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- TOPIC: Staffing as a function of Management What are the possible sources of applicants for vacant positions inthe firm?CASE: HERE WE GO AGAIN The position of business office manager at Memorial Hospital has been a “hot seat,” changing incumbents frequently. When the position was vacated last May the four senior employees in the department were interviewed. All were told that because they were at the top of grade and the compensation structure for new supervisors had “not yet caught up with that of other jobs,” the position would not involve an increase in pay. All four declined to pursue the position, and all were given the impression that they were not considered fully qualified anyway, but that they might be considered for supervision again at a later date. That same month a new business office manager was hired from the outside, and the four senior employees were instructed to “show the new boss all you know.” Over the following several months the finance director told all four employees that they had “come along very well” and would be considered for the manager’s position should it come open…After spending several weeks on the job, Jennifer was surprised to discover that her father, Jack, the owner of Carter cleaning company, has not formally evaluated any employees performance for all the years that he had owned the business. Jack's position was that he had "100 higher priority things to attend to, and "such as boosting sales and lowering cost, and, in any case, many employees didn't stick around long enough to be appraisable anyway. Furthermore, contended Jack, manual workers such as those doing the pressing and the cleaning did periodically get positive feedback in terms of praise from Jack for a job well done, or criticism, also from Jack, if things did not look right during one of his swing through the stores. Similarly, Jack was never shy about telling his managers about store problems so that they, too, got some feedback on where they stood. This informal feedback notwithstanding, Jennifer believes that a more formal appraisal approach is required. She believes that…
- After spending several weeks on the job, Jennifer was surprised to discover that her father, Jack, the owner of Carter cleaning company, has not formally evaluated any employees performance for all the years that he had owned the business. Jack's position was that he had "100 higher priority things to attend to, and "such as boosting sales and lowering cost, and, in any case, many employees didn't stick around long enough to be appraisable anyway. Furthermore, contended Jack, manual workers such as those doing the pressing and the cleaning did periodically get positive feedback in terms of praise from Jack for a job well done, or criticism, also from Jack, if things did not look right during one of his swing through the stores. Similarly, Jack was never shy about telling his managers about store problems so that they, too, got some feedback on where they stood. This informal feedback notwithstanding, Jennifer believes that a more formal appraisal approach is required. She believes that…FACTS: Miss Joan Santos, a computer programmer in Mannadel Corporation for more than six (6) years now, was discussing her salary situation with Mr. Roderick Santiago, her manager. Miss Joan was unhappy because she did not receive any salary increase from ten to fifteen percent. Miss Joan’s performance has been considered very satisfactory for the last five (5) years and previous to this she got very substantial increases in salary due to the important programs that she made for the corporation related to accounting and personnel matters. She made a lot of improvements in the purchasing systems and systematized inventory records in materials management. The management had recently started a comprehensive job evaluation program and some positions are aligned within the salary grade approved by the management committee, where Mr. Roderick Santiago is also a member. Mr. Santiago explained to Joan that her salary was already way above the salary grade for the position evaluated and…FACTS: Miss Joan Santos, a computer programmer in Mannadel Corporation for more than six (6) years now, was discussing her salary situation with Mr. Roderick Santiago, her manager. Miss Joan was unhappy because she did not receive any salary increase from ten to fifteen percent. Miss Joan’s performance has been considered very satisfactory for the last five (5) years and previous to this she got very substantial increases in salary due to the important programs that she made for the corporation related to accounting and personnel matters. She made a lot of improvements in the purchasing systems and systematized inventory records in materials management. The management had recently started a comprehensive job evaluation program and some positions are aligned within the salary grade approved by the management committee, where Mr. Roderick Santiago is also a member. Mr. Santiago explained to Joan that her salary was already way above the salary grade for the position evaluated and…
- 1}a) A lot of times, people resign from their current positions in an organization for various reasons. Evaluate the relationship between resignation on a job to employeedisloyalty.b) After a long period of processing documentation to arrive at a permanent andofficial appointment of an employee, most people think permanent employment creates a form of limitation on the employment contract. Critically assess whether or not the employer can not dismiss an employee. c) A few people identify their talents early in life and plan a career with it. The others engage in career counseling or go through school until they develop a passion for an activity that serves as a guide. Where a person has planned their career and still considers career options after a number of years of work, critically assess the effect of the importance of career planning.2}a. Does selecting a fast growth occupation and moving where the jobs are guarantee employment and happiness? Discuss.Probably is better to focus…Sub- Management Explain in brief the various steps involved in the process of staffing.Jennifer supervised 50 employees in 5 departments. She sent a memo to her team in order to be efficient and cut costs of unnecessary overtime. The message was the following: “When workloads increase to a level requiring hours in excess of an employee’s regular duty assignment, and when such work is estimated to require a full shift of eight hours or more on two or more consecutive days, even though unscheduled days intervene, an employee’s tour of duty shall be altered so as to include the hours when such work must be done, unless an adverse impact would result from such employee’s absence from his previously scheduled assignment”. After the 50 copies were sent out, Jennifer’s office received 40 phone calls asking what the memo meant. The 10 employees left did not call but their thoughts about the memo is uncertain. It took two weeks to clarify the new policy. What is the main problem that the supervisor is trying to solve? What is the purpose of the message: to inform, persuade,…
- 1. The employee dress code is: A. Often necessary for safety issues B. A legally required policy C. Both Often necessary for safety issues and A legally required policy D. None of these 2. Indirect benefits include: A. Monetary benefits B. Non-monetary benefits C. Mandatory benefits D. Cafeteria benefits 3. Employees should begin taking advantage of retirement planning: A. As soon as they start working B. In their 30s C. In their 40s D. After age 55Case 1: The way of talent management in Alibaba Divide employees into four types Alibaba's talent management divides employees based on performance and values. Its biggest feature is that Alibaba divides all employees into four types: Those with performance but no values and teamwork spirit are "wild dogs"; A "white rabbit" with no performance but good values; • The one who has performance and values and team spirit, and is excellent, is "Hound" : Both performance and values, but either excellent or "great". According to Jack Ma's principle, "wild dogs" should be resolutely eliminated no matter how good their performance, while "white rabbits" with poor performance should be gradually eliminated if they cannot be improved: only "hound dogs" are the most needed by Alibaba. Half performance, half values For Alibaba, values matter as much as performance. Alibaba will this unique value management, fully integrated into the performance appraisal system. According to Zong Ming, Alibaba's…2 What constitutes a ‘dismissal’? 1.3 Some forms of dismissal are called ‘no-fault’ dismissals. Name and explain whythose dismissals are called such.