s and Schwartz’s value framework congruent?

    International Marketing Review, 24(2), 164–180. https://search-proquest-
    com.libraryresources.columbiasouthern.edu/docview/224316744?accountid=33337

    Society for Human Resource Management. (2018, August 13). Understanding and developing organizational

    culture. https://www.shrm.org/resourcesandtools/tools-and-
    samples/toolkits/pages/understandinganddevelopingorganizationalculture.aspx

    U.S. Equal Employment Opportunity Commission. (2003, April 23). Employee rights when working for

    multinational employers (Control No. EEOC-NVTA-2003-2). https://www.eeoc.gov/facts/multi-
    employees.html

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    The following resources provide a framework for better understanding the concepts presented in this unit.

    Farndale, E., Paauwe, J., Morris, S. S., Stahl, G. K., Stiles, P., Trevor, J., & Wright, P. M. (2010). Context-

    bound configurations of corporate HR functions in multinational corporations. Human Resource
    Management, 49(1), 45–66.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=47805875&site=ehost-live&scope=site

    Ng, S. I., Lee, J. A., & Soutar, G. N. (2007). Are Hofstede’s and Schwartz’s value framework congruent?

    International Marketing Review, 24(2), 164–180. https://search-proquest-
    com.libraryresources.columbiasouthern.edu/docview/224316744?accountid=33337

    **## HumanManagementResourceMethodsHRM6301UnitVIIIJournal.docx**

    2

    Human Resources Management Methods HRM 6301

    **Unit VIII Journal**

    Explain the advice you would give to an executive team on how they can advance employee motivation and improve employee engagement to prevent or minimize unionization. Be sure to consider leadership theories that could advance employee motivation and the role of culture in human resource management practices within a global organization. Reflect on the course and thoroughly explain your rationale.

    Your journal should be at least 200 words in length. Outside sources are not a requirement.

    **## UnitVIIIStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit VIII

    Upon completion of this unit, students should be able to:

    3. Assess the role of culture in human resource management practices within a global organization.
    3.1 Determine how culture impacts human resource management in a global organization.
    3.2 Determine the impact of employee rights and laws in potential expansion countries.
    3.3 Compare and contrast foreign cultures to determine the best fit for global expansion.

    Required Unit Resources

    In order to access the following resources, click the links below.

    The videos, articles, and webpage below provide insight on the role and impact of culture on human resource
    management in a global organization. The also examine how foreign employee rights and employment laws
    must be considered when expanding globally. These resources will assist you in the completion of this unit’s
    assignment.

    In the following video, a transcript and closed captioning are available once you access the video.

    Gregg Learning. (2018, October 19). HR basics: Organizational culture [Video]. Cielo24.

    https://c24.page/k2rcytcyd4zas3dj9vgmq593c

    Read the following articles.

    Caligiuri, P. M., & Stroh, L. K. (1995, September). Multinational corporation management strategies and

    international human resource practices: Bringing IHRM to the bottom line. The International Journal of
    Human Resource Management, 6(3), 494–507.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=5835623&site=ehost-live&scope=site

    Hofstede, G. (1980, Summer). Motivation, leadership, and organization: Do American theories apply abroad?

    Organizational Dynamics, 9(1), 42–63.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=5143098&site=ehost-live&scope=site

    U.S. Equal Employment Opportunity Commission. (2003, April 23). Employee rights when working for

    multinational employers (Control No. EEOC-NVTA-2003-2).
    https://www.eeoc.gov/laws/guidance/employee-rights-when-working-multinational-employers

    UNIT VIII STUDY GUIDE
    Going Global

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    Unit Lesson

    You are excited about the new opportunity because you realize it would be highly beneficial to gain
    international experience. As a result, you start to do more research. While this move can benefit you
    professionally and open more doors for you in the future, globalization can also be great for the organization.
    Kelly (2019) agrees, and she states that having staff with international experience will improve and speed up
    the process for an organization that would like to focus on global expansion. While you have vacationed
    internationally and experienced other cultures, you never really thought about the cultures of other countries
    from a business and leadership perspective.

    Regardless of how good a globalization strategy is, the culture of the new location will have an impact on an
    organization’s success or failure. You read the article, “Understanding and Developing Organizational
    Culture” (Society for Human Resource Management, 2018), and you discovered that there is not one single
    definition of culture. You realize that you have a good understanding of culture and globalization but decide
    that you need to do some additional research as you embark on this journey.

    Globalization

    Globalization in the marketplace has been increasing rapidly for at least the last 20 years. Many organizations
    are expanding operations into a global market. There are many pros and cons about the impact of
    globalization, and it is critical that the process is conducted carefully and that due diligence is performed in
    identifying all potential factors, impacts, and requirements. Supporters of globalization indicate that this
    promotes economic growth, allows for more competition, and lowers prices of products for consumers. If your
    car came with a detailed list of where each individual part came from, you would see that they are made in
    several countries.

    There are those who do not support globalization because they believe it results in job losses in the home
    country. There is also concern regarding differences in international laws, taxes, labor wages, and minimum
    ages. By focusing on culture from a leadership perspective, you must take into account how all of these
    factors can impact your current organization, its employees, your stakeholders, and even your community.

    Cultural Frameworks

    There are many different cultural frameworks. Ng et al. (2007) evaluated the cultural differences between
    Hofstede’s framework and Schwartz’s framework. The frameworks help one to understand national culture
    and its relationship to an organization’s culture. Both Hofstede and Schwartz discovered that there were
    greater cultural differences between countries than within the countries. Hofstede views culture as a system
    of values and norms shared by people. Hofstede’s focus is data driven where countries are given numerical
    scores based on how culture relates to values in the workplace. As such, either framework can be used for an
    analysis of the different countries. Review the differences in their frameworks below.

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    Hofstede’s Framework and Schwartz’s Framework

    Cultural Impact on Global HR Practices

    By using one of the cultural frameworks (or even a combination of both), you can make sense of cultural
    influences. Before expanding operations, Nagele-Piazza (2017) suggests that organizations should first
    identify a key individual who will direct and control employees for international projects. The leadership should
    decide on a strategy about hiring local nationals, which are employees hired for jobs in their own country.
    Third, it is important to understand the local employment laws. Additionally, privacy laws should be reviewed.
    You cannot assume that employment, labor, and privacy laws are the same or even similar to those in the
    United States or your state. Some of the differences might surprise you.

    Hofstede's framework (Hofstede, n.d.)

    Schwartz's framework (Ng et al., 2007)

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    As the leader of this initiative, you now understand the impact that culture will have on decisions that are
    made regarding workplace planning, recruiting, staffing, training, compensation, performance evaluations,
    and employee morale. You also know that instead of using just a cultural framework, you can provide an
    analysis of the different countries by doing research about the country in order to determine the scope of the
    impacts its culture may have on your organization and its globalization efforts. To do so, the following are
    some of the questions that you need to ask.

    • What are the working generations in the population?
    • What is the overall size of the workforce?
    • Will the organization be located in an urban or rural area?
    • What is the national language?
    • What is the political system?
    • What is the economic system?
    • What is the legal system?
    • What type of educational system do they have?
    • What type of healthcare system do they have?
    • Are there unions?
    • What is the average salary?
    • What type of infrastructure is there?
    • Are there any technological restrictions?

    Once the organization decides where to expand its global operations, organization culture should then be
    reviewed.

    Organizational Culture

    Organizational culture includes the beliefs, attitudes, behaviors, artifacts, ceremonies, stories, rituals, values,
    and assumptions of the organizational members. You know that culture impacts the HR management
    function. Years ago, back in your first job, the focus was the bottom line; you did whatever needed to be done
    to reach financial goals. Employees were expected to work until late evening; they often worked on holidays,
    and employees were not appreciated. Teamwork was not encouraged, and as such, employees were not nice
    to each other. In your second job, you had the opportunity to work in Germany. You discovered that you were
    not permitted to work more than 8 hours a day (and definitely not on Sunday) as you were not in the service
    industry. There is a connectedness between a country’s culture and organizational culture. For example, let’s
    say that you want to show your appreciation for employees in the expansion location with a paid company
    lunch. Gartman et al. (2018) reminds us that culture is something that may impact something as simple as a
    company lunch. In Germany, you may serve hamburgers, but in India, you would not out of respect for the
    likely greater incidence of employees who may not eat meat or that particular kind of meat. You understand
    the complexity of globalization and have now started thinking about recruiting and selecting employees.

    Recruiting and Selecting Employees

    One of the first things you are asked to do is recruit and hire employees. It would be unrealistic to assume
    that all employees will come from your organization located in the United States. You decide to evaluate
    different staffing strategies. Caligiuri and Stroh (1995) did a study evaluating international HR staffing
    approaches. In their study, they found that the ethnocentric staffing policy was less effective than the
    polycentric, regiocentric, and the geocentric staffing approaches.

    If your organization used an ethnocentric staffing approach, all of the key positions would be filled by home
    country or parent-country nationals. Parent-country nationals are individuals working in another country other
    than their country of origin. A polycentric approach is where the host-country employees manage the
    organization located in their country. If you employ a regiocentric strategy, both the host-country nationals and
    third-country nationals (those who are not from the home or host country) are selected for key positions. In
    other words, those selected are from the region. With a geocentric approach, you select the best person for
    the job regardless of where they are from. This approach can be tricky, especially if there are local laws or
    agreements in the legal language of the expansion that require a minimum number of locals to be hired.

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    Additionally, hiring all or a majority of non-host-country employees could create tension in the local community
    and be seen as insulting their culture.

    Once you have decided on the staffing approach that you will employ, you need to focus on determining how
    you will compensate and train new employees. This, of course, will differ depending on whether they are from
    the home country, the host country or a third country. You, therefore, need to be aware of all laws that might
    affect this process.

    Employee Rights and Laws

    According to the U.S. Equal Employment Opportunity Commission (EEOC, 2003), employees working in the
    United States or its territories are protected by EEO laws. If employees are working for an organization that
    is incorporated with, based in, or has sufficient connections with the United States, they are protected by
    EEO laws.

    However, as a U.S. employer with operations in another country, it is important to know the local laws as they
    may supersede requirements of Title VII of the Civil Rights Act, the Age Discrimination in Employment Act,
    and the Americans with Disabilities Act. Many other laws also must be considered from an HR perspective.
    For example, Dowling (2019) discussed the differences in data collection laws. In European Union countries,
    internal emails cannot be used for an investigation that may get someone fired. If the term personal is in the
    subject line, an employer may not read the employee’s email. In France, internal emails cannot be accessed
    unless there is approval by the court where a court officer will oversee the review. In Alberta, Canada, an
    employee must agree that the employer can read their emails. Brin (2019) shared that in France, employers
    with a least 50 workers must negotiate with unions and allow workers to disconnect from work technology
    after work hours. This is considered important to worker safety and health. In Spain, there is a similar new law
    affording remote workers the right to disconnect. According to the new law, there should also be training to
    avoid computer fatigue. However, it should be noted that there are no penalties if the law is not followed in
    both countries.

    Conclusion

    After doing an evaluation of employee rights and laws, you realize that the decision to globalize and the
    process it entails is incredibly complex. Evaluating the culture of the country, the organizational culture, and
    the impact on HR practices is critical. However, after doing your research, you are confident that you will be
    able to help leadership make the important decisions regarding globalization through proper evaluation and
    assessment of the options. You will demonstrate this in this unit’s assignment.

    References

    Brin, D. W. (2019, May 20). France and Spain: Right to disconnect spreads. Society for Human Resource

    Management. https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-
    law/pages/global-france-spain-right-to-disconnect.aspx

    Caligiuri, P. M., & Stroh, L. K. (1995, September). Multinational corporation management strategies and

    international human resource practices: Bringing IHRM to the bottom line. International Journal of
    Human Resource Management, 6(3), 494–507.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=5835623&site=ehost-live&scope=site

    Dowling, D. C., Jr. (2019, August 7). How to gather documents overseas in a global investigation. Society for

    Human Resource Management. https://www.shrm.org/ResourcesAndTools/legal-and-
    compliance/employment-law/Pages/global-investigations-gathering-documents.aspx

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Gartman, C., Woods, W., & Morey, R. (2018, April). Culture eats strategy for breakfast: Franchise compliance
    programs can have many benefits. Reap the rewards of a culture of compliance. Franchising World,
    50(4), 38–39.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=edsbig&AN=edsbig.A537410949&site=eds-live&scope=site

    Hofstede, G. (n.d.). The 6-D model of national culture. Geert Hofstede. https://geerthofstede.com/culture-

    geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/

    Kelly, N. (2019, July 5). 5 ways to foster a global mindset in your company. Harvard Business Review.

    https://hbr.org/2019/07/5-ways-to-foster-a-global-mindset-in-your-company

    Nagele-Piazza, L. (2017, June 20). 4 HR points to consider when going global. Society for Human Resource

    Management. https://www.shrm.org/hr-today/news/hr-news/conference-today/pages/2017/4-hr-
    points-to-consider-when-going-global.aspx

    Ng, S. I., Lee, J. A., & Soutar, G. N. (2007). Are Hofstede’s and Schwartz’s value framework congruent?

    International Marketing Review, 24(2), 164–180. https://search-proquest-
    com.libraryresources.columbiasouthern.edu/docview/224316744?accountid=33337

    Society for Human Resource Management. (2018, August 13). Understanding and developing organizational

    culture. https://www.shrm.org/resourcesandtools/tools-and-
    samples/toolkits/pages/understandinganddevelopingorganizationalculture.aspx

    U.S. Equal Employment Opportunity Commission. (2003, April 23). Employee rights when working for

    multinational employers (Control No. EEOC-NVTA-2003-2). https://www.eeoc.gov/facts/multi-
    employees.html

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    The following resources provide a framework for better understanding the concepts presented in this unit.

    Farndale, E., Paauwe, J., Morris, S. S., Stahl, G. K., Stiles, P., Trevor, J., & Wright, P. M. (2010). Context-

    bound configurations of corporate HR functions in multinational corporations. Human Resource
    Management, 49(1), 45–66.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=47805875&site=ehost-live&scope=site

    Ng, S. I., Lee, J. A., & Soutar, G. N. (2007). Are Hofstede’s and Schwartz’s value framework congruent?

    International Marketing Review, 24(2), 164–180. https://search-proquest-
    com.libraryresources.columbiasouthern.edu/docview/224316744?accountid=33337

    – 1
    – 2

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    ### Administrative Law ### [WLO: 3] [CLOs: 1, 2, 3, 4] [NACE: 1, 2, 3, 4, 5, 6] Prior to beginning work on this assignment, review Chapter 5 in your textbook and other administrative law resources. This includes [_U.S. Food and Drug Administration_](https://www.fda.gov/) and [_Federal Trade Co…

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    ### Administrative Law
    ### [WLO: 3] [CLOs: 1, 2, 3, 4] [NACE: 1, 2, 3, 4, 5, 6]
    Prior to beginning work on this assignment, review Chapter 5 in your textbook and other administrative law resources. This includes [_U.S. Food and Drug Administration_](https://www.fda.gov/) and [_Federal Trade Commission_](https://www.ftc.gov/) websites.
    You will also need to seek at least two other research sources for this assignment, which is as follows:
    One of the key areas of business law is the regulation of commercial activities by administrative agencies. In fact, there are so many aspects of a business that are subject to administrative rules and regulations that it is nearly impossible to operate an organization without considering how decision-making would be impacted by these.
    Two of the most powerful administrative agencies that regulate business are the Food and Drug Administration (FDA) and the Federal Trade Commission (FTC).
    In your paper,
    – Explain the primary purpose of the agency (either the FDA or the FTC).
    – Describe in some detail three (3) different functions that the agency performs in the regulation of a business or industry.
    – Describe three (3) legal cases that the agency has been involved in. You should be able to find these on the agency website. The [Nexis Uni](https://go.openathens.net/redirector/ashford.edu?url=http://www.nexisuni.com "Link") database would also offer another source of research for this purpose.
    – Analyze whether the agency unduly burdens (restricts) or provides adequate protection to business or industry. Note that the answer to these questions might make for an effective thesis statement for this assignment.
    The Administrative Law paper
    – must be 4 to 5 double-spaced pages in length (not including title and references pages) and formatted according to [_APA Style_](https://writingcenter.uagc.edu/apa-style) as outlined in the Writing Center’s [_APA Formatting for Microsoft Word_](https://writingcenter.uagc.edu/apa-formatting-microsoft-word) resource.
    – must include a separate title page with the following in title case:
    – title of assignment in bold font
    – Space should appear between the title and the rest of the information on the title page.
    – student’s name
    – name of institution (The University of Arizona Global Campus)
    – course name and number
    – instructor’s name
    – due date
    – must utilize academic voice.
    – Review the [_Academic Voice_](https://writingcenter.uagc.edu/academic-voice) resource for additional guidance.
    – must include an introduction and conclusion paragraph.
    – Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper.
    – For assistance on writing [_Introductions & Conclusions_](https://writingcenter.uagc.edu/introductions-conclusions) and [_Writing a Thesis Statement_](https://writingcenter.uagc.edu/writing-a-thesis), refer to the Writing Center resources.
    – must use APA Level Headings, found on the Writing Center’s [_APA Style Elements_](https://writingcenter.uagc.edu/apa-style-elements) page.
    – must use at least 3 credible sources in addition to the course text.
    \
    BUS670_chapter05.pdf](https://www.sweetstudy.com/files/bus670-chapter05-pdf-10362507 "BUS670_chapter05.pdf")

  • [Solved] Business Finance – Management Quest Assignment

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    Please see attached. It lays out all the requirements. – ## Adventure3.TheQualityQuestSeekerDirectionsUpdated.pdf **## Adventure3.TheQualityQuestSeekerDirectionsUpdated.pdf** Odyssey Adventure 3: The Quality Quest Seeker Odyssey Adventure 3: The Quality Quest Seeker Overview & Instructions Adventure…

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    Please see attached. It lays out all the requirements.

    – ## Adventure3.TheQualityQuestSeekerDirectionsUpdated.pdf

    **## Adventure3.TheQualityQuestSeekerDirectionsUpdated.pdf**

    Odyssey Adventure 3: The Quality Quest Seeker

    Odyssey Adventure 3: The Quality Quest Seeker Overview & Instructions

    Adventure Overview: Set out as a Quality Quest Seeker to uncover the hidden treasures of quality and data-

    driven decisions within the realm of healthcare intelligence. Your mission is to explore and analyze a healthcare

    intelligence tool that holds the potential to revolutionize quality improvement and drive positive outcomes.

    Instructions: As the Quality Quest Seeker, you will construct a one-page report with an illustration that provides

    a visualization that demonstrates the significance of data in terms of quality, technology, research, and outcomes

    for informed decision-making processes for your personalized healthcare scenario.

    • Report and Illustration Content Requirements:

    • Address Reporting Requirements 1, 2, 3, and 4.

    • All aspects of the report and illustration apply to your personalized healthcare scenario and/or your

    healthcare ecosystem design.

    • Include a simple and clear visualization that complements and enhances the insights presented in the

    report.

    • Must be your own work. Images or copying of such images or illustrations is prohibited.

    • Formatting and References:

    • Length: One (1) Page (Minimum)

    • Report Format: Microsoft Word

    • Illustration Format: Microsoft Word or PDF format. If the visualization is created outside of Word,

    convert the final document to PDF format before submission.

    • APA 7th Edition Style: Title Page, Report, Illustration, Reference Page, References, and Citations.

    • Sources: Three (3) Credible and/or Scholarly Sources from the last five years unless seminal works.

    • Evidence: Support all aspects of your report and illustration with evidence applying in-text citations

    to validate the information presented.

    Tip – Awaken your inner Quality Quest Seeker and unlock the hidden treasures of the ECOS Healthcare

    Intelligence Vault. Sail onwards towards an exhilarating journey of exploration, delving deep into the realm of

    healthcare intelligence to unveil valuable insights and decipher the mysteries that lie within. With your key in

    hand, embrace the adventure with a spirit of curiosity, unearthing the hidden gems that await your discovery.

    Scroll down to read Reporting Requirements 1, 2, 3, and 4.

    Odyssey Adventure 3: The Quality Quest Seeker

    Reporting Requirement 1. Healthcare Intelligence Tool Information

    Choose (1) of the following specific healthcare intelligence tools to analyze in your report that could be

    applied to your personalized healthcare scenario and your healthcare ecosystem design in terms of quality,

    outcomes, and performance. Locate two (2) credible and/or scholarly sources for your chosen tool from the

    UMGC Library, Google Scholar, recent credible healthcare publications, and/or recent credible healthcare that

    can be analyzed in the report. Examples of Healthcare Intelligence Tools:

    a) Tableau

    b) Microsoft Power BI

    c) Precision BI

    d) Google Analytics

    e) Qlik Sense

    f) Altair

    g) Domo

    Include the information below for Reporting Requirement 1.

    Provide the Following for Reporting Requirement 1. Data Information:

    1A. Name of Healthcare Intelligence Tool Selected

    1B. Title and Website Link of Source 1 (Must be a working URL (link) for verification)

    1C. Title and Website Link of Source 2 (Must be a working URL (link) for verification)

    Reporting Requirement 2. Data Insights

    Analyze the information from your two selected sources. Provide meaningful insights and implications for

    your personalized healthcare scenario and ecosystem design. Include the information below for Reporting

    Requirement 2.

    Provide the Following for Reporting Requirement 2. Data Insights:

    2A. Data Analysis Summary: Summarize how your healthcare intelligence tool could be applied in your

    personalized healthcare scenario in terms of your primary healthcare setting, your primary project

    (BIP/BIP Sub-Industry), and your ecosystem design.

    2B. Two (2) Data Analysis Examples – Your Primary Healthcare Setting: Identify two data analysis

    discoveries that relate to quality, outcomes, and/or performance that could be applied to your primary

    healthcare setting. Explain the significance of each data point in terms of trends, patterns, correlations,

    and/or similar data analysis insights that could influence your primary healthcare setting.

    2C. Two (2) Data Analysis Examples – Your Primary Project (BIP/BIP Sub-Industry): Identify two data

    analysis discoveries that relate to quality, outcomes, and/or performance that could be applied to your

    primary healthcare setting. Explain why these data points could be meaningful to your primary project

    (BIP/BIP Sub-Industry).

    Odyssey Adventure 3: The Quality Quest Seeker

    Reporting Requirement 3. Informed Decision-Making and Recommendations

    Data-Driven information for informed decision-making with recommendations. Explain two ways this

    data can support the decision-making processes for your personalized healthcare scenario and ecosystem

    design. Provide two specific recommendations for leveraging this data that could positively influence the

    performance, effectiveness, quality, and outcomes of your healthcare ecosystem design. Include the

    information below for Reporting Requirement 3.

    Provide the Following for Reporting Requirement 3. Informed Decision-Making and Recommendations:

    3A. Two (2) Data-Driven Actions for Informed Decision-Making: Explain two (2) ways this emerging

    technology can aid decision-making in your primary healthcare setting and ecosystem design.

    3B. Two (2) Specific Ecosystem Recommendations: Propose two (2) specific recommendations for

    leveraging this emerging technology to enhance the performance and effectiveness of your healthcare

    ecosystem design in terms of quality, technology, and sustainable outcomes.

    Instructional Guidance – Reporting Requirement 3. Informed Decision-Making and Recommendations:

    Interpret the results of your analysis, critically think about the discoveries, and how this information may help

    healthcare administrators in using data to make informed decisions. Determine the type of recommendations

    that could be provided to leverage the data in ways that allow for enhanced performance, improved quality of

    care delivery, and sustainable outcomes within your healthcare ecosystem.

    Reporting Requirement 4. Data Visualization: Create an illustration that is a simple and clear data

    visualization. The information presented should complement and enhance the insights presented in the report.

    The illustration should effectively convey the key findings and trends from the data analysis that are directly

    associated with your personalized healthcare scenario. Include the information below for Reporting

    Requirement 4.

    Provide the Following for Reporting Requirement 4. Data Visualization:

    4A. One (1) Data Visualization: Create one data visualization that represents the findings and insights

    inferred from your analysis. Examples: Charts, graphs, infographics, etc.

    4B. Your Primary Healthcare Setting – Must be Displayed (Specific details such as name, type, location,

    etc.)

    4C. Your Primary Project – Must be Displayed (Specific details such as the BIP type, BIP-Sub-Industry,

    etc.)

    4D. Two (2) Key Findings (Specific key findings associated with your personalized healthcare scenario.)

    Instructional Guidance – Reporting Requirement 3. Data Information:

    Create a simple visualization of the data that relates to your personalized healthcare scenario and/or healthcare

    ecosystem design. Consider the connections that you discovered from your analysis that can visually represent

    key aspects and findings. The illustration must include your personalized healthcare scenario details, such as

    the name of your organization and/or the information for your primary project, such as the BIP Sub-Industry

    details. The data visualization must be your own work and creation. Students are prohibited from using other

    authors’ or other publications’ images, illustrations, and/or visual graphics.

    **## Adventure3.TheQualityQuestSeekerDirectionsUpdated.pdf**

    Odyssey Adventure 3: The Quality Quest Seeker

    Odyssey Adventure 3: The Quality Quest Seeker Overview & Instructions

    Adventure Overview: Set out as a Quality Quest Seeker to uncover the hidden treasures of quality and data-

    driven decisions within the realm of healthcare intelligence. Your mission is to explore and analyze a healthcare

    intelligence tool that holds the potential to revolutionize quality improvement and drive positive outcomes.

    Instructions: As the Quality Quest Seeker, you will construct a one-page report with an illustration that provides

    a visualization that demonstrates the significance of data in terms of quality, technology, research, and outcomes

    for informed decision-making processes for your personalized healthcare scenario.

    • Report and Illustration Content Requirements:

    • Address Reporting Requirements 1, 2, 3, and 4.

    • All aspects of the report and illustration apply to your personalized healthcare scenario and/or your

    healthcare ecosystem design.

    • Include a simple and clear visualization that complements and enhances the insights presented in the

    report.

    • Must be your own work. Images or copying of such images or illustrations is prohibited.

    • Formatting and References:

    • Length: One (1) Page (Minimum)

    • Report Format: Microsoft Word

    • Illustration Format: Microsoft Word or PDF format. If the visualization is created outside of Word,

    convert the final document to PDF format before submission.

    • APA 7th Edition Style: Title Page, Report, Illustration, Reference Page, References, and Citations.

    • Sources: Three (3) Credible and/or Scholarly Sources from the last five years unless seminal works.

    • Evidence: Support all aspects of your report and illustration with evidence applying in-text citations

    to validate the information presented.

    Tip – Awaken your inner Quality Quest Seeker and unlock the hidden treasures of the ECOS Healthcare

    Intelligence Vault. Sail onwards towards an exhilarating journey of exploration, delving deep into the realm of

    healthcare intelligence to unveil valuable insights and decipher the mysteries that lie within. With your key in

    hand, embrace the adventure with a spirit of curiosity, unearthing the hidden gems that await your discovery.

    Scroll down to read Reporting Requirements 1, 2, 3, and 4.

    Odyssey Adventure 3: The Quality Quest Seeker

    Reporting Requirement 1. Healthcare Intelligence Tool Information

    Choose (1) of the following specific healthcare intelligence tools to analyze in your report that could be

    applied to your personalized healthcare scenario and your healthcare ecosystem design in terms of quality,

    outcomes, and performance. Locate two (2) credible and/or scholarly sources for your chosen tool from the

    UMGC Library, Google Scholar, recent credible healthcare publications, and/or recent credible healthcare that

    can be analyzed in the report. Examples of Healthcare Intelligence Tools:

    a) Tableau

    b) Microsoft Power BI

    c) Precision BI

    d) Google Analytics

    e) Qlik Sense

    f) Altair

    g) Domo

    Include the information below for Reporting Requirement 1.

    Provide the Following for Reporting Requirement 1. Data Information:

    1A. Name of Healthcare Intelligence Tool Selected

    1B. Title and Website Link of Source 1 (Must be a working URL (link) for verification)

    1C. Title and Website Link of Source 2 (Must be a working URL (link) for verification)

    Reporting Requirement 2. Data Insights

    Analyze the information from your two selected sources. Provide meaningful insights and implications for

    your personalized healthcare scenario and ecosystem design. Include the information below for Reporting

    Requirement 2.

    Provide the Following for Reporting Requirement 2. Data Insights:

    2A. Data Analysis Summary: Summarize how your healthcare intelligence tool could be applied in your

    personalized healthcare scenario in terms of your primary healthcare setting, your primary project

    (BIP/BIP Sub-Industry), and your ecosystem design.

    2B. Two (2) Data Analysis Examples – Your Primary Healthcare Setting: Identify two data analysis

    discoveries that relate to quality, outcomes, and/or performance that could be applied to your primary

    healthcare setting. Explain the significance of each data point in terms of trends, patterns, correlations,

    and/or similar data analysis insights that could influence your primary healthcare setting.

    2C. Two (2) Data Analysis Examples – Your Primary Project (BIP/BIP Sub-Industry): Identify two data

    analysis discoveries that relate to quality, outcomes, and/or performance that could be applied to your

    primary healthcare setting. Explain why these data points could be meaningful to your primary project

    (BIP/BIP Sub-Industry).

    Odyssey Adventure 3: The Quality Quest Seeker

    Reporting Requirement 3. Informed Decision-Making and Recommendations

    Data-Driven information for informed decision-making with recommendations. Explain two ways this

    data can support the decision-making processes for your personalized healthcare scenario and ecosystem

    design. Provide two specific recommendations for leveraging this data that could positively influence the

    performance, effectiveness, quality, and outcomes of your healthcare ecosystem design. Include the

    information below for Reporting Requirement 3.

    Provide the Following for Reporting Requirement 3. Informed Decision-Making and Recommendations:

    3A. Two (2) Data-Driven Actions for Informed Decision-Making: Explain two (2) ways this emerging

    technology can aid decision-making in your primary healthcare setting and ecosystem design.

    3B. Two (2) Specific Ecosystem Recommendations: Propose two (2) specific recommendations for

    leveraging this emerging technology to enhance the performance and effectiveness of your healthcare

    ecosystem design in terms of quality, technology, and sustainable outcomes.

    Instructional Guidance – Reporting Requirement 3. Informed Decision-Making and Recommendations:

    Interpret the results of your analysis, critically think about the discoveries, and how this information may help

    healthcare administrators in using data to make informed decisions. Determine the type of recommendations

    that could be provided to leverage the data in ways that allow for enhanced performance, improved quality of

    care delivery, and sustainable outcomes within your healthcare ecosystem.

    Reporting Requirement 4. Data Visualization: Create an illustration that is a simple and clear data

    visualization. The information presented should complement and enhance the insights presented in the report.

    The illustration should effectively convey the key findings and trends from the data analysis that are directly

    associated with your personalized healthcare scenario. Include the information below for Reporting

    Requirement 4.

    Provide the Following for Reporting Requirement 4. Data Visualization:

    4A. One (1) Data Visualization: Create one data visualization that represents the findings and insights

    inferred from your analysis. Examples: Charts, graphs, infographics, etc.

    4B. Your Primary Healthcare Setting – Must be Displayed (Specific details such as name, type, location,

    etc.)

    4C. Your Primary Project – Must be Displayed (Specific details such as the BIP type, BIP-Sub-Industry,

    etc.)

    4D. Two (2) Key Findings (Specific key findings associated with your personalized healthcare scenario.)

    Instructional Guidance – Reporting Requirement 3. Data Information:

    Create a simple visualization of the data that relates to your personalized healthcare scenario and/or healthcare

    ecosystem design. Consider the connections that you discovered from your analysis that can visually represent

    key aspects and findings. The illustration must include your personalized healthcare scenario details, such as

    the name of your organization and/or the information for your primary project, such as the BIP Sub-Industry

    details. The data visualization must be your own work and creation. Students are prohibited from using other

    authors’ or other publications’ images, illustrations, and/or visual graphics.

  • [Solved] W4

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    Executive Solution Overview

    see attached – ## PROJ_Project_Sample.mpp – ## Instruction.docx **## PROJ_Project_Sample.mpp** [removed] **## Instruction.docx** **Instructions** Examine the sample project and interpret your decision points using schedule compression techniques, such as resource leveling, fast tracking, overt…

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    Assignment Prompt & Instructions

    see attached

    – ## PROJ_Project_Sample.mpp

    – ## Instruction.docx

    **## PROJ_Project_Sample.mpp**

    [removed]

    **## Instruction.docx**

    **Instructions**

    Examine the sample project and interpret your decision points using schedule compression techniques, such as resource leveling, fast tracking, overtime, or crashing. In a Word document, answer the following questions.

    1. How do you see the schedule health per SV? What would you recommend? (Approximately 200 words, 40 points)

    2. How do you see the cost and budget health per CV? What would you recommend? (Approximately 200 words, 40 points)

    3. What are the benefits of using indices (SPI/CPI) compared to variances (SV/CV)? (Approximately 100 words, 20 points)

    **## Instruction.docx**

    **Instructions**

    Examine the sample project and interpret your decision points using schedule compression techniques, such as resource leveling, fast tracking, overtime, or crashing. In a Word document, answer the following questions.

    1. How do you see the schedule health per SV? What would you recommend? (Approximately 200 words, 40 points)

    2. How do you see the cost and budget health per CV? What would you recommend? (Approximately 200 words, 40 points)

    3. What are the benefits of using indices (SPI/CPI) compared to variances (SV/CV)? (Approximately 100 words, 20 points)

    **## PROJ_Project_Sample.mpp**

    [removed]

    **## Instruction.docx**

    **Instructions**

    Examine the sample project and interpret your decision points using schedule compression techniques, such as resource leveling, fast tracking, overtime, or crashing. In a Word document, answer the following questions.

    1. How do you see the schedule health per SV? What would you recommend? (Approximately 200 words, 40 points)

    2. How do you see the cost and budget health per CV? What would you recommend? (Approximately 200 words, 40 points)

    3. What are the benefits of using indices (SPI/CPI) compared to variances (SV/CV)? (Approximately 100 words, 20 points)

    **## PROJ_Project_Sample.mpp**

    [removed]

    **## Instruction.docx**

    **Instructions**

    Examine the sample project and interpret your decision points using schedule compression techniques, such as resource leveling, fast tracking, overtime, or crashing. In a Word document, answer the following questions.

    1. How do you see the schedule health per SV? What would you recommend? (Approximately 200 words, 40 points)

    2. How do you see the cost and budget health per CV? What would you recommend? (Approximately 200 words, 40 points)

    3. What are the benefits of using indices (SPI/CPI) compared to variances (SV/CV)? (Approximately 100 words, 20 points)

    – 1
    – 2

  • [Solved] Business Finance – Management Week 9 assignment- Improving Business Performance

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    **System Thinking for Good, Part 2** This week, you will return to the business report you began working on in Week 8. As a reminder, you have assumed the role of a consultant who has been asked by the upper management team to evaluate an organizational performance problem within an organization. Yo…

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    Assignment Prompt & Instructions

    **System Thinking for Good, Part 2**
    This week, you will return to the business report you began working on in Week 8. As a reminder, you have assumed the role of a consultant who has been asked by the upper management team to evaluate an organizational performance problem within an organization. You will present your findings in the form of a written report with an executive summary presented as a PowerPoint presentation. The organization for this evaluation is one that you selected and with which you are very familiar. You will continue your business report using that selected organization.
    As you complete Part 2 of your business report, remember to include specific examples from the organization as well as relevant citations from the Learning Resources, the Walden Library, and/or other appropriate academic sources to support your evaluation.
    **To prepare for this Assignment:**
    · Return to the same business report template you utilized in Week 8. With the research and readings from Week 8 and Week 9 in mind, incorporate any feedback, as needed, into your report as you complete Part 2.
    Part 2 of your business report, to include the following:
    **Part 2: Social Responsibility and Ethical Considerations (2–3 pages)**
    · Identify the major stakeholders of the organization. Illustrate how the organization’s actions do or do not affect positive social change for the stakeholders (explain in detail).
    · Through a system thinking lens, apply improvements to the organization to positively affect social change.
    · From a systems perspective, evaluate the organization’s performance in terms of diversity and inclusion.
    · Assess whether there is a relationship between ethics and inclusion (explain and substantiate your position). Recommend what improvements can be implemented to positively impact both.
    \
    Week9LearningResources-ImprovingBusinessPerformance.docx](https://www.sweetstudy.com/files/week9learningresources-improvingbusinessperformance-docx-10358113 "Week9LearningResources-ImprovingBusinessPerformance.docx")
    \
    Week9Discussion-ImprovingBusinessPerformance.docx](https://www.sweetstudy.com/files/week9discussion-improvingbusinessperformance-docx-10358115 "Week9Discussion-ImprovingBusinessPerformance.docx")
    \
    Week8Assignment-ApprovingBusinessPerformance.docx](https://www.sweetstudy.com/files/week8assignment-approvingbusinessperformance-docx-10358117 "Week8Assignment-ApprovingBusinessPerformance.docx")

  • [Solved] Strategic healthcare planing 3

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    Executive Solution Overview

    **Assessment 3** **Developing and Communicating the Strategic Action Plan** Create an 8-10 slide PowerPoint presentation for an executive audience that outlines an action plan your selected organization will use to achieve its strategic goals and communicate the plan to stakeholders. You will record…

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    Assignment Prompt & Instructions

    **Assessment 3**
    **Developing and Communicating the Strategic Action Plan**
    Create an 8-10 slide PowerPoint presentation for an executive audience that outlines an action plan your selected organization will use to achieve its strategic goals and communicate the plan to stakeholders. You will record yourself presenting the slides in an audio or video recording of 5 minutes or less in length.
    ## **Introduction**
    **Note:** Each assessment in this course builds upon the work you have completed in previous assessments. Therefore, you must complete the assessments in the order they are presented.
    In your previous assessments, you examined how today's health care organizations prepare themselves for the present and the future through strategic management. Specifically, you analyzed how a health care organization's external and internal environments affect its operations.
    The next step is to consider an action plan to achieve the organization's strategic objectives and to communicate it to stakeholders.
    This assessment provides an opportunity for you to create an executive presentation in the form of PowerPoint slides and an audio or video recording in which you present the information in the slides. In this presentation, you will outline the action plan your selected health care organization will use to achieve its strategic goals, as well as a plan for communicating the strategic goals and action plan to stakeholders.
    **Reminder:** Complete the assessments in this course in the order they are presented. You will complete sections of a strategic management plan for each assessment. In this assessment, you will continue to use the organization and the factor from the AHA’s most recent Environmental Scan report that you chose in the first assessment.
    ## **Professional Context**
    Now you have a solid understanding of the importance of strategic planning, key core concepts and components for the organization you selected, and goals that align with its mission, vision, and values. You have now evaluated where the strengths, weaknesses, opportunities, and threats exist.
    The next step in strategic planning is creating an action plan and communicating that plan to its stakeholders. The following two brief videos provide insights into creating a strategic action plan and communicating it to stakeholders.
    Watch the brief video in the following reading list for tips on creating an action plan.
    – [Assessment 3: Strategic Action Plansreading list.](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/2409960390006731?auth=SAML&section=2432605890006731 "Select this link to launch this material in a new window.")
    – [Assessment 3: Communicating Your Strategyreading list.](https://capella.alma.exlibrisgroup.com/leganto/public/01CAPELLA_INST/lists/2409960390006731?auth=SAML&section=2409960760006731 "Select this link to launch this material in a new window.")
    ## **Assessment Instructions**
    Create an executive presentation in the form of 8–10 PowerPoint slides and create an audio or video recording (5 minutes or less in length) of yourself making the presentation to your audience. The presentation must describe an action plan to address the identified issues and a communication strategy to share the action plan with the organization's stakeholders.
    In the PowerPoint presentation:
    1. Briefly share the issues you identified in your second assessment.
    2. Analyze how you would address the issues relevant to the factor you chose (your action plan).
    – In your explanation include at least 3 actions.
    3. Analyze the human resource and financial perspectives of your action plan.
    – For example, if you chose the factor Better Care and Greater Value (affordability and access, quality and safety, value-based delivery and payment models), and determined that under accessibility and affordability there were customers who did not have a way to communicate or access follow-up care, an issue is identified. Now that you know this issue, perhaps your action plan to address the issue is partnering with Verizon or AT&T to provide cell phones to those customers who are not able to afford the means of communicating or participating in their plan of care. Keep in mind that means addressing the financial perspective and how this impacts operations.
    4. Describe your communication strategy that addresses the identified issues related to the factor chosen in your initial assessment and the resulting action plan.
    – Describe the effective leadership soft skills that are essential for this delivery. For example, skills such as communication, motivating others, teamwork, problem-solving, adaptability, delegation, active listening, et cetera.
    – Describe a communication strategy that is appealing to your stakeholders.
    – Describe how you will get your stakeholders motivated to climb on board with your action plan.
    5. Your executive PowerPoint presentation should have the following basic structure. It should be 8–10 slides in length, not including the title and reference slides. Be sure to use an appealing slide design. The [PowerPoint Presentations Library Guidecan help.](https://capellauniversity.libguides.com/powerpoint "Select this link to launch this material in a new window.")
    – [Slide 1: Title slide.](https://capellauniversity.libguides.com/powerpoint "Select this link to launch this material in a new window.")
    – [Slide 2: Overview of the factor from the AHA Environmental Scan report you chose in the first assessment.](https://capellauniversity.libguides.com/powerpoint "Select this link to launch this material in a new window.")
    – [Slides 3–5: Action Plan Initiatives (explain at least 3 action items based on your analysis in the second assessment).](https://capellauniversity.libguides.com/powerpoint "Select this link to launch this material in a new window.")
    – [Slides 6–8: Communication Plan (consider leadership soft skills and best practices).](https://capellauniversity.libguides.com/powerpoint "Select this link to launch this material in a new window.")
    – [Slide 9: Conclusion slide (highlights the important takeaways for your audience).](https://capellauniversity.libguides.com/powerpoint "Select this link to launch this material in a new window.")
    – [Slide 10: Reference slide.](https://capellauniversity.libguides.com/powerpoint "Select this link to launch this material in a new window.")
    6. [Presentation slides should consist only of bullet points to express the intended message. Add images where applicable.](https://capellauniversity.libguides.com/powerpoint "Select this link to launch this material in a new window.")
    7. [Include detailed or in-depth discussion notes in the Notes section for each PowerPoint slide (the Notes section is required).](https://capellauniversity.libguides.com/powerpoint "Select this link to launch this material in a new window.")
    8. [Proofread your presentation and make sure your citations and references are complete and are in APA format.](https://capellauniversity.libguides.com/powerpoint "Select this link to launch this material in a new window.")
    9. [Create an audio or video recording of yourself presenting the PowerPoint presentation to your audience. This recording must be 5 minutes or less in length. You may use Kaltura or other compatible software. The](https://capellauniversity.libguides.com/powerpoint "Select this link to launch this material in a new window.") [Using Kalturaresource can help.](https://lat.strategiced.com/redirect?linkid=4533 "Select this link to launch this material in a new window.")
    – [Practice delivering your presentation to keep it less than 5 minutes in length.](https://lat.strategiced.com/redirect?linkid=4533 "Select this link to launch this material in a new window.")
    – [Think about the content and how it should be delivered. You want this to be a motivating and captivating presentation for your CEO. If the CEO is captivated, the other stakeholders will be captivated.](https://lat.strategiced.com/redirect?linkid=4533 "Select this link to launch this material in a new window.")
    – [As a current or future health care leader, your presentation is expected to be delivered clearly and professionally. Create this presentation as if you are presenting this to your workplace CEO.](https://lat.strategiced.com/redirect?linkid=4533 "Select this link to launch this material in a new window.")
    – **Assessment Format:** PowerPoint slides and audio or video recording.
    – **PowerPoint Length:** 8–10 slides, not including the title and reference slides.
    – **Recording Length:** 5 minutes or less.
    – **Supporting Evidence:** Include at least 3 academic or scholarly sources as needed to highlight and support strategies suggested and evidence-based assertions and best practices.
    – **APA Formatting:** Format in-text citations and references according to current APA style and formatting. [Evidence and APAcan help with this.](https://lat.strategiced.com/redirect?linkid=1540 "Select this link to launch this material in a new window.")
    – [**Submission Requirements:**Submit your PowerPoint slides and recorded audio or video presentation in the Assessment area.](https://lat.strategiced.com/redirect?linkid=1540 "Select this link to launch this material in a new window.")
    ## **Competencies Measured**
    By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:
    – Competency 1: Analyze organizational structure, design, culture, and climate in relation to environmental forces.
    – Describe issues identified in an environmental scan of an organization.
    – Describe a communication strategy that addresses identified issues related to a specific environmental factor and the resulting action plan.
    – Competency 2: Develop a strategic organizational plan that provides human and financial resources to support targeted organizational outcomes.
    – Analyze how to address the issues identified in an environmental scan relevant to a specific environmental factor.
    – Analyze the human resource and financial perspectives of an action plan.
    – Competency 4: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration.
    – Describe effective leadership soft skills that are essential for communicating an action plan.
    – Create an effective PowerPoint presentation, including detailed discussion notes.
    – Create an effective audio or video presentation conveying an action plan and communication plan.

  • [Solved] MGMT 314

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    SEE ATTACHMENT – ## WEEK3.docx **## WEEK3.docx** **250-300 WORDS ANSWERING THE FOLLOWING QUESTION** Why is it important for organizations to focus on hiring ethical employees? **## WEEK3.docx** **250-300 WORDS ANSWERING THE FOLLOWING QUESTION** Why is it important for organizations to focus on hirin…

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    SEE ATTACHMENT

    – ## WEEK3.docx

    **## WEEK3.docx**

    **250-300 WORDS ANSWERING THE FOLLOWING QUESTION**

    Why is it important for organizations to focus on hiring ethical employees?

    **## WEEK3.docx**

    **250-300 WORDS ANSWERING THE FOLLOWING QUESTION**

    Why is it important for organizations to focus on hiring ethical employees?