1.

Organisations are moving beyond monetary reward focused programs to an intrinsic, frequent and highly visible active social recognition approach. More interestingly, according to Gallup, 65% of surveyed employees reported that they received no recognition over the last 12 months for their work.

(i)With examples, distinguish between intrinsic and extrinsicrewards.

(ii)Describe THREE (3) non-monetary reward focusedprograms.

2.

With the introduction of the Fair Work Act 2009, Human Resource Management has witnessed considerable implications in industrial relations in Australia. Discuss FOUR (4) of these implications.

3.

Conflictmanagementcanbeapproachedusingavarietyofdifferentstyles.Whilethesestyles may differ, every method utilizes the same management skills. To successfully manage conflict, you'll need to hound each of these skills and learn the right time to exercise each one. Identify and explain FOUR (4) core skills and characteristics that you will need to adopt to effectively manage workplaceconflict.

4.

Is involving someone else besides the immediate manager a realistic approach to evaluating performance? Explain your answer.

5.

Which approach to forecasting labour demand do you see as most appropriate for today's organisations: quantitative or qualitative? Explain your answer.

6.

There is a view that younger employees are more interested in a balance between work and personal factors rather than just higher incomes. Outline the key elements of a reward strategy for younger professional employees that would attract and retain them

7.

Why do managers and employees dislike performance reviews? What practical initiatives could be implemented that would encourage people to look forward to performance reviews?