Essays on NIKE Inc - Development of Performance Appraisal, Employee Retention through Inclusion, Compensation, and Benefits Research Proposal

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The paper “ NIKE Inc - Development of Performance Appraisal, Employee Retention through Inclusion, Compensation, and Benefits” is a convincing example of the research proposal on human resources. Diversity in the workforce continues to grow in leaps and bounds in many organizations globally, and specifically in the United States. The attention has been catalyzed by a globalized US economy. There is a trend fueling the growth of demographic diversity in the US population. Robust knowledge of the merits ensues from the effectiveness of diversity management. In order to exploit these benefits, efforts have been put to increase diversity in the corporate sector which has been on the pipeline for the last twenty years.

On the contrary, with great efforts made, the United States still experiences underrepresentation of minorities in senior-level managerial ranks in many organizations. For instance, the CEOs of Fortune 500 companies have only four Hispanic, four black, and five Asian figureheads. This gives rise to an estimate of about 10% of corporate officers in Fortune 500 companies being the minorities. These uninviting statistics in many cases are attributed to the organizational challenges experienced in attracting, promoting, and retaining a diverse workforce.

My focus in this study is on knowledge-intensive firms especially NIKE Inc. It will help assert the functions and domains of fundamental activities in the creation, acquisition, distribution, and packaging of knowledge. There are critical processes put in place to prohibit traditional barriers from hindering the racial minority progress in such environments from taking advantage of the diversity initiative. The study also presents a conceptual model (see Appendix I) and suggest salient characteristics into which workforce diversity initiatives ought to possess so as to be effective and underscore the process where such characteristics give rise to increased representation of minorities and other significant measures of the effectiveness of diversity initiatives (Campbell & Lee 28).

Works cited

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Beatty, Richard, Baird, Larry, Schneier, Eddy & Shaw, Darew. Performance, Measurement, Management, and Appraisal Sourcebook. Amherst, MA: Human Resource Development Press.2004. Print.

Borman, Walter. Job behavior, performance, and effectiveness. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology(vol. 2) (pp. 271-326). Pal Alto, CA: Consulting Psychologists Press.2001. Print.

Campbell, Don & Lee, Curtis. Self-appraisal in performance evaluation: Development versus evaluation. Academy of Management Review, 13, 302-314.2008. Print.

Cardy, Roy. Performance management: Concepts, skills, and exercises. Armonk, NY: M. E. Sharpe, Inc.2003. Print.

Cawley, Bans, Keeping, Lesley, Mars & Levy, Peter. Participation in the performance appraisal process and employee reactions: A meta-analytic review of field investigations. Journal of Applied Psychology, 83, 615-633.2008. Print.

Cederblom, Daniel. The performance appraisal interview: A review, implications, and suggestions. Academy of Management Review, 7, 219-227.2002. Print.

Fisher, Seagal. The manager’s pocket guide to performance management. Amherst, MA: HRD Press.2001. Print.

Karla, Thorpe. Conference Board of Canada: Harnessing the Power: Recruiting, Engaging, and Retaining Mature Workers (pg. 1). 2006. Print.

Judy Corley, Judy Lace. Labor Market Initiative for the Yukon Prepared for: Whitehorse Chamber of Commerce. Corley Consulting Inc. 2005.Print

PACT Training Resource Guide. Designing Effective Workforce Diversity Training Programs. PACT training. 2006.

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