Legal Compliance and Employee Engagement
For this assessment, you will use a selected case study to project future staffing needs for an organization and write a 4–5-page analysis of the relevant staffing factors.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
- Competency 1: Analyze HRM programs and other related systems within an organization that support employee engagement and commitment.
- Describe staffing needs in an organization.
- Competency 3: Analyze HRM’s role in adhering to laws and regulations that ensure employee rights and manage risk.
- Analyze how unaddressed staffing factors can contribute to organizational risk and employee dissatisfaction.
- Evaluate the relationships between regulation, ethics, and employee engagement in a time of organizational growth.
- Competency 4: Analyze methods of supporting employee-centered culture through organizational design and workforce diversity.
- Assess staffing factors in a time of organizational growth.
- Competency 5: Communicate in a manner that is professional and consistent with expectations for HR professionals and master’s level programs.
- Communicate in a manner that is professional and consistent with expectations for HR professionals and master’s level programs.Legal Compliance and Employee Engagement
Check Your ProgressUse this online tool to track your performance and progress through your course.
- Toggle Drawer
Effective legal compliance and managing risks in employee relations have an impact on creating and maintaining positive leadership and a good climate within the organization. The importance of this statement with respect to the organization cannot be overstated. HRM policies and practices must demonstrate that discrimination laws are intended to create a positive work environment. Among the most valuable aspects of measuring and understanding employee engagement is that leaders can obtain deep insight from the data harvested from surveys in the organization. This data will point to areas of satisfaction and dissatisfaction. Early knowledge of problem areas can provide opportunity to avert risk- laden situations before they lead to negative consequences. These consequences, if not averted, can lead to civil suits or federal agency investigations, the effects which most often include fines and unwanted tarnishing of organizational brands. Show More Enhancing employee rights and managing risks is important to building an organizational culture that increases employee engagement and commitment. The active review and analysis of sensitive areas in both organizational culture and leadership climate cannot only avert legal consequences, but can also provide an early warning of general morale and employee satisfaction problems. Often, concerns are hidden and few employees will discuss them until unfortunate outcomes occur. Anonymous surveys that are well managed offer individuals the opportunity to provide opinions without risk of personal exposure and with the confidence that concerns are being heard.Legal Compliance and Employee Engagement
- Toggle Drawer
Questions to Consider
To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.
- What are the major federal discrimination laws, and how they apply to organizational policies and practices?
- How do such laws create an environment of respect for employees that lead to a more engaged workforce?
- What role do diversity programs play in employee engagement?
- Toggle Drawer
The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.
The following articles from the Capella University Library are linked directly in this course:
- Hasnas, J., Prentice, R., & Strudler, A. (2010). New directions in legal scholarship: Implications for business ethics, research, theory, and practice. Business Ethics Quarterly, 20(3), 503–531.
- Lockwood, N. R. (2007). Leveraging employee engagement for competitive advantage: HR’s strategic role. HRMagazine, 52(3), 1–11.
- Lockwood, N. R. (2006). Maximizing human capital: Demonstrating HR value with key performance indications. HRMagazine, 51(9), 1–11.
- Sugheir, J., Coco, M., & Kaupins, G. (2011). Perceptions of organizational surveys within employee engagement efforts. International Journal of Business & Public Administration, 8(1), 48–61.
- Soyars, M., & Brusino, J. (2009). Essentials of engagement. T+D, 63(3), 62–65.
- Silverman, L. L. (2006). How do you keep the right people on the bus? Try stories. Journal for Quality and Participation, 29(4), 11–15, 39.
- Tyler, K. (2011.) Prepare for impact. HRMagazine, 56(3), 53–56.
Course Library Guide
A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the MBA-FP6242 – Building Organizational Effectiveness Library Guide to help direct your research.
Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.
- Taylor, Jr., J. C. (2010). Becoming an employee-centered organization. Retrieved from http://www.amanet.org/training/articles/becoming-a…
- Bayt.com. (n.d.). Top strategies to enhance employee engagement. Retrieved from http://www.bayt.com/en/employer-article-6741/
- Chartered Institute of Personnel and Development. (2011). Management competencies for enhancing employee engagement. Retrieved from http://www.cipd.co.uk/binaries/management-competen…
The resource listed below is relevant to the topics and assessments in this course and is not required. Unless noted otherwise, this resource is available for purchase from the Capella University Bookstore. When searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation.
- Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. (2009). Employee engagement: Tools for analysis, practice, and competitive advantage. Hoboken, NJ: Wiley-Blackwell.
Select a real-life example from your professional experience or find a case study by doing research in the Capella University Library. Because this assessment asks you to consider future staffing factors for a given organization, selecting an example or case study that suggests future growth or structural change is advised.Using the example or case study you selected, project future staffing needs for an organization and, in a 4–5-page analysis, complete the following:
- Summarize the organization and its direction, including a description of what you anticipate to be its future staffing needs in a timeframe you select.
- Assess staffing factors (teamwork, hiring decisions, internal and external promotions, selection processes, and retooling of current roles) that need to be considered as the organization grows.
- Analyze how these staffing factors, if unaddressed, could contribute to organizational risk and employee disengagement and dissatisfaction.
- Evaluate the relationships between various levels of regulation (federal, state, and local), ethics, and employee engagement in the context of your selected organization. How can HRM best practices manage these relationships in times of growth?
Support your analysis with references to current HR trends, developments, and challenges in employee engagement as described in scholarly literature.
- Written communication: Your writing should be free of errors that detract from the overall message.
- APA formatting: Your paper should be formatted according to APA (6th ed.) style.
- Length: 4–5 typed and double-spaced pages.
- Font and font size: Times New Roman, 12 point.