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:
<u>D) Compared the hours she spent with her dog to her goal of 2 hours a day of "dogtime"</u>
Explanation:
Remember, Sue wants to in the end determine whether performance met standards for the strategic objective of better work life.
Work life here includes the hours one spents in his or her job, therefore she should compare the hours she spent with her dog to her goal of 2 hours a day of "dogtime".
C. A podcast is a prerecorded usually audio about someone discussing a subject.
The question is reproduced in the table below for clarity
Oven Contribution
Hours Required Margin Per Unit
Muffins 0.2 $4
Coffee Cakes 0.3 $5
Answer:
Total contribution margin = $ 60,000.00
Explanation:
<em>When a business is faced with a problem of shortage of a resource which can be used to produced more than one product type, to maximize the use of the resource , the business should allocate it for production purpose in such a way that it maximizes the contribution per unit of the scare resource.</em>
Therefore Crane Company should alocate the oven hours to maximise the contribution per unit of oven hour. This is done as follows:
Step 1
<em>Calculate he contribution per oven hour and rank the product</em>
cont/hr ranking
Muffin $4/0.2 hour = 20 <em> 1st</em>
Coffee cakes $5/0.3 hour= 16.67 2nd
<em>Because Muffin generates the highest contribution per hour of Oven, Crane should allocate all the resource to it</em>
Step 2
<em>Calculate the Total contribution from the production of Muffin</em>
Total contribution margin = 20 per her × 3000
= $ 60,000.00
Answer and Explanation:
A lot of the information and suggestions in this section assume a staff of at least five or six members, which is the number at which sustaining internal communication can become particularly difficult. This is not meant to imply that smaller organizations don't have internal communication needs, or that the need for good internal communication is any less in an organization with three staff members than in one with 30. If your staff is larger than one, internal communication is an issue that you can't afford to ignore. Most of the material that follows is relevant to small organizations as well as large ones. This section will help you establish an atmosphere and set up systems that will lead to good internal communication and to the effectiveness of your organization.
