Answer:
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Internal influences on HRM objectives
Corporate objectives
E.g. an objective of cost minimisation results in the need for redundancies, delayering or other restructuring
Operational strategies
E.g. introduction of new IT or other systems and processes may require new staff training, fewer staff
Marketing strategies
E.g. new product development and entry into a new market may require changes to organisational structure and recruitment of a new sales team
Financial strategies
E.g. a decision to reduce costs by outsourcing training would result in changes to training programmes
External influences on HRM objectives
Market changes
E.g. a loss of market share to a competitor may require a change in divisional management or job losses to improve competitiveness
Economic changes
E.g. changes in the level of unemployment and the labour market will affect the supply of available people and their pay rates
Technological changes
E.g. the rapid growth of social networking may require changes to the way the business communicates with employees and customers
E.g. the growing number of single-person households is increasing demand from employees for flexible working options
Political & legal changes
E.g. legislation on areas such as maximum working time and other employment rights impacts directly on workforce planning and remuneration
Share:
Answer:
c. 97.558%
Explanation:
Options are <em>"A. 50.0.% B. 2.442% C. 97.558% D.197.0% E. 47,442%"</em>
Mean = μ = 1447
Standard deviation = σ = 715
Observed value = X = 2855
Using z-score formula, Z = (X - μ) / σ
Z = (2855 - 1447) / 715
Z = 1.97
P(Z<1.97) = 0.97558
P(Z<1.97) = 97.558%
So, the probability of a stock-out is 97.558%.
-Sensorimotor. Birth through ages 18-24 months.
-Preoperational. Toddlerhood (18-24 months) through early childhood (age 7)
-Concrete operational. Ages 7 to 11.
-Formal operational. Adolescence through adulthood.
