13. Cecilia is observing assembly line workers performing their tasks. She's watching to see who they interact with, what machines they use, and how much they are supervised. Cecilia is most likely conducting a _ *

Job analysis.

Work flow analysis.

Performance appraisal.

Job redesign.

14. Samaher is introducing the job description for Maya, the newly recruited retail member. Samaher handed Maya a document and stated that this document indicates exactly what department of the store Maya would be responsible for and what her duties would be. She added that here you can see good opportunities for advancement within the retail area. Maya amazingly asked so I could become the managing retail director for my department? Yes, answered Samaher, However, you wouldnt be able to move into finance or production positions. This document is an example of _ *

Job description

Job rotation

Job requirements

Job environment.

15. The owner of a small business has asked you for HR advice. Rania company has a handful of permanent employees, but the workforce consists mainly of contract workers. She typically employs various contractors for three-month projects. Permanent employees typically quit within one year of being hired. She wants to increase her permanent employees' motivation, so she has set general goals for them to meet. She also plans to hire some more permanent employees, but she first wants to determine what skills, knowledge, and abilities job candidates need to have in order to meet specific company needs. Reference to the above scenario, you anticipate that Rania choices regarding employee motivation will not produce the results she wants because: *

the goals lack specificity and employee input.

There are too few hygiene factors in comparison to motivators

The goals are too challenging and frequent feedback creates employee anxiety

Employees are more motivated in a decentralized organization

16. During a meeting of the Human Resource department in Nestle company, the corporate officers stressed on the importance of formulating HR strategies and establishing programs in a correct way so as to provide direct and indirect benefits to the organization. They added HR managers must be proactive and make sure that all organizational members being in the know and productively aligning with organizational goals. Being in the know reflects which of the following Strategic HR Policies benefits? *

Identification of gaps

Creating common bonds

Line manager participation

Communication of company goals.

17. Bassam, a new employee at Samsung company for electronics receives an average of 27 emails each day. He spent at least 2 hours reading them and eliminating ones that are not related to his job and post and this seems to be hectic. The fact is 7 emails out of 27 are effectively related to his job. Bassam is probably dealing with _ *

Legal issues

Rapid change issues

Internet revolution issues

Globalization issues

18. Managers at Samsung are having a strategic planning session with the director of HR. They are discussing the fit between the company's overall management philosophy, organizational structure and culture, and the firm's current HR strategies. The management team discusses how to control costs, improve quality, and create distinctive capabilities. They raised that some employees do not seem concerned about working hard or about building quality products. This situation reflects___ *

Organizational challenge of competitive position.

Individual challenge of matching workers with jobs

Environmental challenge of legal instability

Economic challenge of inflation

19. Bassam, who is the HR manager at FNB bank in Lebanon, and after witnessing the COVID -19 pandemics, decided immediately to put half of employees on telecommuting and the other half on reduced pay. This is an example of___ *

Redesigning

Reactive HR strategy

Downsizing

Proactive HR strategy

20. Touch Telecom decided to adopt a prospector strategy in order to increase market share and ensure growth through all of the below except _ *

Adopting Flat Structure

Developing self-managed work teams

Top-Down Decision Making

Empowerment