JustAnswer€¦ · Web view2016. 10. 18. · Labor Relations, together with Employee Accountability, form the Partnership and Labor Relations program office within Employee Services

Running head: HR MODULES CAPSTONE PROJECT 1

HR Modules Capstone Project

Following the Guidelines of the American Psychological Association

Name

Professor

School

Course

Date

HR MODULES CAPSTONE PROJECT 2

Introduction

This assignment is comprised of five modules pertaining to the role and function, the

environmental and organizational factors, unions/labor and management relations, compensation,

recruitment and selection of an HR Department, team-oriented structure and organizational

health and an executive summary. In the first Module 1 Capstone assignment included in this

report, I will present the purpose and role of human resources in a large manufacturing

organization. I will assess the five most important duties/responsibilities of an effective human

resources department, detailing how these duties and responsibilities specifically support and

enhance the organization’s ability to meet its strategic objectives.

The second Module 2 Capstone Assignment addresses the environment and

organizational factors of an HR Department. I will present the major social, economic, and

technological issues that will impact an organization in the next 3-5 years. For each social,

economic, and technological issue, I will offer one strategy that an organization should consider

to take advantage of this issue or mitigate its impact on the organization’s future performance or

profitability.

For the third Module 3 Capstone Assignment, this will deal with unions/labor and

management relations. I will explain the impact that unions have on the operations of an

organization. I will also describe the principle reasons labor/management relations are

challenged and result in conflict. I will also recommend three strategies an organization should

follow to promote positive and conducive relations between unions and management.

In the fourth component of this report, Module 4 Capstone Assignment, I will deal with

the issue of compensation as it relates to an HR Department. I will explain the main reasons that


employees are motivated to perform in the workplace. In other words, what are the strategies or

actions that motivate a typical organizational employee? I will describe the role of compensation

in the workplace, including its effect/impact on employee performance. I will create a

compensation plan or model for Ellard Williams to adopt that will meet the needs of the

employees, help attract talented employees, and not be cost prohibitive to adapt. My

compensation plan or model will reflect aspects of my motivation philosophy. I will also note

that at present, Ellard Williams does not have the financial resources to compensate employees at

market; therefore, its compensation plan or model must reflect this limitation.

The fifth component of this Module 5 Capstone Assignment will include recruitment and

selection. I will explain the critical mistakes to avoid in the recruitment process, mistakes that

may have resulted in the recruitment challenges at Ellard Williams. This information will be

beneficial to tailor the recruitment processes at Ellard Williams with current realities in the

marketplace. I will describe the general recruitment process that should be followed to attract the

most talented employees, regardless of the type of organization. In particular, I will present the

three most important steps or strategies that should be utilized to create a broader and more

talented pool of candidates (for example, a strategy could be for a human resources

representative to visit high schools, colleges, civic clubs, or local events to promote the

organization). I will summarize the traits and characteristics of the most qualified applicant to a

typical firm. A concern at Ellard Williams is that it may not be hiring the right person for the

position and the CEO has requested that my consulting firm present Ellard Williams with a

summary of the traits and characteristics that the most talented and employee should have.

In the sixth component of this report is Module 6 Capstone Assignment where I will

propose specific strategies a human resource professional can enact to create a more team-


oriented, collaborative culture in the organization. I will also propose specific tools or tests a

human resource professional can utilize that will assess the health of the organization or

highlight potential negative issues within an organization. By doing so, human resources can

more proactively address a situation before its effects the team-oriented culture of the

organization, which then affects organizational productivity.

In the final and seventh component of this report is Module 7 Capstone Assignment

which is an executive summary. I will present the principle finding identified in the Capstone

assignments I have developed throughout the report. I will summarize the knowledge and skills

that a competent human resources professional should possess and describe how the knowledge

and skills can be acquired. I will recommend strategies for transitioning the current human

resources department at Elllard Williams from a purely transactional/process-oriented role within

the organization to one in which it is a strategic partner in determining the future of the

organization. My consulting firm has agreed to provide assistance and guidance to Ellard

Williams, and will present the CEO with an instructive and comprehensive report in eight weeks.

Starting this week and continuing in each week, one component of the report will be presented

by the consultant (student), with feedback provided by the CEO (instructor). In the eighth (final)

week, all components of the report will be compiled, along with closing notes and information,

and submitted to the CEO (instructor). I will begin with the first component of Module 1

Capstone Assignment which is related to the role and function of an HR Department.

Module 1 Capstone Assignment: Role and Function of an HR Department

The key roles and functions of an HR Department according to the Harvard Smithsonian

Center for Astrophysics (2016) are: hiring, promotions, reassignments, position classification


and grading, salary determination, performance appraisal reviews and processing, awards

reviews and processing, personnel data entry and records maintenance, consultation and advisory

services to management and employees include conduct problems and performance problems,

policy development, technical policy interpretation, work permitting immigration Visa program,

benefits including health care insurance, life insurance, disability insurance, retirement,

voluntary accidental death and dismemberment insurance, leave transfer program, tuition

assistance program, training opportunities and combined federal campaign, employee assistance

referral and workers’ compensation.

Below is an example of an organizational chart that can help to envision the structure of the

various roles and functions of an HR Department using the example of a fire department? This

chart includes the structure of the entire organization of the fire department, not just the HR

Department; however from this chart you can also see where the HR Department fits into the

network of a large organization and how it is situated, as well as how it is structured:


Figure 1: Organizational Chart for a HR Department

In Figure 2, I show how an HR Department can be differently structured solely focusing

on the HR Department itself.


Figure 2: HR Department Structure


In Figure 2 you can see that the structure of personnel of an HR Department has the

Human Resources Director at the top of the department. The HR Service Manager and the HR

Advisory Manager are on par with each other in terms of level of responsibilities. Under the HR

Service Manager are the Immigration Section Head and the HR Systems Section Head.

Connected to the HR Systems Section Head is the Helpdesk Unit Head. As well, reporting

directly to the Human Resources Director are the Staff Development Section Head and the

Transaction Service Section Head. The Career Resources Section Head is underneath in ranking

to the latter mentioned section heads, however does report directly to the Human Resources

Director. The Staff Development Section Head supervises the Talent and Training Section Head

and the Performance Management Unit Head. Under the HR Advisory Manager are the

Foundation and Research HRA Section Head and the Educational Subjects Section Head.

Reporting to the HR Advisory Manager is the Recruitment Section Head for different subjects

Section Head, and the Administration HRA Section Head. Although the information of the

source of this diagram from Google Images is limited, it is obvious from working through the

diagram that the HR Department that this diagram in Figure 2 relates to is an educational

institution.

Module 2 Capstone Assignment: Environment and Organizational Factors

Important environment and organizational factors that influence HR Departments is the

law. Legislation that is applied to Human Resources Departments by the federal government is

known as Human Resources Management legislation. According to Inc. (2016), here is some the

history behind how Human Resources Management legislation was formed:

One of the most important pieces of HRM legislation, which affects all of the

functional areas, is Title VII of the Civil Rights Act of 1964 and subsequent


amendments, including the Civil Rights Act of 1991. These acts made illegal the

discrimination against employees or potential recruits for reasons of race, color,

religion, sex, and national origin. It forces employers to follow—and often

document—fairness practices related to hiring, training, pay, benefits, and

virtually all other activities and responsibilities related to HRM. The 1964 act

established the Equal Employment Opportunity Commission to enforce the act,

and provides for civil penalties in the event of discrimination. The net result of the

all-encompassing civil rights acts is that businesses must carefully design and

document numerous procedures to ensure compliance, or face potentially

significant penalties. Another important piece of legislation that complements the

civil rights laws discussed above is the Equal Pay Act of 1963. This act forbids

wage or salary discrimination based on sex, and mandates equal pay for equal

work with few exceptions. Subsequent court rulings augmented the act by

promoting the concept of comparable worth, or equal pay for unequal jobs of

equal value or worth.

Other legislation related to Human Resources Management law that also bears mentioning is the

Davis-Bacon Act of 1931 is a law which requires the payment of minimum wages to non-federal

employees.

The Norris-Laguardia Act of 1932 where this law protects the rights of unions to organize, and

prohibits employers from forcing job applicants to promise not to join a union in exchange for

employment.


The Wagner Act of 1935 where this law, also known as the National Labor Relations Act, is the

main piece of legislation governing union/management relations, and is a chief source of regulation

for HRM departments.

The Social Security Act of 1935 was as enacted as a law in order to protect the general welfare

by establishing a variety of systems to assist the aging, the disabled, and children.

The Walsh-Healy Public Contracts Act of 1936 provides a law which was designed to ensure

that employees working as contractors for the federal government would be compensated fairly.

The Fair Labor Standards Act of 1938 is an important law mandated by the employer compliance

with restrictions related to minimum wages, overtime provisions, child labor, and workplace safety.

The Taft-Hartley Act of 1947 is a law created for provisions that severely restrict the activities

and power of labor unions in the United States.

The Landrum-Griffin Act of 1959, also known as the Labor-Management Reporting and

Disclosure Act (LMRDA), the Landrum-Griffin Act deals primarily with the relationship between a

union and its members. This law grants certain rights to union members and protects their interests

by promoting democratic procedures within labor organizations.

The Age Discrimination in Employment Act of 1967 is legislation which was strengthened by

amendments in the early 1990s, essentially protects workers 40 years of age and older from

discrimination.

The Occupational Safety and Health Act of 1970 is an act which was established the

Occupational Safety and Health Administration and designed to force employers to provide safe and

healthy work environments and to make organizations liable for workers' safety. Today, thousands


of regulations, backed by civil and criminal penalties, have been implemented in various industries

to help ensure that employees are not subjected to unnecessarily hazardous working conditions.

The Family and Medical Leave Act of 1993 is a law that was passed to provide employees who

qualify with up to 12 work weeks of unpaid, job-protected leave in a 12-month period for specified

family and medical reasons. It also requires group health benefits to be maintained during the leave

as if employees continued to work instead of taking leave. The Act became effective on August 5,

1993 and applies to companies who employ 50 or more people.

Module 3 Capstone Assignment: Unions/Labor and Management Relations

From the Office of Personnel Management (2016) with the federal government in the

United States, there are mandated legislations again that protect the relationships between

unions/labor and management relations. Here are the words from the Office of the Personnel

Management (2016) on their official stance and policy concerning unions/labor and management

relations:

Labor Relations, together with Employee Accountability, form the Partnership

and Labor Relations program office within Employee Services in the U.S. Office

of Personnel Management. Labor Relations provides technical expertise to the

Director of OPM and federal agencies on issues arising under the Federal Service

Labor-Management Relations Statute. Labor Relations also facilitates training and

collaboration among agencies on issues concerning labor unions. Finally, Labor

Relations consults at the national level with labor organizations, agency managers

and labor relations officials in the development of human resource policy and on


Government rules, regulations, and binding directives affecting conditions of

employment.

It would appear from the stance of the Office of Personnel Management (2016) from the federal

government that the government is in favor of unions with the current government in power and

promotes the well-being of the employees of any organization that operates in the United States.

Module 4 Capstone Assignment: Compensation

Figure 3 below illustrates the compensation wages of Human Resource Managers across

the United States:

Figure 3: Salary for Human Resource Managers


The education of an employee is a primary factor in determining the compensation that

an employee will receive. This is one of the reasons why the education industry in the United

States is profitable. Below in Figure 4 is an illustration of how compensation is dispersed

according to the educational levels of Americans:

Figure 4: Education and Compensation


Human Resource Departments also need to factor in the experience of an employee when

determining the level of compensation to award to an employee. Below in Figure 5 is an

illustration of the compensation levels of Americans based on years of experience in the given

occupation:

Figure 5: Years of Experience and Compensation

The occupation that an employee is in will also determine the level of compensation that

an employee would receive. Figure 6 is an illustration of compensation as it relates to

occupation:


Figure 6: Occupation and Compensation

All of these main factors of education, experience and occupational type play a role in the

compensation levels of employees that HR Departments work with.


There are also other factors to consider as well. If a particular organization that has an

HR Department does not have a lot of money in which to pay their employees at the national

averages according to the qualifications of the employee, the employee may then be paid less

than the national averages that are shown and that are indicated in Figure 3, Figure 4, Figure 5

and Figure 6. Such is the case for Ellard Williams.

In the case of Ellard Williams who privately owns a company, a compensation model that

would fit his business could be based on the example below in Figure 7. First we will begin with

the suggested compensation for Ellard Williams himself as owner:

Figure 7: Suggested Compensation Model for Ellard Williams


For Ellard Williams’s employees, a structure such as is illustrated in Figure 8 would

accommodate the limited funds that Ellard Williams has in order to run his business:

Figure 8: Proposed Employee Compensation Model for Ellard Williams’s Company

Module 5 Capstone Assignment: Recruitment and Selection

According to the University of California, Riverside (2016), their Human Resources

Department employs eight steps into their hiring process. The first step involves identify the

need to hire someone into a vacant position. There are two categories under this first step: new

positions and replacement positions. In the newly created positions both external and internal

applicants are invited to apply, however priority in hiring is given to the internal applicants. For


the replacement positions, again, both external and internal applicants are invited to apply,

however priority is given to the internal applicants. The same criterion that is used to evaluate

compensation is also used to determine the best applicant candidate for the position. There are

also soft skills that are factored into the hiring process as well, such as the personality of the

individual, their level of ease with dealing with authority, their creativity skills, their listening

skills, their fit into the corporate and or non-corporate atmosphere of the organization, as well as

their references are checked for the position to ensure that the potential employer and the HR

Department have a good sense of how well the employee has performed in prior work

experiences, or references from teachers, professors and instructors who can attest to the

academic achievement of the individual who is applying for the job.

In stage two of the hiring process, the HR Department develops a position description

that most closely details in full what are the requirements of the job, the qualifications that are

needed, as well as the functions and duties of the particular employment that will be eventually

awarded to an individual or individuals. At this point the job description could require particular

licensing qualification, education levels, certifications, number of years of work experience,

number of years spent in education (particularly for the University of California, Riverside), as

well as any testing that is required to be passed in order for the applicant to be more fairly

assessed for the position. In most cases a job description will also note that only those applicants

who meet the qualifications of their job description will be contacted to discuss the potential of

an interview.

In stage three of recruiting for an HR Department, this involves developing a timely

recruitment plan to ensure that an orderly time period passes and occurs between the initial

posting of the position to the end point of awarding the position to the successful applicant


and/or applicants. This timeline needs to be based on when the HR Department has been directed

most likely by their superior whom they report to as to when this position needs to be filled.

During this process, testing, interviewing and the like would occur.

In stage four of the recruiting process for an HR Department involves selecting the search

committee to find the desired applicant. Sometimes within an organization supervisors and HR

personnel will volunteer to be on the search committee to gain experience with their own hiring

knowledge and expertise within the organization. As well, there are those people who would

need to be present during the interviewing and testing phase of the recruitment such as the HR

Manager. Being present and available on search committees is a duty of the HR Manager.

In stage five of the recruitment process, the posting and gathering of applications occur.

In stage six of the recruitment process, a review of the applicants is done and a short list

of the applicants who have applied is developed.

In stage seven of the recruitment process, interviews are conducted. These interviews

could occur with either the HR Manager or a key figure in the organization either over the phone

or through email initially in order to shorten a long short list even further. Most interviews are

done in person and the interpersonal skills and presentation skills of the applicant are assessed

during the interview, as well as their knowledge of the job that they are applying to. Every HR

Department is looking for the “right” person for the job – “a good fit.” As well, advocacy

towards diversity issues and government mandated legislation plays a role in the selection

process and recruiting process to ensure a fair and just recruitment process for all Americans

who would be qualified for a given position.


In stage eight of the recruitment process, this is the final step – this is when the person

that has “jumped through all of the hoops” successfully is awarded the position.

In the case of Ellard Williams who is working with a smaller HR Department than the

average organization, being a small business, here is a suggested model of how Ellard Williams

could successfully recruit employees for his organization in Figure 9:

Figure 9: Using Agencies to Help with Recruitment

Ellard Williams could be using agencies in order to help him to find “the perfect fit” for his

positions which are available in his organization. This will cut down on the demands of his

organization and basically outsource the needs of the HR Department to allocated agencies.


Module 6 Capstone Assignment: Team-Oriented Culture and Organizational Health

In this section I will propose specific strategies a human resource professional can enact

to create a more team-oriented, collaborative culture in the organization. I will propose specific

tools or tests a human resource professional can utilize that will assess the health of the

organization or highlight potential negative issues within an organization. By doing so, human

resources can more proactively address a situation before its effects the team-oriented culture of

the organization, which then affects organizational productivity.

One of the ways I will focus on team-oriented culture and organizational health for an

HR Department is by examining the IT tools and computer software that is available to an HR

Department. Capterra (2016) rates the best Human Resources software that is available on the

market. Computer software in an office setting becomes vital to helping the HR Department

communicate and to connect efficiently. Some of the top three HR software programs that exist

according to Capterra (2016) are ClearCompany, BambooHR and Halogen TalentSpace. All of

these software programs rate at five stars with more than 10 reviews.

Module 7 Capstone Assignment: Executive Summary

In this section I will present the principle finding identified in the Capstone assignments I

have developed throughout the course. I will summarize the knowledge and skills that a

competent human resources professional should possess and describe how the knowledge and

skills can be acquired. I will recommend strategies for transitioning the current human resources

department at Elllard Williams from a purely transactional/process-oriented role within the

organization to one in which it is a strategic partner in determining the future of the organization

My consulting firm has agreed to provide assistance and guidance to Ellard Williams, and will


present the CEO with an instructive and comprehensive report in eight weeks. Starting this week

and continuing in each week, one component of the report will be presented by the consultant

(student), with feedback provided by the CEO (instructor). In the eighth (final) week, all

components of the report will be compiled, along with closing notes and information, and

submitted to the CEO (instructor).

The knowledge and skills that an HR professional should possess include good judgment

skills, an unbiased mind in terms of dealing with people, superior people skills, organizational

skills and superb experience and training, plus a sound educational base in order to perform their

duties. The strategies that will help transition the current human resources department at Ellard

Williams will be by working with agencies as previously discussed in order to meet their

demands for recruitment, as well as to follow a slightly lower compensation model in order to

meet the financial limitations of Ellard Williams. Again, as a visual reminder to the

compensation and recruitment methods that Ellard Williams should use, Figure 8 and Figure 9

will be repeated for memory purposes below:


Figure 8: Proposed Employee Compensation Model for Ellard Williams’s Company


Figure 9: Using Agencies to Help with Recruitment

With a refreshment in memory of Figure 8 and Figure 9, it is apparent to see the benefits for

Ellard Williams to be working from a slightly lower than national average compensation model

for its employees, as well as to use recruiting agencies working with its HR Department to meet

the demands of its recruitment needs.

Conclusion

This assignment is comprised of five modules pertaining to the role and function, the

environmental and organizational factors, unions/labor and management relations, compensation

and recruitment and selection of an HR Department. In the first Module 1 Capstone assignment

included in this report, I presented the purpose and role of human resources in a large

manufacturing organization. I assessed the five most important duties/responsibilities of an


effective human resources department, detailing how these duties and responsibilities

specifically support and enhance the organization’s ability to meet its strategic objectives.

The second Module 2 Capstone Assignment addresses the environment and

organizational factors of an HR Department. I presented the major social, economic, and

technological issues that impact an organization in the next 3-5 years. For each social, economic,

and technological issue, I offered one strategy that an organization should consider to take

advantage of this issue or mitigate its impact on the organization’s future performance or

profitability.

For the third Module 3 Capstone Assignment, this dealt with unions/labor and

management relations. I explained the impact that unions have on the operations of an

organization. I also described the principle reasons labor/management relations are challenged

and result in conflict. I also recommended three strategies an organization should follow to

promote positive and conducive relations between unions and management.

In the fourth component of this report, Module 4 Capstone Assignment, I dealt with the

issue of compensation as it relates to an HR Department. I explained the main reasons that

employees are motivated to perform in the workplace. In other words, what are the strategies or

actions that motivate a typical organizational employee? I described the role of compensation in

the workplace, including its effect/impact on employee performance. I created a compensation

plan or model for Ellard Williams to adopt that meets the needs of the employees, help attract

talented employees, and not be cost prohibitive to adapt. My compensation plan or model reflects

aspects of my motivation philosophy. I also noted that at present, Ellard Williams does not have


the financial resources to compensate employees at market; therefore, its compensation plan or

model must reflect this limitation.

The fifth component of this Module 5 Capstone Assignment included recruitment and

selection. I explained the critical mistakes to avoid in the recruitment process, mistakes that may

have resulted in the recruitment challenges at Ellard Williams. This information was beneficial to

tailor the recruitment processes at Ellard Williams with current realities in the marketplace. I

described the general recruitment process that should be followed to attract the most talented

employees, regardless of the type of organization. In particular, I presented the three most

important steps or strategies that should be utilized to create a broader and more talented pool of

candidates (for example, a strategy could be for a human resources representative to visit high

schools, colleges, civic clubs, or local events to promote the organization). I summarized the

traits and characteristics of the most qualified applicant to a typical firm. A concern at Ellard

Williams is that it may not be hiring the right person for the position and the CEO has requested

that my consulting firm present Ellard Williams with a summary of the traits and characteristics

that the most talented and employee should have.

In the sixth component of this report is Module 6 Capstone Assignment where I proposed

specific strategies a human resource professional can enact to create a more team-oriented,

collaborative culture in the organization. I also proposed specific tools or tests a human resource

professional can utilize that will assess the health of the organization or highlight potential

negative issues within an organization. By doing so, human resources can more proactively

address a situation before its effects the team-oriented culture of the organization, which then

affects organizational productivity.


In the final and seventh component of this report is Module 7 Capstone Assignment

which is an executive summary. I presented the principle finding identified in the Capstone

assignments I have developed throughout the report. I summarized the knowledge and skills that

a competent human resources professional should possess and describe how the knowledge and

skills can be acquired. I recommended strategies for transitioning the current human resources

department at Elllard Williams from a purely transactional/process-oriented role within the

organization to one in which it is a strategic partner in determining the future of the organization.

My consulting firm has agreed to provide assistance and guidance to Ellard Williams, and will

present the CEO with an instructive and comprehensive report in eight weeks. Starting this week

and continuing in each week, one component of the report will be presented by the consultant

(student), with feedback provided by the CEO (instructor). In the eighth (final) week, all

components of the report will be compiled, along with closing notes and information, and

submitted to the CEO (instructor).


References

Bowen, D. E., & Lawler, E. E. (1992). Total quality-oriented human resources

management. Organizational Dynamics, 20(4), 29-41.

Capterra. (2016). Top Human Resource Software Products. Arlington, VA: Capterra. Retrieved

from: http://www.capterra.com/human-resource-software/

Code, C. P. P. (2002). Human Resources Department.

Devanna, M. A., Fombrun, C., & Tichy, N. (1982). Human resources management: A strategic

perspective. Organizational Dynamics, 9(3), 51-67.

Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (1995). Managing human resources.

Gorsline, K. (1996). A competency profile for human resources: No more shoemaker's

children. Human Resource Management, 35(1), 53-66.

Harvard Smithsonian Center for Astrophysics. (2016). HR: Functions. Boston: Harvard

University. Retrieved from: https://www.cfa.harvard.edu/hr/functions.html

Inc. (2016). Human Resources Management and the Law. New York: Inc. Retrieved from:

http://www.inc.com/encyclopedia/human-resources-management-and-the-law.html

Jerris, L. A. (1999). Human resources management for hospitality. Prentice Hall.

Kossek, E. E., Young, W., Gash, D. C., & Nichol, V. (1994). Waiting for innovation in the

human resources department: Godot implements a human resource information

system. Human Resource Management, 33(1), 135-159.

Miles, R. E., & Snow, C. C. (1984). Designing strategic human resources

systems. Organizational dynamics, 13(1), 36-52.

OPM.gov. (2016). Labor-Management Relations. Washington, DC: United States Government.

Retrieved from: https://www.opm.gov/policy-data-oversight/labor-management-relations/

https://www.opm.gov/policy-data-oversight/labor-management-relations/

http://www.inc.com/encyclopedia/human-resources-management-and-the-law.html

https://www.cfa.harvard.edu/hr/functions.html

http://www.capterra.com/human-resource-software/


Schuler, R. S. (1991). Managing human resources. West publishing company.

Soliman, F., & Spooner, K. (2000). Strategies for implementing knowledge management: role of

human resources management. Journal of knowledge management, 4(4), 337-345.

University of California, Riverside. (2016). Recruitment & Selection Hiring Process. Riverside,

CA: University of California. Retrieved from:

https://hr.ucr.edu/recruitment/guidelines/process.html

https://hr.ucr.edu/recruitment/guidelines/process.html

Documents

JustAnswer€¦ · Web view2016. 10. 18. · Labor Relations, together with Employee Accountability, form the Partnership and Labor Relations program office within Employee Services