| Course | HRMG 3001 Human Resource Management |
|---|---|
| Week | Week 2 |
| Paper type | Function overview |
| Length | About 810 words, 5 pages |
| Format | APA 7 student paper |
| School | Walden University |
| Program | BS in Business Administration |
| Updated | October 2026 |
Free sample paper for HRMG 3001 Week 2
Seven HR Practices at a Twenty-Two-Person Custom Cabinet Shop: What Each One Is, the Problem It Answers, the Sign That Problem Is Present at the Shop and the Week It Returns
Student Name
Walden University
HRMG 3001: Human Resource Management
Instructor Name
Month Day, Year
Seven HR Practices at a Twenty-Two-Person Custom Cabinet Shop: What Each One Is, the Problem It Answers, the Sign That Problem Is Present at the Shop and the Week It Returns
The Shop
Birchline Cabinet Works is a composite custom cabinet shop in Spokane, Washington, with twenty-two employees: an owner, a shop lead, one CNC router operator, six assemblers, three finishers, three installers, an estimator, an office coordinator and five shop helpers. It builds kitchen and bath cabinets to order for homeowners and contractors. The owner, who founded the shop fifteen years ago, still handles most people decisions personally. There is no HR department. This overview defines seven HR practices, links each to a problem the shop actually has and notes where the course returns to it.
The Practices
Table 1
Seven HR Practices at Birchline Cabinet Works
| Practice | Definition | Problem it answers | Sign at the shop | Returns in | |
|---|---|---|---|---|
| Recruiting | Attracting a pool of qualified applicants | Too few applicants with the right skills | Finisher openings drew four applicants in two months | Week 3 | |
| Selection | Choosing among applicants using job-related information | Hires who cannot do the job or leave quickly | Two finishers hired last season left within six weeks | Week 4 | |
| Onboarding | Bringing new hires into the job and the shop | New hires who feel lost, work unsafely or quit early | New assemblers start on Monday with no plan for the week | Week 5 | |
| Pay | Setting wages and raises by a consistent structure | Pay that feels unfair or does not reward skill | Two assemblers with similar work are paid $3.50 an hour apart | Week 6 | |
| Training | Building the skills the work requires | Critical work that depends on one person | Cut parts wait whenever the one router operator is out | Week 7 | |
| Appraisal | Evaluating performance and giving feedback | Raises that reward the wrong things | The annual form rates traits, not work | Week 8 | |
| Workplace policies | Written rules that tell people what is expected | Inconsistent treatment and disputes | Attendance rules exist only as the owner's memory | Week 9 | |
The shop is composite; the signs are drawn from the scenario used throughout the term.
Grouping the Practices by Stage
The seven practices touch employees at three stages. Before hire, recruiting and selection decide who joins. The shop's trouble here is concentrated in one role: finishers, who work with stains and lacquers in a spray booth, are hard to find and have not stayed. Most woodworkers learn their trade on the job rather than in school (U.S. Bureau of Labor Statistics, 2024), so experienced finishers are scarce and a shop often has to hire for potential and train. Early in the job, onboarding decides whether a new person becomes productive and safe or leaves. At Birchline the first week depends on who happens to be free, so the experience varies from hire to hire. Throughout employment, pay, training, appraisal and policies shape whether people stay and grow. Here the shop's problems are quieter but more widespread: a pay gap no one can explain, one person holding a critical skill, an appraisal form that does not measure the work and rules that live only in the owner's head.
Mathis et al. (2017) describe HR practices as a system, in which a weakness in one practice shows up as a problem in another. The shop illustrates this. Weak selection for finishers means more onboarding of new finishers, and weak onboarding makes poor selection more costly, because new hires who might have worked out leave instead.
Which Problems Look Most Urgent
Two problems stand out. The first is the router. When the single operator is sick or on vacation, assembly slows within a day because there are no cut parts to assemble, and the shop has shipped orders late on those days. Training a second operator is the most direct fix. The second is finisher turnover. Every early quit costs the shop the time spent recruiting and training, and leaves the other two finishers covering the spray booth. Dessler (2020) notes that early turnover often traces back to a mismatch between the job as described and the job as it is, which points to the job analysis planned for Week 3.
The pay gap is less urgent but more sensitive. Two assemblers doing similar work at different rates may not be illegal, depending on the reasons, but it is the kind of difference employees notice and talk about. Consistent pay grades, planned for Week 6, would make such differences explainable.
What the Overview Does Not Cover
This overview leaves out practices the shop does not yet need, such as labor relations with a union, and areas that are mainly legal compliance, such as wage-and-hour recordkeeping, which the course addresses separately. Its purpose is to map the territory the term will cover, using one shop's real problems as the reference point.
References
Dessler, G. (2020). Human resource management (16th ed.). Pearson.
Mathis, R. L., Jackson, J. H., Valentine, S. R., & Meglich, P. A. (2017). Human resource management (15th ed.). Cengage Learning.
U.S. Bureau of Labor Statistics. (2024). Occupational outlook handbook: Woodworkers. U.S. Department of Labor. https://www.bls.gov/ooh/production/woodworkers.htm
The Walden HRMG 3001 Week 2 instructions
In Week 2 you present an overview of the main HR practices using one organization as your example. For each practice, give a short definition, the problem it answers, a sign that the problem exists in your organization and where the course will return to it. A table works well. Below it, group the practices by the stage of employment they affect: before hire, early in the job and ongoing. Say which problems look most urgent in your organization and why. Note what your overview leaves out. Support the overview with the textbook plus one source from outside the course.
Inside the HRMG 3001 Week 2 example
The overview introduces the shop, its twenty-two employees and the owner who handles people decisions personally. A seven-row table defines each practice and links it to evidence at the shop, such as two finishers who left within six weeks and two assemblers paid $3.50 an hour apart. The grouping section explains how weak selection raises onboarding costs, citing Mathis and colleagues on HR as a system, and cites the Bureau of Labor Statistics on woodworkers learning on the job. The urgency section ranks the single router operator and finisher turnover first, citing Dessler on early turnover. A final section names labor relations and wage-and-hour recordkeeping as outside the overview.
Where the marks sit in the HRMG 3001 Week 2 rubric
Function overviews are judged on accuracy and on how well each practice is tied to the example organization. Definitions should be correct and brief. The strongest overviews give each practice a concrete sign of the problem at the organization, not a generic statement, and connect practices to one another. Grouping by stage of employment shows understanding of how practices fit together. Ranking problems by urgency, with reasons, turns a list into analysis. The table and prose should agree. Citing the course text and an outside source for specific claims, rather than for general statements, is expected at this level.
Common HRMG 3001 Week 2 mistakes, and how to avoid them
Pick a workplace whose real people problems you could name from memory. For each practice in the chapter, ask whether you have seen the problem it is meant to solve: hard-to-fill jobs, early quits, unexplained pay differences, skills held by one person, reviews that miss the point or rules nobody wrote down. Write the sign as a specific fact. Then sort the practices by when they touch an employee. Finally, ask which problem costs the organization most right now. Common mistakes are defining practices without connecting them to the organization and listing every practice as equally important. Describe your workplace to us and we can help you build the table. Keep each sign to a single fact someone at the organization could confirm, such as a count, a date or a pay rate. Vague signs like low morale are hard to act on and harder to check.
Get a HRMG 3001 Week 2 example written to your instructions
Attach the prompt and the rubric, and name the organization if your section assigns one; the overview maps each practice to its problem in that setting. First custom sample free, returned inside 24 to 48 hours. The cabinet shop is a made-up example, and none of its employees are real people.
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HRMG 3001 Week 2 questions, answered
Where can I find a free HRMG 3001 Week 2 sample paper?
The seven-practice table and the analysis beneath it can be read on this page free.
What organization does the HRMG 3001 Week 2 overview use?
A composite custom cabinet shop of twenty-two employees in Spokane, Washington, with no HR department.
Which practices does the table cover?
Recruiting, selection, onboarding, pay, training, appraisal and workplace policies.
Which problems look most urgent?
The shop's single CNC router operator, whose absence stops assembly, and finisher turnover.
How are the practices grouped?
By stage of employment: before hire, early in the job and throughout employment.