Read classmates post and respond with 50 words;

Define Stress

Watch the video below on the work of Robert Sapolsky who studies stress (this is a short version; if you want to see the entire video, you can find it here:. Begin your assignment. 

Points of Discussion

Discuss the concept of stress in light of your family history and the lecture you read. Aim for one page for this section of your assignment. Here are some topics you can discuss. You are not required to discuss these but they may be useful to you:

• Do modern lifestyles create more stress for you than in the past? How so?
• How do you create stress in your own life?
• How could you change the nature of our society to make it less stressful?
• It could be said that some stress comes from leading “out-of-balance” lives. What can people do to “keep it simple”? Furthermore, in what ways can individuals control the stressors they will encounter beforehand?
• How could you change the way in which you interact with your school demands or your work demands to change the amount of stress that you feel?
• Discuss how you can improve your health and longevity in light of your findings on this assignment, your understanding of stress, and your knowledge of your family history. This should be your final page.You can go over or under a page for any of the sections of the assignment as long as your total assignment is 1,000 words not counting the references.

Post the marketing collateral you created in last week’s activity, and discuss the reasons for the choices you made when creating it and what you hoped it would accomplish. Feel free to share other details, such as how it complemented your campaign, what tool you used to create it, and where it will run or be posted.

 A 34-year-old Hispanic-American male with end-stage renal disease received kidney transplant from a cadaver donor, as no one in his family was a good match. His post-operative course was uneventful, and he was discharged with the antirejection drugs Tacrolimus (Prograf), Cyclosporine (Neoral), and Imuran (Azathioprine). He did well for 3 months and had returned to his job as a policeman. Six months after his transplant, he began to gain weight, had decreased urine output, was very fatigued, and began to run temperatures up to 101F. He was evaluated by his nephrologist, who diagnosed acute kidney transplant rejection.

Develop 2 page case study analysis in which you:

• Explain why you think the patient presented the symptoms described.
• Identify the genes that may be associated with the development of the disease.
• Explain the process of immunosuppression and the effect it has on body systems.
• APA format and 3 references.

Assessment Description
Students will prepare the presentation of their COOP for professional development and continual learning purposes at an agency in Yourtown:

Imagine you’ve been asked to present your COOP Plan for a professional development and continual learning purposes.
In your presentation, include the following:
1. Present the sections of your COOP Plan.
2. Provide data and evidence and use it to explain how it supports the development of your plan for dealing with disaster.  (3.1)
3. Discuss strategies for professional development and continual learning that will prepare your community for ongoing proficiency when in a dynamic risk environment. (3.2)

The PowerPoint presentation should consist of 12-15 slides, not including the title slide and reference slide. Include slide notes (75-100 words each slide).  Images may be included in the presentation but be sure to keep all image file sizes low for this presentation. Save images as small files.

As a scholar practitioner, how might you use the content in this course to better prepare yourself for the complex and multifaceted process of evaluating program quality? Likewise, how might you use your personal and professional experiences to further promote dialogue and understanding on key concepts within this course?

500-750 wordS, in proper APA format that reflects on specific steps you will take to ensure successful completion of CCMH/502 to include: – University Resources: 

Identify three (3) University resources that you will use to be successful in your coursework, including the University of Phoenix Help Desk for technical issues.

 – Communication with Instructor: What is your plan to proactively reach out to the Instructor with any questions about assignments and scheduling needs? How is your proactive communication a part of your counselor professional disposition?

 – Scheduling Resources: How will you utilize scheduling resources to ensure you are successful in completing assignments, including scheduling the time/date/link of the required counseling recording practices, also including the session with the Instructor? – 

How will addressing each support your attainment of academic and professional goals? 

Please be sure to specifically cite the American Counseling Association (ACA) Code of Ethics, University of Phoenix Professional Dispositions rubric (you can find this in your CCMH/502 course).

Please read each passage below and respond to each part. I DO NOT need a reference or title page, however please provide the reference(s) underneath the passage. Please label as I have done below, example Part 1 and place your response along with the reference. Please keep each one on the same document! Please cite properly and use correct grammar. DUE Tomorrow by 6PM CST 6/6/22

Part 1

Executive compensation has both core and employee benefits elements, which include a compensation package that emphasizes long-term or deferred rewards over short-term rewards (Martocchio, 2017). These packages consist of their annual base pay and bonuses. Executive compensation differs from other compensation because it is not necessarily tied to any preexisting pay grade or salary band, compensation and benefits may be subject to board approval, they are subject to more scrutiny by both a legal team or publicly, different tax considerations, executives have a high level of at-risk pay meaning they receive high bonuses for goals met but base salary much lower than usual, and executive compensation packages may come with a more detailed employment contract which is less common for other employees (Miller, 2016). When it comes to non-executive pay, there is typically a range of starting salaries that a company has orchestrated to start an individual off with due to budgets or factors. Many times, at a non-executive pay level, compensation is non-negotiable. Unlike a rare finding executive, employers are willing to continue to look for candidates that fit what they are willing to pay, at an executive level it is harder to find a qualified representative, so they are more willing to pay that price. Non-executive pay typically follows a pay-for-performance that triggers merit and incentive awards, and the degree of success determines the amount of the award (Martocchio, 2017). While non-executive pay employees are working hard to earn their pay and rewards, executives are still being rewarded whether the organization made their goals or not. Pay gaps will never improve unless organizations take a stand to make wages fairer, meaning if the company does not do well for the year, no one should get a bonus that far exceeds what can be afforded (Huhman, 2015). This is one of the biggest controversies, where if the company does bad, a non-executive employee does not get a bonus or get a merit increase, however the executives still do. They can perform poorly and still be rewarded but non-executives do not get the same luxury.

References 

Huhman, Heather R. (2015, October 12). 3 ways to address the salary chasm between CEOs and employees. Entrepreneur.  

Martocchio, J.J. (2017).  (9th ed.). Pearson. 

Miller, Bridget. (2016, November 27). How executive compensation is different from other compensation. HR Daily Advisor.  

Part 2

 Principle differences between executive and non-executive pay are derived entirely in areas of pay and compensation packages that are provided. Martocchio (2017) refers to the potential hire of a compensation professional made in part by the CEO that targets such packages that may benefit one party over the other in a conflict-of-interest scenario (sec. 11.1). This misrepresentation can blur the lines of the best interest of the organization to where true motives in the profitability of the company although prominent or not would still provide that those executive employees still reap the benefits. Long-term or deferred rewards over a short time (Sec. 11.3) are the main difference between executive to non-executive compensation packages that stable predetermined allocations regardless of the execution and performance of the executive when it comes to the company meeting strategic objectives. Thus, non-executive milestones that are met may get compensated and recognized, the executive receives similar accolades for more modest short-term goals.

Controversies with the growing disparities amongst both compensation packages can further allude to other metrics based within the company that many executives fail to argue against along the gleaming avenues of an organization that practices sound business operations and looks out for all instead of those relative to the top. Findings in 2012 alone found a gap of 273 to 1 from the Economy Policy institute that too failed to account for the various stock option incentives as a driving factor when posed to executive and non-executive packages (International Herald Tribune, 2013). Legislation on divulging such specifics regarding benefits packages and pay thus has been diluted and without proper representation and forceful legislation will continue to be hidden through company loopholes. Concerns here are then not solely with the individuals that are hired to monitor such efforts but encompass the approach of the whole organization in proper representation and equality for all their workers. In a recent article published by Chowdhury & Shams (2021), they recognize that due to organizational structure differences and the life cycle changes therein, many organizations are offering increased incentives to those non-executive members to attain the managerial skills necessary to compete for CEO positions. This adoption of an altered view of organizational competition could provide a bridge between the gap between executive and non-executive status.

References

Chowdhury, H., & Shams, S. (2021). Does firm life cycle have impacts on managerial promotion tournament incentives? Australian Journal of Management (Sage Publications Ltd.), 46(4), 593628. https://doi.org/10.1177/0312896220974417

Corporate executives and the pay gap. (2013, July 15). International Herald Tribune.

Martocchio, J.J. (2017).  (9th ed.). Pearson. 

Please read each passage below and respond to each part. I DO NOT need a reference or title page, however please provide the reference(s) underneath the passage. Please label as I have done below, example Part 1 and place your response along with the reference. Please keep each one on the same document! Please cite properly and use correct grammar. DUE Tomorrow by 6PM CST 6/6/22

Part 1

 Contingent workers are workers who do not necessarily have an implicit or explicit contract for ongoing employment and are known as on-demand workers (Martocchio, 2017). Part-time employees are employees who work less than 35 hours a week. Organizations hire part-time workers during peak business periods to help minimize overtime pay costs (Martocchio, 2017). Hiring hourly employees eliminates overtime pay, decreases vacation or personal day pay, or they do not get paid holiday pay. Companies can save on costs by adding this type of employee to their organization. Temporary employees are used to temporarily fill in for core employees who are on approved leaves of absence or to offer extra sets of hands when the company’s business peaks (Martocchio, 2017). This type of employee is used for short-term purposes. Independent workers establish their own relationship with organizations rather than through temporary employment agencies or lease companies, and they possess specialized skills that are in short supply (Martocchio, 2017). And telecommuting is an employee who works from home or outside of the organization. 

Part-time employees earn less, on average, than core employees yet are expected to do more than their fair share of the work (Martocchio, 2017). Part-time employees also do not receive benefits, but it can vary, depending on the organization. One major issue for part-time employees is that employers are not required to offer insurance such as medical, dental, vision, or life insurance, something that the employee may need (Martocchio, 2017). Temporary employees may find themselves in unfavorable pay situations. Because their work is only temporary, and for a brief period, they do not have time to research how much they should get paid for a job. These individuals, however, do receive overtime pay if they work beyond 40 hours per week (Martocchio, 2017). They too do not receive benefits. Independent workers run into issues where they may not be protected under laws like the ERISA, FMLA, NLRA, Title VII, or the ADA. Telecommuting employees typically are provided benefits that are flexible since they work remotely. Since contingent workers are not considered permanent employees, their compensation and benefits are inconsistent. Money saved by hiring these individuals is used elsewhere within the organization to improve other areas such as employee retention, engagement, motivation, benefits, compensation, training, expanding, or remodeling the organization to name a few. Although the organization is cutting back costs by utilizing these contingent workers, contingent workers may also feel they are being overworked, abused, and underappreciated, and therefore can decrease morale and productivity. Where the organization thinks they are hiring smarter by saving in costs, not providing these individuals with better compensation, benefits, rewards, or incentives can actually decrease their morale where they are not producing the numbers needed for the company to be successful. In cases like this, the company has then wasted time and money in training individuals who are not helping to increase productivity so they must be careful when hiring these workers. Otherwise, it can be extremely helpful when it comes to reducing turnover and increasing morale. 

Reference 

Martocchio, J.J. (2017).  (9th ed.). Pearson. 

Part 2

 Organizations are always looking for ways to cut costs to help increase profitability. With labor being one of the biggest expenses in business, it’s only natural that companies would start looking for innovative ways to get work done more efficiently at lower costs.

Millions of contingent workers “are not covered by workers’ compensation insurance for medical benefits for work-related injury and illness” (Lykins, 2011). Often, as contingent workers, the part-time, temporary, independent workers, and flexible/telecommuting workers are not covered by workers’ compensation insurance, nor do they receive any company benefits and compensation, such as health insurance or a retirement plan.

Legally, part-time employees work 35 or fewer hours weekly. The employer, not burdened with the cost of a benefits package, can save company money. Part-time workers seldom receive benefits.

Companies hire temporary workers, for example, for seasonal work or vacationing employees. The agency that provides the employees assumes much cost and liability. “The agency is responsible for and bears the financial burden of recruiting, screening, testing and hiring workers; payroll expenses and paperwork; payroll and withholding taxes; unemployment and workers’ compensation insurance; and any employee benefits they may wish to provide” (Schaefer, 2005).

Independent workers obtain their customers. Examples are management consultants, house cleaners, and real estate agents. “Unfortunately, current tax, labor, and employment law gives employers and employees incentives to create contingent relationships, not for flexibility or efficiency but to evade their legal obligations” (Safety and health, 2011). Employers might choose to hire independent workers to avoid paying for health insurance, unemployment insurance, and worker’s compensation and avoid paying into the Social Security fund. Contingent workers lose the protection of many labor and employment laws.

Flexible/telecommuters can be full-time, part-time, temporary, or independent workers and often work from home. If full-time employees, telecommuters afford the same protection in the home as they do at work. However, if part-time or independent, the same lack of legal protection exists.

Lykins, L. (2011, February 16). The contingent worker debate. http://www.i4cp.com/trendwatchers/2011/02/16/the-contingent-worker-debate

Schaefer, P. (2005). The pros and cons of hiring a temp. fromhttp://www.businessknowhow.com/manage/hire-temp.htm

United States Department of Labor, Office of the Secretary. (2011). Safety and health programs and employee involvement. Contingent workers. http://www.dol.gov/_sec/media/reports/dunlop/section7.htm

If I was an  Compensation Manager how would I  develop a pay-for-performance plan for all assembly-line workers that will perform three functions  

1. Appeal to the assembly-line workers 
2. Meet the tenets of the core values
3. Serve to improve performance overall by reducing the time to make one bicycle by ten percent?