B better organisational performance c a well

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(b) Better organisational performance. (c) A well-developed business strategy. (d) Compliance with Government policies, laws and regulations. (e) A clear relationship between a job and the organisation’s objectives. The correct alternative is: 1 a, b, c 2 a, c, e 3 a, b, c, d 4 a, b, d, e 5 a, c, d, e 16 Which of the following human resource processes is used to determine similarities and differences in jobs? 1 job analysis 2 job structure 3 job evaluation 4 job descriptions 5 job specification
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24 17 Which of the following are steps in determining the job structure? (a) job analysis (b) job evaluation (c) job description (d) internal work relationships (e) comparison with competitors The correct alternative is: 1 a, b, c 2 a, c, d 3 b, c, d 4 c, d, e 5 b, d, e 18 A job description is _______________. 1 a description of the incumbent 2 an indication of the value of a job 3 a summary or “word picture” of a job 4 an indication of the level of a job 5 an indication of employee performance 19 Flexible or generic job descriptions can ___________________. (a) lead to poor management/employee relations (b) match employees more easily to changes in the work flow (c) move employees more easily to tasks without adjusting salaries (d) put pressure on management to create more flexible employees (e) cause employees to do only work that is indicated on their job description The correct alternative is: 1 b, c 2 a, c 3 c, d 4 b, d 5 d, e 20 If you evaluate a job today, and you evaluate the same job in a year’s time and get the same result, the job evaluation is: 1 fair 2 valid 3 verified 4 reliable 5 acceptable
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MNH306-K/101 25 ASSIGNMENT 02 (FIRST SEMESTER) This assignment is based on study units 3, 4, 5, 6 and 8. Read the following paragraph and then answer the questions. SCOTT PAPER – A MIRACLE OR A HOAX? After acting for less than two years as the CEO of Scott Paper in Cape Town, Jack Munroe walked away with nearly R10 million in salary, stock options and other perks. Kimberly-Clark (which recently purchased Scott Paper) had agreed to pay Munroe and his loyal management team an extraordinary R7 million in the most lucrative agreement ever crafted in South African business. Munroe alone received R2 million in exchange for his agreement not to work for a rival company for five years, while five senior executives pocketed R1 million each. However, critics argue that Munroe and other former Scott Paper executives were being rewarded for doing all the wrong things. Soon after taking over, critics say Munroe’s team began making moves that suggested their time horizons were not very long. In late 1994 they slashed Scott’s R & D budget in half, to about R35 million, and eliminated 60 percent of the R & D programme. At the request of Munroe’s team, the marketing department began to generate weekly volume forecasts rather than monthly reports.
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