Dale Carnegie Training Anchoring Change

Dale Carnegie Training Anchoring Change

Instructions/Descriptions

Dale Carnegie Training Anchoring Change

Post a cohesive response based on your analysis of the Learning Resources and your professional experience. Be sure to discuss the following:

Analyze Kotter’s argument that, “culture changes only after you have successfully altered people’s actions, after the new behavior produces some group benefit for a period of time, and after people see the connections between the new action and the performance improvement.” (Kotter, 2012, p. 164–65)

Compare your organization after your change has successfully been implemented to before the implementation.

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What are the forces that might push your organization or community back toward the former status quo, and how do you overcome them? What are the dangers of trying to move forward too rapidly?

Break down the consequences of not anchoring change within the culture. Outline how you can work to ensure your plan is anchored within the culture and not affected by these consequences.

Culture change is a result of transformational change. Analyze the levels of culture as discussed in the Learning Resources.

Identify the levels of culture that are most important to shift in a transformational change. Explain your reasoning.

Examine how the levels of culture help shape your change plan and ensure you are anchoring change within the culture.

MHRM 6605 Corporate Social Responsibility and Performance Management

Assignment: Corporate Social Responsibility and Performance Management

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In today’s global marketplace, competition evolves at a rapid pace and organizations are increasingly concerned with sustainability and corporate social responsibility. The human resource function is uniquely positioned to assist in both developing and implementing sustainability strategies. Therefore, it is critical for organizations to understand the benefits of performance management. As you have been learning, performance management should align with organizational strategy. Similarly, it is also important for organizations to balance organizational strategy with sustainability objectives. Performance management and sustainability go hand in hand in support of an organization’s long-term success, as well as corporate social responsibility efforts.

To begin this Assignment, select an organization of your choice that meets one of the following requirements:

• An organization you have worked with and are familiar with its corporate social responsibility (CSR) initiatives.
• An organization about which enough literature has been published to describe the current state of its CSR initiatives or provide enough information for you to make an assessment.

Then, to complete this Assignment, review the Learning Resources for this week, and other resources you have found in the Walden Library or online, and respond to the following bullets in a 3- to 5-page academic paper.

• Provide a brief background on the organization, including industry, location, size, and products or services offered.
• Analyze the organization’s CSR.
• Discuss 3 ways an HR professional can ensure the organization’s performance management system has a positive, dynamic relationship with corporate social responsibility initiatives.
• Outline strategies to improve or establish the organization’s program of CSR.

Your Assignment must include 3 references to support your thinking.

Learning Resources

Note: To access this week’s library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.

Required Readings

Note: It is highly recommended that you review the resources in the following order.

Aguinis, H. (2019). Performance management (4th ed.). Upper Saddle River, NJ: Prentice Hall.

• Chapter 11 – “Team Performance Management” pp. 343–370

Aguinis, H., Gottfredson, R. K., & Joo, H. (2013). Avoiding a “me” versus “we” dilemma: Using performance management to turn teams into a source of competitive advantage. Business Horizons, 56(4), 503–512. doi:10.1016/j.bushor.2013.02.004

van der Hoek, M., Groeneveld, S., & Kuipers, B. (2016). Goal setting in teams: Goal clarity and team performance in the public sector. Review of Public Personnel Administration, 38(4), 472–493. https://doi.org/10.1177/0734371X16682815

Developing and Sustaining High-Performance Work Teams. (n.d.). Retrieved from https://www.shrm.org/ResourcesAndTools/tools-and-s…

Voegtlin, C., & Greenwood, M. (2016). Corporate social responsibility and human resource management: A systematic review and conceptual analysis. Human Resource Management Review, 26(3), 181–197. doi:10.1016/j.hrmr.2015.12.003

Rothenberg, S., Hull, C. E., & Tang, Z. (2017). The impact of human resource management on corporate social performance strengths and concerns. Business and Society, 56(3), 391–418. doi:10.1177/0007650315586594

Shen, J., & Benson, J. (2016). When CSR is a social norm: How socially responsible human resource management affects employee work behavior. Journal of Management, 42(6), 1723–1746. doi:10.1177/0149206314522300

Required Media

Guttman, H. (© 2015). Managing Conflict in High Performance Teams [Media file]. Available from Skillsoft at https://laureate.skillport.com/skillportfe/main.ac… OURSE_TOPIC/80844

Dale Carnegie Training Anchoring Change

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