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Activity 1.1. How can workforce mobilisation be used to address shortages identified when reviewingdata on staff turnover? (50-75 words)2. The organisation you work for has asked you to analyse their
Activity 1.1. How can workforce mobilisation be used to address shortages identified when reviewingdata on staff turnover? (50-75 words)2. The organisation you work for has asked you to analyse their existing workforce to determineareas where there are excesses or shortages or requirements for mobilisation. How wouldyou do this? Explain. (75-125 words)3. You have analysed the existing workforce of a catering organisation to determine areaswhere there are excess or shortage of food preparation staff and an excess of serving staff.What would you do to address these excess and shortages? Provide at least five examples.
Activity 2.1. Name three sources you would use to research and review current and predicted externallabour supply data, ad demographic and economic data, to forecast human resources supply.What type of information do these sources provide? Why do you think these sources wouldprovide a valuable source of information? (100-120 words)2. You have been asked to review your organisation`s staff budgets as it is a factory that mayaffect workforce supply. What 14 things would you include in your calculations?3. When calculating staff budgets, which method would you use? Why? (100-150 words)
Activity 3.1. By law, what are organisations required to do or not do in relation to diversity of theirworkforce? (100-150 words)2. Identify five advantages of having a diverse workforce. Do not limit your responses to thoseideas listed in the text.3. Your organisation develops websites and online marketing tools for small business. Theorganisation does not have a particularly diverse workforce. In particular, the organisationdoes not tend to recruit older workers. This is because management feel that older workerswill not have the technology skills needed to carry out work, even when they havequalifications in the field. What would you tell them about the need for and benefits of adiverse workforce? (150-200 words)
Activity 4.1. What are retention strategies? (50-70 words) Provide five examples of things an organisationmight do in an attempt to retain staff.
2. The organisation you work for makes and sells jewellery. In the past few years, theorganisation has found that they are not making money on their line of watches so they havedecided, as a part of their organisation strategy, to stop selling watches. This means that theworkforce will need to be modified because watchmakers will no longer be needed. Howmight the organisation modify its workplace? (50-75 words)
3. The organisation you work for sells PC`s and laptops. They have decided that they are goingto start selling computer tablets (eg iPads). They are expecting that this will significantlyincrease sales and will mean that more sales staff are going to needed. How might theorganisation modify its workforce in this situation? (100-150 words)
Activity 51. Define turnover. Why do organisations need to analyse turnover rates? (40-60 words)2. You have analysed the turnover rates in your organisation and feel that they areunacceptably high. Others in the organisation argue that turnover is to be expected. Whatwould you say to them? (100-150 words)3. You work for a hotel. In the past year, 35% of the hotel`s employees have left theorganisation. The organisation deems this level of turnover to be unacceptable. You haveconducted exit interviews with these employees.The reasons employees have cited for leaving the organisation include: More payBetter career opportunity/ restricted opportunities for advancementLack of challengeNegative relationships with supervisors, managersOverloading employeesIncidents of discriminationHealth and safety issuesPoor job security How would you address unacceptably high staff turnover rates with each of these reasons in mind?(75-100 words)
Activity 61. How would you explain the difference between role development and career development,both of which can be used as retention stragies? Why is it a good idea to implement each ofthese strategies? (150-200 words)2. What one strategy would you implement to retain required skilled labour? You do not haveto limit your ideas to those provided in the text. You might have your own ideas as to howorganisations can retain skilled labour. Why do you think your chosen strategy is mostimportant or would be most effective in retaining skilled labour? (100-150 words)
Activity 71. What would you do to manage diversity in the workplace? You do not need to restrict yourresponse to ideas presented in the text. Provide at least 10 examples2. Write a diversity policy that supports an organisation`s requirements for diversity in theworkforce.
Activity 8
1. Outline the advantages or disadvantages of the following different methods that can be usedto source skilled labour.a. Online recruitment (at least five advantages and one disadvantages)b. Company website advertising (at least one advantage and two disadvantages)c. Newspaper (at least four advantages and three disadvantages)d. Trade and professional journal/ magazines (at least three advantages and onedisadvantages)e. Employment/ recruitment agencies (at least three advantages and one disadvantage)f. Direct applicants (at least two advantages and one disadvantage)2. Your organisation installs home theatre equipment. You have several teams that carry outinstallations and each team is overseen by a supervisor. One of your supervisors has resignedand you now need to source skilled labour to fill that position. You feel that some of theteam members might be suitable for the position. What recruitment strategy might you usein this situation? How would you do this? (100-150 words)
Activity 91. How might you communicate workforce objectives and rationale to relevant stakeholders/employees? Provide at least 10 examples.2. You work for a hospital. Previously, specific nurses were given all weekend shifts. Feedbackgathered from other nurses has revealed that all nurses would like the opportunity to workweekends when greater shift penalties are paid. The organisation has decided that from nowon weekend shifts will be distributed equally amongst all nurses. Write a memo to bedistributed to all the nurses that work for the hospital communicating objectives andrationale of the changes to relevant stakeholders. (150-200 words)
Activity 101. Identify two groups other than employees whose agreement and endorsement you wouldseek when setting objectives and targets and creating workforce plans. Explain why theiragreement should be sought. (75-125 words)2. Your organisation has decided that employers will no longer give employees rostered days offto compensate them for working overtime. Instead, employees will now be paid for anyovertime they complete. What would you say to obtain agreement and endorsement forthese changes? You should provide a transcript of three minute speech that you would giveto employees outlining the objectives of this change. You need to show that you haveconsidered objections to or barriers to employee endorsement of this change. (200-300words)
Activity 111. What are contingency plan? (50-75 words)2. Develop a contingency plan to cope the extreme situation of a large number of employeesgoing on strike without notice. (200-300 words) Activity 121. What in an implementation plan? (20-20 words)2. It has been determined that your organisation needs to make changes to its workforce. Somestaff will need to be recruited, some will need to undergo training, some will need to beredeployed and others are going to be made redundant. You have been asked to head upteam that is going to develop an implementation plan. None of the team has done thisbefore so it is up to you explain what an implementation plan should contain and how itshould be written. What would you tell them? (150-200 words)3. What things would you include in the WBS section of an implementation plan? (100-150words)
Activity 131. Read the article and answer the questions provided.According to this article, what are the possible negative effects of when organisations do notdevelop and implement strategies to assist workforce to deal with organisational change?Provide at least five examples2. According to this article, what can organisations do to assist the workforce deal withorganisational change? Provide at least five examples3. What are two of the strategies would you develop and implement to assist the workforce inthe article deal with organisational change? Why do you think these strategies would besuccessful in reducing the stress that comes with change and helping employees to deal withchange? (100-150 words)
Activity 141. Outline the issues that can make it difficult for people from diverse cultural backgrounds tosecure employment. (150-200 words)2. Identify six strategies with the potential to attract and recruit more Indigenous Australians tohelp organisations attract a diverse workforce. You might need to carry out your ownresearch to complete this activity.
Activity 151. What is succession planning? (50-75 words)2. Read the extract from article Keys to Best Practice Succession Management and answerthe question that follows it. Identify 10 characteristics outlined in the extract of bestpractice succession planning systems and management that ensure desirable workersare developed and retained3. How would you identify desirable workers who can be developed and retained to fill keypositions that might become vacant within the organisation? You do not have limit yourideas to those provided in the text. Why do you think your method of identifyingdesirable workers would be best? (75-125 words)
Activity 161. What is an employer of choice? (30-50 words)2. Select one organisation that you consider to be an employer of choice. For example, Googleis an organisation that is widely considered to be an employer of choice. What programsdoes your chosen organisation implement to ensure the workplace is an employer of choice?Provide at least five examples. You will need to undertake your own research to completethis activity; however, this research can be carried out online.3. What program/ benefit would you consider to be the most valuable that might be offered byemployers of choice? Explain. (100-150 words)
Activity 171. An employee who has been with your organisation for many years has handed in theirresignation. You are surprised they are leaving and they have not really provided any reasonsfor their decision to exit. What should you do? (100-150 words)2. Your organisation does not currently conduct exit interviews when employees leave theorganisation. They do not feel that there is anything to be learnt from employees who areclearly disgruntled. They suggest that the employee will not have anything objective to sayand that they will only be interested in criticising the organisation. What would you tell themabout the need to conduct exit interviews to identify patterns in turnover? (100-200 words)
Activity 18Choose an industry in which there is an undersupply of labour. Summarise the situation in thatindustry. Explain why there is an undersupply of labour in that industry. What are the effects of thelabour trends in this industry on the demand for labour? What can the organisation do to nullify theeffects of the labour trends? You will need to carry out your own research to complete this activity.(200-250 words)
Activity 191. Create a questionnaire that could be used to survey organisational climate to gauge workersatisfaction. The questionnaire should include questions for each of the commonly usedcategories of organisational climate questionnaires. These questions need to differ fromthose given in the sample survey. You should ask at least 15 questions.2. Ask three people to complete your questionnaire. Ideally, these will be thee people from thesame workplace but you might chose to survey family or friends about their work climate.What conclusions would you draw from responses to your survey about organisationalclimate and worker satisfaction? What advice would you give the organisation as a result ofyour survey? (100-200 words)
Activity 201. What as the global financial crisis? (50-75 words)2. What were ten of the effects of the global financial crisis? 3. There has been a downturn in the economy on a global scale. Your organisation, whichorganises overseas holidays for families has been hit hard by this downturn. People arescared of spending money and are cutting back luxuries including travel. As a result, you havetoo many staff for the amount of business coming in. what recommendations would youmake in response to this situation? Provide at least three examples.
Activity 21Read the article and answer the question that follows it.1. What are three of the advantages government policy had on labour demand and supplyimmigration policies have in this example?2. Choose one current government policy relating to labour demand and supply. This policyshould not be the same as the one mentioned in the text. Write a one page report outlininghow the government policy affects labour demand and supply.
Activity 221. You run a security business. You supply bouncers and security guards to a chain of nightclubs.A number of the nightclubs have complained that fights are breaking out in areas of theclubs when security staff are elsewhere. What changes might need to be made to theworkforce plan address this issue? (30-50 words)2. How would you evaluate effectiveness of change processes made to address the nightclub`sconcerns against agreed objectives? What should be done if the change was determined tobe ineffective? (100-150 words)Summative assessment 1Question 1How might organisations gather current information about labour supply relevant to theirspecific industry or skill requirement? Provide at least 10 examples.Question 2Outline what industrial relations are and how they can assist organisations in maintaining askilled workforce. You might need to conduct your own research to answer this question.(100-150 words)Question 3Describe labour demand forecasting. What is labour supply analysis? (20-50 words)Question 4There are number of methods which can be used to estimate future staffing requirementsand determine what actions need to be taken when forecasts suggest that organisations willhave a shortage or surplus of employees. Identify and explain three. (300-400 words)
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high-level ********* and **** ***** *** *********** activitiesü *** ** very expensivef) ****** ********** (2:1)AdvantagesDisadvantagesü *** ************ *** be ********* **** ****** applicants want ** work for ***** organisationü **** keep *** records *** *** ******** *** ********** that ***** be ******** *** ******** ******* ****** ** ********* Time-consuming *** **** ******* organisations 2) **** ************ ******** home theatre equipment *** have ******* teams **** ***** *** installations *** **** team ** overseen by a supervisor One ** your *********** has ******** *** *** *** need ** ****** ******* labour ** fill that ******** *** **** **** **** ** *** **** ******* ***** ** ******** *** *** ******** What *********** ******** ***** *** use ** **** ********** *** would *** do ***** (100-150)I would *** the ******* intranet to ******* *** **** *** ****** personally *** ********* who wish ** ***** ** ***** ******* *** would be ******** *** *** *** In **** * *** *** **** ******** ***** *** **** *** employee *********** *** *** *********** there ***** be *** *** ********* ****** **** ** *** ******* *** **** even though **** *** not *********** ******** *** managers ***** *** *** employees ************ and how **** **** **** ***** ** ****** ** promote **** *** *** *** **************** *** How ***** *** *********** ********* ********** and ********* ** ******** stakeholders * ********** ******* ** ***** ** ********** Organisations ********** Meetingsü E-mailsü Memosü ************* ********* ************* ********* *********** ******** *************** *** **** *** * hospital Previously ******** ****** **** ***** *** ******* shifts Feedback gathered from ***** nurses has ******** **** *** ****** ***** **** the *********** ** **** ******** **** ******* ***** ********* *** **** *** ************ *** ******* **** **** *** ** weekend ****** **** ** distributed ******* ******* *** ****** ***** * **** ** ** distributed ** *** ****** that **** for *** ******** communicating ********** *** ********* ** the change ** relevant ************ *************** ******* #123413th ** *** ********* AustraliaTo: All ****** *** stakeholdersSubject: ****** ** *** ****** *************** The company ******** ******** feedbacks from *** ****** and all ************ ******** in having ******* shifts **** currently only specific ****** *** **** ****** ***** ****** *** organisation has **** working on *** ** ****** and ********** the ********* ****** ***** they **** *** ******** ** ****** ******* shifts 2 ******* ***** ******** ******* ** ****** **** *** **** ** ** ******* equal distribution of shifts during *** ******** *** *** nurses who ************ *** *********** ** ********** **** *** next ***** *** ******* ****** *** ***** ** ** distributed ******* ******* *** ****** ** all *** *** **** opportunity ** ******** **** *** most *********** to the ******** *** *** trainees when **** have shifts ******** ** the **** *********** ** **** still **** *********** *** **** *** opportunity RegardsHuman ********************* **** ******** *** ****** ***** **** ********* ***** ********* *** endorsement *** would **** **** ******* objectives *** ******* *** ******** workforce ***** Explain *** their ********* ****** be sought ********** ************* *** the ********* ** * ******* **** ******* *** approval ** *** stakeholders ** ********* plans *** *********** that ** *** **** **** ** be ********* **** ******** ********* plans· HR ************* * Managers: **** *** the most qualified ****** **** ***** be **** to help *** ******* ** ***** *** barriers **** ****** ***** *** ** ******* **** ******* *** their ************ *** ************* ****** ** ******** possible ******** and try ** ****** or ***** *** ******** ************ **** ************ has ******* that ********* **** ** longer **** ********* ******** days *** to ********** **** *** ******* overtime ******* employees will now be **** *** *** ******** **** ******** **** ***** you *** ** obtain ********* *** endorsement for these ******** *** ****** ******* a ********** ** a ***** ****** ****** **** *** ***** **** ** employees ********* *** ********** ** this ****** *** **** to show **** you have ********** objections ** or ******** to employee *********** of **** ****** ************* ***************** ******** ***** *** *** attempting ** *** ******* ***** * **** be very ***** *** **** **** in *** *** *** ********* *** opinionsI’ve called *** **** ***** ** inform ***** *** ****** *** ******** Currently *** company ********* **** ******** ** * **** ** hours and you are **** to take ***** ** *** *** as *** offAnalyzing *** ******* ********* ** *** that **** of *** **** a *** ** ***** ******** *** cannot **** it as *** are with * lot ** **************** ** accomplish so *** ***** it to ***** Due ** ** we ******* ** instead ** putting your hours ** * **** *** *** ***** to receive *** ***** extra hour **** ** ********** **** this ** * big ****** and **** of *** ***** not agree with the ********* *** ** are ******** on *** ********* *** ** would **** ** **** *** same opportunity to all The ***** hours are ***** ** be **** ********* the law ** **** are all ***** to ** ********** *** ***** rates that *** company **** **** ** *** *** *** **** ******* ** **** salary in *** ****** after the ********** **** ** *** might ** ******** *** *** not ***** ** **** **** ****** ** **** **** *** but *** ******* ** ***** ** ** ********* *** **** **** ** negotiate **** your ********** ** manager *** this *** **** ** discounted **** **** *********** ********* ********* *** very **** *** your ********* we *** *** **** to ******************* **** What *** *********** ****** (50-75)Contingency plans are ***** **** ******* what ** ** **** * ******* **** ****** be ********* ******* ** ********* is *********** ** helps *** ******* to ** ***** ** **** **** ********** ** extreme ********** **** *** ******* *** ******* ** the ************ **** **** allow ************* to **** **** ***** ********** ******* *** *********** as they ******* ******* *** **** should ** **** ** this problem ************* Develop * contingency **** ** **** **** *** ******* ********* ** * large ****** ** ********* ***** ** ****** ******* ****** (200-300)Contigency Plan1 Possible risk: ***** number ** ********* ***** ** ****** without notice2 *** ******* ** ** ******* *** contingency plan ** soon ** **** **** *** **** **** * ***** ****** ** ********* *** ******* the ******* without ******** ** we are * ******* ** 50 ********* the plan **** ** activated as ** face the problem ** ** ******* *** ******** *** going ** **** *** ********* ******** and do *** *********** *** until *** *********** process ** ******** **** **** *** ***** ** analyse *** ******* ********* *** ***** ********* to ut **** ** **** *** ****** **** ********* is ***** ** ****** *** company *********** **** **** ***** ** resignation ******** and ****** new ********* **** ** ****** invest ** ********* for all ********* ** order ** **** to be **** ** **** others ******** ** this occur *** ******* ***** use *** contingency **** *** * ******* *** company ***** **** some ******** **** ******** this *********** **** **** as ** ********* trained ** ******* the ****** * ****** ** ****** ** *** ******* **** would ****** ********** the costs *** the ********** The *********** plan ** ***** ** ** retracted ** **** ** the company hire the *** ***** and ******* *** ********* ***** **** ** ***** the replacers will not ** ******************** **** **** is an ************** ***** ********* ************** **** ** * ******** management **** ******** ** ****** ************* ** ****** and ******* implementation of workforce ***** *** initiatives 2) ** has **** ********** **** your organisation ***** ** **** changes ** *** workforce Some ***** **** **** to ** ********* **** will **** ** ******* ******** **** will need ** be ********** *** ****** *** ***** ** ** **** ********* *** **** **** ***** ** **** ** a **** **** is ***** to ******* an implementation **** None ** *** **** *** **** this ****** ** ** ** up to *** ** ******* what an ************** **** ****** ******* and *** ** should ** written **** ***** *** **** ***** *********** implementation ********* ****** that *** relevant legal ************ *** ********** *** ***** ****** that all ********** *** ***** ** ******* *** *** so ******* **** ********* information ** ********* Be ******* ** plain ******* and ****** **** so **** ******** *** **** *** ** *** ********** **** ******* **************** the ********* ***** *********** *** ******* ** be ************* Explain *** ***** ********* ***** initiatives *** changes *** expected to ******* ******** sought· Identify **** ****** *** *** implementation of ********* ***** initiatives *** changesAll those *********** ***** ****** ** written in *** ********* ********* **** *********** what *** **** ** ****** to ********* ********* ****** *** ********* ********** *** ********* ****** **** ***** ********** for this planü ******** ********** ******** ********** ******** ******** ** flow **** the ********* ******* ********** ************ ****** ** *** *** ************ **** **** ** *** ********** of workforce plans *********** and changes have **** ********** *********** ****** ******* support *** ************* *** and what people *** responsible forü Scope: ******* what ********** **** ** ********** ** ******* *** organisation’s ********* plans *********** and ********* ************** schedule: ******* **** **** happen *** **** ** will ******** **** Breakdown ********** ****** **** major ****** ** **** **** ******* ************ ********** ************* **** ** *** ** *** resources neededü ******* ************* ********* *** costs for every aspect ** *** ************** planü **** ********** *** *********** ******* *** ********* ***** which might affect *** ************** ** ********* ******* **** ****** would *** ******* ** *** *** section ** ** ************** plan? *********** *** *** *** ***** ********** *** ******* ** ******* ********** with ********* *** **** of **** It ****** list *** *** workforce ***** *********** *** changes ** ** ********* * list ** ******* that **** ** be ***** ** ******* each workforce plans *********** *** ******* should be **** *** ********* ******** *** *** successful ************** of **** ********* ***** *********** *** ******* should be ************* *** **** **** ****** *** ******** *** the initiation *** ********** ** *** ********** ***** *** ******** ** **** ****** ** *** completion ** another Where **** occurs *** dependency ****** ** ********** and ****************** 13(Article)1) According to this ******* what *** *** possible ******** effects ** **** ************* ** *** ******* *** ********* ********** ** assist ********* ** deal with organisational ******* ******* ** ***** **** ********** ********* ****** ** **** unmotivated *** ********** ****** start ** ** **** *** anxiousü ********* ***** ** look for a *** ***** Worker **** threatenedü Too much ********** ********* ** **** ******* what *** ************* ** ** ****** *** ********* **** **** ************** ******* ******* at ***** **** examplesü Communicate clearlyü ***** *** ******** ******* ******* * clear ****** of the change *** *** ********* ********* ****** **** *** *** ******** **** ** *** **** idea about the ******** ********* ** *** ** ******** ***** *** ******* ********** **** *** *** ** *** ********** ***** *** develop *** ********* to assist *** ********** ** the ******* deal **** organisational ******* *** ** you think ***** ********** would ** ********** ** ******** *** ****** that ***** **** change and helping ********* ** **** **** ****************** ** * ************ ******* ** *********** *** ******** ******* **** **** ****** ** do * change ****** ********** starts **** should ** * ******* **** *** ********* ** explain ***** plans *** **** **** ***** **** **** will *** ******** ********** explain *** positive ******* ** *** ****** and *** ** ** necessary ** change **** strategy ***** be ********** ******* *** ********* **** **** **** of *** ************ *** ******** *** ******** change· ********* them ** **** ideas and ********* **** **** ******** *** give their ******** *** **** *** * better ****** with **** ****** **** **** **** ** *** ****** instead ** ********** for it **** ***** be successful ** they **** cop **** with the ****** **** being ******* ** Also **** **** **** ** convince the ****** **** are ******* the ****** to ***** *************** **** ******* *** issues **** *** **** ** ********* *** ****** **** ******* cultural backgrounds ** ****** ********** (150-200)· **** ** ***** ************ ****** **** **** *** belong to the ******* **** *** **** ********* ***** *** to **** for a job ***** *** ** and *** ***** ******* **** be ******* ** order to *** *** ********* attention **** ***** **** ***** ***** ** their ********* *** *** **** ***** ********** ** the **** **** *** ******* *** ******* ** **** do *** **** *** ********* *** *** to ** ** they *** **** **** do *** **** *** opportunity ** **** what **** *** **** ** do· ************ ******* *** international ******* **** ****** *** Equal opportunity Act **** that you ****** ************ a ****** because of their ******* *** ******** ********* ****** the *** to ***** ****** because the ***** *** *** *** ***** *** ****** ******** very well ** not discriminate as *** ********* ********** the **** that **** direct contact **** *** ******** ***** *** someone *** is able to *********** **** **** *** especially ******* ***** ************* skills are vital So ** they have *** same ** ******* ********** **** ******* *** ****** the native language ****** they **** no ** **** ** *** *** job 2) Identify six ********** **** the ********* ** ******* and ******* **** ********** Australians ** **** ************* to ******* * diverse ********* *** ***** need to ***** *** **** own ******** ** ******** this activityü Have ********* ************ ** ********** and discuss **** ***** ***** and support ********** ******* Value *** ********** Cultureü Show ** them **** ***** culture is *********** ******** ******** ************ and **** ********* in ******** **** **** *** are looking *** * normal ***** not **** *** ** Indigenous **** ***** **** uncomfortable **** this ******************* **** **** is succession planning? ***************** ******** ** *** ******* ** ******** *** *** smooth ************ *** ******* ** * ******** should *** ********* ** ******* ***** either ** ****** or ** ************* ** ********* ********** *** ******* *** ******* success *** ************* of ** organisation Not **** **** but **** ***** ** ****** **** *** ****** provide ****** ***** identify *** ******* future ******* and ******* ******* loss ** ********* and unforeseen ************ Identify ** *************** ******** ** the ******* ** **** practice ********** planning ******* *** ********** **** ****** ********* workers *** ********* and retainedØ ******* are **** ** ***** The systems are developmentally ********** ********* best ******** ********** ********* ********* ************* ********* *********** ** *********** *** *** ************ *** ************ Vast *** ********** training opportunitiesØ ********** *********** ****** *********** ************ ********** ********** Monitoring *** ********* ********* How ***** you ******** ********* ******* who *** be ********* and ******** ** **** *** positions **** ***** ****** ****** ****** *** organisation? *** ** you think **** ****** of *********** ********* ******* ***** ** best? ************* *** a ****** ** ******* that *** ** **** ** ******** ********* ******* **** as succession ******** pools ********** ******** ***** top-down/bottom-up ********** I ***** rather *** ********** ******** ***** ******* ** ******** *** *** managers and seniors from *** ************ ***** *** ** **** can ******* about ********* *** weaknesses ** *** employees **** know ***** ********* better *** *** **** ********* in ***** *** ** ** prepared *** **** ******* This ****** ** ************** ******** * ******** consuming *** ** **** objective ******* **** managers *** involved *** ****** **** *** ***** *** ********** ******* favoritismActivity **** **** ** ** ******** ** ******* *************** ** ****** is ** organisation **** is * great ***** ** **** or ** organisation that people want to **** *** ********* ** ****** **** ** *** by *********** ******** **** ******* ** *********** and innovation 2) Select *** ************ **** you ******** ** be an ******** of choice For example ****** is an ************ that ** ****** ********** ** be an ******** of ****** **** programs **** **** chosen ************ ********* ** ensure the workplace is ** ******** ** choice? ******* at ***** **** ******** The ******* ** ****** **** * chose *** ******** ** *** ****** in ***** ** *** ******* that ****** **** **** ** **** according ** ********* ******** The GlassDoor website *** ***** ******* a Forbes ******* Some ******* ** benefits that ***** make ****** to **** on Facebook:Ø Facebook performance ****** ***** ** a **** set *** **** ******** and ** soon ** **** reach this **** **** *** a ********** ** bonusØ ******* from ***** People ******* *** ********** ** work **** **** ** Wednesdays ** ** necessaryØ Free lunch ** snacks: ******** ********* *** ***** **** meals ********** *** *** plus ******** stocked **** ******* ********* *** Paternity ****** *** provide **** ****** ** **** ********* *** ********* ******* **** ***** ********* have ********* ****** of **** **** available 3) **** ******** ******* would *** ******** ***** *** **** ******** that ***** ** offered ** ********* ** ******* ******* (100-150)Taking ******** ** ** example * ******* **** *** * ****** **** ********* leave ** *** ** *** **** ********* **** a ***** has * **** *** ******** is *********** and ****** ** *** the ***** that she ***** to ** ******* ** the **** *** ***** **** the ******** help **** **** are ******* ** be * months *** **** **** license they can **** ******* having ** ***** ***** ******* ******* ** *** money; **** **** *** ***** **** **** **** their *** **** babes ** ***** *** ******** ********* *** *************** **** ** ******** who *** **** **** **** organisation *** many ***** *** ****** in ***** *********** You *** ********* **** *** ******* *** **** **** not ****** provided any ******* for ***** decision to exit What ****** you do?I ***** ** ** **** interview with this ******** ******* this ******** ****** *** **** years and ***** *** ** **** ****** *** his ** ******* *** ******* they **** **** **** are not ******* ** ********** ******* **** ** challenges *** *********** etc From *** **** interview they *** ********** **** happened **** * long ******** is ******* *** try ** **** a ******** *** *** problems ***** in order ** ** ** **** **** employees 2) **** ************ **** *** ********* conduct exit ********** **** ********* ***** *** organisation They ** *** feel **** ***** ** ******** ** ** ****** **** ********* *** are ******* disgruntled **** suggest **** the ******** will not **** anything ********* to say *** that **** **** only be ********** ** *********** the ************ **** ***** *** tell **** ***** *** need ** ******* **** ********** ** identify ******** in ********* ********** would *** **** **** *** ********** ***** ** ** ******** ******* ** ***** *** company it ***** that something ** *** good ** **** *** that ** *** **** are feeling *********** ** **** ** ***** ***** exit ********** as they will ** *** **** **** **** **** *** ************ **** **** to ** **** *** ******* to ******* the programs ** ****** **** ********* *** ***** **** they desire ** **** If they **** **** **** ******** our ******** rate **** be huge; ************ *** ****** of ************* employees and *** ***** **** ** ***** time higher Activity ******** ** industry ** ***** ***** is ** *********** ** ****** ********* the ********* ** that ******** Explain *** ***** ** an undersupply ** ****** ** **** industry What *** the effects ** *** ****** ****** in this ******** ** the ****** for labour? What *** *** ************ ** ** ******* *** ******* ** *** ****** ******* ************* industry ** * ****** **** **** ***** ******** ******** ***** **** that ** go ***** ** ** normally *** ****** *** the tables ** *** ****** **** *** ****** **** **** plates and **** * believe **** ** is *********** because * have ***** **** **** do not *** much ** the turnover might ** **** **** **** do *** want to ***** ***** ** ******** ***** ***** ******* ** *** **** person ********** ******* **** ****** ** ** *** **** time it ** ***** *** **** for *** ****** ** ** ** ************* ****** will ** **** *** ********* **** ***** **** 100% satisfied **** *** ******* *** ********* **** **** *** ********* **** be unmotivated **** **** as they *** ******* ***** ***** bests *** getting bad feedback **** *********** ********* in returnThe ******* **** ***** about *** ********* *** how they *** feeling **** *** ********* ** **** *** keep motivated *** ********* the **** ******** ******* ***** *** more ***** ** the ***** to ****** stress *** ************ ******* **** positive **** ******** ********* **** ******************* **** ****** a ************* that ***** ** **** to survey ************** ******* ** ***** ****** ************ *** questionnaire ****** ******* ********* *** **** ** *** ******** used ********** ** ************** ******* ************** ***** questions need ** ****** **** those **** ** *** sample ****** *** should ask ** ***** ** *********************** ******* questionnaire1) ** ******* what ** your ************ ***** ** this ******* comparing to ****** you work ********** Very ************ ************ ********** ************* When *** ***** **** ***** **** your ******** *** ** their ************ **** only ********* ** ** the ***** are ************** They always ********* me ** **** ideas☐ **** ***** **** ** ***** **** *************** *** ********* *** *** with **** ******** **** ************ ************ ********** Unsatisfied4) *** *** ********** *********** **** *** employees?☐ ************* ************ **** ** ****** something☐ ***** ** no ****** communication5) Do *** ******* **** *** have ****** *********** ** the ************* ****** Maybe☐ ******** Does *** ************ offer ************* *** **** *********** *** ************ *********** ********* ************ ******* Are **** ********** * ******* ******** ** changes?☐ ********* Sometimes☐ Never8) *** ** *** ******** *** ************ between ************** Adequate☐ ************* Inadequate9) ** you **** ********** in the **************** ************* Sometimes☐ ******** **** *** received ******** ******** *** **** role?☐ Yes☐ ***** *********** ***** ** *** consider the ************ * **** ***** ** ******** ************* Neutral☐ *** ** all12) The ********* changes *** subjects are ********* **** *** ******** ********* ************ ******** **** the company ****** ***** ******** *** ********** **** ************** ********* Sometimes☐ ******** **** *** ever **** ************* or **** ******* being ************* by *** *********** ********* ************ ******** ***** you ******** * ****** ** work ** the **************** ************* ********* on the ************ Not ** all2) Ask ***** people to ******** **** questionnaire Ideally ***** will be ***** people **** the **** workplace *** you ***** ****** ** ****** family or ******* about their work ******* **** *********** would *** **** from ********* ** your ****** about organisational climate *** ****** ************* What advice ***** you give *** ************ ** * ****** ** **** survey? ********** **** in a ********** ** a ******* **** *** I make *** ********* **** the **** waitress *** *** ******* **** *** *********** they gave ** * could *** **** **** like ******* ** *** ********** ** ****** *** **** **** **** **** a ***** ************ **** **** *** **** consider **** is * good ***** ** **** ******* *** lack ** ************* still a ******* ****** ** ********* ***** ******* ** the restaurant **** **** ** **** quite **** **** *** ****** * ***** advise *** company to ***** worrying ***** let ***** ********* **** what ** happening in **** way **** **** **** important *** that *** company ** ******* ***** us **** **** we **** ***** ******* **** *** ***** more ******* **** *** ******* ******** *** barriers that **** *** ************* **** **** *** the ****** ********* ******* (50-75)2) What ***** *** ten of *** effects of the ****** financial ******* ** ***** ********* ********* **** **** recessionü Credit ******* ceased *********** ********** ******* ********* ******** ******** growth ****** Unemployment ******** **** ** wealth ** *********** ***** workers **** likely ** ******** Lower ****** *** ******** Less people ****** ******** ** ********** **** difficult ** **** a job *** *** ************* ones 3) ***** has been * ******** ** *** ******* ** a ****** ***** **** ************ which ********* overseas ******** *** ******** *** **** *** **** by **** ******** People *** scared of spending ***** and *** ******* **** ** luxuries ********* travel ** * ****** *** have too many ***** *** *** ****** ** ******** ****** ** **** recommendations ***** *** **** ** ******** to **** ********** ******* ** ***** three ********* ******** of **** ********* *** ***** would have ** become casual ** ******* ** ****** **** ** **** working ***** *** it **** ****** *** ****** ** ****** **** **** would have *** **** This ***** ** * solution ** do *** **** *** ************ * ***** ************* **** *** ********** **** to the ********* ** explain *** situation *** make them ***** ** *** problem ** **** make them **** **** **** can do ********* ** *********** ******** ** *** ********* **** ***** *** **** **** take **** ** work *** ***** ** ***** so **** ***** *** **** *** **** ** ***** **** **** **** can **** **** ********* **** ** do at ***** * ***** ************** **** What are ***** ** *** advantages ********** ****** had on ****** ****** and supply *********** ******** **** ** **** example?Ø ** inspires the diverse ********* ** ********** Provides ** the employee *** opportunity ** **** ** * ******* and the ******* ** **** ** employee with *** ******** ******** *** ****** ** ******* ** ** ********* by the *********** Choose *** current ********** ****** relating ** ****** ****** and ****** **** ****** should *** ** the same ** *** one ********* ** *** text ***** a one page report ********* *** *** government ****** ******* labour ****** *** supplyThe Indigenous ************* ****** ***** was developed as part of *** Council ** Australian Government’s ****** commitment under *** National *********** ********* ** Indigenous Economic Participation ** ********** ********** *********** policies and ** maximize ********** employment *** business opportunitiesThe *** previously required major ********* to *** ********** ********** to *********** their ********** ** ********** ********** ********* *** use ** Indigenous ******** suppliersFor *** government ********** ******** ********* *********** ** ********* *** ********* for ************* in ******* **** *********** ********** *********** ****** ** ************* ** ****** tenderers **** ******** ** submit *** have an ******** ********** ******** Employment and Supplier Plan **** ***** *** training and ********* ********** people *** *** *** *** ** ********** ****************** ********* *** projects ***** *** ******** ********* were ******** ** **** an ******** *** **** ** should be ***** that *** *** ******* ** *********** ********** by ********** ********** ******** ******* ** theFinancial Management *** ************** *** ******* information above **** **** *** ********** ********** website explains the policy **** ****** ******* *** ****** *** ****** ** * positive way ** encourages the ********* ** **** ********** people *** **** **** *** opportunity ** **** * ****** job ******* ** ***** on *** streets ** ***** **** feel **** Australian and more respected Also it ** good to encourage *** ******* workforce *** make ****** ***** ***** ********* ******** *** ********** **** what ******* is ***** ********** *** *** they do ***** jobs not any ***** ************** that is not ******** ** * businessActivity **** *** *** a ******** ******** You ****** ******** *** security ****** to * ***** of ********** * number of *** ********** **** complained **** ****** *** breaking out ** ***** ** *** ***** **** ******** ***** is ********* What ******* ***** **** ** be **** ** the ********* **** ** ******* this ****** ********** security ** going ** ** trained ** order to learn *** ** ** **************** **** **** should learn codes **** would **** **** understand *** urgency *** ******** ******* and *** ** **** as ******** **** *** ********** ****** ******* higher ****** *** **** to **** ** ******* **** ** *** ***** *** ******** ******** fights 2) How ***** you ******** ************* of ****** ********* made ** ******* *** ************* ******** against ****** *********** **** ****** be **** ** *** ****** was ********** to ** ************ *********** the organisation ***** *** ******* ** ********** **** nightclubs **** ***** be *** ***** situation ***** we ***** know ** the ******* is ****** or *** **** ** *** going to ******* ****** ** ****** ** ****** ********* **** *** ********** **** **** ***** is ** ********* ** ** ******* that *** ********* complains when ** is ******* ************* ** deal and **** the ************ **** ********* **** *** able to know **** **** **** ** ******* *** **** **** ****** ******** ** ********* *** ******** ************* ** *** ****** determined ** *********** * ***** ***** **** be **** ** ***** about *** ***** *** ******** ** working *** *** the necessity of changing the ******** ** ****** more ************** ********** ********* 1How might organisations gather ******* information ***** ****** supply ******** to their ******** industry ** ***** ************* ******* ** least 10 **************** ******** **** industrial relations *** and *** **** *** ****** ************* ** maintaining * ******* ********* *********** about negotiations ******* workers *** ******** *************** **** lead ** ********* productivity *** improved product ******* ** exchange *** better pay and ********** of ********** *** workersThe industrial ********* can assist ** *********** ******* ********* ** ** ** ******* ** ***** ***** the ***** ********** ** work **** an employee is ******* in * ***** that **** **** a **** ****** **** **** ************ benefits ******* *********** and career *********** they **** *** ***** about ********* for **** ** ******* place as **** **** ********** **** **** ** thereQuestion ********* ****** ****** *********** **** is ****** ****** ********* ************* ****** forecasting ** ***** ******* *** ***** ****** **** *** ***** ****** in *** ***** **** ****** ****** ******** is to ******* *** ******** *** ****** skills and ***** ** they can take *** labour **** ****** *** ******* ** if they ****** **** from *************** 4There *** * number of ******* ***** *** ** **** ** ******** ****** ******** ************ *** determine **** actions **** ** ** taken when ********* ******* **** organisations **** have a ******** or ******* of employees ******** and ******* ***** ******************** ********** ********** ********* ******* of ********* ********* *** **** contribute ** ******* ******* ******** *** ******* ** ** organisation2) *** *** ********* ******** ** affected by a ***** ** internal and external ******* *** ********** *** retaining *** ********** ******* ******** ******* *** **** ** contingency ***** *** the ****** of ********** relations4) make reference ** **** **** examples ****** *************
