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Directions: The position brief should include a short synopsis of key issues surrounding the policy Job Creation, stakeholder analysis, policy options, and the recommended course of action to be taken. The Second half of the last page: submit an executive summary of key the points stated in the position brief, this summary should build off the insights and strategies developed in module 3 concerning ?how? to persuade and influence. Scholar References use for the majority of references requested. Recommendation can compare USA to another government system such as Canada or England and how jobs are successfully created and suggest USA company such system (just a suggestions). Notes from class in reference to job creation: Job Creation
Job creation is an initiative taken on by federal and state governments to create and implement programs and projects that assist the unemployed in seeking and acquiring employment. These programs and projects are especially common during high employment times, and focus on increasing the supply of jobs and creating a more efficient process for introducing job seekers to prospective employers.
Job creation programs and projects include: USA government spending/stimulus where the government can stimulate job creation by investing in projects that improve or create new services; legislation and monetary policy-influenced job creation where a change to monetary policies, tax incentives and changes in regulations effects employment; a market share approach where the unemployed starts their own business in easy entry industries and markets; and through ideas that create new industries.
Job creation has become increasingly challenging in the United States due to the state of the economy, the shift from a manufacturing to a service economy, and the demographic makeup of the workforce. The solution is complex and multi-faceted, and yet to be developed.
Module Objectives:
At the completion of this module, you should be able to:
Describe and discuss job security, and assess its direct and indirect organizational impact on employed, under-employed, and unemployed human capital. Apply the force field analysis framework to assess job creation public policy issues. Assess the impact of various Job Creation
Job creation is an initiative taken on by federal and state governments to create and implement programs and projects that assist the unemployed in seeking and acquiring employment. These programs and projects are especially common during high employment times, and focus on increasing the supply of jobs and creating a more efficient process for introducing job seekers to prospective employers.
Job creation programs and projects include: government spending/stimulus where the government can stimulate job creation by investing in projects that improve or create new services; legislation and monetary policy-influenced job creation where a change to monetary policies, tax incentives and changes in regulations effects employment; a market share approach where the unemployed starts their own business in easy entry industries and markets; and through ideas that create new industries.
Job creation has become increasingly challenging in the United States due to the state of the economy, the shift from a manufacturing to a service economy, and the demographic makeup of the workforce. The solution is complex and multi-faceted, and yet to be developed.
Module Objectives:
At the completion of this module, you should be able to:
Describe and discuss job security, and assess its direct and indirect organizational Job Creation
Job creation is an initiative taken on by federal and state governments to create and implement programs and projects that assist the unemployed in seeking and acquiring employment. These programs and projects are especially common during high employment times, and focus on increasing the supply of jobs and creating a more efficient process for introducing job seekers to prospective employers.
Job creation programs and projects include: government spending/stimulus where the government can stimulate job creation by investing in projects that improve or create new services; legislation and monetary policy-influenced job creation where a change to monetary policies, tax incentives and changes in regulations effects employment; a market share approach where the unemployed starts their own business in easy entry industries and markets; and through ideas that create new industries.
Job creation has become increasingly challenging in the United States due to the state of the economy, the shift from a manufacturing to a service economy, and the demographic makeup of the workforce. The solution is complex and multi-faceted, and yet to be developed.
Module Objectives:
At the completion of this module, you should be able to:
Describe and discuss job security, and assess its direct and indirect organizational impact on employed, under-employed, and unemployed human capital. Apply the force field analysis framework to assess job creation public policy issues. Assess the impact of various public policy decisions on job creation, and formulate and defend an advocacy-based strategy to support or change a specific policy. on employed, under-employed, and unemployed human capital. Apply the force field analysis framework to assess job creation public policy issues. Assess the impact of various public policy decisions on job creation, and formulate and defend an advocacy-based strategy to support or change a specific policy. policy decisions on job creation, and formulate and defend an advocacy-based strategy to support or change a specific policy. +++++++++++++
Suggested readings: Mitchell, D. J. (2008, December 5). The fallacy that government creates jobs. The Cato Institute. [Retrieved on March 3, 2011 from http://www.cato.org/pub_display.php? pub_id=9825the_fallacy_that_government_creates_jobs%2F].
Atkinson, R. D., Castro, D. and Ezell, S. J. (2009, January). The digital road to recovery: A stimulus plan to create jobs, boost productivity and revitalize america. The Information Technology & Innovation Foundation. [Retrieved on march 4, 2011 from http://www.usinnovation.org/files/ITIFDigitalRoadtoRecovery10709.pdf].
Bartik, T. J.(2010, January). A proposal for early impact, persistent and cost-effective job creation policies. [Retrieved on March 1, 2010 from http://citeseerx.ist.psu.edu/viewdoc/download? doi=10.1.1.156.6691&rep=rep1&type=pdf]. Will also upload a previous brief I submitted on immigration for an example of what I’m expected from writer. Notes from Module 3: Module 3: Developing Persuasion and Influence Skills to More Effectively Sell HR Issues to Senior Management
In the first module you gained experience working to identify and differentiate between policy positions (?what?) and interests (?why?). In the second module we extended this understanding by giving additional consideration to both what and ?who? matters through stakeholder analysis. In this module we will consider the issue of ?how? to influence others to embrace advocated policy change. We begin with a review of some basic principles related to persuasion, move on to examine differences between lateral and upward influence strategies, and conclude with a look at issue selling. More notes: Persuasion and Influence Strategies
Persuasion and influence are often terms that are used interchangeably to refer to the social process of getting others to adopt or embrace that which we are advocating. The first reading for this module by Robert Cialdini describes six widely accepted levers of persuasion (liking, reciprocity, social proof, consistency, authority, and scarcity). I would like you to read this article twice. Reading the article for the first time, your objective is to understand the differences between each of the six principles and how they operate. As you read the article for the second time, I would like you to do so with the following distinction in mind?would the principles be applied differently if the target of your influence attempt was a peer (lateral influence) or subordinate (downward) versus a supervisor (upward influence), and if so how?
As you ruminate about this distinction you should proceed to read the second article for this module ?Political Skill at Work? and begin to ponder the following question: how does upward influence differ from other organizational influence attempts (i.e. lateral or downward). Research tends to suggest two key differences: (1) upward influence attempts are often accompanied by impression management on the part of subordinates (attending to ?appearances? and working to manage the attributions made by others); and (2) upward influence attempts are built upon decidedly different power bases—personal power bases of knowledge/charisma rather than the positional power basis (authority, reward, coercion) found in downward influence attempts. Lateral influence also tends to rely on personal sources of power while at the same time having particular affinity with the principle or norm of reciprocity (see Cialdini), and unlike most upward influence attempts, often the target of lateral influence attempts isn?t aware that they are a target (hence the oft noted feeling of somehow coming to a realization of ?being used? after the fact). Interestingly, as you read the article on Political Skill at Work you are likely to see connections for all three types of influence attempts. More Notes: Issue Selling
As Dutton et al (2001) 1 suggest, issue selling is the ?process by which individuals affect others? attention to and understanding of the events, developments, and trends that have implications for organizational performance?. Said differently, the process of issue selling can illustrate ?how? I can get you to pay attention to ?what? matters to me. Issue selling is generally understood as representing an ?upward influence attempt? with much of the research in the field devoted to better understanding how middle managers work to influence senior leaders.
In their qualitative study of issue selling in a large not-for-profit hospital, Dutton and her colleagues identified key patterns referred to as issue selling ?moves?.
Packaging moves are comprised of presentation moves (e.g. supporting policy position through a business/strategic plan process—relying on the logic of numbers to make your case; framing policy position as incremental and continuous rather than transformational and disruptive 2 —or it?s not as big a deal as you think; and gradual intensification—exposing someone to your argument bit by bit, with each successive turn revealing more of the entire picture) and bundling moves (essentially how we go about tying our issue with other issues that exist in the organization). So for example if we know that our organization (specifically senior leadership) values diversity, we might work to tie a proposal to adopt a telecommuting policy to diversity by suggesting that we can improve the diversity of our workforce through the adoption of the policy. If issue selling is getting you to pay attention to what matters to me, bundling is actually the inverse?as I work to pay attention to what matters to you (where you is synonymous with senior leadership).
Involvement moves take into account our conscious reflection of ?who? (supervisors, senior leaders, peers, subordinates) to involve in our issue selling attempt, and ?how? to involve them. It is important to recognize that addressing how to involve others will be contingent on underlying organizational values, norms, and culture—or shared understanding about the ?way we do things around here?. For example, let us assume an individual who is an HR generalist and a mid level manager wants to connect with the VP of Finance on a particular issue to gain with the intention of gaining their support. In a high power distance culture we would anticipate that communications would be more formal (email and/or memo) and be written in tone that reflects in part the subordinate status of the request. In a low power distance culture (e.g. Ben and Jerry?s) we could reasonably expect the same communication to be ?delivered? differently?perhaps a quick phone call or stopping by the individual?s office unannounced. The point is ?context? (culture) matters a great deal in helping to determine the appropriateness of ?how? we go about involving others (see also Table 4 on p.727).
Finally Process moves reflect attention to formality, preparation, and timing. Preparation (doing one?s homework or due diligence) is particular critical for moderately to significantly complex issue, as well as working to insulate against ?surprises? appearing that might disrupt and derail an initiative. Timing is also critical, particularly the art of knowing when to take a step back, when to pause/hold, and when to push forward. Having a ?sense? of timing can often be the difference between success and failure. Perhaps the most significant insight from the work on issue selling is the awareness that this is a conscious activity—that is we can work to select the appropriate ?moves? to the extent to which we are aware of key positions and interests (module 1), the political terrain (module 2), and make a reasoned and accurate assessment of the organizational culture.
2 Dutton, J.E., Ashford, S.J., O?Neill, R.M., and Lawrence, K.A. 2001. Moves that Matter: Issue Selling and Organizational Change. Academy of Management Review, 44(4), p. 716. 3 Note: Students who have taken MGMT5223 (Organizational Change) may see resemblance here to the idea of the ?change acceptance zone? advanced by Reger et al (1994) Reframing the Organization: Why Implementing Total Quality is Easier Said than Done, Academy of Management Review, 19(3).
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