Good Sewing Machines Have A Big Motor That Gives In A Maximum Speed An ✓ Solved

Good sewing machines have a big motor that gives in a maximum speed and enough power to sew heavy and thick fabrics. This enables the machine operators to sew faster and complete many units. Selecting a sewing machine running on servo motors will be ideal for the business of company X as this type of motor offers the operator more control allowing them to sew complex designs (Coelho, Santos, Pinho, Boaventura-Cunha & Oliveira, 2018). This type of motor consumes less power and is quite suitable for a factory setting. Ideal machine for the factory should be cost friendly without compromising the functionality of the sewing machine given company x is starting company (Coelho, Santos, Pinho, Boaventura-Cunha & Oliveira, 2018).

Purchasing a Brother CS700i sewing and quilting machine will be ideal for company X. this model offers over 70 different types of built-in stitches ranging from button hole stitching, heirloom stitching, quilting, utility and decorative stitching. The machine has an automatic needle threader and costs $ 187(Goldstartool.com, 2020). The stitching speed per minute is 850 good for a manufacturing industry. Jukki DDL-8700 has a speed of 5500 stitches per minute, it is cost friendly at 2. The sewing machine runs on a servo motor saving on electric power consumption.

These two models are ideal for company X to start their business (Goldstartool.com, 2020). References Coelho, J. P., Santos, P., Pinho, T. M., Boaventura-Cunha, J., & Oliveira, J. (2018). Instrumentation and control of an industrial sewing station.

In th APCA International Conference on Automatic Control and Soft Computing (CONTROLO) (pp. ). IEEE. Goldstartool.com, (2020). Top 5 Industrial Sewing Machines In 2020. Retrieved from 7 MODULE 7 principles of management, spring, 2021 chapter 9 WRITTEN ASSIGNMENT After reading Chapter 9 of the text, and reviewing the associated PowerPoint slides, please answer the following questions, making sure to use college-level writing and using responses that demonstrate your understanding of the concepts.

INCLUDE THE ORIGINAL QUESTIONS in with your submission. Upload your answers in either Word or PDF format no later than the due date. 1) Explain the strategic role of human resource management. 2) Describe federal legislation and societal trends that influence human resource management. 3) Explain what the changing social contract between organizations and employees means for workers and human resource managers.

4) Is it wise for managers to evaluate a candidate’s tweets or postings on social networking sites as grounds for rejection before even interviewing him or her? What might be ethical and legal issues that managers should consider? Discuss. 5) Summarize the factors that affect women’s opportunities, including the glass ceiling, the opt-out trend, and the female advantage. 6) Describe the tools managers use to recruit and select employees.

What are your additional suggestions? Assignments are due no later than 11:59 pm on Sunday, April 25, 2021. MODULE 7 principles of management, spring 2021 chapter 9 CASE STUDY Upload your answers in either Word or PDF format no later than the due date. Read the CASE FOR CRITICAL ANALYSIS “The Right Way With Employees?†on pages 413 and 414 of the text. Then please answer the following questions based on your understanding of the text and your interpretation and analysis of the case.

1. What kind of employee social contract is assumed by Kirby and by Drew? EXPLAIN. 2. If you were an HR manager at the company, which view would you support?

WHY? 3. HR departments hire and develop human capital to serve the organization’s strategy and drive performance. Which approach—Kirby’s or Drew’s—is more like to have a greater positive impact on performance? EXPLAIN YOUR POSITION.

Assignments are due no later than 11:59 pm on Sunday, April 25, 2021. 2

Paper for above instructions

Human Resource Management (HRM) plays a crucial and strategic role in an organization by ensuring that employees are effectively utilized for the achievement of organizational goals. According to Boxall and Purcell (2016), the strategic role of HRM involves aligning human resources practices with the organization’s business strategy, thereby aiding in the development of a competitive advantage. The core focus of HRM is on attracting, retaining, and developing quality employees who can contribute positively to the organization’s objectives (Brewster, Chung, & Sparrow, 2016).
HRM takes on various strategic activities, such as workforce planning, training and development, and performance management. These activities not only help in maximizing employee productivity but also in creating a conducive work environment, which is critical for employee satisfaction and retention (Wright & Nishii, 2013). As organizations face increasing competition and rapid technological changes, HRM has also started focusing on employee engagement and fostering a culture of innovation, which is vital for long-term sustainability (Kumar & Kumar, 2017).

Several laws and societal trends influence HRM practices, making it imperative for HR managers to remain updated about these changes. Federally mandated legislations such as the Civil Rights Act (1964), the Equal Employment Opportunity Act (1972), and the Family and Medical Leave Act (1993) impose regulations that prohibit discrimination and encourage fair treatment of employees (Bennett-Alexander & Hartman, 2016). Furthermore, legislation surrounding workplace safety, such as the Occupational Safety and Health Act (1970), mandates that employers create safe working conditions (Bennett-Alexander & Hartman, 2016).
Additionally, societal trends, such as the increase in diversity within the workforce and the rise of remote work, have profound implications for HRM. As companies become more globalized, culturally diverse teams are becoming the norm, necessitating that HR practitioners employ inclusive hiring practices and diversity training (Shen, Chanda, D’Netto, & Monga, 2009). Similarly, the trend towards flexible work arrangements requires HR to adapt policies that take into account the work-life balance preferences of employees (Kelliher & Anderson, 2010).

The social contract between organizations and employees refers to the implicit agreement about mutual expectations and obligations (Shultz & Wang, 2011). In recent years, this social contract has evolved. Historically, organizations promised job security, benefits, and career advancement in exchange for loyalty and hard work from employees. However, with gig economies and growing job instability, the new contract is more transactional, placing greater emphasis on flexibility and short-term engagements (Rousseau, 2016).
For workers, this changing landscape means that they must be more adaptable and continuously upskill to remain employable. For HR managers, evolving social contracts imply a need for flexibility in HR policies, potentially requiring a shift from traditional practices to more dynamic capabilities, such as tailored career development paths and diversified benefits packages (Hall, 2016).

Evaluating candidates based on social media activity poses both ethical and legal challenges for employers. While assessing a candidate's social media presence may provide valuable insight into their suitability for a role, it raises concerns surrounding privacy and discrimination (Lehr, 2019). It is crucial for managers to consider that employees may curate their online profiles differently compared to their professional personas, which might not give an accurate representation of their skills or values (Davis, 2016).
From a legal perspective, employers risk fatally breaching anti-discrimination laws if their assessment from social media unintentionally reflects biases related to race, gender, sexual orientation, or other protected characteristics (Springer, 2017). Thus, it is essential for HR managers to establish clear guidelines that delineate what is appropriate to consider while assessing candidates' online presence, ensuring fair and ethical hiring practices.

Women face several barriers to advancement in the workplace, including the well-documented ‘glass ceiling’ phenomenon, which restricts women's career progression into senior leadership positions (Cotter, Hermsen, Vanneman, & Valian, 2001). Societal roles and cultural expectations further contribute to this barrier, often positioning women in nurturing roles whereas men ascend to prestigious jobs. The “opt-out trend,” where educated women leave the workforce temporarily or permanently for family responsibilities, continues to reinforce this ceiling by limiting women's experience and professional networks (Stone, 2007). However, some studies suggest that women can possess distinct advantages in the workplace, such as superior interpersonal skills and better emotional intelligence, often leading to more effective leadership (Eagly & Carli, 2007).
Organizations can help mitigate these barriers by adopting policies that promote work-life balance, support female leadership development programs, and establish fair promotion practices (Catalyst, 2020).

To effectively recruit and select employees, managers can employ various tools and techniques. One common approach is the use of Applicant Tracking Systems (ATS), which streamline the recruitment process by automating resume screening and managing applications efficiently (Bohlander & Snape, 2016). Additionally, structured interviews, wherein interview questions and scoring criteria are standardized, have been shown to reduce bias and improve the accuracy of candidate evaluations (Huffcutt & Arthur, 1994).
Personality and aptitude tests can also provide insight into a candidate’s potential fit within an organization, especially for roles requiring specific skills or traits (Schmitt, 2015). Moreover, leveraging social media platforms for recruitment often enables organizations to attract younger talent who are already active on these platforms (Brown & Vaughn, 2011).
In conclusion, human resource management plays an essential strategic role in driving organizational success. It is imperative that HRM practices adapt to evolving legislation, societal trends, and employee expectations while also ensuring fair and ethical recruitment methods.

1. Bennett-Alexander, D. D., & Hartman, L. P. (2016). Employment Law for Business. Cengage Learning.
2. Bohlander, G., & Snape, E. (2016). Managing Human Resources. Cengage Learning.
3. Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing Human Resource Management. Routledge.
4. Brown, V. R., & Vaughn, E. D. (2011). A Meta-Analysis of the Impact of Social Media on Recruitment. Journal of Business and Psychology, 26(1), 151-166.
5. Catalyst. (2020). Women in Leadership: Quick Take. Retrieved from https://www.catalyst.org/research/women-in-leadership/
6. Cotter, D. A., Hermsen, J. M., Vanneman, R., & Valian, V. (2001). The Glass Ceiling Effect. Social Forces, 80(2), 655-681.
7. Davis, A. (2016). The Ethics of Hiring in the Age of Social Media. Journal of Business Ethics, 138(4), 731-743.
8. Eagly, A. H., & Carli, L. L. (2007). Through the Labyrinth: The Truth About How Women Become Leaders. Harvard Business Review Press.
9. Hall, D. T. (2016). The Changing Social Contract: Understanding and Managing the New Employment Relationship. Organizational Dynamics, 45(2), 145-150.
10. Huffcutt, A. I., & Arthur, W. (1994). Hunter's Three-Step Evaluation of the Validity of Selection Procedures: A Case Study. Human Performance, 7(2), 145-167.
This assignment constitutes the overall evaluation of crucial aspects of HRM, thereby offering a comprehensive overview for Company X as they embark on their business journey.