?Please I need help in my case study in human resources management course a detailed solution for these( Analytical questions):

Do you think that stressful jobs should be paid more?

Do you think that a law against sexual harassment and bullying at work is necessary in Lebanon? What are the benefits and drawbacks of such a law?

Second :

You are a first-line supervisor for Kwik Corporation, a medium-sized manufacturer of automotive parts. Workers in your company and also your department are quite close, and you view them as family. The work in your department can be quite dangerous. It is especially important that all workers wear their safety glasses because in the past there have been some serious injuries. The

company has a rule that states that any employee who does not follow the stated policy will receive a written reprimand on the first offense and will be terminated on the second violation. You have had to terminate several workers in the past because of similar violations. The other day, Allen Smith, one of your best and most influential employees, violated the safety glasses rule and you gave him a reprimand. You hated to do that because he is by far your best worker and he often helps you if you have a problem with the other workers. He has also been with the company

for a long time. You would really be lost without him. You walk up to Allen's workstation and observe him not wearing his safety glasses again. He knows that he has been caught and quickly puts his glasses on and says in a pleading voice, "Please don't fire me. I promise it willnever happen again. I have just had a lot on my mind lately."

1. What would you do?

2. What factor(s) in this ethical dilemma might influence a person to make a less-than-ethical decision?

Third:

Group Thermote & Vanhalst?TVH?is a global organization that specializes in constructing and repairing forklift trucks. The organization's expansion presents Paul Sanders, HR director at TVH, with a tough problem: TVH doesn't have a system to capture, store, and leverage employees' knowledge. There is a massive inflow of young people who lack technical know-how, and specialized knowledge is lost when older employees leave the company. In order to deal with this problem, Paul Sanders introduced a mentorship program. This program helps older employees transmit their knowledge and know-how to younger employees.

Paul realizes that the transition to the mentoring system has not gone smoothly when he gets a letter from Freddy Jacobs, one of his most respected employees. Freddy challenges him with the following: Lately we are doing nothing but explaining work processes to the young guys. Our own work has to be put aside, and why? Moreover, the young guy at pre-packing has never seen a forklift truck in his life, but he started off in charge of three older people. We have worked together successfully for more than 30 years, and I hope that you will deal correctly with this situation.

After Paul finished reading the letter, he frowned. Experienced workers were putting a lot of effort into teaching newcomers the tricks of the trade, but the older workers were now becoming upset because of the career opportunities given to the newcomers. Paul believes that an insufficient transfer of knowledge is at the heart of many issues at TVH. How can he optimize his system to manage knowledge efficiently?

Questions:

1. If you were Paul Sanders, how would you deal with the issues raised in the letter?

2. What would make the mentoring program a success?

3. How would you assess if your actions are leading to success or failure?

The use of social media has the potential to significantly change the delivery of training in organizations. Traditionally, training has focused on delivering a structured experience to employees so that all know how to properly perform tasks. The traditional approach grew out of the typical workplace in which jobs were defined and repetitious and there was an identifiable right way of doing the tasks.

Today, jobs are more dynamic and involve less repetition. For example, it can be difficult to anticipate what complaint or problem a customer may confront an employee with. It may not be possible scenario and then train employees on the exact steps to follow in each situation.

The more dynamic the workplace, the more it may make sense to deliver training when it is needed by employees. In a dynamic environment, rather than providing structured training aimed at removing present or anticipated deficiencies, the use of technology such as social media can provide helpful direction to employees precisely when they need it.

Questions:

1. Discuss which approach (traditional training or social media) you think is better.

2. Explain what features would your approach have. For example, would you use Facebook- like approach? Why or why not?

3. Do you think that all performance deficiencies can be improved or eliminated through training?

Raphael, an investment adviser for Enrig ht Financial Solutions (EFS), enters into an understanding with a friend who is a lawyer regarding the referral of clients. Raphael will refer EFS clients needing legal services to the lawyer in return for the lawyer recommending clients needing financial advisory services to Raphael and EFS. This arrangement Select one: Q) A. requires no disclosure because there are no payments involved. 0 B. is unacceptable if Raphael made no disclosure to his clients or employer. 0 C. is acceptable as long as EFS is aware of Raphael's agreement with the lawyer. JoyManiposa.Com Sdn Bhd (JMC) is a Fintech company providing financial solutions to banks and financial institutions in Malaysia. The company has been established for five years and the auditor has resigned. Joy, the Chief Financial Officer approached you to ask if Sandy Chartered & Co. (SCC), the audit firm that you worked with is willing to be the new auditor. You are one of the audit managers of SCC. Joy mentioned that not to contact the previous auditor because they have few disagreements. SCC accepted the appointment without communicating with the previous auditor. Joy is your close friend since primary school, and you have convinced your audit partner to agree to the terms of the engagement without determining that the pre-conditions for an audit is present. You also assumed that she understands her responsibilities in preparing the financial statements using an acceptable financial reporting framework. JMC provided SCC the first draft of the financial statements. During the first audit planning meeting, you found that you need to spend a lot of time to understand and audit the algorithms and the computerised systems/platforms used by JMC in its business. You are assigned one audit junior to assist you. You and your audit junior have limited knowledge on fintech and its industry. You discussed the matters with your audit partner and unsure whether should engage an IT expert or not. You also highlighted to your audit partner that you found that the business risks are high after undertaking a preliminary analytical analysis based on the first draft of the financial statements provided by JMC. You told your audit partner that you have difficulty in determining the materiality level given lack of knowledge of the industry and its legal and regulatory framework. Joy mentioned to you that she needs the audited report urgently in order for the company to submit a bid for a tender project with the Central Bank of Tanzania. Upon further analytical review, you found that there is a huge amount due to a Director. The Director is the brother-in-law of Joy. From your knowledge, you recalled that he lives a luxurious lifestyle and known for his laziness. There is also a legal lawsuit from Albobat in India which sued JMC for infringing the intellectual property rights. The lawsuit is still pending for the court's decision. 2090-E1 Turn Over 4 BUSI2090-E1 Required: (i) Describe the issues/risks that you need to consider in the scenario given above. [25 marks] (ii) Describe the procedures or actions that you will undertake as the auditor in addressing the issues/risks listed in (i).CAMPBELL SOUP COMPANY Consolidated Statements of Cash Flows (millions) 1017 2016 2015 Cash flows from operating activities: Net earnings. .. 897 563 560 Adjustments to reconcile net earnings to operating cash flow Impairment charges 212 141 6 Restructuring charges. 31 102 Stock-based compensation. 57 Pension and postretirement benefit expense (income) (258) 317 118 Depreciation and amortization 318 308 303 Deferred income taxes . .. 93 (30) (49 Other, net . . . 18 6 15 Changes in working capital, net of acquisitions Accounts receivable ... .. 28 24 12 Inventories . .. 46 59 (18) Prepaid assets . 9 10 Accounts payable and accrued liabilities . (45) 15 30 Pension fund contributions . (5) (2) (5) Net receipts from hedging activities 44 11 Other (53) (58] (52) Net cash provided by operating activities..... .. 1,291 1,491 1.206 Cash flows from investing activities: Purchases of plant assets . . . (335) (341) (380) Sales of plant assets . 5 15 Business acquired, net of cash acquired (232) Other, net . (18 (6) Net cash used in investing activities (365) (354) (603) Cash flows fro ctivities: Net short-term borrowings (repayments) 245 (762) 100 Long-term borrowings.. 211 215 3:00 Long-term repayments. 90) Repayments of notes payable. . . . (400) (309) Dividends paid. (420) (390) (394) Treasury stock purchases. (437) (143) (24) Treasury stock issuances 2 9 Contributions from noncontrolling interest . Payments related to tax withholding for stock-based compensation. (21) (18) Other, net (3) Net cash used in financing activities (1.099) 1550 Effect of exchange rate changes on cash 11 (32) Net change in cash and cash equivalents 23 21 Cash and cash equivalents - beginning of period 296 253 232 Cash and cash equivalents - end of period 319 5 296 5 253