Reference no: EM131310244

Q1. I have a problem and need your help. I am sunning a small shop/convenience store. I am doing pretty well and we employ five people to cover nights and weekends. However some of the people I employ are not as effective in the job as I think they could be. They often turn up late for work. They have a bad attitude with customers. They don't always do what they are told to do - or do it badly. I am thinking of introducing a 360 degree performance appraisal system. Please tell me who would do the oppressing if this approach is implemented. Also indicate how such a system may help me get more out of my employees.

Q2. Describe the generic steps involved in workplace training. Using these steps as a guide, given an example of how an employer may prepare a shop cashier (person who has to ring-up sales behind the counter) to use new computer-based cash register technology?

Q3. Suppose you are the chairman of a selection committee and you are looking to employ a bus driver for your employer. You have an applicant pool of 10 suitably qualified people who could - in your opinion - do the job. What strategy(s) will you use to select the most appropriate candidate? Give reasons for your choice(s) and indicate why you have rejected some potential strategies and favored others.

Q4. What is the nature of the relationship between workplace training and workplace performance appraisal? Give a simple example to illustrate the main points(s) you are making.

Q5. When it comes to recruitment, we sometimes make a distinction between sources and methods. Explain this distinction. Give the example of the recruitment of a bus driver to illustrate how this distinction might work in practice.