Q1: Management view point: “Instead of worrying about job satisfaction, companies should be trying to create environments where performance is enabled". What do you think this statement means? Explain. What is your reaction to this statement? Do you agree? Disagree? Why?
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Q1: Management view point: “Instead of worrying about job satisfaction, companies should be trying to create environments where performance is enabled". What do you think this statement means? Explain. What is your reaction to this statement? Do you agree? Disagree? Why?
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- Q1: One of your employees was performing highly at the beginning of the year (pre COVID pandemic). However, the transition to working from home due to COVID-19 pandemic has been difficult and long, for a myriad of potential reasons (some that you may not even be aware of) his performance was not up to the mark and his work was affecting the company Now being the Head of Department, answer all questions: 1-What will be your reaction to situation? Will you discuss the matter with your employee? 2-will you try to motivate the employee? If yes, how will you motivate? 3-Which performance will you consider, The performance of an employee throughout the year or the recent performance since the start of COVID -19 pandemic.Employers are shifting more responsibility to employees in the area of employee benefits. Describe (2) specific examples of this trend. What are the likely consequences of this change?The High Price of Perceived Unfairness: Performance Evaluation Alexa has been with an MNC for 15 years, most recently as an upper mid-level leader in the company’s consumer products division. Alexa took her current post in 2014. That year she led her group to earn Best Retail Operation for the region, going from worst-to-first in a single year. Along with a public award, Alexa received a “Far Exceeds” rating on her annual performance appraisal. Unfortunately, at the time of her next review, Alexa’s group was slightly below its Key Performance Indicators (KPI) targets and so her boss rated her performance as only “Meets Expectations.” It turned out to be a case of poor timing as the group rebounded and by year’s end had once again won Best Retail Operation. For Alexa, the difference between “Meets Expectations” and “Far Exceeds” was important—and tangible. In her company, a rating of Far Exceeds meant the employee had a greater chance of a promotion in the next 12 months. Alexa’s…
- “… In a survey conducted in 2019 by McKinsey, 60% of executives interviewed expected half of their employees to be retrained or upskilled in the next five years. A Gallup study shows that organizations that have made a strategic investment in employee development report 11% greater profitability and are twice as likely to retain their employees. Still, the Covid-19 crisis pushed companies to increase pay cuts, voluntary retirement and layoffs. The consequences on the workforce have been devastating, reducing the long-term competitive edge of the companies. Employee morale has decreased, training and development costs have been cut off, and valuable knowledges has been lost. At the same time, many other companies are ramping up hiring to accommodate new skills needed.” Question :- Discuss comprehensively on the human resource management planning in relation to industrial revolution 4.0.Scenario 32: Overworked Employees You get to work and are shocked when an employee throatens to quit They state that they didntexpoct the job to be so much work and it hos limited their obility to see their tamily, You realize yourself that you have missed many events at home. You apologize and osk them to give you 24-hours to create a stronger plan that allows for everyone to hove a better work-life balance. Rhos become opparont that you have only focused on the business needs ond need to spond more time looking et the other areas of the business. Check each of the octions thot con be taken to make stotfing inventory. operations, floor space and sales more efficient while olso managing your staff's personali needs from the st bolow Create new policies around work time and time off Delegate and assign tasks equally to create efficiency Involve Staff in planning work expectations Hire appropriate levels of staff to meet the business needs CLOSE STORE1. Assuming you possessed the right technical skills for the job, would a position at KIEA be appealing to you? What would be the most important positives associated with the position, in your view? What would be the most important negatives?
- What are the possible reasons, other than what has been stated in Pink's speech, for the counter productivity of financial performance incentives? What are some of the contributing factors that lead to excellent performance other than financial rewards?Amid the pandemic, prepare a strategic plan post Covid which would guide a Telecommunications company for the next 3 years. As Human Resources Manager (HRM) Identify and discuss five activities you would include in your plan. When preparing your response take into consideration the Influence of Macro - Environmental Factors (PESTEL/PESTLE)According to Wells Fargo Corporate Culture Do you believe these employees knew how much damage they were doing to customers, the company, and the brand?
- Tesco's Human Resource Strategy was addressed in this case. Discuss the relevance of each of these predictors based on what was addressed in the case as part of Tesco's Human Resource Strategy based on the predictors; self orientation, cultural toughness, others orientation, and perceptional ability of a manager's ability to succeed as an expatriate as discussed in the course. While addressing the predictors, make relevant connections to the case.1. What three (3) personal values should a manager possess to improve the organization's success in achieving/fulfilling its primary purpose? 2. Assumptions are used by management methods such as the Logical Framework Approach (LFA), Cost-Benefit Analysis, and Cost-Effectiveness Analysis to provide inputs for managerial decisions and actions. What is the logic of employing an assumption in coming up with or creating inputs for management decisions and actions, given that it is not guaranteed to hold? Is there any way to avoid making assumptions?Q2: Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level?