HR as a function dates back to the time where factories had to handle industrial relations and where large numbers of staff had simple manual tasks to perform. At the time, administrative, operational and mediating HR was a step forward for the organisations. This was before the world became as open and connected as it is today thanks to globalisation and technology.
Today, as a large proportion of the jobs in the developed world are knowledge and service based, the needs of the companies are different. It is not enough to simply administer the start and finish of the employment, run a payroll and deal with employee relations. People have access to information about companies to make knowledgeable choices where to work. HR in the leading global organisations has evolved to a function that takes lead in keeping the organisations competitive by assuring the organisational set up allows to be quickly adapted to change while achieving strategic goals. On a high level this is done by ensuring the right people with the right competencies and fit are hired at the right time; talent is spotted early and supported in their development; the key people are retained, supported and promoted; fair and attractive EVP is continually evaluated and communicated; organisational culture, practices and internal communication is evaluated and adapted for the best environment for highly effective and efficient work to sustainably take place.
Fierce competition, global marketplace, always advancing technology and shortage of the top talent doesn’t allow HR function to be merely administrative and operational.
Answer:
The correct answer is True.
Explanation:
A stability strategy seeks to remain as long as possible in the maturity phase (or stability) of the company, reaping the fruits of the investments made. A survival strategy seeks to survive in a hostile environment, while retaining its market share.
In general, stability and survival strategies are defensive strategies, that is, strategies that seek to maintain the competitive position achieved by the company. This fact does not mean that the company cannot grow; in fact, on many occasions, to maintain market share growth is necessary (sustainable growth). In other cases, these strategies involve a decrease (organizational downsizing, outsourcing or outsourcing of activities).
These strategies are designed for the level of corporate strategy, although they can also be adopted for competitive or business strategies, as they allow the analysis for each business or activity to which the company is engaged.
Answer:
Controllable margin =$125,000
Return on investment = 20%
Explanation:
<em>Controllable margin is the difference between the sales revenue and the controllable cost. Controllable costs include variable and fixed cost directly under the control of the manager and which are influenced by his decisions.</em>
Controllable margin - Sales revenue - variable cost - controllable fixed cost
Controllable margin= $500,000 - $300,000 - 75,000 = $125,000
Controllable margin =$125,000
Return on investment = (controllable margin/ Average investment) × 100
= (125,000/625,000) × 100 = 20%
Return on investment = 20%
Oxidants such as hydrogen peroxide have the ability to release, oxygen.
Hope this helps!!
Answer:
The write off of the account should include a debit to the allowance for uncollectible accounts, and a credit for bad debt expense:
Account Debit Credit
Bad Debt Expense $10,000
Allowance for Uncollectible
Accounts $10,000
This is because under the aging method, when an account is actually written-off, it must be charged against the bad debt expense that was forecasted or anticipated earlier.
