Report of Employees-1-2-15 Em ID Name, Title 0124543 John Smith, VP Marketing 2345645 Jared Wright, Project Manager Jennifer Chang, Systems Analyst Mark Walters, Software Engineer 2342456 4564234 Nick Shelley, BI Analyst Kim Eagar, HR Manager Emily Graham, Receptionist Matt Hoffman, Network Operations Specialist 7875468 4446789 4678899 4452378

Report of Employees-1-2-15 Em ID Name, Title 0124543 John Smith, VP Marketing 2345645 Jared Wright, Project Manager Jennifer Chang, Systems Analyst Mark Walters, Software Engineer 2342456 4564234 Nick Shelley, BI Analyst Kim Eagar, HR Manager Emily Graham, Receptionist Matt Hoffman, Network Operations Specialist 7875468 4446789 4678899 4452378

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter12: Managing Human Talent

Section: Chapter Questions

Problem 1ED

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After Spending several weeks on the job, Haleema was surprised to discover that her Uncle had not formally evaluated any employee's performance for all the years that he had owned the business. Waqar position was that he had "a hundred higher-priority things to attend to," such as boosting sales and lowering costs, and, in any case, many employees didn't stick around long enough to be appraisable anyway. Furthermore, contended Waqar, manual workers such as those doing the pressing and the cleaning did periodically get positive feedback in terms of praise from Waqar for a job well done, or criticism, also from Waqar, if things did not look right during one of his swings through the stores. Similarly, Waqar was never shy about telling his managers about store problems so that they too, got some feedback on where they stood. This informal feedback notwithstanding, Haleema believes that a more formal appraisal approach is required. She believes that there are criteria such as quality,…
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Alice joined an IT company called Trix Ltd as an HR director. Trix Ltd began as a small business set up by two brothers in a small town. They mainly dealt with repairing and customizing computers. The business grew (largely due to expansion plans) over the years, but it seemed that Trix was unable to compete effectively in-service delivery. Further investigation by Alice revealed that Trix employees weren’t provided with proper orientation when joining the company, and weren’t trained in its processes. The sales support department experienced the highest turnover, practically on a monthly basis. Similar frustrations were expressed by employees in other departments, most citing overwork and stress. Thomas, the older brother, had attended a talk on implementation of a computer system capable of processing orders efficiently. The long-term benefits, of this system included cost reduction, speedier deliveries, and an increase in overall responsiveness to customer…