Please only provide answer, no explanation needed. Also, there are two sections with SIX QUESTIONS EACH that need to be completed. PAY CLOSE ATTENTION, I need the format with question # and part (Ex. 1a, 1b, 2a, 2b, etc...). For number 7 you have to read transcript to answer questions.

1.

2. Human Resource Planning, Recruiting, and Selection Using your knowledge of how organizations attract human resources, select the best word or phrase to complete each of the following sentences. Netflix has a corporate policy of paying competitive wages to retain talented employees. In order to V its human resource staff must monitor compensation at other organizations. Imagine that you are a human resource manager at an online retailer. What will you do in order to know whether you will be giving layoff notices to your programming staff or recruiting for additional programmers? O Assess the external labor market 0 Compare the future demand for programmers at the company to the internal supply 0 Create a replacement chart 0 Conduct a job analysis In your role as hiring manager, you believe in providing applicants with an accurate idea of what the job will be like. The V increases the likelihood that the employee will be satisfied with the job. David, Emma, and Ying are completing questionnaires to describe the tasks they do in theirjobs as part of their company's Y process. Select the best answer to the following question. Antonio supervises six graphic designers. If he intends to fill a senior graphic designer position with one of these six people, he will use V to identify his job candidates. 2. Human Resource Planning, Recruiting, and Selection Using your knowledge of how organizations attract human resources, select the best word or phrase to complete each of the following sentences. Netflix has a corporate policy of paying competitive wages to retain talented employees. In order to V its human resource staff must monitor compensation at other organizations. forecast demand Imagine that you are a human resource manager at an online retailer. What will you do in order to k identify the job content of a job your programming staff or recruiting for additional programmers? maintain equitable compensation rates 0 Assess the external labor market establish job requirements 0 Compare the future demand for programmers at the company to the internal supply O Create a replacement chart 0 Conduct a job analysis In your role as hiring manager, you believe in providing applicants with an accurate idea of what the job will be like. The V increases the likelihood that the employee will be satisfied with the job. David, Emma, and Ying are completing questionnaires to describe the tasks they do in theirjobs as part of their company's V process. Select the best answer to the following question. Antonio supervises six graphic designers. If he intends to fill a senior graphic designer position with one of these six people, he will use Y to identify his job candidates. 2. Human Resource Planning, Recruiting, and Selection Using your knowledge of how organizations attract human resources, select the best word or phrase to complete each of the following sentences. Netflix has a corporate policy of paying competitive wages to retain talented employees. In order to V its human resource staff must monitor compensation at other organizations. Imagine that you are a human resource manager at an online retailer. What will you do in order to know whether you will be giving layoff notices to your programming staff or recruiting for additional programmers? 0 Assess the external labor market 0 Compare the future demand for programmers at the company to the internal supply O Create a replacement chart 0 Conduct a job analysis In your role as hiring manager, you believe in providing applicants with an accurate idea of what the job will be like. The V increases the likelihood that the employee will be satisfied with the job. SkIHS inventory are completing questionnaires to describe the tasks they do in theirjobs as part of their company's realistic job preview V process. rapport o the following question. job description Antonio supervises six graphic designers. If he intends to fill a senior graphic designer position with one of these six people, he will use Y to identify his job candidates. 2. Human Resource Planning, Recruiting, and Selection Using your knowledge of how organizations attract human resources, select the best word or phrase to complete each of the following sentences. Netflix has a corporate policy of paying competitive wages to retain talented employees. In order to V its human resource staff must monitor compensation at other organizations. Imagine that you are a human resource manager at an online retailer. What will you do in order to know whether you will be giving layoff notices to your programming staff or recruiting for additional programmers? 0 Assess the external labor market 0 Compare the future demand for programmers at the company to the internal supply O Create a replacement chart replacement chart ec 't'n r ml I g u believe in providing applicants with an accurate idea of what the job will be like. The job analysis -ases the likelihood that the employee will be satisfied with the job. employee information system leting questionnaires to describe the tasks they do in theirjobs as part of their company's V process. Select the best answer to the following question. Antonio supervises six graphic designers. If he intends to fill a senior graphic designer position with one of these six people, he will use Y to identify his job candidates. 2. Human Resource Planning, Recruiting, and Selection Using your knowledge of how organizations attract human resources, select the best word or phrase to complete each of the following sentences. Netflix has a corporate policy of paying competitive wages to retain talented employees. In order to V its human resource staff must monitor compensation at other organizations. Imagine that you are a human resource manager at an online retailer. What will you do in order to know whether you will be giving layoff notices to your programming staff or recruiting for additional programmers? 0 Assess the external labor market 0 Compare the future demand for programmers at the company to the internal supply O Create a replacement chart 0 Conduct a job analysis In your role as hiring manager, you believe in providing applicants with an accurate idea of what the job will be like. The V increases the likelihood that the employee will be satisfied with the job. are completing questionnaires to describe the tasks they do in theirjobs as part of their company's validation V process. internal recruiting ' realistic job preview 0 the following question. external recruiting .raphic designers. If he intends to fill a senior graphic designer position with one of these six people, he will use Y to identify his job candidates. 3. Performance Appraisal and Human Resource Development Read the following case study about how one organization changed its performance review system in the wake of the 2008 global financial crisis. Then answer the questions that follow. Shutterstock Images Case Study Performance Reviews by the Numbers When Maria Giraldo began her job as a nurse at Long Island Jewish Medical Center (L.I.J.M.C.) nearly 12 years ago, performance reviews were conducted using a 10page paper form that asked managers to score her on qualities like \"leadership\" or \"respectfulness.\" \"They were very subjective," says Ms. Giraldo, who is now a nurse manager in the intensive-care unit at L.I.J.M.C. She was often graded on intangibles like how well she worked with others, which Ms. Giraldo says were important but open to interpretation. But three years ago her hospital implemented a new computer-based performance system that broke herjob description down into quantifiable Performance Reviews by the Numbers When Maria Giraldo began her job as a nurse at Long Island Jewish Medical Center (L.I.J.M.C.) nearly 12 years ago, performance reviews were conducted using a 10page paper form that asked managers to score her on qualities like \"leadership\" or \"respectfulness.\" \"They were very subjective," says Ms. Giraldo, who is now a nurse manager in the intensive-care unit at L.I.J.M.C. She was often graded on intangibles like how well she worked with others, which Ms. Giraldo says were important but open to interpretation. But three years ago her hospital implemented a new computerbased performance system that broke her job description down into quantifiable goals such as to keep infection rates for her unit low and patient-satisfaction scores high. When review time came, the discussion didn't dwell on how she had performedeither she had hit the goals or she hadn't. It's the same sort of hardfacts review system that many organizations in the U.S. are adopting. And it's changing the way companies and professionals view success and how to get ahead in a career. Knocked around by the recession, U.S. businesses are trying to overhaul evaluations in a way that better separates top performers from underachievers. According to Hewitt Associates, 10% of managers and 11% of other employees are now judged based solely on the results they achieve, as opposed to a combination of hard figures and softer behavioral characteristics, such as demonstrating corporate values or showing leadership, up from 7% and 8%, respectively, five years ago. Nearly a third of professionals at an executive level are evaluated based solely on results, up from a little more than a fifth in 2005. In the North ShoreLI] Health System, the old, subjective evaluations had led to the corporate equivalent of grade inflation, say officials. \"The chance of earning a good score was almost guaranteed," says Joseph Cabral, chief human resources officer of the health system, which has 15 hospitals and 42,000 employees in New York and Long Island. Now, rather than a subjective score from a manager, nurse performance is directly judged by how high patientsatisfaction scores are. One key reason the hospital system changed its performance reviews: By October, many insurers plan to pay hospitals for care based in part on patient satisfactionwhich will be collected by surveys after patients are discharged. If the North ShoreLI] Health System's scores had stayed where they were, Mr. Cabral estimates the change would have cost it at least $55 million annually. The new performance management system at the Long Island Jewish Medical Center (L.I.J.M.C.) was specifically designed to address which of the following problems with traditional performance reviews? 0 Traditional performance reviews lead to \"grade inflation.\" 0 Managers cannot complete traditional performance reviews on time. 0 Traditional performance reviews are unfair to minorities. 0 Performance reviews do not take into account special circumstances. Which of the following problems might occur with the new performance appraisal system at L.I.J.M.C.? Check all that apply. C] Different types of patients might be more or less susceptible to infection. [3 Measuring infection rates is subjective. C] Employees might get discouraged, because they feel they have no control over patient satisfaction ratings. C] Employees may focus on getting good reviews from patients, even if it means bending the rules regarding proper treatment protocols. Now answer several questions about performance appraisal and employee development more generally. Errors, such as stereotyping, are Y likely to occur when managers evaluate employees based on the specific, measurable goals they achieve. The 360-degree feedback performance appraisal system tries to improve performance ratings by forcing managers to: 0 Include information from a wide variety of sources in their reviews O Rate employees based on intuition O Compare employees O Rate employees based on their actions, not their traits Imagine you are the nurse manager for nurses on your floor. Ever since the new patient management system came online, productivity has been lower than expected. Under which circumstance do you decide to develop a training program for the nurses? O The nurses don't know how to enter patient data efficiently. O The nurses have been spending more time communicating with patients. O The nurses aren't as motivated as they were a few months ago. O Renovations in other areas have contributed to a temporary increase in additional daily tasks for nurses in other divisions. Now answer several questions about performance appraisal and employee development more generally. Errors, such as stereotyping, are V likely to occur when managers evaluate employees based on the specific, measurable goals they achieve. The 360-degree feedback perfor praisal system tries to improve performance ratings by forcing managers to: 0 Include information fro - variety of sources in their reviews O Rate employees based on intuition O Compare employees O Rate employees based on their actions, not their traits Imagine you are the nurse manager for nurses on your floor. Ever since the new patient management system came online, productivity has been lower than expected. Under which circumstance do you decide to develop a training program for the nurses? O The nurses don't know how to enter patient data efficiently. O The nurses have been spending more time communicating with patients. O The nurses aren't as motivated as they were a few months ago. O Renovations in other areas have contributed to a temporary increase in additional daily tasks for nurses in other divisions. 4. Maintaining Human Resources Read the following scenario, and then answer the questions that follow. Shutterstock Images Management at Work Imagine that Denise Owens is the owner and CEO of Extreme Routes, an indoor rock-climbing gym. She needed to clear her head and wanted to do what she does bestclimb a really difcult route, at least a 5.11 on the Yosemite Decimal System and, preferably, with a difculty suffix of c or 0'. \"Kitty, will you set up a new route for me? And make it hard." \"Sure thing, boss. Is 5.12d okay?" Kitty, the route setter and instruction manager, has been at Extreme Routes for 7 years and is one of Denise's closest friends. \"I k If Denise wants to know how much the jobs in her gym are worth in comparison with one another, she should O Perform job evaluations O Analyze job specifications O Take a wage and salary survey O Examine job descriptions If Denise were focusing solely on the compensation structure for employees, that analysis would not include O Making a policy decision about whether the gym wants to pay employees above, at, or below the going rate for similar jobs in that city O Deciding which factors will increase an individual employee's compensation within a range for his or her position O Considering whether the benefits provided to employees are comparable to those elsewhere O Ranking jobs from those that should pay the most to the ones that should pay the least Denise is reviewing the compensation packages offered for the salespeople who recruit new gym clients. She knows that the compensation for salespeople is typically v . If Denise wants to know how much the jobs in her gym are worth in comparison with one another, she should 0 Perform job evaluations O Analyze job specifications O Take a wage and salary survey 0 Examine job descriptions If Denise were focusing solely on the compensation structure for employees, that analysis would not include O Making a policy decision about whether the gym wants to pay employees above, at, or below the going rate for similar jobs in that city 0 Deciding whic yee's compensation within a range for his or her position straight salary O Considering s are comparable to those elsewhere based on hours worked O Ranking jobs e ones that should pay the least a combination of salary and incentives negotiated individually Denise is reviewing the salespeople is typically straight salary v . lespeople who recruit new gym clients. She knows that the compensation for Suppose several employees at the company where you work are thinking about unionizing. Because you have taken a management class, you know that the law prescribes specific procedures that both employees and companies must follow. Identify the order of the steps involved in the unionization process. Activity Step Number Collect signed authorization cards. V If less than 30% of bargaining unit members sign cards, the process ends. Y If unionization is rejected by a majority vote, the process ends. Y Collective bargaining over the first labor contract occurs. V Petition the NLRB to hold an election. V Generate interest in unionizing among the employees. Y Hold a secret-ballot election. Y The labor contract is signed. Y A grievance procedure is used to resolve disputes during the life of the contract. V The union signs up members and elects officers. Y Suppose several employees at the company where you work are thinking about unionizing. Because you have taken a management class, you know that the law prescribes specific procedures that both employees and companies must follow. Identify the order of the steps involved in the unionization process. Activity Step Number Collect signed authorization cards. V If less than 30% of bargaining unit members sign cards, the process ends. If unionization is rejected by a majority vote, the process ends. Collective bargaining over the first labor contract occurs. Petition the NLRB to hold an election. Generate interest in unionizing among the employees. Hold a secret-ballot election. The labor contract is signed. A grievance procedure is used to resolve disputes during the life of the contract. V The union signs up members and elects officers. Y The grocery store down the street from your house is nonunionized. Which of the following are likely to happen if its employees start a union? Check all that apply. C] The company will experience more employee turnover (employees choosing to leave the company). C] Employees will have higher job satisfaction. [3 Employee benefits will increase. C] Employee wages will increase. Choose the best answer to complete the sentence. After employees at the grocery store where Jeremy works formed a union, wage increases were determined through a V process, rather than an employeebyemployee basis. Based on your knowledge of labor relations, which of the following statements are true? Check all that apply. C] Unions are only used to organize employees in manufacturing jobs. The outsourcing of low paying, unskilled jobs to Third World countries has eliminated the need for unions in developed countries. Grievances between management and the union are dealt with by an objective arbitrator who is paid by both parties. DOC] Employees may desire union representation when they perceive threats such as job insecurity, potential cuts to indirect compensation, and other organization changes. D Unions limit management's freedom regarding compensation and labor practices. The grocery store down the street from your house is nonunionized. Which of the following are likely to happen if its employees start a union? Check all that apply. C] The company will experience more employee turnover (employees choosing to leave the company). C] Employees will have higher job satisfaction. C] Employee benefits will increase. C] Employee wages will increase. Choose the best answer to complete the sentence. After employees at the grocery store where Jeremy works formed a union, wage increases were determined through a V process, rather than an employeebyemployee basis. collective bargaining r relations, which of the following statements are true? Check all that apply. 360degree feedback 0 organize employees in manufacturing jobs. behaviorally anchored rating paying, unskilled jobs to Third World countries has eliminated the need for unions in developed countries. performance appraisal anagement and the union are dealt with by an objective arbitrator who is paid by both parties. C] Employees may desire union representation when they perceive threats such as job insecurity, potential cuts to indirect compensation, and other organization changes. C] Unions limit management's freedom regarding compensation and labor practices. 6. Managing Knowledge Workers and Contingent Workers Read the following summary of one expert's perspective on knowledge workers. Then answer the questions that follow. Managing Knowledge Workers Olivier Serrat, former head of the Knowledge Management Center at the Asian Development Bank, puts a profound question to managers of knowledge workers: \"Why should a knowledge worker want to be managed by you?" Serrat's point is that knowledge workers, who make up a growing proportion of the workforce, seek coaching and mentoring from their bosses rather than traditional topdown supervision. For these workers, the role of management becomes one of removing barriers to performance. To motivate high performance, managers are advised to use influence rather than the power of their position. Serrat also highlights the mobility of these workers and their increasingly contingent nature. As these workers command a portfolio of skills, they are less dependent on any one organization for their livelihood. To maintain them in the organization's workforce, therefore, Serrat advises that \"they should be managed as though they were partners (or at least volunteers).\" Source: Serrat, 0. (2010). Managing knowledge workers. Washington, DC: Asian Development Bank. Retrieved from https://www.resea rchgate.net/publication/266478125_Managing_Knowledge_Workers/ Select the correct responses to the following questions. Which of the following jobs are held by knowledge workers who are likely to desire the kind of management described above? Check all that apply. C] Dental technician [3 Marketing analyst C] Financial analyst C] Operations analyst An international nonprofit has been experiencing high turnover among its analysts, who are experts in their areas of specialty. This inability to retain staff has prevented the organization from developing strategies to improve healthcare and education in the countries where it operates. The CEO hires you as a consultant to help solve this problem. What recommendations are you most likely to make? Check all that apply. C] Send analysts to academic and professional seminars in their fields of interest. C] Give analysts a high degree of autonomy in deciding how to do their work. C] Pay analysts a premium relative to the market rate for their jobs. C] Evaluate analysts' performance according to quantitative measures of their output. 1. Human Resource Management and the Organizational Environment Monashee Frantz/Getty Images Management at Work Imagine that you finally landed your dream job: VP of Human Resources for Goliath Industries. Although the company handbook explains the interviewing policies, you want to know more about the actual interviewing practices management uses at Goliath. A senior sales manager allowed you to sit in on an interview, and you were shocked. Although the sales manager asked many good questions, some were not appropriate or legal. Following are some of the questions that the senior sales manager asked the job candidate. Indicate whether each question is legal or not legal. Not Interview Question Legal Legal Did you graduate from college? 0 Q What religion, if any, do you practice? O Q If you knew a coworker submitted phony expense reports to avoid losing her home, would you tell your boss? Why or why 0 0 not? I see from your rsum that you like snowboarding. What other hobbies do you have? C) O This job requires that you be able to lift 50-pound boxes of books on a regular basis throughout the day. Would you be able 0 O to do that? What groups or organizations do you belong to outside of work? O Q If hired, can you provide proof of your legal right to work in the United States? 0 O Are you a citizen of a country outside of the United States? If so, which one? O O You know that many different laws apply to a company's relationship with its employees. As you start your new job at Goliath Industries, you need to be familiar with laws regarding health and safety, compensation, equal opportunity, and a variety of other topics. Select the law that matches each of the following descriptions. Description Law Prohibits discrimination against people with disabilities V Allows employees up to 12 weeks of unpaid leave to address medical issues for themselves or V immediate family members Makes sure work conditions do not endanger employees' health V Protects people 4065 years old from discrimination Y Prohibits discrimination based on race, religion, color, sex, or national origin Y Requires that men and women be paid the same for doing the same work V Makes it easier for employees to win discrimination lawsuits V Banned child labor and created a federal minimum wage Y You know that many different laws apply to a company's relationship with its employees. As you start your new job at Goliath Industries, you need to be familiar with laws regarding health and safety, compensation, equal opportunity, and a variety of other topics. Select the law that matches each of the following descriptions. Description Law Prohibits discrimination against people with disabilities V Allows employees up to 12 weeks of unpaid leave to address medical issues for themselves or Age Discrimination In Employment AC! immediate family members Americans with Disabilities Act 0' 'l R' htsAt f1991 Makes sure work conditions do not endanger employees' health M lg c 0 Equal Pay Act Protects people 4065 years old from discrimination Fair Labor Standards Act Prohibits discrimination based on race, religion, color, sex, or national origin Family and Medical Leave Act Occupational Safety and Health Act Requires that men and women be paid the same for doing the same work Title VII of the Civil Rights Act Makes it easier for employees to win discrimination lawsuits Banned child labor and created a federal minimum wage V Choose the best answer to complete the sentence. Because of the value people bring to an organization in terms of their knowledge, skills, and abilities, some managers use the term V r and created a federal minimum wage human talent human capital human assets nswer to complete the sentence. human wealth ' lue people bring to an organization in terms of their knowledge, skills, and abilities, some managers use the term V [ Music ] >> [Background Music] Human resources is one of the most important things we do in our business. You can't train people to be enthusiastic, nice, fun, great people. You have to hire that and this is a transient business so people are constantly moving. So the minute you stop looking you're actually sliding backwards so we're always hiring. And we're always firing. My name is Scott, I'm the C00 for Barcelona Restaurant Group. I think in the three years that I've worked here only one or two managers out of quite a few have quit; however, we've turned over probably 60 to 70% of management in the past three years. we demand a certain level of quality and we're continuously raising the bar on what our expectations are and the other thing is this is a high burnout business. People burn out. Somebody who was great a year ago may not be great this year. You guys are famous for friendly service. I mean, this is how you built the business. This is how you guys went from a losing restaurant to a restaurant that's making money that's in the game with everybody else. And I'm getting some signs. They did not feel welcomed by DJ. They love Barcelona but they said it just didn't feel like Barcelona to them. >> That's what they perceived it to be. That is what it was. I'm not denying that from any standpoint, I just some him hustling and doing a really good job. >> well, let's put it another way. DJ can be good, right now he's not. So [inaudible] yeah, so have somebody else there or make him real good real fast. If you think it's somebody who's got, you now, who's got the ability, happy in the kitchen, then you owe it to them to spend a night, two nights, three nights glued to them. Figure it out. >> So, we got to just double our efforts. Does everybody have a Craig's List ad in right now for servers? >> I need a busser. I just hired servers, I need bussers. >> okay. >> Yeah [inaudible]. >> we're always hiring. We're always, keep the ads running. That's our philosophy. We're always bringing in, we're always culling out the bottom 20%. There's always somebody better out there than our worst servers. You don't have to have the greatest resume in the world to make it into the interview. I'll have as many as four to six interviews a day. They last 20 minutes. I don't take a long interview. I don't take a long interview because I don't believe I get anything out of the actual conversation. I've hired too many people that I thought were amazing in an interview and they ended up being a dud and vice versa. I do more talking than they do, quite often, in the interview because I'm trying to just kind of get across the philosophy, who we are, what we're going to do and I've got the spiel pretty well nailed now. But, my process is a threestage process, interview them and I give them $100 allowance and tell them to go out to the restaurants, one or two of the restaurants if possible and eat a few tapas, sit down, have a couple drinks, and write me an essay. I also get a sense of their level of education, of their intelligence, of their ability to complete a task. There's a lot of other ancillary things that come out of that process. How long it takes them to do it, whether it's two weeks later, whether it's the next day, how excited they are and I think they get something out of it too, because sometimes these candidates come in blind. They don't know our restaurant group or, you know, they might be from New York. They might be from somewhere else and they're driving in for the interview. so this introduces them to the brand. so they're learning about us at the same time. If it's a good shop, it doesn't have to be a great shop but if it's a good shop I'll go to the stage three, which is I want you to pretend like you've worked for us for six months and I want to see who you are. I want to see you commanding the floor, making friends with the guests, talking to the staff. I want to see who you would be for me. During the staff meeting, the performance of B] is discussed. BJ works hard but received a poor customer rating, and the manager is told to \"figure it out" or re BJ. Which of the following would be the best approach to try to improve BJ's performance? O Provide B] with 360degree feedback from customers, coworkers, and managers to give him insight into how his behavior is perceived. O Implement a profitsharing plan so that all employees receive the same percentage bonus if the restaurant they work at meets its profitability target. 0 Have BJ attend a restaurant management course at a local college. O Give BJ a raise because his poor performance is probably a symptom of poor motivation, and money is a great motivator. Because Barcelona \"is constantly raising the bar," the company experiences high turnover and is constantly hiring. Why might Scott want to change this approach to human resource management? 0 It is impossible to use performance appraisals to determine pay increases and potential for advancement. O Running ads on Craigslist and spending managers' time screening candidates are costs to the business. O Barcelona is unlikely to achieve greater diversity in its workforce. 0 Barcelona will not be able to build the capabilities of its workforce