As your final assignment, you will complete a final integrating case $($worth up to $60$ points, due on the final day of the semester by $11$:$59$ pm$,$ and evaluated using the Final Integrating Case Rubric$).$ In this assignment, you will take on the role of an HR consultant to an organization $($Club Med in the mid$-1980$s$).$ This assignment gives you the opportunity to demonstrate your learning from across the course through identifying issues with HR$-$related practices, analyzing them via application of our course materials, and making recommendations to improve HR practices going forward. This integrating case affords the opportunity to bring together the areas of HRM we have studied separately in the Modules $1-6,$ as well as to apply a strategic HRM lens to the case as covered in Module $7.$ In taking on the role of consultant, you should prepare a written report for the client $($Jacky Amzallag, director of Human Resources for Club Med$$s American zone$),$ with the following components:

Identification$/$analysis of major issues. In this section, you must identify what you believe to be the five top priority issues that Jacky$/$Club Med must address in order to make Club Med run more effectively in the American zone going forward. These five issues must come from at least three of the first six modules $($legal issues, staffing, employee development, performance management, compensation, retention$),$ and no more than two issues can come from any particular module. For each issue, be sure to provide a thorough description of the issue$/$problem$,$ including some analysis as to what is causing the issue and what the impact of the issue is for Club Med. In doing so$,$ make sure that you are explicitly incorporating course materials to support your analysis.

For example, if you are going to choose GO pay as one of your six top priority issues, be sure to make the case for describe what about the pay rate is a problem $($i$.$e$.,$ is it the level of pay, the basis of pay, the frequency of pay, etc.$),$ make the case for why it is a problem using our course materials $($i$.$e$.,$ how is GO pay a problem according to our course materials; what evidence can you apply to demonstrate that it is a problem$),$ and follow$-$through to demonstrate what the impact is on Club Med $($i$.$e$.,$ what happens at Club Med because of GO pay being what it is$).$

Strategic HRM Analysis. In the next section, you must apply two different SHRM frameworks from Module $7$ to the HRM practices as described in the case. Specifically, I would like you to look at these two models; be sure to demonstrate your understanding of these two frameworks through your analysis:

Internal Congruence Model. To what extent are the separate HRM functions strategically linked as described in the case? Can you identify any deadly combinations or powerful connections?

Universalistic Model $($Pfeffer & Veiga$).$ To what extent are Club Med$$s HRM practices representative of the seven universalistic practices identified by Pfeffer & Veiga?

Recommendations. In this final section, you must offer a recommendation for each of the five top priority issues that you identified in the previous section. Each recommendation should be offered in enough detail so that the client knows what would need to be done to implement it$,$ and each should be supported via explicit application of course materials. Please also be sure to highlight where your recommendations resolve deadly combinations, create powerful connections, or adopt universalistic best practices, in line with your SHRM analysis in the previous section. Note: not every recommendation needs to be tied to your strategic HRM analysis, but at least a few should have some link to the previous section.

The final integrating case is worth $60$ points, and will be assessed using the Final Integrating Case Rubric.