2 hostile environment offensive work environment in

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Foundations of Business
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Chapter 9 / Exercise 01
Foundations of Business
Hughes/Pride
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2. Hostile environment: offensive work environment. In the hostile environment type, the person being sexually harassed doesn't risk economic harm but experiences an offensive or intimidating work environment. Examples include obscene gestures, sex-stereotyped jokes, sexually oriented posters and graffiti, suggestive remarks.AACSB: AnalyticBlooms: ApplyLearning Objective: 09-02 To avoid exposure to legal liabilities; what areas of the law do I need to be aware of?Level of Difficulty: 3 HardTopic: The Legal Requirements of Human Resource Management149.Give the advantages and disadvantages of internal and external recruiting. Internal Recruiting:Advantages: Greater motivation, loyalty and morale for existing employees, lower costs, fewer risks as candidates are already known and familiar with firmDisadvantages: Limits the pool of available talent, may cause employees to become complacent, filling a job from inside merely shifts where a vacancy existsExternal Recruiting:Advantages: Potentially greater ability to obtain specialized knowledge and experience, fresh viewpointsDisadvantages: More expensive and takes longer, higher risk because candidates from outside are less well knownAACSB: AnalyticBlooms: UnderstandLearning Objective: 09-03 How can I reduce mistakes in hiring and find great people who might work for me?Level of Difficulty: 2 MediumTopic: Recruitment and Selection: Putting the Right People into the Right Jobs
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Foundations of Business
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Chapter 9 / Exercise 01
Foundations of Business
Hughes/Pride
Expert Verified
150.Describe the right way to conduct an interview. Give three examples of questions you would ask. Before the interview, define your needs and review résumés. Write out interview questions, and ask each candidate the same set of questions. Questions should testfor candidates' relevant knowledge, handling of difficult situations, willingness to cope with the job's demands, and fit with the organization's culture.The interview itself should be structured and should consist of situational or behavioral description questions. The interview should begin with a short warm-up period that establishes rapport and gives a first impression, followed by a long period asking the questions that tell the applicant's story, and finally a short closingperiod that sets up the next steps.AACSB: AnalyticBlooms: ApplyLearning Objective: 09-03 How can I reduce mistakes in hiring and find great people who might work for me?Level of Difficulty: 3 HardTopic: Recruitment and Selection: Putting the Right People into the Right Jobs151.After an effective orientation, the employee should emerge with information about which three matters? Following orientation, the employee should emerge with information about three matters:1. The job routine: At minimum, the new employee needs to have learned what is required in the job for which he or she was hired, how the work will be evaluated, and who the immediate coworkers and managers are.

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