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ues? ANS Implicit
has been previously successful? ANS Transfer
ANS In- crease productivity
ANS SEWRS (supervision, effort, work- ing conditions, responsibility, skills)
rather than an increase in base pay? ANS Does not add to the salary burden
union? ANS Wildcat
ronment affected by and affecting different interests? ANS Stakeholder theory
clear expectations, and provided an opportunity to defend themselves for a dischargeable offense? ANS Due process
ANS Knowledge
assessment? ANS Present and future
sidering an employee's career path? ANS Career management
opposed to standard departments? ANS Activity-based
ANS Risk manager for the organization
would want to work here? ANS EVP (Employee Value Proposition)
ANS Proactive and reactive
should be done and how to best measure success. ANS Task
business continuity and disaster recovery? ANS Training (drilling)
ANS It is key to attracting and retaining talent
ANS If it is a core competency.
different global mindsets and customs? ANS Cultural Intelligence
change initiative? ANS Pilot program or focus group
ANS To volunteer
to make correlations with strategic goals clear. ANS Dashboards
ANS Risk Tolerance
situation favorableness which in turn is based on leader-member relations, task structure, and position power? ANS Contingency (Fiedler)
business case? ANS Impact on strategic goals
retention? ANS Turnover and talent shortages affect performance
managed entirely by the local subsidiary? ANS Hands off
ry acts of their employees? ANS Vicarious liability
from employment-related legal actions? ANS HR audit
must an employer check for when hiring? ANS Identify and right to work
ftes (full time employees) or 33% of an active workforce of 50 or more
ANS Fulfillment
to specific situations. ANS Civil law
ANS Coun- try-specific
They are managed well
that is suddenly outsourced? ANS Decline in morale and motivation
environment? ANS Learning organization
create a sustainable source of new leaders. ANS Succession planning
processes, customers, and learning and growth as well as finances. ANS Bal- anced scorecard
tices. ANS Code of conduct
ees are being lured away by more money elsewhere? ANS Conduct a compensa- tion analysis
relying on possibly inconsistent communications by the managers? ANS Create a presentation to be used
ANS Job evaluation
Accessability and ability to personalize
annually recurring periods and employees need to be hired quickly. ANS Sea- sonal
understanding loss due to attrition. ANS Knowledge management
likely use this approach to goal-setting. ANS Global integration/upstream
specific organization's history rather than general industry trends?
from this EI strategy of encouraging proactive dialogue by employees with their managers. ANS Open door
candidates with a current interest for open jobs. ANS Job posting
ANS Work permit
turnover or skill deficiencies. ANS Organizational
justification for differences among compensation rates in different global locations? ANS Market analysis (salary survey)
sively coached? ANS High-potential
productivity, rigid management style, and layoffs? ANS Workplace violence
ANS Privately and first good then bad
assignee and the employer participate in two separate social security pro- grams? ANS Totalization agreements
electronically transmitted? ANS Encryption
culture prior to expatriation? ANS To assess whether he will engage in shared experiences, thereby enhancing CI (cultural intelligence).
conflict? ANS Work with them to develop strategic goals and plans
ANS As incentives to key executives
technology implementation, and system change. ANS Work process
intangibles like good will, flexibility & resilience, in addition to money (tangible)
ANS Long term
ANS Short term
ANS Worth of a job
ANS Unreasonable de- mands
ANS One that is able to manage change
ANS Morale & motivation will go down
ANS Career management involves preparing, implementing, and monitoring employees' career paths, with a primary focus on the goals of the organization.
ANS employee
ANS 2 way dialogue looking for the sweet spot between career management (organization) & career planning (employee)
Coach high potential employees
things they don't do well... ANS Tell them privately, and tell them the good first
ANS The things you do to achieve success. The Big O.
ANS Based on precedents; previous cases
ANS Based on statutes, rules, regulations & can change quickly
ANS If management knows there is a potential problem and is not willing to address it
ANS Activity Based
Zero-based
ANS Specific risks, culture
ANS Employers held accountable for what employees do
ANS If you are trying to sell a proposal; Show tied to strategic goals and ROI
ANS Cost & Morale
ANS Ask for volunteers
ANS To develop management tactics for strategic and operational risks. The primary out- come of a risk assessment is to give organizations the information they need to develop an efficient and effective program that manages strategic and operational risk across the organization.
his or her job? ANS Behavioral engagement is evident in the effort employees put into their jobs, which leads to greater value, creating higher performance than from less-engaged employees.
systems? ANS Clarity of performance standards. Clear communication of perfor- mance standards is the basis of an effective process. Behavior that is expected and evaluated must be communicated clearly.
with other workers to promote desired employment conditions as a group?