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1. Read sections 8800 of 8808 of 167 law and answer the following questions in your own words. a. Essay

1. Read sections 8800 of 8808 of 167 law and answer the following questions in your own words.
a. What does NY State include in the role of applied behavior analysis by a “licensed behavior analyst”? What is not included? (hint: see 8802)
b. What are the 7 requirements a licensed behavior analyst must fulfill to qualify for a license (hint: 8804)
c. What qualifications must an applicant meet to be granted a limited permit? How long is a limited permit for? Does someone with a limited permit need to be supervised? (hint 8806)

2. Read “Increasing Cultural Understanding and Diversity in Applied Behavior Analysis” by Fong, Ficklin,

Changes the TSA Should Consider Name Institutional Affiliation Course Instructor Date Changes

Changes the TSA Should Consider


Institutional Affiliation




Changes the TSA Should Consider

At least once per month, a terrorist attack in airports is conducted in a country. Following the inefficiencies encountered, the TSA ought to input several changes to the sector. By doing so, they will become more efficient while still catering to the safety and security of travelers.

Beginning with, security audits should be conducted now and then to make sure what is and what is not working is noted. This includes the use of security personnel at every sector to make vulnerability assessments after which, evaluations and recommendations should be given. Moreover, massive use of video cameras rather than taking more time at numerous checkpoints should be embraced. Reduced checkpoint confrontation is one of the advantages of improved security. At the same time, issues that may easily develop on screening lanes are reduced. 

Additionally, the use of Canine Explosive Dog Detection (CEDD) is a powerful way to curb security concerns. This will support the TSA in the identification of explosives and residual ingredients of explosives. CEDD personnel respond to threats with a customized reaction that helps them to recognize harmful material. This helps in the smooth operation of processes with minimal downtime. EDD canines are trained to work in both distant and highly congested places, making them ideal for airport security. Besides, they are capable of working on airplanes.

Screening lanes can also be improved to better fasten the security. Body scanners are often employed at airport security, but they are sluggish, inaccurate, and can cause health problems. Introducing automatic baggage lanes allows for the capturing of scans of luggage and other goods before they are scanned over X-rays. As the movement of luggage and travelers continues in the major lane, the waiting time is reduced.

Strengthening the screening lanes not only improves security but also improves travelers’ pleasure. These improvements will therefore allow travelers to get through the screening procedure quickly and comfortably.


Security services. 2019. 7 Tips for improving airport security. Accessed 22/02/2022. Retrieved from:

1 Chapters 13 and 14 Assignment for CRM Organizing and Managing the

1. Read sections 8800 of 8808 of 167 law and answer the following questions in your own words. a. Essay Writing Assignment Help 1

Chapters 13 and 14 Assignment for CRM

Organizing and Managing the Profitable Customer-Strategy Enterprise,

Parts 1 and 2

Due by 11:59pm Monday, May 9, 2022

1. How is a customer-centric organization different from one that is product focused?

How does customer centricity impact the areas of finance, human resources, information technology, marketing, research and development, operations, and sales?

A customer-centric company prioritizes the customer as the center of the business. Recognizing that, regardless of the time period, generating customer value as well as placing customers first provides the highest and longest standing company benefit, goes beyond a mere client satisfaction. This organization operates not only to advance market strategies, measurement, and theory, but also to demonstrate that customer-centricity cannot remain an abstract term, as it frequently did in previous years.

With the product- centric approach, one of the most important financial goals of the company is to maximize the value provided by each client. That is a significant point of differentiation. Throughout the customer lifetime, value comes into play in the form of customer service, the customer experience, and the company’s whole end-to-end brand image, among other things. Following purchases, the majority of customers’ loyalty, advocacy, and retention are shown. Customers are thus at the center of everything we do, from finance to marketing to sales operations to information technology to research and development to product creation.

If you were to take a tour of two companies—one that is customer intimate and another that is product focused—what differences might you notice as you walked around?

Customer intimate:-

In the case of the customer intimacy approach, the emphasis is on delivering a varied range of customer services that allows for service customization and product modification to meet the particular needs of each individual client. The firm followed this strategy by integrating services and commodities into a “solution” that was personalized to the specific needs of each individual customer. It is critical for solution design to be successful for suppliers to have a thorough grasp of their customers’ companies and of the business processes of their customers’ customers. The solutions provided are seldom the most cost-effective or most innovative options available to the user, yet they are regarded “good enough.”

The customer intimate company strategies include:-

1. Implementing operational modes that focus on the consumer.

2. ​​​​​​Creating, enforcing, and adopting policies to be customer-centric.

3. Letting their consumer aware they are always valued.

4. Writing case studies concerning their clients.

5. Arrange competitions with their consumers and then rewarding them for loyalty and advocacy.

6. Hosting events with their clients centered around their desires and needs.

7. Offering customer training courses for the clients to be product specialists who would offer product consultancy service on their own.


They were passionately product-oriented. They were arranged in groups according to key product lines, which is a fairly standard technique. They organized their company into product lines, each of which had product managers, customer marketing, and sales services. Each product group focused on maximizing its own growth as well as its proportion of the overall market. The management team was aware of product overlaps, but they thought that “healthy” competition between divisions would result in overall better growth. From a business sense, it wasn’t a completely disastrous strategy in some ways.

Product-focused strategies include:-

1. Creating a flexible, strong, and clear road map.

2. Conducting consumer research as well as product discovery.

3. Testing, measuring and understanding.

4. Communicating transparently and regularly.

2. Thinking about the company at which you are now employed, draw an organizational chart reflecting the current structure.

How might that organizational chart change in order to enable the building of stronger customer relationships?

Product line VP

Product line VP

Brand B

Brand B

Brand A

Brand A

Product 1 Product 2 Product 3 Product

The company has the above organizational chart. The enterprise holds certain managers and groups accountable for attaining different brand and product sales targets. In actuality, the product or brand manager serves as the “protector” of the product or brand, monitoring its performance and ensuring that sales or awareness targets are met.

To build a better customer connection, the firm must boost the long-term value of its client base via the application of differentiated goals and strategies to distinct consumers. This might be accomplished by assigning someone to make choices and carry out activities on behalf of each individual consumer.

Describe the company from the perspective of its customer-relating capabilities (i.e., orientation, information, and configuration). What opportunities exist to enhance these capabilities?

As part of customer orientation, the organization maintains a mentality that seeks to see things from the customer’s point of view while making business choices or establishing rules. Because of this, the organization and management of the Profitable Customer-Strategy Enterprise are successful, and the organization inspires workers to serve customers properly. When making business choices, the corporation is also able to consider the customer’s point of view, as well as the influence that those actions will have on the future value of its consumers.

With the ability to configure each store individually, the company is able to keep a current record of each store’s particular setup. However, it must also act on that information in a cost-effective manner by altering the actual product delivery arrangement for each shop in order to maximize profits.

3. How might a product-centric company transition into a customer-focused enterprise?

What are the primary stages along the journey?

Transitioning to customer-focused business, the following changes need to take place;

i. Strategy. The company’s overall dedication to developing solutions that meet the customer’s needs and concentrating on the most lucrative, loyal consumers or portfolios..

ii. Structure. It the company’s concept of customer segmentation, customer teams, and client profit-and-loss (P&L).

iii. People. Involves various elements:

Personnel approach. The power base is concentrated in the hands of those who have the greatest knowledge about the consumer and are compensated appropriately.

Mental model. Instead of thinking “How many uses for this product?”(Divergent thinking), convergent thinking questions: “What combination of products is best for this customer?”

Sales bias. The transaction’s bias should be in favor of the buyer; the corporation must advocate for the consumer.

Culture. The company culture has to be one of relationships, with an emphasis on identifying additional consumer wants to serve

iv. Process. Customer relationship management as well as solution development are included into the information flow.

v. Rewards. Consumer satisfaction, consumer share, lifetime value, and consumer equity are all indicators that affect motivation.

How might employee resistance to change be overcome?

It is challenging for business employees to make this transformation since genuinely embracing a customer-centric approach may challenge a lot of their firmly held values and ideas on how business is conducted and success is measured. The degree of cooperation and trust that must be created across functions and departments is one of the most demanding parts of this new approach. Managing client relationships may be an unconventional method for them to do operations, requiring a variety of unique talents, such as negotiating and a grasp of the firm as a whole. Additionally, how staff are handled sets the tone for how consumers are treated. Employees that are unable to reach internal agreement have difficulties delivering to clients.

4. “Customer journey mapping” has been called a vision as much as a roadmap. What does that mean?

Customer journey mapping refers to a systematic approach to determining your customers’ desires, requirements, and ambitions at each point of their engagement with you, from first awareness through exit and maybe return. It is a technique for picturing how consumers engage with a business across numerous channels as well as touch points throughout the customer life cycle. It establishes a factual foundation for change, as well as the interactions map that occur and the emotions evoked at every touch point.

5. Think about the actual “journey” a customer takes from becoming aware of a need or want and then buying it—maybe for the first of several times. Perhaps this is the journey not just to buying a product, but also to becoming the customer of a product or a retailer, or a service provider. Can you describe a customer experience journey of your own?

My customer experience journey begins with researching the trusted information sources about the product I need such as third-party reports, surveys plus rating/rankings before I even reach out to a enterprise. After weighing the sources I reach a decision before I go to the company’s store, product page, or rather download their mobile app. After engaging with the finalist I proceed to engage the company and definitely make purchases. After I purchase the company’s product, I beginning the second phase which is using the product. The use will determine if I will proceed trading with the company or move to its competitor. Therefore, if a product I purchased has no ups and down or issues, I become the long lasting customer of the company’s product unless I find negative changes that I will consider abandoning the company.

4 Chapter 15 Assignment for CRM Futureproofing the Customer-Centric Organization Due by


Chapter 15 Assignment for CRM

Futureproofing the Customer-Centric Organization

Due by 11:59pm Monday, May 16, 2022

1. How will leaders behave differently at companies that are strongly customer-centric versus those that are not?

The ability to integrate throughout the whole business is crucial in firms with a strong customer focus. The leaders of every customer-centric company will gain expertise in customer relationship management, and they may go on to advocate for this kind of business model in the future. They will be able to promote it at organizational meetings, including business events; they will be able to share their expertise publicly both inside and outside the company; in short, they will be recognized as experts in the client management business model. Additionally, the leaders assess their own and their people’s performance differently, using new measures for the enterprise’s actions and results and then will generate a new set of reward structures. Also these leaders are continuously on the lookout for methods to broaden the breadth of their customer interactions beyond their own product or division and then reach out and embrace parts of those relationships that transcend her own area. Nevertheless the leaders will insist on direct interaction with their consumers. They may participate in focus groups, conduct phone interviews, monitor the customer interface center, and meet with consumer organization business leaders. This is because they want to be as intimately linked to their consumers as possible.

2. How will employees and executives be rewarded differently?

Compensation for executives differs from that of lower-level workers in many ways. A customized employment agreement is used to record the terms of the wage and other perks that have been agreed. For executives such as a customer manager, whose major goal is to maximize the long-term value of his own client portfolio by retaining and expanding existing customers, they are compensated on the basis of indicators that reflect their success in accomplishing their mission. They are compensated not just for the number of new policies it takes in during the current month, but also for the amount of change in the entire client portfolio value during the same time. Additionally, they are compensated in a manner that requires them to maintain an interest in both short-term revenue growth and long-term customer equity.

Meanwhile a mix of present and future values of consumers is used to determine employee compensation at the organization. For employees such as sales staffs the companies compensate them in a variety of ways, including scaling commissions and incentives for obtaining the greatest number of clients. In some instances, the consumer may choose to depart, and the sales professional may be compensated for returning the same customer in particular instances. Besides, employees may be rewarded by soliciting their opinion on the workplace and then giving services that help them achieve a better work-life balance. Also employees that provide exceptional customer service might be rewarded with bonuses or promotions. It is important to recognize and reward employees who collaborate with one another and act as catalysts for collaborative activity, rather than simply the lone ranger who win since they outperform everybody else. In other words, no one in the firm is allowed to yank the rug out from under people’s feet.

3. Why is high-level trustability suddenly imperative? In recent news, how have companies created—or destroyed—trust? If they have destroyed it, how can they restore the trust they’ve lost? Why is trustability financially valuable to an organization?

Developing customer value via trustworthiness and enhanced customer experiences is financially advantageous for a firm, although it might cost more in the sense of forgone earnings or newly incurred expenditures in many cases. A business that exemplifies trustability simply focuses on its customers’ long-term value and the critical nature of preserving their confidence and trust. If a business’s major goal is to acquire the trust of its consumers, then it will certainly earn the trust of its workers, since research reveals that workers’ trust in as well as helpfulness toward one another is the key predictor of work teams’ success and achievement of goals. And acquiring and maintaining employee trust is perhaps the most crucial step toward developing a profitable and value-creating business. As a result, increased trustworthiness improves consumer and employee experiences and loyalty over time, hence creating financial benefit as a philosophical approach. Untrustworthy practices will bring significant economic damage to a corporation, and the cost will almost certainly overwhelm any short-term gains generated.

Companies destroy trust whenever they create considerable profits by deceiving consumers, exploiting their errors or lack of understanding, or simply through failing to notify them of information necessary to make an educated choice. With these tactics, business practices become untrustworthy to consumers and will eventually become extinct, pushed to extinction by growing levels of openness, growing customer demands for equitable treatment, plus competitive pressure.

To ensure that they regain the high level of trust of their customers, they must publish their prices precisely, keep the quality and dependability of their product lines, and generally follow through on their promises. However, that is the extent of most firms’ efforts, and by tomorrow’s standards, they will be woefully inadequate.

The ability to rely on others is financially valuable to an organization because it has the effect of decreasing the heat and tension generated by economic activity. As a result, businesses can devote more resources to value-creating practices with less to paperwork, managerial, and surveillance tasks.

CHAPTER ONE INTRODUCTION Background of the Study In industrialized, emerging, and developing



Background of the Study

In industrialized, emerging, and developing economies, the relationship between human resources management (HRM) and corporate performance has piqued researchers’ interest. Globally competitive multinational commercial banks greatly depend on how unique human capital is managed for the realization of a successful competitive advantage, therefore the human resources (HR) practices and their contribution on the financial performance has been greatly researched by different scholars. According to Dahie (2017), The importance of human resource management practices (HRMP) cannot be overstated, and it is critical to examine them in a variety of settings in order to verify their contributions to financial success. The trajectory of human resource management practices has shifted dramatically in recent years as a result of the global environment, privatization, competition, and technological advancements, not to mention the shifting social, political, and economic factors that have forced banks to implement innovative practices that will ensure financial performance. Anyumba (2016) states that human resource practices are essential for any firm to grow and goes on to list a variety of human resource practices, including but not limited to reward management, training, procurement, evaluations, and job security. Human resource management is a critical aspect of achieving and maintaining a competitive advantage, according to Kagwiria (2015), so human resource managers have been tasked with mentoring employees with specific expertise and capabilities that will help commercial banks improve their competitive advantages.

This research is premised on the Social exchange theory (Blau, 1964) and Human Capital Theory (Becker, 1964). Social exchange theory emphasizes that employees should be treated as assets who are important to the organization and who have very vital information and the understanding of the organization and its activities as well. The human capital theory was proposed by Becker in 1964. The theory emphasizes on the need of the organizations to consider the different abilities, skills and knowledge of its staff as significant capital. The theories are therefore relevant to this study because they help explain how human resource management practices are critical to realization of performance.

Human Resource Management Practices

According to (Minbaeva, 2012), HRMP are approaches used by organizations in managing employees by accelerating the progress of capabilities that are aimed at sustaining competitive advantage. Therefore, HRMP are methods used in managing people. Organizations ought to execute best human resource practices that suit how they operate (Armstrong, 2012). Further, Delery and Doty (1996) described human resource practices as internally dependable policies that are designed and executed to ensure that organization’s human resources add into the realization of the set goals.

Human resource management practices is defined as the practice in organizations and policies that influence behavior (Dessler, 2008). The practice includes choosing human resource requirements, reference checks, recruitment, training, reward, assessing and also labor relations, health and safety and fair concerns among others (Dessler, 2007). Human resource practices have been defined in several characteristics which are not limited to; a system that catch the attention of employees, improves their experience, encourages them to work and maintain them for a period of time so as to comply with the effective conclusion and continued existence of the business entity and employees (Schuler and Jackson 1987).

Furthermore, some of these practices are considered as a set of reliable guiding principles that are within planned and employed to ensure that an institution’s employees add to the achievement of the organizations goals (Delery & Doty, 1996). Minbaeva (2005) describes human resource management practices as approaches used by organizations in managing employees by accelerating the progress of capabilities that aim at sustaining competitive advantage.

Employees Performance

The performance of employees is related to the ability of the employee to effectively and efficiently complete tasks as expected by the employing authority. The performance of employees concerns the quality of output as per the set standard (Mathis and Jackson, 2009). According to Gilbert (2008), employee performance is a function of motivation and capability. The employer provides performance support by working on the environment and making sure the hindrances to one’s performance is minimized. Failure of employees to perform to the expectations of the employer is not always because of the inability of the employee but rather influenced by external factors like the office support system (Ströh, 2001). Upon joining new institutions, employees bring with them certain expectations that influence their performance and output. The needs could be psychological values, physical values or both (Davis and Newstrom, 2006). They further emphasise that high job satisfaction does not always lead to high employee performance because employee performance is not associated with socio-economic or psychological achievements.

According to Nzuve (2007) the assessment of the performance of employees provide with information that helps in evaluating an institution. Certo (2010) postulates that employee performance catalyzes one to perform even better and by so doing, an employee is likely to exceed their own/and companies expectation and that works for the good of all, both the employee and the organisations wins. Today’s performance is critical for planning tomorrow’s performance and for the overall improvement of organizational performance. Noe (2011) on their part, consider performance as a process that ensures that the actions taken by an employee and the respective outputs are in line with the organizations’ goals. In their view, the HR department is charged with the responsibility of ensuring that the performance of the employees are congruent with the organizations’ goals. They do that by matching employee’s job description with the respective Problem of the Study

The alignment of human resource management perspectives to the objectives is a key responsibility of human resource management practitioners. The way multinational commercial banks manage its human capital distinguishes one commercial bank to the other, particularly today when there is increased competitiveness. Depending on the human resource management approach, a multinational bank can either succeed or fail. With the dynamics and turbulences in the market to date, commercial banks are increasingly looking for new strategies to help them respond to the changing business environment. The banks that have factored the human capital aspect have turned out successful. Realization of the critical role played by employees is a great step towards the Banks’s competitiveness and financial performance. The changing dynamics are exacerbated by globalization that has made the world a global village in which one has to remain competitive to survive. As such, shifting focus to the management of human resource cannot be overemphasized. This calls for proper taping and management of banks’ human capital if the objectives were to be achieved.

Amendi (2015) examined the impact of the human resource management on the performance at micro financial institutions. He found that HR practices resulted in an increased performance. Dimba & K’Obonyo (2009) examined the effects of human resource planning on the performance of the organization and demonstrated that employees resourcing and reward practices are associated with their performance as well.

The purpose of this research is to study the influence of human resource factors in the performance of National Irrigation Board employees hence the need for this study.

Objective of the Study

The main objective of the study was to investigate how human resource practices influence the financial performance of multinational commercial banks.

Value of the Study

The Research has a positive impact on the senior managers and board of directors of the NIB. The Human resource department at NIB benefits from the study and feedback and can guide on implementing strategies for change and enhance the growth of the institution. Human resource managers in other organizations would also be enlightened on various aspects of human resource management practices for the enhancement of their employee performance.

The Government of Kenya also benefits from the study as the findings help in the achievement of national long-term development goals and improved public policy making and implementation. This can be realized through quality and public policy advice, capacity building and dissemination of quality research outputs by the institute. Public and private institutions also benefits from the study as the findings provide information on how to effectively enhance human resource practices for sustainable employees’ performance. Scholars have also benefited from the findings since it lays a basis for future research.

To the academic community the study is of value as it has identified gaps that have not been addressed in past studies that focused on HRM. Future studies are thus able to address these gaps in a way that seeks to provide better human capital management approaches that promises organization competitiveness.


Abosede, J., Eze, B., & Sowunmi, M. (2018). Human resource management and banks’ performance in Nigeria. Izvestiya Journal of Varna University of Economics, 62(2), 117-130.

Chaudhary, S. (2019). Human resource management in banking institutions.

Cruz, A. M., & Haugan, G. L. (2019). Determinants of maintenance performance: A resource-based view and agency theory approach. Journal of Engineering and Technology Management, 51, 33-47.

Davis, G. F., & DeWitt, T. (2021). Organization theory and the resource-based view of the firm: The great divide. Journal of Management, 47(7), 1684-1697.

Dionysus, R., & Arifin, A. Z. (2020). Strategic Orientation on Performance: The Resource Based View Theory Approach. Jurnal Akuntansi, 24(1), 136-153.

Dubey, S., & Gupta, B. (2019). Innovative Human Resource Practices in Indian Banks: A Study from HR Manager’s Perspective. International Journal of Engineering and Management Research (IJEMR), 9(1), 195-203.

El-Ghalayini, Y. (2017). Human resource management practices and organizational performance in public sector organization. Journal of Business Studies Quarterly, 8(3), 65.

Emeagwal, L., & Ogbonmwan, K. O. (2018). Mapping the perceived role of strategic human resource management practices in sustainable competitive advantage. Academy of Strategic Management Journal, 17(2), 1-19.

Freeman, R. E., Dmytriyev, S. D., & Phillips, R. A. (2021). Stakeholder theory and the resource-based view of the firm. Journal of Management, 47(7), 1757-1770.

Hopper, E. (2020). Maslow’s hierarchy of needs explained. ThoughtCo, ThoughtCo, 24.

Kianto, A., Sáenz, J., & Aramburu, N. (2017). Knowledge-based human resource management practices, intellectual capital and innovation. Journal of Business Research, 81, 11-20.

Mathis, R., & Jackson, J. (2022). Human Resources.

Miller, D. (2019). The resource-based view of the firm. In Oxford Research Encyclopedia of Business and Management.

Munuve, V. N. (2019). The Influence Of Human Resources Management Practices On Performance Of Employees At National Irrigation Board In Kenya (Doctoral dissertation, University of Nairobi).

Papa, A., Dezi, L., Gregori, G. L., Mueller, J., & Miglietta, N. (2018). Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices. Journal of Knowledge Management.

Stewart, C., Nodoushani, O., & Stumpf, J. (2018, July). Cultivating employees using Maslow’s hierarchy of needs. In Competition Forum (Vol. 16, No. 2, pp. 67-75). American Society for Competitiveness.

Suyono, J., & Mudjanarko, S. (2017). Motivation engineering to employee by employees Abraham Maslow theory. Journal of Education, Teaching and Learning, 2(1), 27-33.

Anyumba, (2016) the perceived influence of Human resource practices on employees’ retention at Kenya institute of public policy research and analysis

Kagwiria (2015) Alignment of HR Practices and Business strategy at the Coca cola bottling company Nairobi, Unpublished MBA Project, University of Nairobi.