Answer 1
Some of the indications that may arise due to workplace conflicts are;
Dysfunctional meetings: Workplace conflicts can lead to dysfunctional meetings where people try to dominate the conversation and others appear distracted and annoyed. It can lead to anger or overreaction of the staff members.
Loss of trust: Loss of trust occurs due to ineffective communication among the team members and higher authorities and thus, it leads to workplace conflicts.
Repetitive disagreements: There can be repetitive disagreements between the employees and the employers due to workplace conflicts, which can lead to a communication gap.
Productivity slowdowns: Workplace conflicts can decrease the productivity of the workers (Zaharie and Osoian 2013).
Answer 2
Four components to manage the workplace conflicts are;
Answer 3
Recruiting new employees involve various types of costs like; advertising costs, time cost of the internal recruiters and their assistants for reviewing the resumes, time cost of interview personnel, drug screen tests and other assessment tests (Breaugh 2013).
Answer 4
In order to overcome the workplace conflicts, it is important to manage the organizational goals. The golden rules are;
Answer 5
For determining the future human resources needs, employees must collaborate with the mangers and identify the requirements first. The second activity is to develop the responses to the requirements. The third one is to plan a schedule to perform an assessment, developing a demand data and supply data. In addition to this, the plan should be evaluated and updated (Boswell, Zimmerman and Swider 2012).
Answer 6
Position description is a document which helps in analyzing and evaluating the purpose and need of the position and the way of working. It includes a particular list of performing the essential functions. Moreover, it lays emphasis on how the position needs to be compensated and classified. It is the foundation of setting expectations and performance evaluation as well as management. It also helps in determining the professional and developmental needs of the organization (Breaugh 2012).
Answer 7
Guidelines for advertising a job position:
Answer 8
The relevant legislations are;
Answer 9
Open probes help in seeking further detail as well as encourage the individual to expand an answer. The individuals are usually triggered by a particular response given for an open ended question. For instance; “You felt that the way a customer spoke to you was inappropriate. What exactly happened?”
The key words are;
Answer 10
Credential questions: These types of questions are also known as the resume verification questions. This include, “What is your GPA?” and others, which helps in verifying the applicants in depth knowledge.
Technical questions: This includes technical based or reasoning questions, which helps in gaining an understanding of the applicant’s technical knowledge.
Experience based questions: These questions are asked to gain an understanding of the applicant’s experiences. This can include, “What were your previous job’s responsibilities?”
Situational questions: In situational questions, the applicants are given a situation to comment on. This include, “What actions did you take and what will be the possible results?”
Opinion based questions: Questions of this type include, “If you face such a situation, what would you do and how will you overcome?”
Behavioral descriptive interviewing questions: This include, “If you are given a task, what steps would you undertake to accomplish the task with flying colors?” (Kumar and Reinartz 2012).
Answer 11
Cognitive ability tests help in assessing a person’s potential or aptitude to solve job related questions. It helps in identifying the applicant’s mental abilities, typing speed and others. Personality tests help in assessing the applicant’s potential and the interpersonal skills required on working with a team (Peppard and Ward 2016).
Answer 12
The typical questions are;
Answer 13
The critical factors are;
Answer 14
On notifying the unsuccessful candidates;
Answer 15
The letter of appointment should contain;
Answer 16
Certified and professional trainers can conduct orientation programs for letting the new applicants know about the company’s working environment, team work’s importance and other major functionalities (Kumar and Reinartz 2012).
Answer 17
Good induction program should include;
Answer 18
It is important to give the probationary employees feedback to ensure their ongoing performances. It is necessary to check whether they are competent or not. It will further help the management to keep a track of their potential and working skills. Moreover, the team can understand whether the employee is satisfied with their working procedures or not.
The feedback can be obtained by conducting individual sessions with the employees and interacting with them. The management team should also encourage and motivate them to voice their issues, if they are facing any. This would also help the employees feel better.
A good induction program will help in increasing the new employees’ productivity. It will make the new employees feel special and valued. Moreover, the new employees will come to know about the company’s goals and perform accordingly (Sokro 2012).
Answer 19
It is important to develop, regularly review and update individual and team development plans as it helps in boosting the team’s performance and productivity. In addition to this, it also helps in building a team spirit within the organization. Furthermore, it helps in keeping a track of the employees’ competencies and in competencies (Chang 2016).
Answer 20
Two ways to give constructive feedback are;
Answer 21
The constructive feedback sessions must be conducted on a regular basis as it helps in motivating the employees to work better. In addition to this, the annual performance feedback or goal setting processes determines the achievement of the employee, which results in promotion or performance appraisals (Peppard and Ward 2016).
Answer 22
The best practice for managing the probationary period is;
Answer 1
In order to ensure that skilled labor is available for implementation of the plan;
Answer 2
In order to test performance management systems, it is important to;
Answer 3
Benchmarking process helps in measuring the performance of an employee, in order to determine their best practices which lead to greater performances. The benchmarking process can be internal as well as external. On benchmarking externally, the companies can seek projects from different companies for a comparative analysis. Internal benchmarking helps the organization to benchmark against their company’s performances and projects (Theodosiou, Kehagias and Katsikea 2012).
Answer 4
The reports that need to be provided to the stakeholders are;
Answer 5
The product failure cases must be report to the senior management team after gathering all the information and data and analyzing those. The senior team can raise a question on why it has happened. Therefore, it is important to prepare all the relevant reasons behind the failure of the product. Moreover, an analysis can be done on the root cause.
The variances to business plans must be reported to the senior authority. Firstly, a complete analysis must be done on the variances. Secondly, it needs to be checked whether such a variation would lead to the company’s benefit or not. Thirdly, it is important to check whether it is within the company’s budget or not (Zaharie and Osoian 2013).
Answer 6
The business performance can be measured against planned objectives by comparing the figures of the overall budget from the accounts of the previous years. The accounts include a revised version of the financial forecasts which helps in indicating the performances. In addition to this, management accounting utilizes financial information for enabling better decision making procedures inside the company (Wandersman, Chien and Katz 2012).
Answer 7
It is important to review and refine the key performance indicators as it helps the organization to measure and define their progress towards the organizational goals. For instance; if an organization’s objective is to increase their profitability by twenty percent, then the key performance indicator’s measure can be the return on the capital employed. The performance objectives as well as measures are related to;
Answer 8
Methods of coaching for the underperforming teams and individuals;
Answer 9
For an effective coaching, it is important to;
Answer 10
Reviewing the systems processes and work methods include;
The strengths of the business plan include;
The weaknesses of the business plan include;
References
Bass, S. and Dalal Clayton, B., 2012. Sustainable development strategies: a resource book. Routledge.
Boswell, W.R., Zimmerman, R.D. and Swider, B.W., 2012. Employee job search: Toward an understanding of search context and search objectives. Journal of Management, 38(1), pp.129-163.
Breaugh, J., 2014, July. Employee recruitment. In Meeting the challenge of human resource management: A communication perspective (p. 29). Routledge.
Breaugh, J.A., 2012. Employee recruitment: Current knowledge and suggestions for future research. The Oxford handbook of personnel assessment and selection, pp.68-87.
Breaugh, J.A., 2013. Employee recruitment. Annual review of psychology, 64, pp.389-416.
Chang, J.F., 2016. Business process management systems: strategy and implementation. CRC Press.
Hallstedt, S.I., Thompson, A.W. and Lindahl, P., 2013. Key elements for implementing a strategic sustainability perspective in the product innovation process. Journal of Cleaner Production, 51, pp.277-288.
Jahanshani, A. A., Hajizadeh, G. M. A., Mirdhamadi, S. A., Nawaser, K., & Khaksar, S. M. S. (2014). Study the effects of customer service and product quality on customer satisfaction and loyalty.
Kumar, V. and Reinartz, W., 2012. Customer relationship management: Concept, strategy, and tools. Springer Science & Business Media.
Peppard, J. and Ward, J., 2016. The strategic management of information systems: Building a digital strategy. John Wiley & Sons.
Powell, B.J., McMillen, J.C., Proctor, E.K., Carpenter, C.R., Griffey, R.T., Bunger, A.C., Glass, J.E. and York, J.L., 2012. A compilation of strategies for implementing clinical innovations in health and mental health. Medical care research and review, 69(2), pp.123-157.
Roh, J., Hong, P. and Min, H., 2014. Implementation of a responsive supply chain strategy in global complexity: The case of manufacturing firms. International Journal of Production Economics, 147, pp.198-210.
Sokro, E., 2012. Impact of employer branding on employee attraction and retention. European Journal of Business and Management, 4(18), pp.164-173.
Theodosiou, M., Kehagias, J. and Katsikea, E., 2012. Strategic orientations, marketing capabilities and firm performance: An empirical investigation in the context of frontline managers in service organizations. Industrial Marketing Management, 41(7), pp.1058-1070.
Wandersman, A., Chien, V.H. and Katz, J., 2012. Toward an Evidence?Based System for Innovation Support for Implementing Innovations with Quality: Tools, Training, Technical Assistance, and Quality Assurance/Quality Improvement. American journal of community psychology, 50(3-4), pp.445-459.
Zaharie, M. and Osoian, C., 2013. Job recruitment and selection practices in small and medium organisations. Studia Universitatis Babes-Bolyai, 58(2), p.86.
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