Attitude Survey Mark Douglas
1. To make money as a trader you have to know what the market
is going to do next.
2. Sometimes I find myself thinking that there must be a way to
trade without having to take a loss.
3. Making money as a tra
The following figure depicts the financial situation of Jane Fawn. In period 0, her labour income and current consumption are $50; later, in period 1, her labour income and
consumption will be $44. She has an opportunity to make the investment represented
- Artificial barriers based on attitudinal or organizations into bias
that prevent individuals from advancing into management
Behavioral Description Invention
- An interview in which an applicant is asked questions about
what he or
HW3. (Programming) Sparse Matrix Addition using Linked List
Construct a program that calculates addition of two sparse matrices using linked
lists. The terms of a sparse matrix are expressed in increasing order by the row and
0 0 1
column numbers. For ex
Developing Employees for Future
Need to Know
How development is related to training and careers.
Methods organizations use for employee
How organizations use assessment of personality
type, work behaviors, an
MenuItem 15: cfw_Topic 15 Managing employee retention and turnover
Question 1: The increased willingness of people to sue their employer,
combined with an unprecedented level of violence in the workplace, has
made discharging employee
MenuItem 16: cfw_Topic 16 Evaluating and improving the human resource
Question 1: Transactional, rather than either traditional or
transformational, activities provide the greatest strategic value to a
MenuItem 13: cfw_Topic 13 Performance-related pay
Question 1: Pay plans are typically used to energise, direct, or control
Feedback: Page 464, LO1
Question 2: The reinforcement theory
MenuItem 14: cfw_Topic 14 Managing a global workforce
Question 1: The globalisation of business is forcing managers to act
and think in new ways.
Feedback: Page 501
Question 2: The nurturing of human res
MenuItem 3: cfw_Topic 3 The legal context for human resource management
Question 1: The laws affecting the management of people are not
really of concern to human resource managers.
Feedback: Page 84
MenuItem 6: cfw_Topic 6 Recruitment, selection and placement
Question 1; Research suggests that recruiters provide less information
about the company when conducting dual-purpose interviews.
Feedback: Page 184, LO1
MenuItem 4: Analysis and design of work
Question 1: The way in which a firm competes has little relationship to
the way it is structured and how work tasks are organised.
Feedback: Page 118, LO1
MenuItem 7: cfw_Topic 7 Industrial relations
Question 1: The skills required of HR managers are important but
quite narrow in their range.
Feedback: Page 223
Question 2: The industrial tribunals are no l
MenuItem 2: cfw_Topic 2 Strategic human resource management
Question 1: The goal of strategic management in an organisation is to
deploy and allocate resources in a way that provides the company with a
MenuItem 1: cfw_Topic 1 Human resource management in Australia
Question 1: Hewlett Packards HRM practices have helped the company
provide products and services that are valued by its customers.
Feedback: Page 4, LO1
MenuItem 5: cfw_Topic 5 Human resource planning and human resource
Question 1: The first step in the human resource planning process is
goal setting and strategic planning.
Feedback: Page 149, LO1
MenuItem 11: cfw_Topic 11 Employee development and career management
Question 1: Training focuses on improving employees performance in
their current jobs, while development prepares them for other jobs.
Feedback: Page 3
MenuItem 10: cfw_Topic 10 Employee learning
Question 1: Training refers to any planned effort by a firm to
facilitate the learning of job-related knowledge, skills or behaviour
Feedback: Page 340, LO1
MenuItem 9: cfw_Topic 9 Performance management
Question 1: Performance management is the process through which
managers ensure that employees activities and outputs are congruent
with the organisations goals.
MenuItem 8: cfw_Topic 8 Managing diversity and work-life balance
Question 1: Organisational culture cannot be measured.
Feedback: Page 247
Question 2: The goal of managing diversity is to ensure that the
Managing Employees Performance
Need to Know
1. Activities involved in performance
2. Purposes and criteria and methods
for measuring effectiveness of
performance management systems.
3. Sources of performance information
Selecting Employees and Placing
Them in Jobs
What Do I Need to Know?
1. Elements of selection process.
2. Ways to measure success of selection
3. Governments requirements for employee se
4. Common methods used for selecting
Analyzing Work and Designing Jobs
Need to Know
1. Elements of work flow analysis and how work
flow is related to an organizations structure.
2. How to obtain information for a job analysis.
3. Elements and trends in job analysis and their
Trends in Human Resource Management
NEED TO KNOW
1. Labor force composition trends and technological
developments how they affect HRM.
2. Areas HRM can support the goals of creating a highperformance work system and expanding internationally.
Managing Human Resources
NEED TO KNOW
Definition of HRM and how HRM contributes
to an organizations performance.
Responsibilities of HR departments.
Types of skills needed HRM.
Role of supervisors.
Ethical issues in HRM.
Responsibilities of HR Department
A) Employment and recruiting
B) Training and Development
3) temp labor coordination
5) Performance management
E) Employee Services
6) Product enhanceme