Employees Essays (Examples)
Study Document
Jim Collins And The Five Levels Of Leadership
...Employees Level Five Leadership
Introduction: What is Level Five Leadership?
Level Five Leadership is a concept developed by Jim Collins in the book Good to Great. Level Five Leaders are top notch leaders: they are the greats who make big things happen. They are ones about whom books are written. They are the ones who leave the biggest shoes to fill when they are gone.
Collins describes five levels of leadership. This paper will briefly discuss the four levels that precede the top level. Then it will define what it means to be a Level Five Leader and will provide some examples of Level Five Leadership that can be found in the world today.
The First Four Levels of Leadership
The first four levels of leadership range from capable leaders to effective leaders: these are not bad levels of leadership by any means—but they are not what can be called great.……
References
Works Cited
Chamers, M.M. (2014). An Integrative Theory of Leadership (4thed.). New York, NY: Psychology Press.
Collins, Jim. “Level 5 Leadership: The Triumph of Humility and Fierce Resolve.” Harvard Business Review, July-August (2005). https://hbr.org/2005/07/level-5-leadership-the-triumph-of-humility-and-fierce-resolve
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370.
Study Document
EEOC Complaint Process
… HR department should have taken action to reprimand or to discipline the supervisor so that he does not repeat the same with other employees. The employer has not provided any preventive or corrective opportunities that John could have taken to avoid harm from the supervisor. This makes … difficult. The only way he can successfully file this case would be by showing that the supervisor does this intentionally to all Hispanic employees and the same is not done to the other employees. However, demonstrating this in court would be a tall order since it would be his word against the word of the supervisor. The ……
References
References
EEOC. (n.d). Filing a Formal Complaint. Washington, DC: EEOC Headquarters Retrieved from https://www.eeoc.gov/federal-sector/filing-formal-complaint .
Glaviano, A. (2017). Teaching Organizational Leaders: Application of Title VII of the Civil Rights Act of 1964 to Hiring Practices and Harassment Prevention in New Orleans.
Meyers, S. D. (2015). Who’s the Boss: The Definition of a Supervisor in Workplace Harassment Under Vance v. Ball State University. Saint Louis University Law Journal, 59(3), 19.
Study Document
Retention In The National Guard
...Employees 1. Introduction
The United States Congress has for many years been directly involved in ensuring that the country has a fully equipped standing military force that is capable of dealing with any external or internal threat. One of the ways it does this is to make laws that influence how the different branches of the United States military recruit and retain soldiers. For example, the Congress has the power to set the maximum number of men and women a branch of the military can have. This will have a direct influence on the branch’s recruitment policies (Kapp, 2014; 2012). The Congress can also set compensation levels e.g. separation incentives, educational benefits, recruitment bonuses, retention bonuses, and salary. The Congress can also set the eligibility criteria for recruitment and retention i.e. the qualifications that one must meet to serve in any branch of the United States Armed Forces. Some of the……
Study Document
Employment Law
… of a confidentiality agreement.
iii. To avoid similar situations in the future, the company could amongst other things plan layoffs more effectively, notify employees in advance of impending layoffs and the reasons for the said layoffs, implement the layoffs in a more professional manner (Jennifer’s dismissal was ……
References
References
Frey, M.A. (2015). Essentials of Contract Law (2nd ed.). Mason, OH: Cengage Learning.
Gross, J.A. & Compa, L.A. (2009). Human Rights in Labor and Employment Relations International and Domestic Perspectives. Champaign, IL: Labor and Employment Relations Association.
Peacock, W. (2013). Breach of Contract, Confidential Info Leak Case: Hallmark Prevails. Retrieved from https://blogs.findlaw.com/eighth_circuit/2013/01/hallmark-prevails-in-breach-of-contract-confidential-info-leak-case.html
Study Document
What Followers Can Learn From Their Leaders During Crisis
… for certainty. They also look to their leaders for competence and honesty. Research conducted last year (2019) indicated that only 13 percent of employees/ followers in the United States agreed that their leaders communicate effectively (Harter, 2019). This shows that leaders to overcome this crisis and future … will only be working because they have to; they won't be engaged in their work. So to build close relationships and to make employees feel cared for, there is a need for leaders to be empathetic. This is emphasized by the first interviewee, who states that leaders … Stability - Provide psychological safety and avoid tunnel vision.
During crises, followers need leaders who provide both psychological and practical stability. Ensuring that employees/ followers have the equipment they require to do their job in situations that are rapidly changing provides practical stability. It enables followers to ……
References
References
Birnbaum, T., & Friedman, H. H. (2014). Ezra and Nehemiah: Lessons in Moral and Spiritual Leadership. Available at SSRN 2390230.
Carrington, D. J., Combe, I. A., & Mumford, M. D. (2019). Cognitive shifts within leader and follower teams: Where consensus develops in mental models during an organizational crisis. The Leadership Quarterly, 30(3), 335-350.
Harter, J. (2019). Why Some Leaders Have Their Employees\\\\\\' Trust, and Some Don\\\\\\'t. Workplace. Gallup.
Hofmeyr, K., Cook, J., & Richardson, A. (2011). How leaders generate hope in their followers. South African Journal of Labour Relations, 35(2), 47-66.
Kranke, D., Gin, J., Der-Martirosian, C., Weiss, E. L., & Dobalian, A. (2020). VA social work leadership and compassion fatigue during the 2017 hurricane season. Social Work in Mental Health, 18(2), 188-199.
Patton, C. (2017). What made Nehemiah an effective leader?. Journal of Applied Christian Leadership, 1(1), 8-14.
Rogers, A. P., & Barber, L. K. (2019). Workplace intrusions and employee strain: the interactive effects of extraversion and emotional stability. Anxiety, Stress, & Coping, 32(3), 312-328.
Skeet, A. (2020, April 4). Ethical Followership in Times of Crisis. Markkula Center for Applied Ethics, Santa Clara University.
Study Document
Counterintelligence
… against insider threats is a knowledgeable, trusted workforce which is confident that their privacy and civil liberties are respected.”[footnoteRef:2] Making sure that its employees are trustworthy and invested is the first line of defense against insider threats. Gathering data from multiple sources is another line of defense …
The culture of the office is also important as a line of defense: the strategy here is to promote insider threat awareness among employees so that workers are both conscious and vigilant of insider threat potential and remain alert to possibilities of risk at all times.[footnoteRef:5] To … or her career. This requires a very robust human resources department in the office, one that is trained to vet incoming agents and employees and has extensive knowledge of the counterintelligence field, what factors to identify as potential triggers, and how to go about collecting a pool … of the technological support systems……
References
Bibliography
Counter intelligence for National Security, CIA, 1993. https://www.cia.gov/library/center-for-the-study-of-intelligence/kent-csi/vol2no4/html/v02i4a10p_0001.htm
Johnston, David and James Risen, “U.S.had evidence of espionage,” New York Times, 2001. https://www.nytimes.com/2001/02/23/us/us-had-evidence-of-espionage-but-fbi-failed-to-inspect-itself.html
National Counterintelligence Strategy of the United States of America 2016 (Strategy). https://www.dni.gov/files/NCSC/documents/Regulations/National_CI_Strategy_2016.pdf
Prunckun, Hank. 2012. Counterintelligence Theory and Practice, Lanham: Rowman&Littlefield Publishers Inc. Read the following: Chapters 8 to 14, pages 131 to 217. Appendices A to D, pages 219 to 231.
Richelson, Jeffrey. 2007. “The Pentagon’s Counterspies: The Counterintelligence Field Activity (CIFA).” (September 17). National Security Archive. Accessed January 19, 2017. http://nsarchive.gwu.edu/NSAEBB/NSAEBB230/ .
Van Cleave, Michelle. “Strategic Counterintelligence: What Is It and What Should We Do About It ?” 2007. CIA Center for the Study of Intelligence. https://www.cia.gov/library/center-for-the-study-of-intelligence/csi-publications/csi-studies/studies/vol51no2/strategic-counterintelligence.html
Study Document
Change Management In Health Care
… embrace the change during the implementation stage.
The management stage, which is where implementation goes live, requires managers to use change agents—stakeholders (generally employees) who are supportive of the change and can promote it among other employees. Resistance to change occurs when management has failed to identify all the perspectives and opposing points of view to change. To promote change, … common ground can be achieved is to adhere to the Kotter 8 Step Model of Change management. This allows for the integration of employees’ opinions and thoughts throughout the change process from beginning to end. The more that management allows workers to invest in the process, the … thoughts throughout the change process from beginning to end. The more that management allows workers to invest in the process, the more willing employees are to take ownership of the change process and embrace it as something that they themselves……
References
References
Doll, G. A., Cornelison, L. J., Rath, H., & Syme, M. L. (2017). Actualizing culture change: The Promoting Excellent Alternatives in Kansas Nursing Homes (PEAK 2.0) program. Psychological services, 14(3), 307.
Joshi.(2014). Change is Constant, but Improvement is Rapid. H and HN: Hospitals and Health Networks (2014).
Kodama, Y., & Fukahori, H. (2017). Nurse managers’ attributes to promote change in their wards: A qualitative study. Nursing open, 4(4), 209-217.
Kotter’s 8 Step Change Model. (2018). Retrieved from https://www.toolshero.com/change-management/8-step-change-model-kotter/
NHS. (2011). Overview – Change Management – the Systems and Tools for Managing Change. Retrieved from https://www.england.nhs.uk/improvement-hub/wp-content/uploads/sites/44/2017/11/Overview-Change-management.pdf
Tobias, R. M. (2015). Why do so many organizational change efforts fail?. Public Manager, 44(1), 35
Study Document
Risk Management And Insurance
...Employees
Q1
Annuities account for a great part of the protection one affords self against death. They do not follow the application of the law of large numbers as the law is traditionally utilized in life insurance. It has, therefore, been referred to as “upside-down life insurance.” When an annuitant passes away during the period of accumulation, their beneficiaries are paid a death benefit. The common treatment of annuities is to account for gross premium returns excluding interest or to account for the cash value, whichever is greater. The principle is for the principal sum to be liquidated over the annuitant’s lifetime regardless of the means of accumulation.
Q2
Annuities can fall under various classes. Traditionally, the following classifications have been used to differentiate annuities:
i. Individual vs. group annuity
ii. Fixed-dollar vs. variable annuity
iii. Deferred annuity vs. immediate annuity
iv. Installment annuity vs. single-premium annuity
v. Single life vs.……
References
References
Vaughan, E. J., & Vaughan, T. (2007). Fundamentals of risk and insurance. John Wiley & Sons.
Study Document
Aging Workforce
… or 30s. Making sure the older workers are not becoming exhausted on the job is important and managers should take care that older employees are getting enough rest.
Providing benefits and wellness programs are other ways to manage risk with respect to an aging workforce (Ciutiene & … like ageism from rearing up, however, managers should discuss the importance of diversity and inclusivity in the workplace. Just because the majority of employees are likely to be younger and not of retiring age, it does not mean that they can express ageist beliefs or attitudes. Diversity … workplace culture and managers must make sure that older workers do not feel like they are being treated unfairly by other workers. All employees should be made to know that prejudice towards others because of their age will not be tolerated.
Challenges
The fact is that aging ……
References
References
Burtless, G., & Quinn, J. F. (2002). Is working longer the answer for an aging workforce? Working Papers in Economics, 82.
Ciutiene, R., & Railaite, R. (2015). Age management as a means of reducing the challenges of workforce aging. Engineering Economics, 26(4), 391-397.
Heggeness, M. L., Carter-Johnson, F., Schaffer, W. T., & Rockey, S. J. (2016). Policy implications of aging in the NIH-funded workforce. Cell Stem Cell, 19(1), 15-18.
Koh, T. Y., Rowlinson, S., & Pollock, S. (2019). Dealing with Ageing Workforce in the Hong Kong Construction Industry: an Initial Exploration. Proceedings of the Creative Construction Conference (2019) 091
Lassila, S. (2019). Managing Risks of an Aging Workforce. Construction Executive, 2020. Retrieved from https://constructionexec.com/article/managing-risks-of-an-aging-workforce
Perry, L. S. (2010). Designing the workplace for the aging workforce. White paper, Zurich in North America, Retrieved December, 20, 2010.
Schwartz, J., Monahan, K., Hatfield, S. & Anderson, S. (2018). No time to retire redesigning work for our aging workforce. Deloitte.
Streb, C. K., Voelpel, S. C., & Leibold, M. (2008). Managing the aging workforce:: Status quo and implications for the advancement of theory and practice. European management journal, 26(1), 1-10.
Study Document
Using An Epidemiological Approach To Critically Analyze A Population
… associated with psychosocial workplace attributes. Moreover, it regards occupational stress to be the product of differences between work conditions and reaction capability of employees carrying out workplace tasks, and control available for fulfilling their demands (Fernandes & Rocha, 2009).
Karasek's (1981) model stresses the following psychosocial work … for instance, the need for learning new practices, innovativeness, level of repetition, special unique skill development, and diversified tasks. Psychological demands encompass conditions employees are bound by during their activities, including variables measuring volume, pace, task performance time, and the presence of contradictory demands.
A blend of ……
References
References
Cladellas, R., & Castelló, A. (2011). University Professors\\\\\\\\\\\\' Stress and Perceived State of Health in Relation to Teaching Schedules. Electronic Journal of Research in Educational Psychology, 9(23), 217–240.
Eatough, E., Way, J., & Chang, C. (2012). Understanding the link between psychosocial work stressors and work-related musculoskeletal complaints. Appl Egron, 43(3), 554-63. Retrieved from https://www.ncbi.nlm.nih.gov/pubmed/21944295
Fernandes, M., & Rocha, M. (2009). Impact of the psychosocial aspects of work on the quality of life of teachers. Brazilian Journal of Psychiatry, 31(1). Retrieved from http://www.scielo.br/scielo.php?script=sci_arttext&pid=S1516-44462009000100005
Goetz, K., Berger, S., Gavartina, A., Zaroti, S., & Szecsenyi, J. (2015). How psychosocial factors affect wellbeing of practice assistants at work in general medical care? – a questionnaire survey. BMC Fam Pract, 16, 166. DOI: 10.1186/s12875-015-0366-y
Himmelfarb Health Sciences Library. (2019). Case-control study. Retrieved from https://himmelfarb.gwu.edu/tutorials/studydesign101/casecontrols.cfm
Jardim, J., & Pereira, A. (2016). Perceived impact of lifelong training in teachers. Interacções, 31(42), 22–31.
Karasek, R., Baker, D., Marxer, F., Ahlbom, A., & Theorell, T. (1981). Job decision latitude, job demands, and cardiovascular disease: a prospective study of Swedish men. Am J Public Health, 71(7), 694-705.
Kessler, R. C., Andrews, G., Colpe, L. J., Hiripi, E., Mroczek, D. K., Normand, S. L. T., … Zaslavsky, A. M. (2002). Short screening scales to monitor population prevalences and trends in non-specific psychological distress. Psychological Medicine, 32(6), 959–976. Retrieved from http://www.ncbi.nlm.nih.gov/pubmed/12214795
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