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  • [Solved] Business Finance – Accounting Unit IV Assignment

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    See attached – ## UnitIVAssignment.docx – ## UnitIV_ResearchReport_Template.docx – ## UnitIVStudyGuide.pdf **## UnitIVAssignment.docx** **Unit VI Assignment** **This assignment measures your mastery of ULOs 1.1, 1.2, and 5.1.** **Assignment Objective: For this assignment, you will research and com…

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    Assignment Prompt & Instructions

    See attached

    – ## UnitIVAssignment.docx

    – ## UnitIV_ResearchReport_Template.docx

    – ## UnitIVStudyGuide.pdf

    **## UnitIVAssignment.docx**

    **Unit VI Assignment**

    **This assignment measures your mastery of ULOs 1.1, 1.2, and 5.1.**

    **Assignment Objective: For this assignment, you will research and compare international and U.S. accounting standards. This will enable you to see how the different reporting methods affect business and how product costs are affected by international business.**

    **In the assignment you will do the following:**

    1.
    **Compare and contrast basic U.S. and international financial accounting standards.**

    2.
    **Explain how key international factors affect business reporting.**

    3.
    **Identify key compliance and regulatory requirements.**

    **Length: Using the** [**Unit IV Research Report Template**](https://online.columbiasouthern.edu/bbcswebdav/pid-17401298-dt-asiobject-rid-118575500_1/xid-118575500_1) **, prepare a three-to-four-page written report covering the items listed below (page length does not include the title and reference pages).**

    **References: At least three peer-reviewed sources are required. Resources used are required to be scholarly/academic in nature and found in the CSU Library. APA Style is required for citations and references.**

    **Details: First, start the report with an introduction section, per the assignment template provided.**

    **Part 1: Select financial statements for two related (e.g., computer manufactures, pharmaceutical companies, cell phone companies, etc.) businesses; one that uses U.S. accounting reporting and the other that uses international accounting reporting. Identify the following items:**

    1.
    **Provide the name, location, and accounting standards used for each business.**

    2.
    **Compare and contrast three major differences you see in the way the financial data is presented on the financial statements.**

    3.
    **Identify which set of financial statements you think is the easiest to understand and provides you with most accurate cost data as a manager (Do not forget to look at the notes to the financial statements).**

    **Part 2: Analyze and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.**

    **Part 3: Discuss three compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, or strict regulations on the wages paid to workers?**

    **End this report with the key observations and present any future recommendations.**

    **## UnitIV_ResearchReport_Template.docx**

    1

    5

    **Title of the Paper Goes Here**

    Student Name

    Institution

    ACC 5301 Management Applications of Accounting

    Instructor

    Date

    **Abstract**

    The abstract
    is an overview of the paper, written after completion. Other researchers use the abstract to determine if your work will be useful to them. The abstract should include the background, hypothesis or research question, methodology for data collection and analysis, the findings of your research, and conclusions. It should be between 100–150 words. This is done when the paper is complete.

    **Title of Paper**

    Remember this part of the paper is double spaced in APA format.

    The
    _Introduction_ should lead readers into the topic and its importance. Introductions typically include the overall topic of the paper, the specific focus of the paper within the larger topic, the main points in the paper, the kind of paper (study, argument, critique, discussion), and the purpose.

    _Writing tip:_ The length of the introduction should be in proportion to the length of the paper. Also ask yourself, “With my purpose and my audience, how do I engage my readers best?” In the introduction, you set the tone of the piece, establish your voice, and demonstrate your writing style; be authentic to your purpose and your audience.

    **Part 1 Financial Statement Comparison**

    _Identify_ the name, location, and accounting standards used for each of the two related businesses you selected
    **.**

    _Compare and contrast_ three major differences you see in the way the financial data is presented on the financial statements

    Identify which set of financial statements you think are the easiest to understand and that provide you with the most accurate cost data as a manager. (Do not forget to look at the notes to the financial statements also.)

    **Part 2 International Factors**

    _Analyze_ and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    **Part 3 Compliance/Regulatory Issues**

    _Discuss_ any compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, strict regulations on the wages paid to workers, etc.

    **Conclusions and Recommendations**

    _The conclusion_ section
    should summarize for the readers the topics of importance that led to your final conclusions/analysis regarding this case. Include some specific areas of focus from your analysis to reinforce your conclusion.

    **References**

    Include complete references in proper APA format for all of the citations
    _listed_ in your paper. Be sure to use the library for the required number of sources. Additional sources can be used but should be scholarly. Present your references in alphabetical order.

    **## UnitIVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit IV

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

    1. Compare and contrast U.S. and international accounting standards.
    1.1 Identify key U.S. and international accounting standards.
    1.2 Explain how key international factors affect business reporting.

    5. Discuss compliance requirements of accounting information.

    5.1 Identify key compliance and regulatory requirements.

    Required Unit Resources

    Chapter 6: Cost Allocation and Activity-Based Costing, pp. 6-1 – 6-25

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

    International Financial Reporting Standards. (n.d.). IFRS: Financial reporting for the world economy [Video].

    https://www.ifrs.org/about-us/

    Transcript for IFRS: Financial Reporting for the World Economy Video

    Note: You must scroll through the available videos on the Financial Accounting Standards Board Video &
    Podcasts page to access the following video:

    Financial Accounting Foundation (Producer). (n.d.). The importance of GAAP [Video].

    https://www.youtube.com/watch?v=bjwi4Zp2IiE

    Transcript for The Importance of GAAP Video

    Unit Lesson

    Introduction

    Welcome to Unit IV. We will be discussing two very different topics in this unit. We will start by discussing the
    process of cost allocation. The main advantages of allocating these overhead costs is to more accurately
    calculate the total cost of an organization's product and/or service. The second topic will introduce you to
    international accounting standards and how these standards compare to U.S. accounting standards. Included
    in this topic will be some key compliance and regulatory requirements needed for financial reporting.

    Cost Allocation

    We are going to start off with the basic concept of how costs are allocated, then we will go into a more
    specific process of cost allocation known as activity-based-costing.

    UNIT IV STUDY GUIDE

    Cost Allocation and
    International Accounting

    [https://www.ifrs.org/about-us/](https://www.ifrs.org/about-us/)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-130876138_1](https://online.columbiasouthern.edu/bbcswebdav/xid-130876138_1)

    [https://www.youtube.com/watch?v=bjwi4Zp2IiE](https://www.youtube.com/watch?v=bjwi4Zp2IiE)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-130876137_1](https://online.columbiasouthern.edu/bbcswebdav/xid-130876137_1)

    ACC 5301, Management Applications of Accounting 2

    UNIT x STUDY GUIDE

    Title

    Basic Cost Allocation

    The first two items we will discuss are cost
    objectives and cost pools. Cost objectives are used
    to determine how products or services costs are
    allocated within the company. Going back to our
    previous example of a computer manufacturing
    company, the cost objectives would be the types of
    computers the company produces. For this
    example, we will say the company makes desktop
    and laptop computers.

    Cost pools are the overhead costs to be allocated.
    For example, at our computer manufacturing
    company, some of the cost pools would include the
    cost of depreciation for the factory equipment and
    factory building, management's salaries, and the
    cost of factory utilities. The relationship between
    cost objectives and cost pools can be shown in the
    diagram here:

    Now, we will move to defining an allocation base. Allocation base defines how the costs will be allocated
    between the products and/or services produced. In our example we will allocate these overhead costs (cost
    pools) based on the number of products (cost objectives) produced. So, if we make 100 computers per day in
    total and 60 of those computers are desktops and 40 of those computers are laptops, we would allocate the
    total overhead costs on a 60/40 split based on the number of each type of computer manufactured.

    Activity-Based-Costing (ABC)

    In ABC costing, we are still allocating the costs, but we will be allocating costs on a more specific basis. For
    instance, using our computer manufacturing example again, instead of allocating all of the overhead costs in
    the cost pools simply 60/40 based on the number of computers produced, we are going to break down these
    overhead costs using cost drivers to more accurately allocate costs. Cost drivers are used to identify the
    usage of each overhead item for each product. For example, instead of just grouping the cost of depreciation
    for the equipment and factory into one large category, we are going to break down this amount by specific
    usage for each machine and the factory separately. Therefore, we list the cost of depreciation for Equipment
    A, cost of depreciation for Equipment B, and the cost of depreciation for the factory separately. We are still

    ACC 5301, Management Applications of Accounting 3

    UNIT x STUDY GUIDE

    Title

    going to base our allocation or driver on number of machine hours used by each type of product. The reason
    here is that different products may use the different types of equipment a different number of hours.

    Now let's see how all of this compares as we talk about the actual cost to make a desktop or laptop computer.
    In our example, we will assume the cost of depreciation for the equipment and factory is $10,000 in total.
    Using traditional costing, we split that $10,000 60/40 so desktop computers would be allocated $6,000 of
    these costs and laptop computers $4,000 of these costs.

    Just based on these numbers (of course there are additional costs), we could say, as managers, if we sell the
    desktop computers for more than $6,000 and the laptop computers for more than $4,000, we would make a
    profit. We then go ahead and set the selling price for desktops at $6,500 and the laptops at $4,500 each to
    make a profit.

    Now, let's look at using activity-based-costing for this same company. The total cost of depreciation for
    equipment and the factory are the same at $10,000. The difference is in how we split up that total cost by
    activity usage by product rather than just the number of units produced. In this example, the desktops and
    laptops are produced using a different number of machine hours on different equipment; therefore, we are
    allocating costs based on a more accurate cost driver, such as machine usage. As you can see, the total cost
    of deprecation is exactly the same, but the cost allocated to each type of product is different. Therefore, in our
    prior example, if we now sold the laptops for $4,500, we would be losing money on each sale because it costs
    us $4,775. In addition, if we are pricing our desktops at $6,500, then this number may be too high for the
    market since the cost is actually lower. If the price is too high for the market, the computers may not sell at all.
    By more accurately determining the cost for the products and/or services of a company, the more accurate
    selling price can be calculated.

    ACC 5301, Management Applications of Accounting 4

    UNIT x STUDY GUIDE

    Title

    As we have just seen in this example, it is important to allocate costs properly to each product and/or service
    within an organization. The next section will look more closely at how these cost drivers are determined for
    various levels of activities within an organization. There are four levels of activity we will be discussing: unit,
    batch, product, and facility levels.

    Unit Level

    Unit level activities directly relate to the product or unit that that is being produced. An example of this for our
    computer manufacturing company, would be the costs of the workers who distribute the raw materials (plastic,
    wires, etc.) needed to make laptop computers to the factory floor so factory workers can assemble the laptop
    computers.

    Batch Level

    Batch level activities would relate to the factory as a whole and not be specific to a particular product, as in
    our unit level example—which only applied to laptop computers. An example of a batch level activity would be
    the cost of labor for the factory worker that sets up Equipment A and B within the factory. In other words,
    these two machines are used to make both laptop and desktop computers. The worker sets up the machines
    that are used for both products.

    Product Level

    Product level relates to costs that benefit the company as a whole—not just one particular product, as with the
    case of unit level. These costs would not include direct labor, as with the case of batch level. An example of
    product level costs would be the salary of the engineer that designs the computers.

    Facility Level

    Facility level relates to the overall operation of the facility as a whole, not a particular product. An example of
    this would be the cost of the salaries for the facility managers.

    Below is a chart that summarizes the different level of activities, the associated costs, and the driver that may
    be used for each level (Jiambalvo, 2020).

    ACC 5301, Management Applications of Accounting 5

    UNIT x STUDY GUIDE

    Title

    In addition to obtaining more accurate cost data by applying activities levels and detailed cost drivers, we
    can also assign responsibility more fairly for the costs that we incur making the products and/or providing
    the services of the organization. For example, the laptop division supervisor in the warehouse would have
    the responsibility for unit costs associated with just the laptops, such as the cost of moving the raw materials
    for laptops to the factory floor. Whereas, this same supervisor would not have control over product costs
    such as the hiring of engineers to design new products. That responsibility would fall to the product
    development manager.

    Let's take a look at how the management levels within an organization relate to the activities levels for product
    costing. As you can see, the higher the level of management, the more responsibility they have for costs
    within the organization as a whole.

    ACC 5301, Management Applications of Accounting 6

    UNIT x STUDY GUIDE

    Title

    Benefits and Challenges of ABC

    The main benefit of ABC is that it provides more accurate cost allocation data and reporting. The more
    accurate the costs of a product and/or service, the more accurately management can set the selling price. On
    the other side, ABC does have a few challenges. As with any system that contains a lot of detailed reporting,
    there is a cost associated with gathering and processing this data. This process may be time consuming and
    take away from business activities. For example, when looking at tracking setup time per product, it would
    involve that employee logging in the exact time he/she spent on the set up for Equipment A versus the time
    spent on Equipment B. Then this information would have to be logged into the tracking system so that reports
    could be run to add those costs to the proper equipment.

    International Accounting

    Our other topic in this unit looks at some of the rules of accounting. We are going to look at the U.S. rules of
    accounting, the generally accepted accounting principles (GAAP), and the international accounting rules,
    International Financial Reporting Standards (IFRS).

    There is not just one set of required accounting rules all over the world. Each country can select the
    accounting rules for their country, and this was fine when most countries were independent. However, as
    countries traded and invested with one another, it became more difficult to have so many separate
    accounting rules. IFRS was formed to unify accounting standards world-wide. Countries can elect to
    participate in IFRS, and there are currently over 100 countries participating. The United States is not one of
    the countries that has adopted IFRS as its accounting standards but has been working with IFRS to merge
    some of the accounting rules.

    The United States follows GAAP, which is established by the Financial Accounting Standards Board (FASB).
    As noted above, some of the rules are similar between GAAP and IFRS; others are not. Keep in mind,
    establishing one set of accounting standards for all countries is a significant task because there are many
    things to consider. For example, accounting rules are based on a country’s legal, economic, and political
    climates. In countries with very high inflation, the accounting system needs to take into account the current
    value of assets as their worth is constantly changing, and, therefore, these countries need to revalue assets
    (estimate the asset's worth). Yet, here in the United States, we base our asset value on historical costs (the
    value on the bill showing what we paid for an item). Another example of a differing reason for accounting
    standards is any country with an unstable political climate. That climate may lead to fluctuations in the
    economy such as drastically devaluing currency or claiming assets. These are just a few examples of how
    difficult it is to try and adopt one set of accounting standards world-wide and why the United States has been
    slow to adopt international standards.

    Remember, these accounting rules primarily relate to the preparation of financial statements for external
    users. However, this same data is used by managers to make decisions and to prepare the various costing
    reports we have seen so far in this course.

    Conclusion

    In this unit, we have looked in detail at preparing costing reports. These reports break down costs so that they
    can more accurately be allocated to the products and/or services the organization produces. By allocating
    these costs in more detail, we, as managers, can more accurately make business decisions such as setting
    the selling price for products.

    Also, in this unit we discussed both international and U.S. accounting standards. While there are some
    similarities between the two systems, there are also a number of differences.

    Reference

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    ACC 5301, Management Applications of Accounting 7

    UNIT x STUDY GUIDE

    Title

    Suggested Unit Resources

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

    Review the International Financial Reporting Standards (IFRS) website to learn more about international
    accounting standards.

    International Financial Reporting Standards Foundation. (n.d.). IFRS home page. Retrieved from

    https://www.ifrs.org/

    Review the Financial Accounting Standards Board (FASB) website to learn more about FASB, the
    organization that sets U.S. accounting standards.

    Financial Accounting Standards Board. (n.d.). FASB home page. https://www.fasb.org/home

    View the following video by accessing the Unit IV Additional Unit Resources folder in the unit.

    The video Precor: Activity-Based Costing will demonstrate how activity-based costing techniques were used
    at Precor.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching the video Precor: Activity-Based Costing in the Suggested Unit Resources, you may want to
    answer the four Unit IV Questions. Note that the "View the Video" link referenced in each question is the
    same Precor: Activity-Based Costing video linked above.

    [https://www.ifrs.org/](https://www.ifrs.org/)

    [https://www.fasb.org/home](https://www.fasb.org/home)

    – Course Learning Outcomes for Unit IV
    – Required Unit Resources
    – Unit Lesson

    – Introduction
    – Cost Allocation

    – Basic Cost Allocation
    – Activity-Based-Costing (ABC)
    – Unit Level
    – Batch Level
    – Product Level
    – Facility Level
    – Benefits and Challenges of ABC

    – International Accounting
    – Conclusion
    – Reference

    – Suggested Unit Resources
    – Learning Activities (Nongraded)

    **## UnitIVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit IV

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

    1. Compare and contrast U.S. and international accounting standards.
    1.1 Identify key U.S. and international accounting standards.
    1.2 Explain how key international factors affect business reporting.

    5. Discuss compliance requirements of accounting information.

    5.1 Identify key compliance and regulatory requirements.

    Required Unit Resources

    Chapter 6: Cost Allocation and Activity-Based Costing, pp. 6-1 – 6-25

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

    International Financial Reporting Standards. (n.d.). IFRS: Financial reporting for the world economy [Video].

    https://www.ifrs.org/about-us/

    Transcript for IFRS: Financial Reporting for the World Economy Video

    Note: You must scroll through the available videos on the Financial Accounting Standards Board Video &
    Podcasts page to access the following video:

    Financial Accounting Foundation (Producer). (n.d.). The importance of GAAP [Video].

    https://www.youtube.com/watch?v=bjwi4Zp2IiE

    Transcript for The Importance of GAAP Video

    Unit Lesson

    Introduction

    Welcome to Unit IV. We will be discussing two very different topics in this unit. We will start by discussing the
    process of cost allocation. The main advantages of allocating these overhead costs is to more accurately
    calculate the total cost of an organization's product and/or service. The second topic will introduce you to
    international accounting standards and how these standards compare to U.S. accounting standards. Included
    in this topic will be some key compliance and regulatory requirements needed for financial reporting.

    Cost Allocation

    We are going to start off with the basic concept of how costs are allocated, then we will go into a more
    specific process of cost allocation known as activity-based-costing.

    UNIT IV STUDY GUIDE

    Cost Allocation and
    International Accounting

    [https://www.ifrs.org/about-us/](https://www.ifrs.org/about-us/)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-130876138_1](https://online.columbiasouthern.edu/bbcswebdav/xid-130876138_1)

    [https://www.youtube.com/watch?v=bjwi4Zp2IiE](https://www.youtube.com/watch?v=bjwi4Zp2IiE)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-130876137_1](https://online.columbiasouthern.edu/bbcswebdav/xid-130876137_1)

    ACC 5301, Management Applications of Accounting 2

    UNIT x STUDY GUIDE

    Title

    Basic Cost Allocation

    The first two items we will discuss are cost
    objectives and cost pools. Cost objectives are used
    to determine how products or services costs are
    allocated within the company. Going back to our
    previous example of a computer manufacturing
    company, the cost objectives would be the types of
    computers the company produces. For this
    example, we will say the company makes desktop
    and laptop computers.

    Cost pools are the overhead costs to be allocated.
    For example, at our computer manufacturing
    company, some of the cost pools would include the
    cost of depreciation for the factory equipment and
    factory building, management's salaries, and the
    cost of factory utilities. The relationship between
    cost objectives and cost pools can be shown in the
    diagram here:

    Now, we will move to defining an allocation base. Allocation base defines how the costs will be allocated
    between the products and/or services produced. In our example we will allocate these overhead costs (cost
    pools) based on the number of products (cost objectives) produced. So, if we make 100 computers per day in
    total and 60 of those computers are desktops and 40 of those computers are laptops, we would allocate the
    total overhead costs on a 60/40 split based on the number of each type of computer manufactured.

    Activity-Based-Costing (ABC)

    In ABC costing, we are still allocating the costs, but we will be allocating costs on a more specific basis. For
    instance, using our computer manufacturing example again, instead of allocating all of the overhead costs in
    the cost pools simply 60/40 based on the number of computers produced, we are going to break down these
    overhead costs using cost drivers to more accurately allocate costs. Cost drivers are used to identify the
    usage of each overhead item for each product. For example, instead of just grouping the cost of depreciation
    for the equipment and factory into one large category, we are going to break down this amount by specific
    usage for each machine and the factory separately. Therefore, we list the cost of depreciation for Equipment
    A, cost of depreciation for Equipment B, and the cost of depreciation for the factory separately. We are still

    ACC 5301, Management Applications of Accounting 3

    UNIT x STUDY GUIDE

    Title

    going to base our allocation or driver on number of machine hours used by each type of product. The reason
    here is that different products may use the different types of equipment a different number of hours.

    Now let's see how all of this compares as we talk about the actual cost to make a desktop or laptop computer.
    In our example, we will assume the cost of depreciation for the equipment and factory is $10,000 in total.
    Using traditional costing, we split that $10,000 60/40 so desktop computers would be allocated $6,000 of
    these costs and laptop computers $4,000 of these costs.

    Just based on these numbers (of course there are additional costs), we could say, as managers, if we sell the
    desktop computers for more than $6,000 and the laptop computers for more than $4,000, we would make a
    profit. We then go ahead and set the selling price for desktops at $6,500 and the laptops at $4,500 each to
    make a profit.

    Now, let's look at using activity-based-costing for this same company. The total cost of depreciation for
    equipment and the factory are the same at $10,000. The difference is in how we split up that total cost by
    activity usage by product rather than just the number of units produced. In this example, the desktops and
    laptops are produced using a different number of machine hours on different equipment; therefore, we are
    allocating costs based on a more accurate cost driver, such as machine usage. As you can see, the total cost
    of deprecation is exactly the same, but the cost allocated to each type of product is different. Therefore, in our
    prior example, if we now sold the laptops for $4,500, we would be losing money on each sale because it costs
    us $4,775. In addition, if we are pricing our desktops at $6,500, then this number may be too high for the
    market since the cost is actually lower. If the price is too high for the market, the computers may not sell at all.
    By more accurately determining the cost for the products and/or services of a company, the more accurate
    selling price can be calculated.

    ACC 5301, Management Applications of Accounting 4

    UNIT x STUDY GUIDE

    Title

    As we have just seen in this example, it is important to allocate costs properly to each product and/or service
    within an organization. The next section will look more closely at how these cost drivers are determined for
    various levels of activities within an organization. There are four levels of activity we will be discussing: unit,
    batch, product, and facility levels.

    Unit Level

    Unit level activities directly relate to the product or unit that that is being produced. An example of this for our
    computer manufacturing company, would be the costs of the workers who distribute the raw materials (plastic,
    wires, etc.) needed to make laptop computers to the factory floor so factory workers can assemble the laptop
    computers.

    Batch Level

    Batch level activities would relate to the factory as a whole and not be specific to a particular product, as in
    our unit level example—which only applied to laptop computers. An example of a batch level activity would be
    the cost of labor for the factory worker that sets up Equipment A and B within the factory. In other words,
    these two machines are used to make both laptop and desktop computers. The worker sets up the machines
    that are used for both products.

    Product Level

    Product level relates to costs that benefit the company as a whole—not just one particular product, as with the
    case of unit level. These costs would not include direct labor, as with the case of batch level. An example of
    product level costs would be the salary of the engineer that designs the computers.

    Facility Level

    Facility level relates to the overall operation of the facility as a whole, not a particular product. An example of
    this would be the cost of the salaries for the facility managers.

    Below is a chart that summarizes the different level of activities, the associated costs, and the driver that may
    be used for each level (Jiambalvo, 2020).

    ACC 5301, Management Applications of Accounting 5

    UNIT x STUDY GUIDE

    Title

    In addition to obtaining more accurate cost data by applying activities levels and detailed cost drivers, we
    can also assign responsibility more fairly for the costs that we incur making the products and/or providing
    the services of the organization. For example, the laptop division supervisor in the warehouse would have
    the responsibility for unit costs associated with just the laptops, such as the cost of moving the raw materials
    for laptops to the factory floor. Whereas, this same supervisor would not have control over product costs
    such as the hiring of engineers to design new products. That responsibility would fall to the product
    development manager.

    Let's take a look at how the management levels within an organization relate to the activities levels for product
    costing. As you can see, the higher the level of management, the more responsibility they have for costs
    within the organization as a whole.

    ACC 5301, Management Applications of Accounting 6

    UNIT x STUDY GUIDE

    Title

    Benefits and Challenges of ABC

    The main benefit of ABC is that it provides more accurate cost allocation data and reporting. The more
    accurate the costs of a product and/or service, the more accurately management can set the selling price. On
    the other side, ABC does have a few challenges. As with any system that contains a lot of detailed reporting,
    there is a cost associated with gathering and processing this data. This process may be time consuming and
    take away from business activities. For example, when looking at tracking setup time per product, it would
    involve that employee logging in the exact time he/she spent on the set up for Equipment A versus the time
    spent on Equipment B. Then this information would have to be logged into the tracking system so that reports
    could be run to add those costs to the proper equipment.

    International Accounting

    Our other topic in this unit looks at some of the rules of accounting. We are going to look at the U.S. rules of
    accounting, the generally accepted accounting principles (GAAP), and the international accounting rules,
    International Financial Reporting Standards (IFRS).

    There is not just one set of required accounting rules all over the world. Each country can select the
    accounting rules for their country, and this was fine when most countries were independent. However, as
    countries traded and invested with one another, it became more difficult to have so many separate
    accounting rules. IFRS was formed to unify accounting standards world-wide. Countries can elect to
    participate in IFRS, and there are currently over 100 countries participating. The United States is not one of
    the countries that has adopted IFRS as its accounting standards but has been working with IFRS to merge
    some of the accounting rules.

    The United States follows GAAP, which is established by the Financial Accounting Standards Board (FASB).
    As noted above, some of the rules are similar between GAAP and IFRS; others are not. Keep in mind,
    establishing one set of accounting standards for all countries is a significant task because there are many
    things to consider. For example, accounting rules are based on a country’s legal, economic, and political
    climates. In countries with very high inflation, the accounting system needs to take into account the current
    value of assets as their worth is constantly changing, and, therefore, these countries need to revalue assets
    (estimate the asset's worth). Yet, here in the United States, we base our asset value on historical costs (the
    value on the bill showing what we paid for an item). Another example of a differing reason for accounting
    standards is any country with an unstable political climate. That climate may lead to fluctuations in the
    economy such as drastically devaluing currency or claiming assets. These are just a few examples of how
    difficult it is to try and adopt one set of accounting standards world-wide and why the United States has been
    slow to adopt international standards.

    Remember, these accounting rules primarily relate to the preparation of financial statements for external
    users. However, this same data is used by managers to make decisions and to prepare the various costing
    reports we have seen so far in this course.

    Conclusion

    In this unit, we have looked in detail at preparing costing reports. These reports break down costs so that they
    can more accurately be allocated to the products and/or services the organization produces. By allocating
    these costs in more detail, we, as managers, can more accurately make business decisions such as setting
    the selling price for products.

    Also, in this unit we discussed both international and U.S. accounting standards. While there are some
    similarities between the two systems, there are also a number of differences.

    Reference

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    ACC 5301, Management Applications of Accounting 7

    UNIT x STUDY GUIDE

    Title

    Suggested Unit Resources

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

    Review the International Financial Reporting Standards (IFRS) website to learn more about international
    accounting standards.

    International Financial Reporting Standards Foundation. (n.d.). IFRS home page. Retrieved from

    https://www.ifrs.org/

    Review the Financial Accounting Standards Board (FASB) website to learn more about FASB, the
    organization that sets U.S. accounting standards.

    Financial Accounting Standards Board. (n.d.). FASB home page. https://www.fasb.org/home

    View the following video by accessing the Unit IV Additional Unit Resources folder in the unit.

    The video Precor: Activity-Based Costing will demonstrate how activity-based costing techniques were used
    at Precor.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching the video Precor: Activity-Based Costing in the Suggested Unit Resources, you may want to
    answer the four Unit IV Questions. Note that the "View the Video" link referenced in each question is the
    same Precor: Activity-Based Costing video linked above.

    [https://www.ifrs.org/](https://www.ifrs.org/)

    [https://www.fasb.org/home](https://www.fasb.org/home)

    – Course Learning Outcomes for Unit IV
    – Required Unit Resources
    – Unit Lesson

    – Introduction
    – Cost Allocation

    – Basic Cost Allocation
    – Activity-Based-Costing (ABC)
    – Unit Level
    – Batch Level
    – Product Level
    – Facility Level
    – Benefits and Challenges of ABC

    – International Accounting
    – Conclusion
    – Reference

    – Suggested Unit Resources
    – Learning Activities (Nongraded)

    **## UnitIVAssignment.docx**

    **Unit VI Assignment**

    **This assignment measures your mastery of ULOs 1.1, 1.2, and 5.1.**

    **Assignment Objective: For this assignment, you will research and compare international and U.S. accounting standards. This will enable you to see how the different reporting methods affect business and how product costs are affected by international business.**

    **In the assignment you will do the following:**

    1.
    **Compare and contrast basic U.S. and international financial accounting standards.**

    2.
    **Explain how key international factors affect business reporting.**

    3.
    **Identify key compliance and regulatory requirements.**

    **Length: Using the** [**Unit IV Research Report Template**](https://online.columbiasouthern.edu/bbcswebdav/pid-17401298-dt-asiobject-rid-118575500_1/xid-118575500_1) **, prepare a three-to-four-page written report covering the items listed below (page length does not include the title and reference pages).**

    **References: At least three peer-reviewed sources are required. Resources used are required to be scholarly/academic in nature and found in the CSU Library. APA Style is required for citations and references.**

    **Details: First, start the report with an introduction section, per the assignment template provided.**

    **Part 1: Select financial statements for two related (e.g., computer manufactures, pharmaceutical companies, cell phone companies, etc.) businesses; one that uses U.S. accounting reporting and the other that uses international accounting reporting. Identify the following items:**

    1.
    **Provide the name, location, and accounting standards used for each business.**

    2.
    **Compare and contrast three major differences you see in the way the financial data is presented on the financial statements.**

    3.
    **Identify which set of financial statements you think is the easiest to understand and provides you with most accurate cost data as a manager (Do not forget to look at the notes to the financial statements).**

    **Part 2: Analyze and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.**

    **Part 3: Discuss three compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, or strict regulations on the wages paid to workers?**

    **End this report with the key observations and present any future recommendations.**

    **## UnitIV_ResearchReport_Template.docx**

    1

    5

    **Title of the Paper Goes Here**

    Student Name

    Institution

    ACC 5301 Management Applications of Accounting

    Instructor

    Date

    **Abstract**

    The abstract
    is an overview of the paper, written after completion. Other researchers use the abstract to determine if your work will be useful to them. The abstract should include the background, hypothesis or research question, methodology for data collection and analysis, the findings of your research, and conclusions. It should be between 100–150 words. This is done when the paper is complete.

    **Title of Paper**

    Remember this part of the paper is double spaced in APA format.

    The
    _Introduction_ should lead readers into the topic and its importance. Introductions typically include the overall topic of the paper, the specific focus of the paper within the larger topic, the main points in the paper, the kind of paper (study, argument, critique, discussion), and the purpose.

    _Writing tip:_ The length of the introduction should be in proportion to the length of the paper. Also ask yourself, “With my purpose and my audience, how do I engage my readers best?” In the introduction, you set the tone of the piece, establish your voice, and demonstrate your writing style; be authentic to your purpose and your audience.

    **Part 1 Financial Statement Comparison**

    _Identify_ the name, location, and accounting standards used for each of the two related businesses you selected
    **.**

    _Compare and contrast_ three major differences you see in the way the financial data is presented on the financial statements

    Identify which set of financial statements you think are the easiest to understand and that provide you with the most accurate cost data as a manager. (Do not forget to look at the notes to the financial statements also.)

    **Part 2 International Factors**

    _Analyze_ and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    **Part 3 Compliance/Regulatory Issues**

    _Discuss_ any compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, strict regulations on the wages paid to workers, etc.

    **Conclusions and Recommendations**

    _The conclusion_ section
    should summarize for the readers the topics of importance that led to your final conclusions/analysis regarding this case. Include some specific areas of focus from your analysis to reinforce your conclusion.

    **References**

    Include complete references in proper APA format for all of the citations
    _listed_ in your paper. Be sure to use the library for the required number of sources. Additional sources can be used but should be scholarly. Present your references in alphabetical order.

    **## UnitIVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit IV

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

    1. Compare and contrast U.S. and international accounting standards.
    1.1 Identify key U.S. and international accounting standards.
    1.2 Explain how key international factors affect business reporting.

    5. Discuss compliance requirements of accounting information.

    5.1 Identify key compliance and regulatory requirements.

    Required Unit Resources

    Chapter 6: Cost Allocation and Activity-Based Costing, pp. 6-1 – 6-25

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

    International Financial Reporting Standards. (n.d.). IFRS: Financial reporting for the world economy [Video].

    https://www.ifrs.org/about-us/

    Transcript for IFRS: Financial Reporting for the World Economy Video

    Note: You must scroll through the available videos on the Financial Accounting Standards Board Video &
    Podcasts page to access the following video:

    Financial Accounting Foundation (Producer). (n.d.). The importance of GAAP [Video].

    https://www.youtube.com/watch?v=bjwi4Zp2IiE

    Transcript for The Importance of GAAP Video

    Unit Lesson

    Introduction

    Welcome to Unit IV. We will be discussing two very different topics in this unit. We will start by discussing the
    process of cost allocation. The main advantages of allocating these overhead costs is to more accurately
    calculate the total cost of an organization's product and/or service. The second topic will introduce you to
    international accounting standards and how these standards compare to U.S. accounting standards. Included
    in this topic will be some key compliance and regulatory requirements needed for financial reporting.

    Cost Allocation

    We are going to start off with the basic concept of how costs are allocated, then we will go into a more
    specific process of cost allocation known as activity-based-costing.

    UNIT IV STUDY GUIDE

    Cost Allocation and
    International Accounting

    [https://www.ifrs.org/about-us/](https://www.ifrs.org/about-us/)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-130876138_1](https://online.columbiasouthern.edu/bbcswebdav/xid-130876138_1)

    [https://www.youtube.com/watch?v=bjwi4Zp2IiE](https://www.youtube.com/watch?v=bjwi4Zp2IiE)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-130876137_1](https://online.columbiasouthern.edu/bbcswebdav/xid-130876137_1)

    ACC 5301, Management Applications of Accounting 2

    UNIT x STUDY GUIDE

    Title

    Basic Cost Allocation

    The first two items we will discuss are cost
    objectives and cost pools. Cost objectives are used
    to determine how products or services costs are
    allocated within the company. Going back to our
    previous example of a computer manufacturing
    company, the cost objectives would be the types of
    computers the company produces. For this
    example, we will say the company makes desktop
    and laptop computers.

    Cost pools are the overhead costs to be allocated.
    For example, at our computer manufacturing
    company, some of the cost pools would include the
    cost of depreciation for the factory equipment and
    factory building, management's salaries, and the
    cost of factory utilities. The relationship between
    cost objectives and cost pools can be shown in the
    diagram here:

    Now, we will move to defining an allocation base. Allocation base defines how the costs will be allocated
    between the products and/or services produced. In our example we will allocate these overhead costs (cost
    pools) based on the number of products (cost objectives) produced. So, if we make 100 computers per day in
    total and 60 of those computers are desktops and 40 of those computers are laptops, we would allocate the
    total overhead costs on a 60/40 split based on the number of each type of computer manufactured.

    Activity-Based-Costing (ABC)

    In ABC costing, we are still allocating the costs, but we will be allocating costs on a more specific basis. For
    instance, using our computer manufacturing example again, instead of allocating all of the overhead costs in
    the cost pools simply 60/40 based on the number of computers produced, we are going to break down these
    overhead costs using cost drivers to more accurately allocate costs. Cost drivers are used to identify the
    usage of each overhead item for each product. For example, instead of just grouping the cost of depreciation
    for the equipment and factory into one large category, we are going to break down this amount by specific
    usage for each machine and the factory separately. Therefore, we list the cost of depreciation for Equipment
    A, cost of depreciation for Equipment B, and the cost of depreciation for the factory separately. We are still

    ACC 5301, Management Applications of Accounting 3

    UNIT x STUDY GUIDE

    Title

    going to base our allocation or driver on number of machine hours used by each type of product. The reason
    here is that different products may use the different types of equipment a different number of hours.

    Now let's see how all of this compares as we talk about the actual cost to make a desktop or laptop computer.
    In our example, we will assume the cost of depreciation for the equipment and factory is $10,000 in total.
    Using traditional costing, we split that $10,000 60/40 so desktop computers would be allocated $6,000 of
    these costs and laptop computers $4,000 of these costs.

    Just based on these numbers (of course there are additional costs), we could say, as managers, if we sell the
    desktop computers for more than $6,000 and the laptop computers for more than $4,000, we would make a
    profit. We then go ahead and set the selling price for desktops at $6,500 and the laptops at $4,500 each to
    make a profit.

    Now, let's look at using activity-based-costing for this same company. The total cost of depreciation for
    equipment and the factory are the same at $10,000. The difference is in how we split up that total cost by
    activity usage by product rather than just the number of units produced. In this example, the desktops and
    laptops are produced using a different number of machine hours on different equipment; therefore, we are
    allocating costs based on a more accurate cost driver, such as machine usage. As you can see, the total cost
    of deprecation is exactly the same, but the cost allocated to each type of product is different. Therefore, in our
    prior example, if we now sold the laptops for $4,500, we would be losing money on each sale because it costs
    us $4,775. In addition, if we are pricing our desktops at $6,500, then this number may be too high for the
    market since the cost is actually lower. If the price is too high for the market, the computers may not sell at all.
    By more accurately determining the cost for the products and/or services of a company, the more accurate
    selling price can be calculated.

    ACC 5301, Management Applications of Accounting 4

    UNIT x STUDY GUIDE

    Title

    As we have just seen in this example, it is important to allocate costs properly to each product and/or service
    within an organization. The next section will look more closely at how these cost drivers are determined for
    various levels of activities within an organization. There are four levels of activity we will be discussing: unit,
    batch, product, and facility levels.

    Unit Level

    Unit level activities directly relate to the product or unit that that is being produced. An example of this for our
    computer manufacturing company, would be the costs of the workers who distribute the raw materials (plastic,
    wires, etc.) needed to make laptop computers to the factory floor so factory workers can assemble the laptop
    computers.

    Batch Level

    Batch level activities would relate to the factory as a whole and not be specific to a particular product, as in
    our unit level example—which only applied to laptop computers. An example of a batch level activity would be
    the cost of labor for the factory worker that sets up Equipment A and B within the factory. In other words,
    these two machines are used to make both laptop and desktop computers. The worker sets up the machines
    that are used for both products.

    Product Level

    Product level relates to costs that benefit the company as a whole—not just one particular product, as with the
    case of unit level. These costs would not include direct labor, as with the case of batch level. An example of
    product level costs would be the salary of the engineer that designs the computers.

    Facility Level

    Facility level relates to the overall operation of the facility as a whole, not a particular product. An example of
    this would be the cost of the salaries for the facility managers.

    Below is a chart that summarizes the different level of activities, the associated costs, and the driver that may
    be used for each level (Jiambalvo, 2020).

    ACC 5301, Management Applications of Accounting 5

    UNIT x STUDY GUIDE

    Title

    In addition to obtaining more accurate cost data by applying activities levels and detailed cost drivers, we
    can also assign responsibility more fairly for the costs that we incur making the products and/or providing
    the services of the organization. For example, the laptop division supervisor in the warehouse would have
    the responsibility for unit costs associated with just the laptops, such as the cost of moving the raw materials
    for laptops to the factory floor. Whereas, this same supervisor would not have control over product costs
    such as the hiring of engineers to design new products. That responsibility would fall to the product
    development manager.

    Let's take a look at how the management levels within an organization relate to the activities levels for product
    costing. As you can see, the higher the level of management, the more responsibility they have for costs
    within the organization as a whole.

    ACC 5301, Management Applications of Accounting 6

    UNIT x STUDY GUIDE

    Title

    Benefits and Challenges of ABC

    The main benefit of ABC is that it provides more accurate cost allocation data and reporting. The more
    accurate the costs of a product and/or service, the more accurately management can set the selling price. On
    the other side, ABC does have a few challenges. As with any system that contains a lot of detailed reporting,
    there is a cost associated with gathering and processing this data. This process may be time consuming and
    take away from business activities. For example, when looking at tracking setup time per product, it would
    involve that employee logging in the exact time he/she spent on the set up for Equipment A versus the time
    spent on Equipment B. Then this information would have to be logged into the tracking system so that reports
    could be run to add those costs to the proper equipment.

    International Accounting

    Our other topic in this unit looks at some of the rules of accounting. We are going to look at the U.S. rules of
    accounting, the generally accepted accounting principles (GAAP), and the international accounting rules,
    International Financial Reporting Standards (IFRS).

    There is not just one set of required accounting rules all over the world. Each country can select the
    accounting rules for their country, and this was fine when most countries were independent. However, as
    countries traded and invested with one another, it became more difficult to have so many separate
    accounting rules. IFRS was formed to unify accounting standards world-wide. Countries can elect to
    participate in IFRS, and there are currently over 100 countries participating. The United States is not one of
    the countries that has adopted IFRS as its accounting standards but has been working with IFRS to merge
    some of the accounting rules.

    The United States follows GAAP, which is established by the Financial Accounting Standards Board (FASB).
    As noted above, some of the rules are similar between GAAP and IFRS; others are not. Keep in mind,
    establishing one set of accounting standards for all countries is a significant task because there are many
    things to consider. For example, accounting rules are based on a country’s legal, economic, and political
    climates. In countries with very high inflation, the accounting system needs to take into account the current
    value of assets as their worth is constantly changing, and, therefore, these countries need to revalue assets
    (estimate the asset's worth). Yet, here in the United States, we base our asset value on historical costs (the
    value on the bill showing what we paid for an item). Another example of a differing reason for accounting
    standards is any country with an unstable political climate. That climate may lead to fluctuations in the
    economy such as drastically devaluing currency or claiming assets. These are just a few examples of how
    difficult it is to try and adopt one set of accounting standards world-wide and why the United States has been
    slow to adopt international standards.

    Remember, these accounting rules primarily relate to the preparation of financial statements for external
    users. However, this same data is used by managers to make decisions and to prepare the various costing
    reports we have seen so far in this course.

    Conclusion

    In this unit, we have looked in detail at preparing costing reports. These reports break down costs so that they
    can more accurately be allocated to the products and/or services the organization produces. By allocating
    these costs in more detail, we, as managers, can more accurately make business decisions such as setting
    the selling price for products.

    Also, in this unit we discussed both international and U.S. accounting standards. While there are some
    similarities between the two systems, there are also a number of differences.

    Reference

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    ACC 5301, Management Applications of Accounting 7

    UNIT x STUDY GUIDE

    Title

    Suggested Unit Resources

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

    Review the International Financial Reporting Standards (IFRS) website to learn more about international
    accounting standards.

    International Financial Reporting Standards Foundation. (n.d.). IFRS home page. Retrieved from

    https://www.ifrs.org/

    Review the Financial Accounting Standards Board (FASB) website to learn more about FASB, the
    organization that sets U.S. accounting standards.

    Financial Accounting Standards Board. (n.d.). FASB home page. https://www.fasb.org/home

    View the following video by accessing the Unit IV Additional Unit Resources folder in the unit.

    The video Precor: Activity-Based Costing will demonstrate how activity-based costing techniques were used
    at Precor.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching the video Precor: Activity-Based Costing in the Suggested Unit Resources, you may want to
    answer the four Unit IV Questions. Note that the "View the Video" link referenced in each question is the
    same Precor: Activity-Based Costing video linked above.

    [https://www.ifrs.org/](https://www.ifrs.org/)

    [https://www.fasb.org/home](https://www.fasb.org/home)

    – Course Learning Outcomes for Unit IV
    – Required Unit Resources
    – Unit Lesson

    – Introduction
    – Cost Allocation

    – Basic Cost Allocation
    – Activity-Based-Costing (ABC)
    – Unit Level
    – Batch Level
    – Product Level
    – Facility Level
    – Benefits and Challenges of ABC

    – International Accounting
    – Conclusion
    – Reference

    – Suggested Unit Resources
    – Learning Activities (Nongraded)

    **## UnitIVAssignment.docx**

    **Unit VI Assignment**

    **This assignment measures your mastery of ULOs 1.1, 1.2, and 5.1.**

    **Assignment Objective: For this assignment, you will research and compare international and U.S. accounting standards. This will enable you to see how the different reporting methods affect business and how product costs are affected by international business.**

    **In the assignment you will do the following:**

    1.
    **Compare and contrast basic U.S. and international financial accounting standards.**

    2.
    **Explain how key international factors affect business reporting.**

    3.
    **Identify key compliance and regulatory requirements.**

    **Length: Using the** [**Unit IV Research Report Template**](https://online.columbiasouthern.edu/bbcswebdav/pid-17401298-dt-asiobject-rid-118575500_1/xid-118575500_1) **, prepare a three-to-four-page written report covering the items listed below (page length does not include the title and reference pages).**

    **References: At least three peer-reviewed sources are required. Resources used are required to be scholarly/academic in nature and found in the CSU Library. APA Style is required for citations and references.**

    **Details: First, start the report with an introduction section, per the assignment template provided.**

    **Part 1: Select financial statements for two related (e.g., computer manufactures, pharmaceutical companies, cell phone companies, etc.) businesses; one that uses U.S. accounting reporting and the other that uses international accounting reporting. Identify the following items:**

    1.
    **Provide the name, location, and accounting standards used for each business.**

    2.
    **Compare and contrast three major differences you see in the way the financial data is presented on the financial statements.**

    3.
    **Identify which set of financial statements you think is the easiest to understand and provides you with most accurate cost data as a manager (Do not forget to look at the notes to the financial statements).**

    **Part 2: Analyze and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.**

    **Part 3: Discuss three compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, or strict regulations on the wages paid to workers?**

    **End this report with the key observations and present any future recommendations.**

    **## UnitIV_ResearchReport_Template.docx**

    1

    5

    **Title of the Paper Goes Here**

    Student Name

    Institution

    ACC 5301 Management Applications of Accounting

    Instructor

    Date

    **Abstract**

    The abstract
    is an overview of the paper, written after completion. Other researchers use the abstract to determine if your work will be useful to them. The abstract should include the background, hypothesis or research question, methodology for data collection and analysis, the findings of your research, and conclusions. It should be between 100–150 words. This is done when the paper is complete.

    **Title of Paper**

    Remember this part of the paper is double spaced in APA format.

    The
    _Introduction_ should lead readers into the topic and its importance. Introductions typically include the overall topic of the paper, the specific focus of the paper within the larger topic, the main points in the paper, the kind of paper (study, argument, critique, discussion), and the purpose.

    _Writing tip:_ The length of the introduction should be in proportion to the length of the paper. Also ask yourself, “With my purpose and my audience, how do I engage my readers best?” In the introduction, you set the tone of the piece, establish your voice, and demonstrate your writing style; be authentic to your purpose and your audience.

    **Part 1 Financial Statement Comparison**

    _Identify_ the name, location, and accounting standards used for each of the two related businesses you selected
    **.**

    _Compare and contrast_ three major differences you see in the way the financial data is presented on the financial statements

    Identify which set of financial statements you think are the easiest to understand and that provide you with the most accurate cost data as a manager. (Do not forget to look at the notes to the financial statements also.)

    **Part 2 International Factors**

    _Analyze_ and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    **Part 3 Compliance/Regulatory Issues**

    _Discuss_ any compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, strict regulations on the wages paid to workers, etc.

    **Conclusions and Recommendations**

    _The conclusion_ section
    should summarize for the readers the topics of importance that led to your final conclusions/analysis regarding this case. Include some specific areas of focus from your analysis to reinforce your conclusion.

    **References**

    Include complete references in proper APA format for all of the citations
    _listed_ in your paper. Be sure to use the library for the required number of sources. Additional sources can be used but should be scholarly. Present your references in alphabetical order.

    **## UnitIVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit IV

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

    1. Compare and contrast U.S. and international accounting standards.
    1.1 Identify key U.S. and international accounting standards.
    1.2 Explain how key international factors affect business reporting.

    5. Discuss compliance requirements of accounting information.

    5.1 Identify key compliance and regulatory requirements.

    Required Unit Resources

    Chapter 6: Cost Allocation and Activity-Based Costing, pp. 6-1 – 6-25

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

    International Financial Reporting Standards. (n.d.). IFRS: Financial reporting for the world economy [Video].

    https://www.ifrs.org/about-us/

    Transcript for IFRS: Financial Reporting for the World Economy Video

    Note: You must scroll through the available videos on the Financial Accounting Standards Board Video &
    Podcasts page to access the following video:

    Financial Accounting Foundation (Producer). (n.d.). The importance of GAAP [Video].

    https://www.youtube.com/watch?v=bjwi4Zp2IiE

    Transcript for The Importance of GAAP Video

    Unit Lesson

    Introduction

    Welcome to Unit IV. We will be discussing two very different topics in this unit. We will start by discussing the
    process of cost allocation. The main advantages of allocating these overhead costs is to more accurately
    calculate the total cost of an organization's product and/or service. The second topic will introduce you to
    international accounting standards and how these standards compare to U.S. accounting standards. Included
    in this topic will be some key compliance and regulatory requirements needed for financial reporting.

    Cost Allocation

    We are going to start off with the basic concept of how costs are allocated, then we will go into a more
    specific process of cost allocation known as activity-based-costing.

    UNIT IV STUDY GUIDE

    Cost Allocation and
    International Accounting

    [https://www.ifrs.org/about-us/](https://www.ifrs.org/about-us/)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-130876138_1](https://online.columbiasouthern.edu/bbcswebdav/xid-130876138_1)

    [https://www.youtube.com/watch?v=bjwi4Zp2IiE](https://www.youtube.com/watch?v=bjwi4Zp2IiE)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-130876137_1](https://online.columbiasouthern.edu/bbcswebdav/xid-130876137_1)

    ACC 5301, Management Applications of Accounting 2

    UNIT x STUDY GUIDE

    Title

    Basic Cost Allocation

    The first two items we will discuss are cost
    objectives and cost pools. Cost objectives are used
    to determine how products or services costs are
    allocated within the company. Going back to our
    previous example of a computer manufacturing
    company, the cost objectives would be the types of
    computers the company produces. For this
    example, we will say the company makes desktop
    and laptop computers.

    Cost pools are the overhead costs to be allocated.
    For example, at our computer manufacturing
    company, some of the cost pools would include the
    cost of depreciation for the factory equipment and
    factory building, management's salaries, and the
    cost of factory utilities. The relationship between
    cost objectives and cost pools can be shown in the
    diagram here:

    Now, we will move to defining an allocation base. Allocation base defines how the costs will be allocated
    between the products and/or services produced. In our example we will allocate these overhead costs (cost
    pools) based on the number of products (cost objectives) produced. So, if we make 100 computers per day in
    total and 60 of those computers are desktops and 40 of those computers are laptops, we would allocate the
    total overhead costs on a 60/40 split based on the number of each type of computer manufactured.

    Activity-Based-Costing (ABC)

    In ABC costing, we are still allocating the costs, but we will be allocating costs on a more specific basis. For
    instance, using our computer manufacturing example again, instead of allocating all of the overhead costs in
    the cost pools simply 60/40 based on the number of computers produced, we are going to break down these
    overhead costs using cost drivers to more accurately allocate costs. Cost drivers are used to identify the
    usage of each overhead item for each product. For example, instead of just grouping the cost of depreciation
    for the equipment and factory into one large category, we are going to break down this amount by specific
    usage for each machine and the factory separately. Therefore, we list the cost of depreciation for Equipment
    A, cost of depreciation for Equipment B, and the cost of depreciation for the factory separately. We are still

    ACC 5301, Management Applications of Accounting 3

    UNIT x STUDY GUIDE

    Title

    going to base our allocation or driver on number of machine hours used by each type of product. The reason
    here is that different products may use the different types of equipment a different number of hours.

    Now let's see how all of this compares as we talk about the actual cost to make a desktop or laptop computer.
    In our example, we will assume the cost of depreciation for the equipment and factory is $10,000 in total.
    Using traditional costing, we split that $10,000 60/40 so desktop computers would be allocated $6,000 of
    these costs and laptop computers $4,000 of these costs.

    Just based on these numbers (of course there are additional costs), we could say, as managers, if we sell the
    desktop computers for more than $6,000 and the laptop computers for more than $4,000, we would make a
    profit. We then go ahead and set the selling price for desktops at $6,500 and the laptops at $4,500 each to
    make a profit.

    Now, let's look at using activity-based-costing for this same company. The total cost of depreciation for
    equipment and the factory are the same at $10,000. The difference is in how we split up that total cost by
    activity usage by product rather than just the number of units produced. In this example, the desktops and
    laptops are produced using a different number of machine hours on different equipment; therefore, we are
    allocating costs based on a more accurate cost driver, such as machine usage. As you can see, the total cost
    of deprecation is exactly the same, but the cost allocated to each type of product is different. Therefore, in our
    prior example, if we now sold the laptops for $4,500, we would be losing money on each sale because it costs
    us $4,775. In addition, if we are pricing our desktops at $6,500, then this number may be too high for the
    market since the cost is actually lower. If the price is too high for the market, the computers may not sell at all.
    By more accurately determining the cost for the products and/or services of a company, the more accurate
    selling price can be calculated.

    ACC 5301, Management Applications of Accounting 4

    UNIT x STUDY GUIDE

    Title

    As we have just seen in this example, it is important to allocate costs properly to each product and/or service
    within an organization. The next section will look more closely at how these cost drivers are determined for
    various levels of activities within an organization. There are four levels of activity we will be discussing: unit,
    batch, product, and facility levels.

    Unit Level

    Unit level activities directly relate to the product or unit that that is being produced. An example of this for our
    computer manufacturing company, would be the costs of the workers who distribute the raw materials (plastic,
    wires, etc.) needed to make laptop computers to the factory floor so factory workers can assemble the laptop
    computers.

    Batch Level

    Batch level activities would relate to the factory as a whole and not be specific to a particular product, as in
    our unit level example—which only applied to laptop computers. An example of a batch level activity would be
    the cost of labor for the factory worker that sets up Equipment A and B within the factory. In other words,
    these two machines are used to make both laptop and desktop computers. The worker sets up the machines
    that are used for both products.

    Product Level

    Product level relates to costs that benefit the company as a whole—not just one particular product, as with the
    case of unit level. These costs would not include direct labor, as with the case of batch level. An example of
    product level costs would be the salary of the engineer that designs the computers.

    Facility Level

    Facility level relates to the overall operation of the facility as a whole, not a particular product. An example of
    this would be the cost of the salaries for the facility managers.

    Below is a chart that summarizes the different level of activities, the associated costs, and the driver that may
    be used for each level (Jiambalvo, 2020).

    ACC 5301, Management Applications of Accounting 5

    UNIT x STUDY GUIDE

    Title

    In addition to obtaining more accurate cost data by applying activities levels and detailed cost drivers, we
    can also assign responsibility more fairly for the costs that we incur making the products and/or providing
    the services of the organization. For example, the laptop division supervisor in the warehouse would have
    the responsibility for unit costs associated with just the laptops, such as the cost of moving the raw materials
    for laptops to the factory floor. Whereas, this same supervisor would not have control over product costs
    such as the hiring of engineers to design new products. That responsibility would fall to the product
    development manager.

    Let's take a look at how the management levels within an organization relate to the activities levels for product
    costing. As you can see, the higher the level of management, the more responsibility they have for costs
    within the organization as a whole.

    ACC 5301, Management Applications of Accounting 6

    UNIT x STUDY GUIDE

    Title

    Benefits and Challenges of ABC

    The main benefit of ABC is that it provides more accurate cost allocation data and reporting. The more
    accurate the costs of a product and/or service, the more accurately management can set the selling price. On
    the other side, ABC does have a few challenges. As with any system that contains a lot of detailed reporting,
    there is a cost associated with gathering and processing this data. This process may be time consuming and
    take away from business activities. For example, when looking at tracking setup time per product, it would
    involve that employee logging in the exact time he/she spent on the set up for Equipment A versus the time
    spent on Equipment B. Then this information would have to be logged into the tracking system so that reports
    could be run to add those costs to the proper equipment.

    International Accounting

    Our other topic in this unit looks at some of the rules of accounting. We are going to look at the U.S. rules of
    accounting, the generally accepted accounting principles (GAAP), and the international accounting rules,
    International Financial Reporting Standards (IFRS).

    There is not just one set of required accounting rules all over the world. Each country can select the
    accounting rules for their country, and this was fine when most countries were independent. However, as
    countries traded and invested with one another, it became more difficult to have so many separate
    accounting rules. IFRS was formed to unify accounting standards world-wide. Countries can elect to
    participate in IFRS, and there are currently over 100 countries participating. The United States is not one of
    the countries that has adopted IFRS as its accounting standards but has been working with IFRS to merge
    some of the accounting rules.

    The United States follows GAAP, which is established by the Financial Accounting Standards Board (FASB).
    As noted above, some of the rules are similar between GAAP and IFRS; others are not. Keep in mind,
    establishing one set of accounting standards for all countries is a significant task because there are many
    things to consider. For example, accounting rules are based on a country’s legal, economic, and political
    climates. In countries with very high inflation, the accounting system needs to take into account the current
    value of assets as their worth is constantly changing, and, therefore, these countries need to revalue assets
    (estimate the asset's worth). Yet, here in the United States, we base our asset value on historical costs (the
    value on the bill showing what we paid for an item). Another example of a differing reason for accounting
    standards is any country with an unstable political climate. That climate may lead to fluctuations in the
    economy such as drastically devaluing currency or claiming assets. These are just a few examples of how
    difficult it is to try and adopt one set of accounting standards world-wide and why the United States has been
    slow to adopt international standards.

    Remember, these accounting rules primarily relate to the preparation of financial statements for external
    users. However, this same data is used by managers to make decisions and to prepare the various costing
    reports we have seen so far in this course.

    Conclusion

    In this unit, we have looked in detail at preparing costing reports. These reports break down costs so that they
    can more accurately be allocated to the products and/or services the organization produces. By allocating
    these costs in more detail, we, as managers, can more accurately make business decisions such as setting
    the selling price for products.

    Also, in this unit we discussed both international and U.S. accounting standards. While there are some
    similarities between the two systems, there are also a number of differences.

    Reference

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    ACC 5301, Management Applications of Accounting 7

    UNIT x STUDY GUIDE

    Title

    Suggested Unit Resources

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

    Review the International Financial Reporting Standards (IFRS) website to learn more about international
    accounting standards.

    International Financial Reporting Standards Foundation. (n.d.). IFRS home page. Retrieved from

    https://www.ifrs.org/

    Review the Financial Accounting Standards Board (FASB) website to learn more about FASB, the
    organization that sets U.S. accounting standards.

    Financial Accounting Standards Board. (n.d.). FASB home page. https://www.fasb.org/home

    View the following video by accessing the Unit IV Additional Unit Resources folder in the unit.

    The video Precor: Activity-Based Costing will demonstrate how activity-based costing techniques were used
    at Precor.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching the video Precor: Activity-Based Costing in the Suggested Unit Resources, you may want to
    answer the four Unit IV Questions. Note that the "View the Video" link referenced in each question is the
    same Precor: Activity-Based Costing video linked above.

    [https://www.ifrs.org/](https://www.ifrs.org/)

    [https://www.fasb.org/home](https://www.fasb.org/home)

    – Course Learning Outcomes for Unit IV
    – Required Unit Resources
    – Unit Lesson

    – Introduction
    – Cost Allocation

    – Basic Cost Allocation
    – Activity-Based-Costing (ABC)
    – Unit Level
    – Batch Level
    – Product Level
    – Facility Level
    – Benefits and Challenges of ABC

    – International Accounting
    – Conclusion
    – Reference

    – Suggested Unit Resources
    – Learning Activities (Nongraded)

    – 1
    – 2
    – 3

  • [Solved] Business metrics for innovation

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    ## Overview Organizational creativity and innovation have proven to be challenging concepts to measure. There is not a particular output that indicates organizational levels of innovation. To flourish, innovation and creativity must be fostered within the organization. They must be established as cu…

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    ## Overview
    Organizational creativity and innovation have proven to be challenging concepts to measure. There is not a particular output that indicates organizational levels of innovation. To flourish, innovation and creativity must be fostered within the organization. They must be established as cultural values in order for the organization to see the benefits.
    ## Directions
    Write a paper evaluating business metrics for innovation. Although business metrics generally measure indicators or outputs of an organization’s culture, we can find correlations between some business metrics and the quality of an organization’s innovation culture. Review the table shown below and answer the following questions.
    Specifically, you must address the following rubric criteria:
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    1. Could the metric be an indicator of innovation or an indicator of whether the innovation is incremental or discontinuous?
    2. While evaluating research and development (R&D) headcount, address whether this metric is an indicator of innovation or labor efficiency.
    3. What would it mean if any of these metrics increased over time?
    2. Evaluate and select which company (INAGG, Inc. or AMMB, Inc.) is most likely to have a culture that supports innovation and creativity. Consider the following:
    1. How might non-R&D staff time dedicated to experimenting with new products be an indicator of an innovation culture?
    2. Identify scenarios where having a higher number of patents would not be a reliable indicator of an innovation culture.
    3. Discuss the ability and limitations of using business intelligence (BI) and the metrics provided in the table to measure an organization’s ability to innovate and foster employee creativity.
    1. What are the limitations of the metrics you consider the most effective indicators of an organization’s innovation culture?
    4. How can using a combination of metrics help resolve some of the limitations?
    1. How can business intelligence (BI) be used to evaluate and address the limitations of metrics?
    **MetricINAGG, Inc.AMMB, Inc.** Number of active products126Research and development (R&D) budget$10M$14MR&D headcount5233% of sales from products introduced in the past four years15%35%Number of new products launched in the past four years73Employee time dedicated to experimenting with new productsNot tracked10%Number of patents in the last four years723
    Note: Both companies are in the same industry and make similar products. They have the same number of total employees, revenue, and length of time in business.
    ## What to Submit
    Submit a 1 Word document with double spacing, 12-point Times New Roman font, and one-inch margins. Sources should be cited in APA format.

  • [Solved] Performance-improvement strategies

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    ## Overview You are the controller of a public Fortune 500 airline, TransGlobal Airlines. The airline utilizes a fleet of corporate jets for private charter by Fortune 500 clients at several major airports. Your company is looking to acquire smaller aviation firms as part of an overall growth strate…

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    ## Overview
    You are the controller of a public Fortune 500 airline, TransGlobal Airlines. The airline utilizes a fleet of corporate jets for private charter by Fortune 500 clients at several major airports. Your company is looking to acquire smaller aviation firms as part of an overall growth strategy.
    In addition to creating an acquisition proposal, the CFO has asked you to create a report recommending a few performance-improvement strategies so that the company will meet your overall sustainability goals.
    ## Prompt
    Create a report to recommend performance-improvement strategies that will help TransGlobal Airlines be more sustainable. Specifically, you must address the following criteria:
    1. Use the [TransGlobal Airlines Information](https://learn.snhu.edu/content/enforced/1958807-MBA-620-10916.202557-1/Course%20Documents/MBA%20620%20TransGlobal%20Airlines%20Information.pdf?ou=1958807) document to identify a **strategic goal** for the company’s sustainability practices.
    – Based on your understanding and research about sustainability objectives and practices, where do you envision the company will be in 10 years with respect to its sustainability measures?
    2. Identify a **KPI and corresponding target measures** for the sustainability goal identified.
    3. Recommend at least **two performance improvement strategies** that will help achieve the sustainability objectives of the company. Support your recommendations with a clear cause-and-effect rationale.
    ## What to Submit
    In a Word document, use double-spacing, 12-point Times New Roman font, and one-inch margins. This executive summary should be 2–3 pages in length and include references cited in APA format. Consult the [Shapiro Library APA Style Guide](http://libguides.snhu.edu/apa) for more information on citations.

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  • [Solved] ECO 6301 V

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    – ## EconomicsforManagersECO6301UnitVDiscussionBoard.docx – ## UnitVStudyGuide.pdf **## EconomicsforManagersECO6301UnitVDiscussionBoard.docx** 2 Economics for Managers ECO 6301 **Unit V DB** Identify a real-world example of price discrimination (preferably not one from the unit lesson), and explain …

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    – ## EconomicsforManagersECO6301UnitVDiscussionBoard.docx

    – ## UnitVStudyGuide.pdf

    **## EconomicsforManagersECO6301UnitVDiscussionBoard.docx**

    2

    Economics for Managers ECO 6301

    **Unit V DB**

    Identify a real-world example of price discrimination (preferably not one from the unit lesson), and explain which type of price discrimination it is. Next, using the good from your chosen price discrimination as an example, illustrate how the good fits the criteria necessary for successful price discrimination. Finally, discuss how the price discrimination example leads to an increase in total benefit to society. Have you ever paid a higher price for something than somebody else did? Ever pay a lower price? How did those experiences make you feel?

    Should be at least 300 words in length.

    Should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    **## UnitVStudyGuide.pdf**

    ECO 6301, Economics for Managers 1

    Course Learning Outcomes for Unit V

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

    3. Analyze how price and output influence profit maximization under different market structures.
    3.2 Explain how market power affects different types of pricing strategies.

    4. Evaluate strategic pricing decisions.

    4.1 Explain the conditions necessary to price discriminate.

    Required Unit Resources

    Chapter 12: More Realistic and Complex Pricing (ULO 3.2)

    Chapter 13: Direct Price Discrimination (ULO 4.1)

    Chapter 14: Indirect Price Discrimination (ULO 4.1)

    Article: Public Subsidies and the Location and Pricing of Sports
    This article discusses sports subsidies and pricing by analyzing how sports teams make decisions.

    Unit Lesson

    Lesson: Pricing and Greater Profit (ULOs 3.2, 4.1)
    This lesson introduces you to the topics covered in this unit.

    Firms have to answer two important questions: How much of their product should they produce, and how
    much should they charge for their product? The two are certainly linked, but the pricing decision is generally
    more complicated and drives the production decision. In basic economics, price is determined by the
    intersection of supply and demand, with price (P) determined on output determined by marginal revenue (MR)
    equals marginal cost (MC). A pricing strategy given earlier in the course is to set price such that the following
    equation holds:

    In practice, however, pricing strategies often deviate from this standard theory. Sometimes, for example, firms
    have multiple products and this affects their pricing strategies. A firm might want to lower prices to sell more
    of a product, but if the increase in sales in one product simply comes from “stealing” sales from another of
    their products, then this is not really a net gain to the company. Also, owning more brands in a market gives
    the firm more market power, which means raising prices is more profitable. A potential problem with raising
    prices based on newfound market power is that it could attract the attention of the Antitrust Division of the
    Justice Department.

    The question is what to do strategically. A profit improving approach would be to raise the price on whichever
    product has a lower profit margin. With the lower margin product now being relatively more expensive,
    consumers will be more likely to purchase the higher profit margin.

    The preceding strategy is based on the goods being substitutes. If a single producer yields two products that
    are complements, then the profit maximizing action is to reduce the price on both products. By reducing the

    UNIT V STUDY GUIDE
    Pricing and Greater Profit

    ECO 6301, Economics for Managers 2

    UNIT x STUDY GUIDE
    Title

    price, the producer increases quantity demanded for one good, but as a result, increases demand for the
    other good. Increasing sales of both products increases total profit.

    Another pricing situation of interest is when producers have fixed capacity (think a cruise ship or concert). In
    these cases, lowering prices to sell more product does not necessarily work because there might not be the
    ability to provide more product. The result might be a situation where MR > MC, contrary to the standard profit
    maximizing rule that MR = MC.

    Promotional pricing is another instance where firms might deviate from the standard pricing rule. Advertising
    can serve two broad goals: promote based on price or promote based on quality. The type of advertising will
    determine the appropriate price strategy. If the advertising focuses on promoting products based on price,
    demand will become more elastic, so lowering price makes sense. If the advertising focuses on promoting
    product quality, the demand will become more inelastic so raising price makes sense. This second point is
    important because price can often convey information about product quality. Promoting product quality and
    lowering price can send conflicting messages to consumers.

    Following in a similar vein of consumers inferring information about a product based on price, consumers
    sometimes have price expectations. Managing price expectations is why businesses will sometimes set a
    “suggested retail price” and then give the price of the product they are selling. The goal is to set a high price
    in the customer’s mind so that they will be happy about the lower price. You might also see producers set a
    low price but end up selling at a higher price or generating revenue some other way. Musicians might set low
    concert prices but then hold back tickets to sell themselves on the secondary market. Sports teams might set
    low prices to build up a fan base but then leverage that popularity to receive government subsidies for
    stadiums. If you would like to learn more about sports subsidies and pricing, you can read the article “Public
    Subsidies and the Location and Pricing of Sports” by Porter and Thomas.

    Price Discrimination

    Up until now, the assumption has been that firms can only charge one price to all of their customers, but
    sometimes firms can charge different prices to different customers. This is called price discrimination.
    Examples of price discrimination are matinee ticket prices for movies and discounts for seniors and military
    members.

    Several criteria must be met for firms to successfully price discriminate. There must be consumers with
    different elasticities, that is different price sensitivity, and firms must be able to identify those different
    customers (consumers with more inelastic demands pay higher prices). As part of that identification, they
    must be able to implement different prices for those customers. Finally, firms must be able to prevent resale.
    If consumers who can buy at low prices are able to turn around and sell to the consumers willing to pay a high
    price, then firms lose their ability to sell to the high price consumers.

    Price discrimination comes in three different categories. First-degree price discrimination, also called perfect
    price discrimination, is when firms are able to charge each consumer their maximum willingness to pay. Car
    sales that involve negotiation are an attempt at first-degree price discrimination. Data mining is a growing tool
    to help firms toward first-degree price discrimination.

    Second-degree price discrimination involves things like volume discounts or frequent customer cards. The
    idea is not to charge different prices to every customer but to allow customers to self-select into different price
    points for the producer to increase profit.

    Third degree price discrimination alters prices based on demographics or other group characteristics. This is
    the category of price discrimination with student or military discounts or movie theaters changing prices by
    time of day.

    Firms can use a variety of ways to identify customers based on their elasticity. Take airline tickets, for
    example. There are certain days of the week to travel when ticket prices are lower, and people can often get
    tickets at a lower price if they purchase their tickets a few weeks in advance. Why? Because airlines are
    attempting to separate the elastic buyers (vacation travelers) from the inelastic buyers (business travelers).
    Who likely plans a trip at least a few weeks in advance? Vacation travelers. Who is more likely to need a

    ECO 6301, Economics for Managers 3

    UNIT x STUDY GUIDE
    Title

    ticket on short notice? Business travelers. Who is unlikely to travel over a weekend? Business travelers. Who
    can afford to pay more for their ticket? Business travelers.

    Firms can also sell different versions of a product. Consumers with a high value for a product will likely need
    all of the bells and whistles of the product, but consumers with a low value for a product might only need the
    basic. That is why you might see a “pro” version of software or a “student” or “home” version. Sometimes,
    businesses can separate high use customers, such as printers and ink or razors and razor blades. The cost to
    buy the printer or the razor might be low, but to continue using the product requires ink or razor blades and
    those are sold at a higher markup.

    Firms can also use bundling to extract extra revenue. This strategy led to the value meals at McDonald’s or
    computers with preloaded software. Bundling increases the value of the base product, allowing producers to
    sell the product for a higher price. Customers might also be more inclined to pay a higher price for an all-
    inclusive deal than to pay small amounts to continually add features or products. A similar approach is taken
    with all-inclusive resorts and wrist bands at fairs. There is comfort in knowing that you can pay one price and
    be done with paying.

    Price discrimination sounds bad, largely because of the word discrimination, but it can be beneficial to society.
    When people hear about price discrimination, they often think of charging higher prices to certain consumers,
    but in many cases, it is about lowering prices (coupons, student discounts, matinees, etc.). Since some
    consumers can pay a lower price, that brings them into the market and allows them to benefit from the
    exchange. When looking at value to society, economists generally look at the total amount of exchange that
    occurs. How much the consumer benefits and how much the producer benefits are certainly interesting, but
    ultimately it is the amount of exchange that occurs. With price discrimination, the amount of exchange
    certainly increases, though it does come with more benefit going to producers and less going to consumers.

    Just because producers benefit at the expense of consumers does not mean consumers cannot benefit from
    price discrimination. Take Uber’s surge pricing, for example. Surge pricing is a type of price discrimination.
    People who are going to use an Uber on a busy night, such as Friday or Saturday night are going to pay more
    for an Uber. However, by charging more, Uber also attracts more Uber drivers to work on those busy nights.
    Without these additional drivers, Uber customers looking for an Uber on Friday or Saturday night would likely
    have long waits for an Uber or may not be able to get an Uber at all.

    Similarly, hotels charging higher prices during conferences, sporting events, and even natural disasters
    discourages demand and encourages consumers to be efficient in their consumption. By encouraging efficient
    consumption, there will be more rooms available for other people. Without the higher prices, more people
    would be left out. Certainly, this all works to the benefit of the producers, but it also works to the benefit of the
    consumer, and that is an important feature of price discrimination that should not be overlooked. It is another
    benefit of a free market system. Even if producers are acting in their own best interest, the benefits of those
    self-interested actions help other people.

    Reference

    Porter, P. K., & Thomas, C. R. (2010). Public subsidies and the location and pricing of sports. Southern

    Economic Journal, 76(3), 693–710.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=47776241&site=ehost-live&scope=site

    **## UnitVStudyGuide.pdf**

    ECO 6301, Economics for Managers 1

    Course Learning Outcomes for Unit V

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

    3. Analyze how price and output influence profit maximization under different market structures.
    3.2 Explain how market power affects different types of pricing strategies.

    4. Evaluate strategic pricing decisions.

    4.1 Explain the conditions necessary to price discriminate.

    Required Unit Resources

    Chapter 12: More Realistic and Complex Pricing (ULO 3.2)

    Chapter 13: Direct Price Discrimination (ULO 4.1)

    Chapter 14: Indirect Price Discrimination (ULO 4.1)

    Article: Public Subsidies and the Location and Pricing of Sports
    This article discusses sports subsidies and pricing by analyzing how sports teams make decisions.

    Unit Lesson

    Lesson: Pricing and Greater Profit (ULOs 3.2, 4.1)
    This lesson introduces you to the topics covered in this unit.

    Firms have to answer two important questions: How much of their product should they produce, and how
    much should they charge for their product? The two are certainly linked, but the pricing decision is generally
    more complicated and drives the production decision. In basic economics, price is determined by the
    intersection of supply and demand, with price (P) determined on output determined by marginal revenue (MR)
    equals marginal cost (MC). A pricing strategy given earlier in the course is to set price such that the following
    equation holds:

    In practice, however, pricing strategies often deviate from this standard theory. Sometimes, for example, firms
    have multiple products and this affects their pricing strategies. A firm might want to lower prices to sell more
    of a product, but if the increase in sales in one product simply comes from “stealing” sales from another of
    their products, then this is not really a net gain to the company. Also, owning more brands in a market gives
    the firm more market power, which means raising prices is more profitable. A potential problem with raising
    prices based on newfound market power is that it could attract the attention of the Antitrust Division of the
    Justice Department.

    The question is what to do strategically. A profit improving approach would be to raise the price on whichever
    product has a lower profit margin. With the lower margin product now being relatively more expensive,
    consumers will be more likely to purchase the higher profit margin.

    The preceding strategy is based on the goods being substitutes. If a single producer yields two products that
    are complements, then the profit maximizing action is to reduce the price on both products. By reducing the

    UNIT V STUDY GUIDE
    Pricing and Greater Profit

    ECO 6301, Economics for Managers 2

    UNIT x STUDY GUIDE
    Title

    price, the producer increases quantity demanded for one good, but as a result, increases demand for the
    other good. Increasing sales of both products increases total profit.

    Another pricing situation of interest is when producers have fixed capacity (think a cruise ship or concert). In
    these cases, lowering prices to sell more product does not necessarily work because there might not be the
    ability to provide more product. The result might be a situation where MR > MC, contrary to the standard profit
    maximizing rule that MR = MC.

    Promotional pricing is another instance where firms might deviate from the standard pricing rule. Advertising
    can serve two broad goals: promote based on price or promote based on quality. The type of advertising will
    determine the appropriate price strategy. If the advertising focuses on promoting products based on price,
    demand will become more elastic, so lowering price makes sense. If the advertising focuses on promoting
    product quality, the demand will become more inelastic so raising price makes sense. This second point is
    important because price can often convey information about product quality. Promoting product quality and
    lowering price can send conflicting messages to consumers.

    Following in a similar vein of consumers inferring information about a product based on price, consumers
    sometimes have price expectations. Managing price expectations is why businesses will sometimes set a
    “suggested retail price” and then give the price of the product they are selling. The goal is to set a high price
    in the customer’s mind so that they will be happy about the lower price. You might also see producers set a
    low price but end up selling at a higher price or generating revenue some other way. Musicians might set low
    concert prices but then hold back tickets to sell themselves on the secondary market. Sports teams might set
    low prices to build up a fan base but then leverage that popularity to receive government subsidies for
    stadiums. If you would like to learn more about sports subsidies and pricing, you can read the article “Public
    Subsidies and the Location and Pricing of Sports” by Porter and Thomas.

    Price Discrimination

    Up until now, the assumption has been that firms can only charge one price to all of their customers, but
    sometimes firms can charge different prices to different customers. This is called price discrimination.
    Examples of price discrimination are matinee ticket prices for movies and discounts for seniors and military
    members.

    Several criteria must be met for firms to successfully price discriminate. There must be consumers with
    different elasticities, that is different price sensitivity, and firms must be able to identify those different
    customers (consumers with more inelastic demands pay higher prices). As part of that identification, they
    must be able to implement different prices for those customers. Finally, firms must be able to prevent resale.
    If consumers who can buy at low prices are able to turn around and sell to the consumers willing to pay a high
    price, then firms lose their ability to sell to the high price consumers.

    Price discrimination comes in three different categories. First-degree price discrimination, also called perfect
    price discrimination, is when firms are able to charge each consumer their maximum willingness to pay. Car
    sales that involve negotiation are an attempt at first-degree price discrimination. Data mining is a growing tool
    to help firms toward first-degree price discrimination.

    Second-degree price discrimination involves things like volume discounts or frequent customer cards. The
    idea is not to charge different prices to every customer but to allow customers to self-select into different price
    points for the producer to increase profit.

    Third degree price discrimination alters prices based on demographics or other group characteristics. This is
    the category of price discrimination with student or military discounts or movie theaters changing prices by
    time of day.

    Firms can use a variety of ways to identify customers based on their elasticity. Take airline tickets, for
    example. There are certain days of the week to travel when ticket prices are lower, and people can often get
    tickets at a lower price if they purchase their tickets a few weeks in advance. Why? Because airlines are
    attempting to separate the elastic buyers (vacation travelers) from the inelastic buyers (business travelers).
    Who likely plans a trip at least a few weeks in advance? Vacation travelers. Who is more likely to need a

    ECO 6301, Economics for Managers 3

    UNIT x STUDY GUIDE
    Title

    ticket on short notice? Business travelers. Who is unlikely to travel over a weekend? Business travelers. Who
    can afford to pay more for their ticket? Business travelers.

    Firms can also sell different versions of a product. Consumers with a high value for a product will likely need
    all of the bells and whistles of the product, but consumers with a low value for a product might only need the
    basic. That is why you might see a “pro” version of software or a “student” or “home” version. Sometimes,
    businesses can separate high use customers, such as printers and ink or razors and razor blades. The cost to
    buy the printer or the razor might be low, but to continue using the product requires ink or razor blades and
    those are sold at a higher markup.

    Firms can also use bundling to extract extra revenue. This strategy led to the value meals at McDonald’s or
    computers with preloaded software. Bundling increases the value of the base product, allowing producers to
    sell the product for a higher price. Customers might also be more inclined to pay a higher price for an all-
    inclusive deal than to pay small amounts to continually add features or products. A similar approach is taken
    with all-inclusive resorts and wrist bands at fairs. There is comfort in knowing that you can pay one price and
    be done with paying.

    Price discrimination sounds bad, largely because of the word discrimination, but it can be beneficial to society.
    When people hear about price discrimination, they often think of charging higher prices to certain consumers,
    but in many cases, it is about lowering prices (coupons, student discounts, matinees, etc.). Since some
    consumers can pay a lower price, that brings them into the market and allows them to benefit from the
    exchange. When looking at value to society, economists generally look at the total amount of exchange that
    occurs. How much the consumer benefits and how much the producer benefits are certainly interesting, but
    ultimately it is the amount of exchange that occurs. With price discrimination, the amount of exchange
    certainly increases, though it does come with more benefit going to producers and less going to consumers.

    Just because producers benefit at the expense of consumers does not mean consumers cannot benefit from
    price discrimination. Take Uber’s surge pricing, for example. Surge pricing is a type of price discrimination.
    People who are going to use an Uber on a busy night, such as Friday or Saturday night are going to pay more
    for an Uber. However, by charging more, Uber also attracts more Uber drivers to work on those busy nights.
    Without these additional drivers, Uber customers looking for an Uber on Friday or Saturday night would likely
    have long waits for an Uber or may not be able to get an Uber at all.

    Similarly, hotels charging higher prices during conferences, sporting events, and even natural disasters
    discourages demand and encourages consumers to be efficient in their consumption. By encouraging efficient
    consumption, there will be more rooms available for other people. Without the higher prices, more people
    would be left out. Certainly, this all works to the benefit of the producers, but it also works to the benefit of the
    consumer, and that is an important feature of price discrimination that should not be overlooked. It is another
    benefit of a free market system. Even if producers are acting in their own best interest, the benefits of those
    self-interested actions help other people.

    Reference

    Porter, P. K., & Thomas, C. R. (2010). Public subsidies and the location and pricing of sports. Southern

    Economic Journal, 76(3), 693–710.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=47776241&site=ehost-live&scope=site

    **## EconomicsforManagersECO6301UnitVDiscussionBoard.docx**

    2

    Economics for Managers ECO 6301

    **Unit V DB**

    Identify a real-world example of price discrimination (preferably not one from the unit lesson), and explain which type of price discrimination it is. Next, using the good from your chosen price discrimination as an example, illustrate how the good fits the criteria necessary for successful price discrimination. Finally, discuss how the price discrimination example leads to an increase in total benefit to society. Have you ever paid a higher price for something than somebody else did? Ever pay a lower price? How did those experiences make you feel?

    Should be at least 300 words in length.

    Should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    **## UnitVStudyGuide.pdf**

    ECO 6301, Economics for Managers 1

    Course Learning Outcomes for Unit V

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

    3. Analyze how price and output influence profit maximization under different market structures.
    3.2 Explain how market power affects different types of pricing strategies.

    4. Evaluate strategic pricing decisions.

    4.1 Explain the conditions necessary to price discriminate.

    Required Unit Resources

    Chapter 12: More Realistic and Complex Pricing (ULO 3.2)

    Chapter 13: Direct Price Discrimination (ULO 4.1)

    Chapter 14: Indirect Price Discrimination (ULO 4.1)

    Article: Public Subsidies and the Location and Pricing of Sports
    This article discusses sports subsidies and pricing by analyzing how sports teams make decisions.

    Unit Lesson

    Lesson: Pricing and Greater Profit (ULOs 3.2, 4.1)
    This lesson introduces you to the topics covered in this unit.

    Firms have to answer two important questions: How much of their product should they produce, and how
    much should they charge for their product? The two are certainly linked, but the pricing decision is generally
    more complicated and drives the production decision. In basic economics, price is determined by the
    intersection of supply and demand, with price (P) determined on output determined by marginal revenue (MR)
    equals marginal cost (MC). A pricing strategy given earlier in the course is to set price such that the following
    equation holds:

    In practice, however, pricing strategies often deviate from this standard theory. Sometimes, for example, firms
    have multiple products and this affects their pricing strategies. A firm might want to lower prices to sell more
    of a product, but if the increase in sales in one product simply comes from “stealing” sales from another of
    their products, then this is not really a net gain to the company. Also, owning more brands in a market gives
    the firm more market power, which means raising prices is more profitable. A potential problem with raising
    prices based on newfound market power is that it could attract the attention of the Antitrust Division of the
    Justice Department.

    The question is what to do strategically. A profit improving approach would be to raise the price on whichever
    product has a lower profit margin. With the lower margin product now being relatively more expensive,
    consumers will be more likely to purchase the higher profit margin.

    The preceding strategy is based on the goods being substitutes. If a single producer yields two products that
    are complements, then the profit maximizing action is to reduce the price on both products. By reducing the

    UNIT V STUDY GUIDE
    Pricing and Greater Profit

    ECO 6301, Economics for Managers 2

    UNIT x STUDY GUIDE
    Title

    price, the producer increases quantity demanded for one good, but as a result, increases demand for the
    other good. Increasing sales of both products increases total profit.

    Another pricing situation of interest is when producers have fixed capacity (think a cruise ship or concert). In
    these cases, lowering prices to sell more product does not necessarily work because there might not be the
    ability to provide more product. The result might be a situation where MR > MC, contrary to the standard profit
    maximizing rule that MR = MC.

    Promotional pricing is another instance where firms might deviate from the standard pricing rule. Advertising
    can serve two broad goals: promote based on price or promote based on quality. The type of advertising will
    determine the appropriate price strategy. If the advertising focuses on promoting products based on price,
    demand will become more elastic, so lowering price makes sense. If the advertising focuses on promoting
    product quality, the demand will become more inelastic so raising price makes sense. This second point is
    important because price can often convey information about product quality. Promoting product quality and
    lowering price can send conflicting messages to consumers.

    Following in a similar vein of consumers inferring information about a product based on price, consumers
    sometimes have price expectations. Managing price expectations is why businesses will sometimes set a
    “suggested retail price” and then give the price of the product they are selling. The goal is to set a high price
    in the customer’s mind so that they will be happy about the lower price. You might also see producers set a
    low price but end up selling at a higher price or generating revenue some other way. Musicians might set low
    concert prices but then hold back tickets to sell themselves on the secondary market. Sports teams might set
    low prices to build up a fan base but then leverage that popularity to receive government subsidies for
    stadiums. If you would like to learn more about sports subsidies and pricing, you can read the article “Public
    Subsidies and the Location and Pricing of Sports” by Porter and Thomas.

    Price Discrimination

    Up until now, the assumption has been that firms can only charge one price to all of their customers, but
    sometimes firms can charge different prices to different customers. This is called price discrimination.
    Examples of price discrimination are matinee ticket prices for movies and discounts for seniors and military
    members.

    Several criteria must be met for firms to successfully price discriminate. There must be consumers with
    different elasticities, that is different price sensitivity, and firms must be able to identify those different
    customers (consumers with more inelastic demands pay higher prices). As part of that identification, they
    must be able to implement different prices for those customers. Finally, firms must be able to prevent resale.
    If consumers who can buy at low prices are able to turn around and sell to the consumers willing to pay a high
    price, then firms lose their ability to sell to the high price consumers.

    Price discrimination comes in three different categories. First-degree price discrimination, also called perfect
    price discrimination, is when firms are able to charge each consumer their maximum willingness to pay. Car
    sales that involve negotiation are an attempt at first-degree price discrimination. Data mining is a growing tool
    to help firms toward first-degree price discrimination.

    Second-degree price discrimination involves things like volume discounts or frequent customer cards. The
    idea is not to charge different prices to every customer but to allow customers to self-select into different price
    points for the producer to increase profit.

    Third degree price discrimination alters prices based on demographics or other group characteristics. This is
    the category of price discrimination with student or military discounts or movie theaters changing prices by
    time of day.

    Firms can use a variety of ways to identify customers based on their elasticity. Take airline tickets, for
    example. There are certain days of the week to travel when ticket prices are lower, and people can often get
    tickets at a lower price if they purchase their tickets a few weeks in advance. Why? Because airlines are
    attempting to separate the elastic buyers (vacation travelers) from the inelastic buyers (business travelers).
    Who likely plans a trip at least a few weeks in advance? Vacation travelers. Who is more likely to need a

    ECO 6301, Economics for Managers 3

    UNIT x STUDY GUIDE
    Title

    ticket on short notice? Business travelers. Who is unlikely to travel over a weekend? Business travelers. Who
    can afford to pay more for their ticket? Business travelers.

    Firms can also sell different versions of a product. Consumers with a high value for a product will likely need
    all of the bells and whistles of the product, but consumers with a low value for a product might only need the
    basic. That is why you might see a “pro” version of software or a “student” or “home” version. Sometimes,
    businesses can separate high use customers, such as printers and ink or razors and razor blades. The cost to
    buy the printer or the razor might be low, but to continue using the product requires ink or razor blades and
    those are sold at a higher markup.

    Firms can also use bundling to extract extra revenue. This strategy led to the value meals at McDonald’s or
    computers with preloaded software. Bundling increases the value of the base product, allowing producers to
    sell the product for a higher price. Customers might also be more inclined to pay a higher price for an all-
    inclusive deal than to pay small amounts to continually add features or products. A similar approach is taken
    with all-inclusive resorts and wrist bands at fairs. There is comfort in knowing that you can pay one price and
    be done with paying.

    Price discrimination sounds bad, largely because of the word discrimination, but it can be beneficial to society.
    When people hear about price discrimination, they often think of charging higher prices to certain consumers,
    but in many cases, it is about lowering prices (coupons, student discounts, matinees, etc.). Since some
    consumers can pay a lower price, that brings them into the market and allows them to benefit from the
    exchange. When looking at value to society, economists generally look at the total amount of exchange that
    occurs. How much the consumer benefits and how much the producer benefits are certainly interesting, but
    ultimately it is the amount of exchange that occurs. With price discrimination, the amount of exchange
    certainly increases, though it does come with more benefit going to producers and less going to consumers.

    Just because producers benefit at the expense of consumers does not mean consumers cannot benefit from
    price discrimination. Take Uber’s surge pricing, for example. Surge pricing is a type of price discrimination.
    People who are going to use an Uber on a busy night, such as Friday or Saturday night are going to pay more
    for an Uber. However, by charging more, Uber also attracts more Uber drivers to work on those busy nights.
    Without these additional drivers, Uber customers looking for an Uber on Friday or Saturday night would likely
    have long waits for an Uber or may not be able to get an Uber at all.

    Similarly, hotels charging higher prices during conferences, sporting events, and even natural disasters
    discourages demand and encourages consumers to be efficient in their consumption. By encouraging efficient
    consumption, there will be more rooms available for other people. Without the higher prices, more people
    would be left out. Certainly, this all works to the benefit of the producers, but it also works to the benefit of the
    consumer, and that is an important feature of price discrimination that should not be overlooked. It is another
    benefit of a free market system. Even if producers are acting in their own best interest, the benefits of those
    self-interested actions help other people.

    Reference

    Porter, P. K., & Thomas, C. R. (2010). Public subsidies and the location and pricing of sports. Southern

    Economic Journal, 76(3), 693–710.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=47776241&site=ehost-live&scope=site

    **## EconomicsforManagersECO6301UnitVDiscussionBoard.docx**

    2

    Economics for Managers ECO 6301

    **Unit V DB**

    Identify a real-world example of price discrimination (preferably not one from the unit lesson), and explain which type of price discrimination it is. Next, using the good from your chosen price discrimination as an example, illustrate how the good fits the criteria necessary for successful price discrimination. Finally, discuss how the price discrimination example leads to an increase in total benefit to society. Have you ever paid a higher price for something than somebody else did? Ever pay a lower price? How did those experiences make you feel?

    Should be at least 300 words in length.

    Should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    **## UnitVStudyGuide.pdf**

    ECO 6301, Economics for Managers 1

    Course Learning Outcomes for Unit V

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

    3. Analyze how price and output influence profit maximization under different market structures.
    3.2 Explain how market power affects different types of pricing strategies.

    4. Evaluate strategic pricing decisions.

    4.1 Explain the conditions necessary to price discriminate.

    Required Unit Resources

    Chapter 12: More Realistic and Complex Pricing (ULO 3.2)

    Chapter 13: Direct Price Discrimination (ULO 4.1)

    Chapter 14: Indirect Price Discrimination (ULO 4.1)

    Article: Public Subsidies and the Location and Pricing of Sports
    This article discusses sports subsidies and pricing by analyzing how sports teams make decisions.

    Unit Lesson

    Lesson: Pricing and Greater Profit (ULOs 3.2, 4.1)
    This lesson introduces you to the topics covered in this unit.

    Firms have to answer two important questions: How much of their product should they produce, and how
    much should they charge for their product? The two are certainly linked, but the pricing decision is generally
    more complicated and drives the production decision. In basic economics, price is determined by the
    intersection of supply and demand, with price (P) determined on output determined by marginal revenue (MR)
    equals marginal cost (MC). A pricing strategy given earlier in the course is to set price such that the following
    equation holds:

    In practice, however, pricing strategies often deviate from this standard theory. Sometimes, for example, firms
    have multiple products and this affects their pricing strategies. A firm might want to lower prices to sell more
    of a product, but if the increase in sales in one product simply comes from “stealing” sales from another of
    their products, then this is not really a net gain to the company. Also, owning more brands in a market gives
    the firm more market power, which means raising prices is more profitable. A potential problem with raising
    prices based on newfound market power is that it could attract the attention of the Antitrust Division of the
    Justice Department.

    The question is what to do strategically. A profit improving approach would be to raise the price on whichever
    product has a lower profit margin. With the lower margin product now being relatively more expensive,
    consumers will be more likely to purchase the higher profit margin.

    The preceding strategy is based on the goods being substitutes. If a single producer yields two products that
    are complements, then the profit maximizing action is to reduce the price on both products. By reducing the

    UNIT V STUDY GUIDE
    Pricing and Greater Profit

    ECO 6301, Economics for Managers 2

    UNIT x STUDY GUIDE
    Title

    price, the producer increases quantity demanded for one good, but as a result, increases demand for the
    other good. Increasing sales of both products increases total profit.

    Another pricing situation of interest is when producers have fixed capacity (think a cruise ship or concert). In
    these cases, lowering prices to sell more product does not necessarily work because there might not be the
    ability to provide more product. The result might be a situation where MR > MC, contrary to the standard profit
    maximizing rule that MR = MC.

    Promotional pricing is another instance where firms might deviate from the standard pricing rule. Advertising
    can serve two broad goals: promote based on price or promote based on quality. The type of advertising will
    determine the appropriate price strategy. If the advertising focuses on promoting products based on price,
    demand will become more elastic, so lowering price makes sense. If the advertising focuses on promoting
    product quality, the demand will become more inelastic so raising price makes sense. This second point is
    important because price can often convey information about product quality. Promoting product quality and
    lowering price can send conflicting messages to consumers.

    Following in a similar vein of consumers inferring information about a product based on price, consumers
    sometimes have price expectations. Managing price expectations is why businesses will sometimes set a
    “suggested retail price” and then give the price of the product they are selling. The goal is to set a high price
    in the customer’s mind so that they will be happy about the lower price. You might also see producers set a
    low price but end up selling at a higher price or generating revenue some other way. Musicians might set low
    concert prices but then hold back tickets to sell themselves on the secondary market. Sports teams might set
    low prices to build up a fan base but then leverage that popularity to receive government subsidies for
    stadiums. If you would like to learn more about sports subsidies and pricing, you can read the article “Public
    Subsidies and the Location and Pricing of Sports” by Porter and Thomas.

    Price Discrimination

    Up until now, the assumption has been that firms can only charge one price to all of their customers, but
    sometimes firms can charge different prices to different customers. This is called price discrimination.
    Examples of price discrimination are matinee ticket prices for movies and discounts for seniors and military
    members.

    Several criteria must be met for firms to successfully price discriminate. There must be consumers with
    different elasticities, that is different price sensitivity, and firms must be able to identify those different
    customers (consumers with more inelastic demands pay higher prices). As part of that identification, they
    must be able to implement different prices for those customers. Finally, firms must be able to prevent resale.
    If consumers who can buy at low prices are able to turn around and sell to the consumers willing to pay a high
    price, then firms lose their ability to sell to the high price consumers.

    Price discrimination comes in three different categories. First-degree price discrimination, also called perfect
    price discrimination, is when firms are able to charge each consumer their maximum willingness to pay. Car
    sales that involve negotiation are an attempt at first-degree price discrimination. Data mining is a growing tool
    to help firms toward first-degree price discrimination.

    Second-degree price discrimination involves things like volume discounts or frequent customer cards. The
    idea is not to charge different prices to every customer but to allow customers to self-select into different price
    points for the producer to increase profit.

    Third degree price discrimination alters prices based on demographics or other group characteristics. This is
    the category of price discrimination with student or military discounts or movie theaters changing prices by
    time of day.

    Firms can use a variety of ways to identify customers based on their elasticity. Take airline tickets, for
    example. There are certain days of the week to travel when ticket prices are lower, and people can often get
    tickets at a lower price if they purchase their tickets a few weeks in advance. Why? Because airlines are
    attempting to separate the elastic buyers (vacation travelers) from the inelastic buyers (business travelers).
    Who likely plans a trip at least a few weeks in advance? Vacation travelers. Who is more likely to need a

    ECO 6301, Economics for Managers 3

    UNIT x STUDY GUIDE
    Title

    ticket on short notice? Business travelers. Who is unlikely to travel over a weekend? Business travelers. Who
    can afford to pay more for their ticket? Business travelers.

    Firms can also sell different versions of a product. Consumers with a high value for a product will likely need
    all of the bells and whistles of the product, but consumers with a low value for a product might only need the
    basic. That is why you might see a “pro” version of software or a “student” or “home” version. Sometimes,
    businesses can separate high use customers, such as printers and ink or razors and razor blades. The cost to
    buy the printer or the razor might be low, but to continue using the product requires ink or razor blades and
    those are sold at a higher markup.

    Firms can also use bundling to extract extra revenue. This strategy led to the value meals at McDonald’s or
    computers with preloaded software. Bundling increases the value of the base product, allowing producers to
    sell the product for a higher price. Customers might also be more inclined to pay a higher price for an all-
    inclusive deal than to pay small amounts to continually add features or products. A similar approach is taken
    with all-inclusive resorts and wrist bands at fairs. There is comfort in knowing that you can pay one price and
    be done with paying.

    Price discrimination sounds bad, largely because of the word discrimination, but it can be beneficial to society.
    When people hear about price discrimination, they often think of charging higher prices to certain consumers,
    but in many cases, it is about lowering prices (coupons, student discounts, matinees, etc.). Since some
    consumers can pay a lower price, that brings them into the market and allows them to benefit from the
    exchange. When looking at value to society, economists generally look at the total amount of exchange that
    occurs. How much the consumer benefits and how much the producer benefits are certainly interesting, but
    ultimately it is the amount of exchange that occurs. With price discrimination, the amount of exchange
    certainly increases, though it does come with more benefit going to producers and less going to consumers.

    Just because producers benefit at the expense of consumers does not mean consumers cannot benefit from
    price discrimination. Take Uber’s surge pricing, for example. Surge pricing is a type of price discrimination.
    People who are going to use an Uber on a busy night, such as Friday or Saturday night are going to pay more
    for an Uber. However, by charging more, Uber also attracts more Uber drivers to work on those busy nights.
    Without these additional drivers, Uber customers looking for an Uber on Friday or Saturday night would likely
    have long waits for an Uber or may not be able to get an Uber at all.

    Similarly, hotels charging higher prices during conferences, sporting events, and even natural disasters
    discourages demand and encourages consumers to be efficient in their consumption. By encouraging efficient
    consumption, there will be more rooms available for other people. Without the higher prices, more people
    would be left out. Certainly, this all works to the benefit of the producers, but it also works to the benefit of the
    consumer, and that is an important feature of price discrimination that should not be overlooked. It is another
    benefit of a free market system. Even if producers are acting in their own best interest, the benefits of those
    self-interested actions help other people.

    Reference

    Porter, P. K., & Thomas, C. R. (2010). Public subsidies and the location and pricing of sports. Southern

    Economic Journal, 76(3), 693–710.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=47776241&site=ehost-live&scope=site

    – 1
    – 2

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    – ## HumanManagementResourceMethodsHRM6301UnitVDB.docx – ## UnitVStudyGuide.pdf **## HumanManagementResourceMethodsHRM6301UnitVDB.docx** 2 Human Resources Management Methods HRM 6301 Unit V DB Besides feedback during an evaluation, what other measures can you employ to facilitate employee improvemen…

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    – ## HumanManagementResourceMethodsHRM6301UnitVDB.docx

    – ## UnitVStudyGuide.pdf

    **## HumanManagementResourceMethodsHRM6301UnitVDB.docx**

    2

    Human Resources Management Methods HRM 6301

    Unit V DB

    Besides feedback during an evaluation, what other measures can you employ to facilitate employee improvement when there are noted deficiencies? Offer three options, and explain which you feel would work best, and explain why.

    Initial post to be a minimum of 500 words and at least one supporting reference.

    **## UnitVStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit V

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

    2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
    2.1 Consider the role of equal employment opportunity laws in the performance evaluation process.

    5. Evaluate performance-based review processes.

    5.1 Explore effective employer strategies to mitigate or resolve unmet employee performance
    expectations.

    5.2 Determine an effective process to evaluate employees that includes feedback on performance
    issues and an appropriate evaluation tool.

    Required Unit Resources

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

    The videos, articles, and webpages below offer valuable information on the role of equal opportunity
    employment laws in the employee performance evaluation process. Additionally, they offer insight on
    employer strategies to affect employee performance expectations and offer feedback on performance issues.

    In the following videos, transcripts and closed captioning are available once you access the videos.

    Gregg Learning. (2017, January 14). HR basics: Performance management [Video]. Cielo24.

    https://c24.page/4udsdbnm4jz3fzhjj6v8m8j3ek

    HR360Inc. (2016, February 15). Tips for having difficult conversations with employees [Video]. Cielo24.

    https://c24.page/5b7k89ckpre5wjh39uc8hcxdk2

    Read the following articles and webpage.

    Andersen, S. C., & Hjortskov, M. (2016). Cognitive biases in performance evaluations. Journal of Public

    Administration Research and Theory, 26(4), 647–662.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=118092397&site=ehost-live&scope=site

    Javitch, D. (2006). Appraising employee performance. Management Services, 50(3), 19–20.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=23508243&site=ehost-live&scope=site

    Meinert, D. (2015, April). Reinventing reviews. HR Magazine, 60(3), 36–40, 42. https://search-proquest-

    com.libraryresources.columbiasouthern.edu/docview/1670108793?accountid=33337

    Roberts, G. E. (2002). Employee performance appraisal system participation: A technique that works. Public

    Personnel Management, 31(3), 333–342.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=8737701&site=ehost-live&scope=site

    UNIT V STUDY GUIDE
    Evaluating Employee Performance

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    Segal, J. A. (2009, February). A warning about warnings. HR Magazine, 54(2), 67–70. https://search-
    proquest-
    com.libraryresources.columbiasouthern.edu/docview/205029010/CD0CAF798C4044FCPQ/7?accoun
    tid=33337

    U.S. Equal Employment Opportunity Commission. (n.d.). Making an employment decision?

    https://www.eeoc.gov/employers/small-business/making-employment-decision

    Unit Lesson

    You asked to see documentation from any meetings where performance was discussed, and the supervisor
    said that documentation is only completed once a year (on each employee’s hiring anniversary). No other
    documentation is required until then unless there are issues and an employee is put on a performance
    improvement plan. You were not satisfied with this response, so you talked to the chief executive officer
    (CEO). Guess what? Now you need to research and evaluate the performance management process to see
    how it can be improved. You start by evaluating the importance of performance evaluations.

    Importance of Performance Evaluations

    Haigh (2018) posits that performance evaluations involve a process that uses set standards to evaluate
    employee performance over a specified time frame. Performance evaluations serve to benefit the employee,
    the supervisor, the organization as a whole, and even the organization’s stakeholders. The performance
    evaluation is very important, as this is the time when employees get formal feedback about their performance,
    and the evaluation often sets the stage to determine pay increases, bonuses, incentives, and promotional
    opportunities. Evaluations may be used to discuss career planning and to identify opportunities for an
    employee’s future growth and development.

    If there are performance concerns, disciplinary action may be taken, which may include termination. From an
    employee’s perspective, when there is a process that is managed correctly, the employee will be more
    motivated and inspired to do his or her job.

    Performance Management

    As the human resources (HR) director, you understand that performance management focuses on the
    connectedness between monitoring employee performance and developing processes to improve employee
    performance so organizational objectives can be met. The first thing to remember is employee performance
    should be evaluated. Yes, this may be time consuming, but employees should understand what is expected of
    them as well as understand how their strengths and weaknesses are being perceived and contributing to their
    performance. Expectations for future job performance as well as any changes related to job responsibilities
    should be discussed so that the employee is clear on what is required of him or her.

    Should you focus on an annual evaluation process, or should you focus on an evaluation process that
    provides ongoing, real-time feedback? Is there a way to do both? Many companies still use the annual
    struggle to remember the details and facts. Annual evaluations focus more on past behaviors while ongoing
    evaluations focus on what is currently relevant through real-time reviews (Haigh, 2018). Real-time evaluations

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    are motivating, more effective, and can positively impact an employee’s focus. They also can keep the
    employee apprised of how he or she is progressing so that there are no surprises during the annual
    evaluation. Bolden-Barrett (2018) found that performance reviews are becoming shorter and more frequent as
    they provide a more forward-thinking perspective. If there is an issue, you are not waiting to address it in an
    annual review. You are addressing it when it happens, and then you will monitor the employee’s progress in
    resolving issues. This benefits both the employee and the organization.

    According to the U.S. Equal Employment Opportunity Commission (EEOC, n.d.), helping supervisors
    understand their role and responsibilities can prevent lawsuits. The importance of applying consistent
    performance expectations cannot be understated, as you do not want to put the organization in a position of
    having potential legal problems arise from unfair treatment. Performance evaluations must be based on job
    responsibilities, and if responsibilities change, this should be clearly documented and shared with employees.
    When employees are wrongfully terminated or there is a harassment lawsuit, Guerin (n.d.) supports the
    importance of evaluating employee performance without bias or retaliation. When bias or retaliation are found,
    there could be severe legal ramifications for the organization. As an example, Haigh (2018) shared a Silicon
    study of 250 performance reviews. The study found that three-quarters of the women were criticized for their
    personalities while men were praised for their aggressive behavior. Performance evaluations should be
    consistent and without bias.

    Developing a Performance Evaluations Process and a Performance Evaluation Instrument

    After you have determined the frequency of the evaluations, the next thing you will do is to review the specific
    job description. Evaluations are job-based, not peer-based, which means that you must evaluate based on
    the employee’s performance of the job requirements vs. how he or she is doing compared to his or her peers.

    What are the knowledge, skills, and abilities (KSAs) that are documented and required to fulfil the job
    expectations? For example, if you were evaluating a director of safety, you may evaluate his or her
    contribution to accident prevention or occupational safety and health (OSH) compliance. Also, you must
    consider what competencies are required for the position. Competencies can include communication skills,
    teamwork, decision-making, multitasking, and ethical behavior.

    In determining the type of performance evaluation instrument to utilize, you need to develop and/or select one
    that is easy to use, is relevant, and is based on the employee’s job responsibilities. There are many choices,
    some of which are listed below.

    • Graphic rating scales: Evaluate performance based on characteristics on a continuum of low to high.
    • Behavior rating scales (BARS): Evaluate performance based on job behavior on a scale of

    performance.
    • Ranking: List employees, and rate them from lowest to highest based on performance.
    • Forced distribution: Rate performance based on a bell-shaped curve.
    • Narrative evaluations: Provide a written evaluation that is descriptive.
    • Management by objective: Managers and the employees develop performance goals together.

    When developing rating scales, the standards are typically expressed numerically (e.g., one to five, with five
    being the highest level of performance). Other numerical ratings may be used, but they should be consistent
    across the organization. Do not use a one-to-five scale in one department and a one-to-10 scale in another.
    Standards can also be expressed as a description, such as exceeds expectations, meets expectations, and
    does not meet expectations. Regardless of the scale used, descriptions and feedback should be provided in
    each area. A rating of five given by one supervisor may mean something different than a five given by another
    supervisor. Employees sometimes may have more than one supervisor; therefore, it is prudent to offer
    training to management and supervisors on the expectations of the performance evaluation process; this way,
    everyone is on the same page and evaluating consistently.

    Methods to Evaluate Employee Performance

    It is not uncommon for the lowest-level supervisor to evaluate an employee. Supervisors provide an
    assessment of the quality of the work being performed, as they may be the ones more familiar with an
    employee’s work. Root (2019) identified several methods, in addition to the traditional supervisor evaluation,
    that can be used during performance evaluations. These include evaluations by coworkers and 360-degree

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    evaluations. Such evaluations can have an advantage as the employee is provided with feedback from
    different stakeholders. Employees may also have the opportunity to evaluate their supervisors. Vranjes (2016)
    reported that it is also very helpful to have employees evaluate themselves; this way, the employee’s
    perspective about his or her performance is shared with the supervisor who plays an important role as an
    evaluator in the process.

    The Evaluator

    Vranjes (2016) discusses the importance of selecting the person who will review the employee. The evaluator
    should be objective and professional at all times. Evaluators should be trained as to how to conduct a
    performance evaluation meeting, what should or should not be said, and the importance of consistency
    across all evaluations. The evaluator should, whenever possible, be a direct supervisor and someone who
    understands and is familiar with the employee’s performance. The evaluator should not be a friend or a
    relative and should not be someone with a history of demonstrating bias or unfair practices. If the employee
    has ever filed a complaint or grievance against his or her supervisor or member of management, it is wise for
    another leader to be present or to conduct that employee’s evaluation. This protects both the employee and
    the organization.

    Potential Evaluator Bias

    The goal is to have an evaluation process that is consistent, fair, and unbiased. Even though best efforts can
    be made to keep the evaluation objective, it is not always possible. Knowing about the types of biases will
    allow you to develop training and development to address this.

    Recency effect: Consider the following scenario: An employee missed a deadline 2 weeks before the due
    date, which had an impact on customers. Previous to that, no deadlines had been missed. When evaluating
    the employee, the evaluator gave the employee a low score in this category because of this one incident. The
    supervisor only focused on this deadline and not others. This is an example of the recency effect.

    Pattern errors: Central tendency is a pattern exhibited by an evaluator who rates all of his or her direct
    reports as average. A strictness error is a pattern when everyone is rated on the low end of the rating scale
    (e.g., on a rating scale of one to five, all employees received all ones or twos). On the other end of the
    spectrum, you have what is called leniency error, which is where all employees receive all fives.

    Rater bias: If employees in a certain generation are rated as unreliable, then this is an example of rater bias.
    Allowing values or biases in the evaluation process is a problem. Kaplan et al. (2018) found that when the
    supervisor/evaluator exhibited rater bias, there was the increased risk for conflict between the supervisor and
    the employee. There could also be conflict and dysfunctional behavior when there are differences between a
    supervisor’s evaluation and the employee’s self-evaluation. However, it is important to note that these
    differences may not always lead to conflict.

    Halo and horn effect: If you have an employee who never misses work, is your go-to person, and is always
    willing to work extra hours, you might tend to overlook some minor performance issues. This is the halo effect,
    which is when one positive performance standard becomes the focus and primary influence on the evaluation.
    The horn effect is the opposite; this would be when an employee has a negative issue or habit (e.g., always
    late coming back from lunch, poor communication or interaction with coworkers), and the overall direction or
    tone of the evaluation is influenced and impacted as a result.

    Contrast error: Let’s say there are two different employees, and the supervisor compares and contrasts their
    performance when developing the evaluation for one of them. The evaluation and the feedback should be
    based on performance expectations and not what other employees do or do not do. This is contrast error
    bias, and it should be avoided.

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    Conducting the Evaluation

    A performance evaluation discussion should be scheduled well in advance for planning purposes and should
    allow adequate time so as not to rush through the discussion. Meeting over lunch while talking between bites
    or while walking to the parking lot are never preferable locations for the evaluation meeting. Try at all costs
    not to reschedule or postpone the evaluation, as this can create anxiety on the part of the employee. Ensure
    the evaluation is dated on the date it was actually conducted.

    A meeting should take place in a quiet and private location that allows the evaluator and employee to have an
    uninterrupted conversation. It is often helpful to suggest phones be muted and to offer a beverage to help put
    the employee at ease. Keep a pen and notepad available to take any notes needed (e.g., follow-up
    discussion, questions). The location should ideally be out of view of other employees. If possible, try to sit at a
    table as opposed to across the desk from the employee. This will often encourage more open conversation.
    Consider having another member of management (within that person’s chain of command) also attend the
    evaluation. Sometimes, having a witness present may be necessary (e.g., in the case of a negative review).
    Also, if an evaluation is between a supervisor and employee of the opposite sex, there may be circumstances
    in which you might consider having a person of the same sex as the employee in the room.

    Expectations for employee performance improvement should be discussed, as should be any warnings about
    further action that might occur if improvement is not gained. Having difficult conversations is never easy.
    Examples of performance shortcomings should be provided for any negative. More importantly, provide
    coaching, and suggest goals or remediation that the employee can use to improve his or her performance.

    Discussions during the meeting should not be one-sided. The employee should have the opportunity to
    provide feedback during the evaluation and on the evaluation form. It is important that the employee and the
    supervisor sign and date the evaluation form. If the employee refuses to do so, this should be clearly
    documented. Once the evaluation is complete, a copy should be provided to the employee, and the original
    should be placed in the employee’s official personnel file.

    Conclusion

    Now that you understand performance evaluations, your focus will shift in Unit VI to the importance of
    leadership and the impact that leaders have on motivation. As the HR director, you know this is critical since
    you have realized from your experience doing the performance evaluations that true leaders can and should
    inspire employees to reach high levels of performance.

    References

    Bolden-Barrett, V. (2018, December 14). Performance appraisals are getting shorter and more frequent. HR

    Dive. https://www.hrdive.com/news/performance-appraisals-are-getting-shorter-and-more-
    frequent/544287/

    Guerin, L. (n.d.). Avoid legal trouble when giving performance evaluation. Nolo. https://www.nolo.com/legal-

    encyclopedia/avoid-legal-trouble-when-giving-performance-evaluations.html

    Haigh. C. A. (2018, August). Rethinking the annual performance evaluation. Fire Engineering, 171(8), 41–48.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=tsh&AN=131636838&site=ehost-live&scope=site

    Kaplan, S. E., Petersen, M. J., & Samuels, J. A. (2018). Further evidence on negativity bias in performance

    evaluation: When does the evaluator’s perspective matter? Journal of Management Accounting
    Research, 30(1), 169–184.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=130981413&site=eds-live&scope=site

    Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.

    https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Root, G. N., III. (2019, March 8). Methods of performance evaluation. The Houston Chronicle.
    https://smallbusiness.chron.com/methods-performance-evaluation-1869.html

    Vranjes, T. (2016, February 19). Reduce the legal risks of performance reviews. Society for Human Resource

    Management.https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-
    updates/pages/reduce-the-legal-risks-of-performance-reviews.aspx

    **## UnitVStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit V

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

    2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
    2.1 Consider the role of equal employment opportunity laws in the performance evaluation process.

    5. Evaluate performance-based review processes.

    5.1 Explore effective employer strategies to mitigate or resolve unmet employee performance
    expectations.

    5.2 Determine an effective process to evaluate employees that includes feedback on performance
    issues and an appropriate evaluation tool.

    Required Unit Resources

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

    The videos, articles, and webpages below offer valuable information on the role of equal opportunity
    employment laws in the employee performance evaluation process. Additionally, they offer insight on
    employer strategies to affect employee performance expectations and offer feedback on performance issues.

    In the following videos, transcripts and closed captioning are available once you access the videos.

    Gregg Learning. (2017, January 14). HR basics: Performance management [Video]. Cielo24.

    https://c24.page/4udsdbnm4jz3fzhjj6v8m8j3ek

    HR360Inc. (2016, February 15). Tips for having difficult conversations with employees [Video]. Cielo24.

    https://c24.page/5b7k89ckpre5wjh39uc8hcxdk2

    Read the following articles and webpage.

    Andersen, S. C., & Hjortskov, M. (2016). Cognitive biases in performance evaluations. Journal of Public

    Administration Research and Theory, 26(4), 647–662.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=118092397&site=ehost-live&scope=site

    Javitch, D. (2006). Appraising employee performance. Management Services, 50(3), 19–20.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=23508243&site=ehost-live&scope=site

    Meinert, D. (2015, April). Reinventing reviews. HR Magazine, 60(3), 36–40, 42. https://search-proquest-

    com.libraryresources.columbiasouthern.edu/docview/1670108793?accountid=33337

    Roberts, G. E. (2002). Employee performance appraisal system participation: A technique that works. Public

    Personnel Management, 31(3), 333–342.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=8737701&site=ehost-live&scope=site

    UNIT V STUDY GUIDE
    Evaluating Employee Performance

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    Segal, J. A. (2009, February). A warning about warnings. HR Magazine, 54(2), 67–70. https://search-
    proquest-
    com.libraryresources.columbiasouthern.edu/docview/205029010/CD0CAF798C4044FCPQ/7?accoun
    tid=33337

    U.S. Equal Employment Opportunity Commission. (n.d.). Making an employment decision?

    https://www.eeoc.gov/employers/small-business/making-employment-decision

    Unit Lesson

    You asked to see documentation from any meetings where performance was discussed, and the supervisor
    said that documentation is only completed once a year (on each employee’s hiring anniversary). No other
    documentation is required until then unless there are issues and an employee is put on a performance
    improvement plan. You were not satisfied with this response, so you talked to the chief executive officer
    (CEO). Guess what? Now you need to research and evaluate the performance management process to see
    how it can be improved. You start by evaluating the importance of performance evaluations.

    Importance of Performance Evaluations

    Haigh (2018) posits that performance evaluations involve a process that uses set standards to evaluate
    employee performance over a specified time frame. Performance evaluations serve to benefit the employee,
    the supervisor, the organization as a whole, and even the organization’s stakeholders. The performance
    evaluation is very important, as this is the time when employees get formal feedback about their performance,
    and the evaluation often sets the stage to determine pay increases, bonuses, incentives, and promotional
    opportunities. Evaluations may be used to discuss career planning and to identify opportunities for an
    employee’s future growth and development.

    If there are performance concerns, disciplinary action may be taken, which may include termination. From an
    employee’s perspective, when there is a process that is managed correctly, the employee will be more
    motivated and inspired to do his or her job.

    Performance Management

    As the human resources (HR) director, you understand that performance management focuses on the
    connectedness between monitoring employee performance and developing processes to improve employee
    performance so organizational objectives can be met. The first thing to remember is employee performance
    should be evaluated. Yes, this may be time consuming, but employees should understand what is expected of
    them as well as understand how their strengths and weaknesses are being perceived and contributing to their
    performance. Expectations for future job performance as well as any changes related to job responsibilities
    should be discussed so that the employee is clear on what is required of him or her.

    Should you focus on an annual evaluation process, or should you focus on an evaluation process that
    provides ongoing, real-time feedback? Is there a way to do both? Many companies still use the annual
    struggle to remember the details and facts. Annual evaluations focus more on past behaviors while ongoing
    evaluations focus on what is currently relevant through real-time reviews (Haigh, 2018). Real-time evaluations

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    are motivating, more effective, and can positively impact an employee’s focus. They also can keep the
    employee apprised of how he or she is progressing so that there are no surprises during the annual
    evaluation. Bolden-Barrett (2018) found that performance reviews are becoming shorter and more frequent as
    they provide a more forward-thinking perspective. If there is an issue, you are not waiting to address it in an
    annual review. You are addressing it when it happens, and then you will monitor the employee’s progress in
    resolving issues. This benefits both the employee and the organization.

    According to the U.S. Equal Employment Opportunity Commission (EEOC, n.d.), helping supervisors
    understand their role and responsibilities can prevent lawsuits. The importance of applying consistent
    performance expectations cannot be understated, as you do not want to put the organization in a position of
    having potential legal problems arise from unfair treatment. Performance evaluations must be based on job
    responsibilities, and if responsibilities change, this should be clearly documented and shared with employees.
    When employees are wrongfully terminated or there is a harassment lawsuit, Guerin (n.d.) supports the
    importance of evaluating employee performance without bias or retaliation. When bias or retaliation are found,
    there could be severe legal ramifications for the organization. As an example, Haigh (2018) shared a Silicon
    study of 250 performance reviews. The study found that three-quarters of the women were criticized for their
    personalities while men were praised for their aggressive behavior. Performance evaluations should be
    consistent and without bias.

    Developing a Performance Evaluations Process and a Performance Evaluation Instrument

    After you have determined the frequency of the evaluations, the next thing you will do is to review the specific
    job description. Evaluations are job-based, not peer-based, which means that you must evaluate based on
    the employee’s performance of the job requirements vs. how he or she is doing compared to his or her peers.

    What are the knowledge, skills, and abilities (KSAs) that are documented and required to fulfil the job
    expectations? For example, if you were evaluating a director of safety, you may evaluate his or her
    contribution to accident prevention or occupational safety and health (OSH) compliance. Also, you must
    consider what competencies are required for the position. Competencies can include communication skills,
    teamwork, decision-making, multitasking, and ethical behavior.

    In determining the type of performance evaluation instrument to utilize, you need to develop and/or select one
    that is easy to use, is relevant, and is based on the employee’s job responsibilities. There are many choices,
    some of which are listed below.

    • Graphic rating scales: Evaluate performance based on characteristics on a continuum of low to high.
    • Behavior rating scales (BARS): Evaluate performance based on job behavior on a scale of

    performance.
    • Ranking: List employees, and rate them from lowest to highest based on performance.
    • Forced distribution: Rate performance based on a bell-shaped curve.
    • Narrative evaluations: Provide a written evaluation that is descriptive.
    • Management by objective: Managers and the employees develop performance goals together.

    When developing rating scales, the standards are typically expressed numerically (e.g., one to five, with five
    being the highest level of performance). Other numerical ratings may be used, but they should be consistent
    across the organization. Do not use a one-to-five scale in one department and a one-to-10 scale in another.
    Standards can also be expressed as a description, such as exceeds expectations, meets expectations, and
    does not meet expectations. Regardless of the scale used, descriptions and feedback should be provided in
    each area. A rating of five given by one supervisor may mean something different than a five given by another
    supervisor. Employees sometimes may have more than one supervisor; therefore, it is prudent to offer
    training to management and supervisors on the expectations of the performance evaluation process; this way,
    everyone is on the same page and evaluating consistently.

    Methods to Evaluate Employee Performance

    It is not uncommon for the lowest-level supervisor to evaluate an employee. Supervisors provide an
    assessment of the quality of the work being performed, as they may be the ones more familiar with an
    employee’s work. Root (2019) identified several methods, in addition to the traditional supervisor evaluation,
    that can be used during performance evaluations. These include evaluations by coworkers and 360-degree

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    evaluations. Such evaluations can have an advantage as the employee is provided with feedback from
    different stakeholders. Employees may also have the opportunity to evaluate their supervisors. Vranjes (2016)
    reported that it is also very helpful to have employees evaluate themselves; this way, the employee’s
    perspective about his or her performance is shared with the supervisor who plays an important role as an
    evaluator in the process.

    The Evaluator

    Vranjes (2016) discusses the importance of selecting the person who will review the employee. The evaluator
    should be objective and professional at all times. Evaluators should be trained as to how to conduct a
    performance evaluation meeting, what should or should not be said, and the importance of consistency
    across all evaluations. The evaluator should, whenever possible, be a direct supervisor and someone who
    understands and is familiar with the employee’s performance. The evaluator should not be a friend or a
    relative and should not be someone with a history of demonstrating bias or unfair practices. If the employee
    has ever filed a complaint or grievance against his or her supervisor or member of management, it is wise for
    another leader to be present or to conduct that employee’s evaluation. This protects both the employee and
    the organization.

    Potential Evaluator Bias

    The goal is to have an evaluation process that is consistent, fair, and unbiased. Even though best efforts can
    be made to keep the evaluation objective, it is not always possible. Knowing about the types of biases will
    allow you to develop training and development to address this.

    Recency effect: Consider the following scenario: An employee missed a deadline 2 weeks before the due
    date, which had an impact on customers. Previous to that, no deadlines had been missed. When evaluating
    the employee, the evaluator gave the employee a low score in this category because of this one incident. The
    supervisor only focused on this deadline and not others. This is an example of the recency effect.

    Pattern errors: Central tendency is a pattern exhibited by an evaluator who rates all of his or her direct
    reports as average. A strictness error is a pattern when everyone is rated on the low end of the rating scale
    (e.g., on a rating scale of one to five, all employees received all ones or twos). On the other end of the
    spectrum, you have what is called leniency error, which is where all employees receive all fives.

    Rater bias: If employees in a certain generation are rated as unreliable, then this is an example of rater bias.
    Allowing values or biases in the evaluation process is a problem. Kaplan et al. (2018) found that when the
    supervisor/evaluator exhibited rater bias, there was the increased risk for conflict between the supervisor and
    the employee. There could also be conflict and dysfunctional behavior when there are differences between a
    supervisor’s evaluation and the employee’s self-evaluation. However, it is important to note that these
    differences may not always lead to conflict.

    Halo and horn effect: If you have an employee who never misses work, is your go-to person, and is always
    willing to work extra hours, you might tend to overlook some minor performance issues. This is the halo effect,
    which is when one positive performance standard becomes the focus and primary influence on the evaluation.
    The horn effect is the opposite; this would be when an employee has a negative issue or habit (e.g., always
    late coming back from lunch, poor communication or interaction with coworkers), and the overall direction or
    tone of the evaluation is influenced and impacted as a result.

    Contrast error: Let’s say there are two different employees, and the supervisor compares and contrasts their
    performance when developing the evaluation for one of them. The evaluation and the feedback should be
    based on performance expectations and not what other employees do or do not do. This is contrast error
    bias, and it should be avoided.

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    Conducting the Evaluation

    A performance evaluation discussion should be scheduled well in advance for planning purposes and should
    allow adequate time so as not to rush through the discussion. Meeting over lunch while talking between bites
    or while walking to the parking lot are never preferable locations for the evaluation meeting. Try at all costs
    not to reschedule or postpone the evaluation, as this can create anxiety on the part of the employee. Ensure
    the evaluation is dated on the date it was actually conducted.

    A meeting should take place in a quiet and private location that allows the evaluator and employee to have an
    uninterrupted conversation. It is often helpful to suggest phones be muted and to offer a beverage to help put
    the employee at ease. Keep a pen and notepad available to take any notes needed (e.g., follow-up
    discussion, questions). The location should ideally be out of view of other employees. If possible, try to sit at a
    table as opposed to across the desk from the employee. This will often encourage more open conversation.
    Consider having another member of management (within that person’s chain of command) also attend the
    evaluation. Sometimes, having a witness present may be necessary (e.g., in the case of a negative review).
    Also, if an evaluation is between a supervisor and employee of the opposite sex, there may be circumstances
    in which you might consider having a person of the same sex as the employee in the room.

    Expectations for employee performance improvement should be discussed, as should be any warnings about
    further action that might occur if improvement is not gained. Having difficult conversations is never easy.
    Examples of performance shortcomings should be provided for any negative. More importantly, provide
    coaching, and suggest goals or remediation that the employee can use to improve his or her performance.

    Discussions during the meeting should not be one-sided. The employee should have the opportunity to
    provide feedback during the evaluation and on the evaluation form. It is important that the employee and the
    supervisor sign and date the evaluation form. If the employee refuses to do so, this should be clearly
    documented. Once the evaluation is complete, a copy should be provided to the employee, and the original
    should be placed in the employee’s official personnel file.

    Conclusion

    Now that you understand performance evaluations, your focus will shift in Unit VI to the importance of
    leadership and the impact that leaders have on motivation. As the HR director, you know this is critical since
    you have realized from your experience doing the performance evaluations that true leaders can and should
    inspire employees to reach high levels of performance.

    References

    Bolden-Barrett, V. (2018, December 14). Performance appraisals are getting shorter and more frequent. HR

    Dive. https://www.hrdive.com/news/performance-appraisals-are-getting-shorter-and-more-
    frequent/544287/

    Guerin, L. (n.d.). Avoid legal trouble when giving performance evaluation. Nolo. https://www.nolo.com/legal-

    encyclopedia/avoid-legal-trouble-when-giving-performance-evaluations.html

    Haigh. C. A. (2018, August). Rethinking the annual performance evaluation. Fire Engineering, 171(8), 41–48.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=tsh&AN=131636838&site=ehost-live&scope=site

    Kaplan, S. E., Petersen, M. J., & Samuels, J. A. (2018). Further evidence on negativity bias in performance

    evaluation: When does the evaluator’s perspective matter? Journal of Management Accounting
    Research, 30(1), 169–184.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=130981413&site=eds-live&scope=site

    Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.

    https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Root, G. N., III. (2019, March 8). Methods of performance evaluation. The Houston Chronicle.
    https://smallbusiness.chron.com/methods-performance-evaluation-1869.html

    Vranjes, T. (2016, February 19). Reduce the legal risks of performance reviews. Society for Human Resource

    Management.https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-
    updates/pages/reduce-the-legal-risks-of-performance-reviews.aspx

    **## HumanManagementResourceMethodsHRM6301UnitVDB.docx**

    2

    Human Resources Management Methods HRM 6301

    Unit V DB

    Besides feedback during an evaluation, what other measures can you employ to facilitate employee improvement when there are noted deficiencies? Offer three options, and explain which you feel would work best, and explain why.

    Initial post to be a minimum of 500 words and at least one supporting reference.

    **## UnitVStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit V

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

    2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
    2.1 Consider the role of equal employment opportunity laws in the performance evaluation process.

    5. Evaluate performance-based review processes.

    5.1 Explore effective employer strategies to mitigate or resolve unmet employee performance
    expectations.

    5.2 Determine an effective process to evaluate employees that includes feedback on performance
    issues and an appropriate evaluation tool.

    Required Unit Resources

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

    The videos, articles, and webpages below offer valuable information on the role of equal opportunity
    employment laws in the employee performance evaluation process. Additionally, they offer insight on
    employer strategies to affect employee performance expectations and offer feedback on performance issues.

    In the following videos, transcripts and closed captioning are available once you access the videos.

    Gregg Learning. (2017, January 14). HR basics: Performance management [Video]. Cielo24.

    https://c24.page/4udsdbnm4jz3fzhjj6v8m8j3ek

    HR360Inc. (2016, February 15). Tips for having difficult conversations with employees [Video]. Cielo24.

    https://c24.page/5b7k89ckpre5wjh39uc8hcxdk2

    Read the following articles and webpage.

    Andersen, S. C., & Hjortskov, M. (2016). Cognitive biases in performance evaluations. Journal of Public

    Administration Research and Theory, 26(4), 647–662.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=118092397&site=ehost-live&scope=site

    Javitch, D. (2006). Appraising employee performance. Management Services, 50(3), 19–20.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=23508243&site=ehost-live&scope=site

    Meinert, D. (2015, April). Reinventing reviews. HR Magazine, 60(3), 36–40, 42. https://search-proquest-

    com.libraryresources.columbiasouthern.edu/docview/1670108793?accountid=33337

    Roberts, G. E. (2002). Employee performance appraisal system participation: A technique that works. Public

    Personnel Management, 31(3), 333–342.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=8737701&site=ehost-live&scope=site

    UNIT V STUDY GUIDE
    Evaluating Employee Performance

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    Segal, J. A. (2009, February). A warning about warnings. HR Magazine, 54(2), 67–70. https://search-
    proquest-
    com.libraryresources.columbiasouthern.edu/docview/205029010/CD0CAF798C4044FCPQ/7?accoun
    tid=33337

    U.S. Equal Employment Opportunity Commission. (n.d.). Making an employment decision?

    https://www.eeoc.gov/employers/small-business/making-employment-decision

    Unit Lesson

    You asked to see documentation from any meetings where performance was discussed, and the supervisor
    said that documentation is only completed once a year (on each employee’s hiring anniversary). No other
    documentation is required until then unless there are issues and an employee is put on a performance
    improvement plan. You were not satisfied with this response, so you talked to the chief executive officer
    (CEO). Guess what? Now you need to research and evaluate the performance management process to see
    how it can be improved. You start by evaluating the importance of performance evaluations.

    Importance of Performance Evaluations

    Haigh (2018) posits that performance evaluations involve a process that uses set standards to evaluate
    employee performance over a specified time frame. Performance evaluations serve to benefit the employee,
    the supervisor, the organization as a whole, and even the organization’s stakeholders. The performance
    evaluation is very important, as this is the time when employees get formal feedback about their performance,
    and the evaluation often sets the stage to determine pay increases, bonuses, incentives, and promotional
    opportunities. Evaluations may be used to discuss career planning and to identify opportunities for an
    employee’s future growth and development.

    If there are performance concerns, disciplinary action may be taken, which may include termination. From an
    employee’s perspective, when there is a process that is managed correctly, the employee will be more
    motivated and inspired to do his or her job.

    Performance Management

    As the human resources (HR) director, you understand that performance management focuses on the
    connectedness between monitoring employee performance and developing processes to improve employee
    performance so organizational objectives can be met. The first thing to remember is employee performance
    should be evaluated. Yes, this may be time consuming, but employees should understand what is expected of
    them as well as understand how their strengths and weaknesses are being perceived and contributing to their
    performance. Expectations for future job performance as well as any changes related to job responsibilities
    should be discussed so that the employee is clear on what is required of him or her.

    Should you focus on an annual evaluation process, or should you focus on an evaluation process that
    provides ongoing, real-time feedback? Is there a way to do both? Many companies still use the annual
    struggle to remember the details and facts. Annual evaluations focus more on past behaviors while ongoing
    evaluations focus on what is currently relevant through real-time reviews (Haigh, 2018). Real-time evaluations

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    are motivating, more effective, and can positively impact an employee’s focus. They also can keep the
    employee apprised of how he or she is progressing so that there are no surprises during the annual
    evaluation. Bolden-Barrett (2018) found that performance reviews are becoming shorter and more frequent as
    they provide a more forward-thinking perspective. If there is an issue, you are not waiting to address it in an
    annual review. You are addressing it when it happens, and then you will monitor the employee’s progress in
    resolving issues. This benefits both the employee and the organization.

    According to the U.S. Equal Employment Opportunity Commission (EEOC, n.d.), helping supervisors
    understand their role and responsibilities can prevent lawsuits. The importance of applying consistent
    performance expectations cannot be understated, as you do not want to put the organization in a position of
    having potential legal problems arise from unfair treatment. Performance evaluations must be based on job
    responsibilities, and if responsibilities change, this should be clearly documented and shared with employees.
    When employees are wrongfully terminated or there is a harassment lawsuit, Guerin (n.d.) supports the
    importance of evaluating employee performance without bias or retaliation. When bias or retaliation are found,
    there could be severe legal ramifications for the organization. As an example, Haigh (2018) shared a Silicon
    study of 250 performance reviews. The study found that three-quarters of the women were criticized for their
    personalities while men were praised for their aggressive behavior. Performance evaluations should be
    consistent and without bias.

    Developing a Performance Evaluations Process and a Performance Evaluation Instrument

    After you have determined the frequency of the evaluations, the next thing you will do is to review the specific
    job description. Evaluations are job-based, not peer-based, which means that you must evaluate based on
    the employee’s performance of the job requirements vs. how he or she is doing compared to his or her peers.

    What are the knowledge, skills, and abilities (KSAs) that are documented and required to fulfil the job
    expectations? For example, if you were evaluating a director of safety, you may evaluate his or her
    contribution to accident prevention or occupational safety and health (OSH) compliance. Also, you must
    consider what competencies are required for the position. Competencies can include communication skills,
    teamwork, decision-making, multitasking, and ethical behavior.

    In determining the type of performance evaluation instrument to utilize, you need to develop and/or select one
    that is easy to use, is relevant, and is based on the employee’s job responsibilities. There are many choices,
    some of which are listed below.

    • Graphic rating scales: Evaluate performance based on characteristics on a continuum of low to high.
    • Behavior rating scales (BARS): Evaluate performance based on job behavior on a scale of

    performance.
    • Ranking: List employees, and rate them from lowest to highest based on performance.
    • Forced distribution: Rate performance based on a bell-shaped curve.
    • Narrative evaluations: Provide a written evaluation that is descriptive.
    • Management by objective: Managers and the employees develop performance goals together.

    When developing rating scales, the standards are typically expressed numerically (e.g., one to five, with five
    being the highest level of performance). Other numerical ratings may be used, but they should be consistent
    across the organization. Do not use a one-to-five scale in one department and a one-to-10 scale in another.
    Standards can also be expressed as a description, such as exceeds expectations, meets expectations, and
    does not meet expectations. Regardless of the scale used, descriptions and feedback should be provided in
    each area. A rating of five given by one supervisor may mean something different than a five given by another
    supervisor. Employees sometimes may have more than one supervisor; therefore, it is prudent to offer
    training to management and supervisors on the expectations of the performance evaluation process; this way,
    everyone is on the same page and evaluating consistently.

    Methods to Evaluate Employee Performance

    It is not uncommon for the lowest-level supervisor to evaluate an employee. Supervisors provide an
    assessment of the quality of the work being performed, as they may be the ones more familiar with an
    employee’s work. Root (2019) identified several methods, in addition to the traditional supervisor evaluation,
    that can be used during performance evaluations. These include evaluations by coworkers and 360-degree

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    evaluations. Such evaluations can have an advantage as the employee is provided with feedback from
    different stakeholders. Employees may also have the opportunity to evaluate their supervisors. Vranjes (2016)
    reported that it is also very helpful to have employees evaluate themselves; this way, the employee’s
    perspective about his or her performance is shared with the supervisor who plays an important role as an
    evaluator in the process.

    The Evaluator

    Vranjes (2016) discusses the importance of selecting the person who will review the employee. The evaluator
    should be objective and professional at all times. Evaluators should be trained as to how to conduct a
    performance evaluation meeting, what should or should not be said, and the importance of consistency
    across all evaluations. The evaluator should, whenever possible, be a direct supervisor and someone who
    understands and is familiar with the employee’s performance. The evaluator should not be a friend or a
    relative and should not be someone with a history of demonstrating bias or unfair practices. If the employee
    has ever filed a complaint or grievance against his or her supervisor or member of management, it is wise for
    another leader to be present or to conduct that employee’s evaluation. This protects both the employee and
    the organization.

    Potential Evaluator Bias

    The goal is to have an evaluation process that is consistent, fair, and unbiased. Even though best efforts can
    be made to keep the evaluation objective, it is not always possible. Knowing about the types of biases will
    allow you to develop training and development to address this.

    Recency effect: Consider the following scenario: An employee missed a deadline 2 weeks before the due
    date, which had an impact on customers. Previous to that, no deadlines had been missed. When evaluating
    the employee, the evaluator gave the employee a low score in this category because of this one incident. The
    supervisor only focused on this deadline and not others. This is an example of the recency effect.

    Pattern errors: Central tendency is a pattern exhibited by an evaluator who rates all of his or her direct
    reports as average. A strictness error is a pattern when everyone is rated on the low end of the rating scale
    (e.g., on a rating scale of one to five, all employees received all ones or twos). On the other end of the
    spectrum, you have what is called leniency error, which is where all employees receive all fives.

    Rater bias: If employees in a certain generation are rated as unreliable, then this is an example of rater bias.
    Allowing values or biases in the evaluation process is a problem. Kaplan et al. (2018) found that when the
    supervisor/evaluator exhibited rater bias, there was the increased risk for conflict between the supervisor and
    the employee. There could also be conflict and dysfunctional behavior when there are differences between a
    supervisor’s evaluation and the employee’s self-evaluation. However, it is important to note that these
    differences may not always lead to conflict.

    Halo and horn effect: If you have an employee who never misses work, is your go-to person, and is always
    willing to work extra hours, you might tend to overlook some minor performance issues. This is the halo effect,
    which is when one positive performance standard becomes the focus and primary influence on the evaluation.
    The horn effect is the opposite; this would be when an employee has a negative issue or habit (e.g., always
    late coming back from lunch, poor communication or interaction with coworkers), and the overall direction or
    tone of the evaluation is influenced and impacted as a result.

    Contrast error: Let’s say there are two different employees, and the supervisor compares and contrasts their
    performance when developing the evaluation for one of them. The evaluation and the feedback should be
    based on performance expectations and not what other employees do or do not do. This is contrast error
    bias, and it should be avoided.

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    Conducting the Evaluation

    A performance evaluation discussion should be scheduled well in advance for planning purposes and should
    allow adequate time so as not to rush through the discussion. Meeting over lunch while talking between bites
    or while walking to the parking lot are never preferable locations for the evaluation meeting. Try at all costs
    not to reschedule or postpone the evaluation, as this can create anxiety on the part of the employee. Ensure
    the evaluation is dated on the date it was actually conducted.

    A meeting should take place in a quiet and private location that allows the evaluator and employee to have an
    uninterrupted conversation. It is often helpful to suggest phones be muted and to offer a beverage to help put
    the employee at ease. Keep a pen and notepad available to take any notes needed (e.g., follow-up
    discussion, questions). The location should ideally be out of view of other employees. If possible, try to sit at a
    table as opposed to across the desk from the employee. This will often encourage more open conversation.
    Consider having another member of management (within that person’s chain of command) also attend the
    evaluation. Sometimes, having a witness present may be necessary (e.g., in the case of a negative review).
    Also, if an evaluation is between a supervisor and employee of the opposite sex, there may be circumstances
    in which you might consider having a person of the same sex as the employee in the room.

    Expectations for employee performance improvement should be discussed, as should be any warnings about
    further action that might occur if improvement is not gained. Having difficult conversations is never easy.
    Examples of performance shortcomings should be provided for any negative. More importantly, provide
    coaching, and suggest goals or remediation that the employee can use to improve his or her performance.

    Discussions during the meeting should not be one-sided. The employee should have the opportunity to
    provide feedback during the evaluation and on the evaluation form. It is important that the employee and the
    supervisor sign and date the evaluation form. If the employee refuses to do so, this should be clearly
    documented. Once the evaluation is complete, a copy should be provided to the employee, and the original
    should be placed in the employee’s official personnel file.

    Conclusion

    Now that you understand performance evaluations, your focus will shift in Unit VI to the importance of
    leadership and the impact that leaders have on motivation. As the HR director, you know this is critical since
    you have realized from your experience doing the performance evaluations that true leaders can and should
    inspire employees to reach high levels of performance.

    References

    Bolden-Barrett, V. (2018, December 14). Performance appraisals are getting shorter and more frequent. HR

    Dive. https://www.hrdive.com/news/performance-appraisals-are-getting-shorter-and-more-
    frequent/544287/

    Guerin, L. (n.d.). Avoid legal trouble when giving performance evaluation. Nolo. https://www.nolo.com/legal-

    encyclopedia/avoid-legal-trouble-when-giving-performance-evaluations.html

    Haigh. C. A. (2018, August). Rethinking the annual performance evaluation. Fire Engineering, 171(8), 41–48.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=tsh&AN=131636838&site=ehost-live&scope=site

    Kaplan, S. E., Petersen, M. J., & Samuels, J. A. (2018). Further evidence on negativity bias in performance

    evaluation: When does the evaluator’s perspective matter? Journal of Management Accounting
    Research, 30(1), 169–184.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=130981413&site=eds-live&scope=site

    Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.

    https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Root, G. N., III. (2019, March 8). Methods of performance evaluation. The Houston Chronicle.
    https://smallbusiness.chron.com/methods-performance-evaluation-1869.html

    Vranjes, T. (2016, February 19). Reduce the legal risks of performance reviews. Society for Human Resource

    Management.https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-
    updates/pages/reduce-the-legal-risks-of-performance-reviews.aspx

    **## HumanManagementResourceMethodsHRM6301UnitVDB.docx**

    2

    Human Resources Management Methods HRM 6301

    Unit V DB

    Besides feedback during an evaluation, what other measures can you employ to facilitate employee improvement when there are noted deficiencies? Offer three options, and explain which you feel would work best, and explain why.

    Initial post to be a minimum of 500 words and at least one supporting reference.

    **## UnitVStudyGuide.pdf**

    HRM 6301, Human Resource Management Methods 1

    Course Learning Outcomes for Unit V

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

    2. Discuss the impact of employment law on an organization's policy on equal employment opportunity.
    2.1 Consider the role of equal employment opportunity laws in the performance evaluation process.

    5. Evaluate performance-based review processes.

    5.1 Explore effective employer strategies to mitigate or resolve unmet employee performance
    expectations.

    5.2 Determine an effective process to evaluate employees that includes feedback on performance
    issues and an appropriate evaluation tool.

    Required Unit Resources

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

    The videos, articles, and webpages below offer valuable information on the role of equal opportunity
    employment laws in the employee performance evaluation process. Additionally, they offer insight on
    employer strategies to affect employee performance expectations and offer feedback on performance issues.

    In the following videos, transcripts and closed captioning are available once you access the videos.

    Gregg Learning. (2017, January 14). HR basics: Performance management [Video]. Cielo24.

    https://c24.page/4udsdbnm4jz3fzhjj6v8m8j3ek

    HR360Inc. (2016, February 15). Tips for having difficult conversations with employees [Video]. Cielo24.

    https://c24.page/5b7k89ckpre5wjh39uc8hcxdk2

    Read the following articles and webpage.

    Andersen, S. C., & Hjortskov, M. (2016). Cognitive biases in performance evaluations. Journal of Public

    Administration Research and Theory, 26(4), 647–662.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=118092397&site=ehost-live&scope=site

    Javitch, D. (2006). Appraising employee performance. Management Services, 50(3), 19–20.

    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=23508243&site=ehost-live&scope=site

    Meinert, D. (2015, April). Reinventing reviews. HR Magazine, 60(3), 36–40, 42. https://search-proquest-

    com.libraryresources.columbiasouthern.edu/docview/1670108793?accountid=33337

    Roberts, G. E. (2002). Employee performance appraisal system participation: A technique that works. Public

    Personnel Management, 31(3), 333–342.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=8737701&site=ehost-live&scope=site

    UNIT V STUDY GUIDE
    Evaluating Employee Performance

    HRM 6301, Human Resource Management Methods 2

    UNIT x STUDY GUIDE
    Title

    Segal, J. A. (2009, February). A warning about warnings. HR Magazine, 54(2), 67–70. https://search-
    proquest-
    com.libraryresources.columbiasouthern.edu/docview/205029010/CD0CAF798C4044FCPQ/7?accoun
    tid=33337

    U.S. Equal Employment Opportunity Commission. (n.d.). Making an employment decision?

    https://www.eeoc.gov/employers/small-business/making-employment-decision

    Unit Lesson

    You asked to see documentation from any meetings where performance was discussed, and the supervisor
    said that documentation is only completed once a year (on each employee’s hiring anniversary). No other
    documentation is required until then unless there are issues and an employee is put on a performance
    improvement plan. You were not satisfied with this response, so you talked to the chief executive officer
    (CEO). Guess what? Now you need to research and evaluate the performance management process to see
    how it can be improved. You start by evaluating the importance of performance evaluations.

    Importance of Performance Evaluations

    Haigh (2018) posits that performance evaluations involve a process that uses set standards to evaluate
    employee performance over a specified time frame. Performance evaluations serve to benefit the employee,
    the supervisor, the organization as a whole, and even the organization’s stakeholders. The performance
    evaluation is very important, as this is the time when employees get formal feedback about their performance,
    and the evaluation often sets the stage to determine pay increases, bonuses, incentives, and promotional
    opportunities. Evaluations may be used to discuss career planning and to identify opportunities for an
    employee’s future growth and development.

    If there are performance concerns, disciplinary action may be taken, which may include termination. From an
    employee’s perspective, when there is a process that is managed correctly, the employee will be more
    motivated and inspired to do his or her job.

    Performance Management

    As the human resources (HR) director, you understand that performance management focuses on the
    connectedness between monitoring employee performance and developing processes to improve employee
    performance so organizational objectives can be met. The first thing to remember is employee performance
    should be evaluated. Yes, this may be time consuming, but employees should understand what is expected of
    them as well as understand how their strengths and weaknesses are being perceived and contributing to their
    performance. Expectations for future job performance as well as any changes related to job responsibilities
    should be discussed so that the employee is clear on what is required of him or her.

    Should you focus on an annual evaluation process, or should you focus on an evaluation process that
    provides ongoing, real-time feedback? Is there a way to do both? Many companies still use the annual
    struggle to remember the details and facts. Annual evaluations focus more on past behaviors while ongoing
    evaluations focus on what is currently relevant through real-time reviews (Haigh, 2018). Real-time evaluations

    HRM 6301, Human Resource Management Methods 3

    UNIT x STUDY GUIDE
    Title

    are motivating, more effective, and can positively impact an employee’s focus. They also can keep the
    employee apprised of how he or she is progressing so that there are no surprises during the annual
    evaluation. Bolden-Barrett (2018) found that performance reviews are becoming shorter and more frequent as
    they provide a more forward-thinking perspective. If there is an issue, you are not waiting to address it in an
    annual review. You are addressing it when it happens, and then you will monitor the employee’s progress in
    resolving issues. This benefits both the employee and the organization.

    According to the U.S. Equal Employment Opportunity Commission (EEOC, n.d.), helping supervisors
    understand their role and responsibilities can prevent lawsuits. The importance of applying consistent
    performance expectations cannot be understated, as you do not want to put the organization in a position of
    having potential legal problems arise from unfair treatment. Performance evaluations must be based on job
    responsibilities, and if responsibilities change, this should be clearly documented and shared with employees.
    When employees are wrongfully terminated or there is a harassment lawsuit, Guerin (n.d.) supports the
    importance of evaluating employee performance without bias or retaliation. When bias or retaliation are found,
    there could be severe legal ramifications for the organization. As an example, Haigh (2018) shared a Silicon
    study of 250 performance reviews. The study found that three-quarters of the women were criticized for their
    personalities while men were praised for their aggressive behavior. Performance evaluations should be
    consistent and without bias.

    Developing a Performance Evaluations Process and a Performance Evaluation Instrument

    After you have determined the frequency of the evaluations, the next thing you will do is to review the specific
    job description. Evaluations are job-based, not peer-based, which means that you must evaluate based on
    the employee’s performance of the job requirements vs. how he or she is doing compared to his or her peers.

    What are the knowledge, skills, and abilities (KSAs) that are documented and required to fulfil the job
    expectations? For example, if you were evaluating a director of safety, you may evaluate his or her
    contribution to accident prevention or occupational safety and health (OSH) compliance. Also, you must
    consider what competencies are required for the position. Competencies can include communication skills,
    teamwork, decision-making, multitasking, and ethical behavior.

    In determining the type of performance evaluation instrument to utilize, you need to develop and/or select one
    that is easy to use, is relevant, and is based on the employee’s job responsibilities. There are many choices,
    some of which are listed below.

    • Graphic rating scales: Evaluate performance based on characteristics on a continuum of low to high.
    • Behavior rating scales (BARS): Evaluate performance based on job behavior on a scale of

    performance.
    • Ranking: List employees, and rate them from lowest to highest based on performance.
    • Forced distribution: Rate performance based on a bell-shaped curve.
    • Narrative evaluations: Provide a written evaluation that is descriptive.
    • Management by objective: Managers and the employees develop performance goals together.

    When developing rating scales, the standards are typically expressed numerically (e.g., one to five, with five
    being the highest level of performance). Other numerical ratings may be used, but they should be consistent
    across the organization. Do not use a one-to-five scale in one department and a one-to-10 scale in another.
    Standards can also be expressed as a description, such as exceeds expectations, meets expectations, and
    does not meet expectations. Regardless of the scale used, descriptions and feedback should be provided in
    each area. A rating of five given by one supervisor may mean something different than a five given by another
    supervisor. Employees sometimes may have more than one supervisor; therefore, it is prudent to offer
    training to management and supervisors on the expectations of the performance evaluation process; this way,
    everyone is on the same page and evaluating consistently.

    Methods to Evaluate Employee Performance

    It is not uncommon for the lowest-level supervisor to evaluate an employee. Supervisors provide an
    assessment of the quality of the work being performed, as they may be the ones more familiar with an
    employee’s work. Root (2019) identified several methods, in addition to the traditional supervisor evaluation,
    that can be used during performance evaluations. These include evaluations by coworkers and 360-degree

    HRM 6301, Human Resource Management Methods 4

    UNIT x STUDY GUIDE
    Title

    evaluations. Such evaluations can have an advantage as the employee is provided with feedback from
    different stakeholders. Employees may also have the opportunity to evaluate their supervisors. Vranjes (2016)
    reported that it is also very helpful to have employees evaluate themselves; this way, the employee’s
    perspective about his or her performance is shared with the supervisor who plays an important role as an
    evaluator in the process.

    The Evaluator

    Vranjes (2016) discusses the importance of selecting the person who will review the employee. The evaluator
    should be objective and professional at all times. Evaluators should be trained as to how to conduct a
    performance evaluation meeting, what should or should not be said, and the importance of consistency
    across all evaluations. The evaluator should, whenever possible, be a direct supervisor and someone who
    understands and is familiar with the employee’s performance. The evaluator should not be a friend or a
    relative and should not be someone with a history of demonstrating bias or unfair practices. If the employee
    has ever filed a complaint or grievance against his or her supervisor or member of management, it is wise for
    another leader to be present or to conduct that employee’s evaluation. This protects both the employee and
    the organization.

    Potential Evaluator Bias

    The goal is to have an evaluation process that is consistent, fair, and unbiased. Even though best efforts can
    be made to keep the evaluation objective, it is not always possible. Knowing about the types of biases will
    allow you to develop training and development to address this.

    Recency effect: Consider the following scenario: An employee missed a deadline 2 weeks before the due
    date, which had an impact on customers. Previous to that, no deadlines had been missed. When evaluating
    the employee, the evaluator gave the employee a low score in this category because of this one incident. The
    supervisor only focused on this deadline and not others. This is an example of the recency effect.

    Pattern errors: Central tendency is a pattern exhibited by an evaluator who rates all of his or her direct
    reports as average. A strictness error is a pattern when everyone is rated on the low end of the rating scale
    (e.g., on a rating scale of one to five, all employees received all ones or twos). On the other end of the
    spectrum, you have what is called leniency error, which is where all employees receive all fives.

    Rater bias: If employees in a certain generation are rated as unreliable, then this is an example of rater bias.
    Allowing values or biases in the evaluation process is a problem. Kaplan et al. (2018) found that when the
    supervisor/evaluator exhibited rater bias, there was the increased risk for conflict between the supervisor and
    the employee. There could also be conflict and dysfunctional behavior when there are differences between a
    supervisor’s evaluation and the employee’s self-evaluation. However, it is important to note that these
    differences may not always lead to conflict.

    Halo and horn effect: If you have an employee who never misses work, is your go-to person, and is always
    willing to work extra hours, you might tend to overlook some minor performance issues. This is the halo effect,
    which is when one positive performance standard becomes the focus and primary influence on the evaluation.
    The horn effect is the opposite; this would be when an employee has a negative issue or habit (e.g., always
    late coming back from lunch, poor communication or interaction with coworkers), and the overall direction or
    tone of the evaluation is influenced and impacted as a result.

    Contrast error: Let’s say there are two different employees, and the supervisor compares and contrasts their
    performance when developing the evaluation for one of them. The evaluation and the feedback should be
    based on performance expectations and not what other employees do or do not do. This is contrast error
    bias, and it should be avoided.

    HRM 6301, Human Resource Management Methods 5

    UNIT x STUDY GUIDE
    Title

    Conducting the Evaluation

    A performance evaluation discussion should be scheduled well in advance for planning purposes and should
    allow adequate time so as not to rush through the discussion. Meeting over lunch while talking between bites
    or while walking to the parking lot are never preferable locations for the evaluation meeting. Try at all costs
    not to reschedule or postpone the evaluation, as this can create anxiety on the part of the employee. Ensure
    the evaluation is dated on the date it was actually conducted.

    A meeting should take place in a quiet and private location that allows the evaluator and employee to have an
    uninterrupted conversation. It is often helpful to suggest phones be muted and to offer a beverage to help put
    the employee at ease. Keep a pen and notepad available to take any notes needed (e.g., follow-up
    discussion, questions). The location should ideally be out of view of other employees. If possible, try to sit at a
    table as opposed to across the desk from the employee. This will often encourage more open conversation.
    Consider having another member of management (within that person’s chain of command) also attend the
    evaluation. Sometimes, having a witness present may be necessary (e.g., in the case of a negative review).
    Also, if an evaluation is between a supervisor and employee of the opposite sex, there may be circumstances
    in which you might consider having a person of the same sex as the employee in the room.

    Expectations for employee performance improvement should be discussed, as should be any warnings about
    further action that might occur if improvement is not gained. Having difficult conversations is never easy.
    Examples of performance shortcomings should be provided for any negative. More importantly, provide
    coaching, and suggest goals or remediation that the employee can use to improve his or her performance.

    Discussions during the meeting should not be one-sided. The employee should have the opportunity to
    provide feedback during the evaluation and on the evaluation form. It is important that the employee and the
    supervisor sign and date the evaluation form. If the employee refuses to do so, this should be clearly
    documented. Once the evaluation is complete, a copy should be provided to the employee, and the original
    should be placed in the employee’s official personnel file.

    Conclusion

    Now that you understand performance evaluations, your focus will shift in Unit VI to the importance of
    leadership and the impact that leaders have on motivation. As the HR director, you know this is critical since
    you have realized from your experience doing the performance evaluations that true leaders can and should
    inspire employees to reach high levels of performance.

    References

    Bolden-Barrett, V. (2018, December 14). Performance appraisals are getting shorter and more frequent. HR

    Dive. https://www.hrdive.com/news/performance-appraisals-are-getting-shorter-and-more-
    frequent/544287/

    Guerin, L. (n.d.). Avoid legal trouble when giving performance evaluation. Nolo. https://www.nolo.com/legal-

    encyclopedia/avoid-legal-trouble-when-giving-performance-evaluations.html

    Haigh. C. A. (2018, August). Rethinking the annual performance evaluation. Fire Engineering, 171(8), 41–48.

    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=tsh&AN=131636838&site=ehost-live&scope=site

    Kaplan, S. E., Petersen, M. J., & Samuels, J. A. (2018). Further evidence on negativity bias in performance

    evaluation: When does the evaluator’s perspective matter? Journal of Management Accounting
    Research, 30(1), 169–184.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=130981413&site=eds-live&scope=site

    Maslova, E. (n.d.). The badge of a glowing light bulb [Graphic]. Dreamstime.

    https://www.dreamstime.com/badge-glowing-light-bulb-original-image114704893

    HRM 6301, Human Resource Management Methods 6

    UNIT x STUDY GUIDE
    Title

    Root, G. N., III. (2019, March 8). Methods of performance evaluation. The Houston Chronicle.
    https://smallbusiness.chron.com/methods-performance-evaluation-1869.html

    Vranjes, T. (2016, February 19). Reduce the legal risks of performance reviews. Society for Human Resource

    Management.https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-
    updates/pages/reduce-the-legal-risks-of-performance-reviews.aspx

    – 1
    – 2

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