Answer:
A. Multifactor productivity
Original Value of output 2500 un. x $200/un. = $500,000 Value of input 2500 un x $120/un. = $300,000 Multi-factor productivity $500,000/$300,000 = 1.67 Overtime Value of output 4000 un. x $200/un. = $800,000 Value of input 4000 un. x $144/un. = $576,000 Multi-factor productivity $800,000/$576,000 = 1.39 Multi-factor productivity (1.67 – 1.39) / 1.67 = 16.8% decrease
B. LABOR PRODUCTIVITY
Original Value of output 2500 un. x $200/un. = $500,000 Input = (100 people x 40 hr/person) = 4000 hours Labor productivity $500,000/4000 hr = $125/hr Overtime Value of output 4000 un. x $200/un. = $800,000 Input = (100 people x 72 hr/person) = 7200 hours Labor productivity $800,000/7200 hr = $111/hr Labor productivity ($125/hr – $111/hr) / $125/hr = 11.1% decrease
C.GROSS PROFITS
Original $500,000 - $300,000 = $200,000 Overtime $800,000 - $576,000 = $224,000
$24,000 increase
Answer: The 1990s
Explanation:
The aim of human relations is to enable the creation of a win-win scenario such that employee needs can be satisfied and organizational objectives can also be achievable.
In the 1990s, employees had more input into management decisions and how they performed their jobs. Also, the use of groups and teams also became popular.
Juan should call Violet and discuss the issue with her. The two of them should reach an agreement on how they will be taking care of the office on a daily basis. Each of them should be responsible for cleaning and organizing the office daily. In case the two of them are always too busy to clean up, then, they can employ a cleaner, who will be cleaning for them daily and the two of them will contribute to pay the cleaner.
Answer:
The correct answer is letter "D": honesty.
Explanation:
By relying on employees' honesty, companies who provide workers certain benefits such as corporate mobile phones or credit cards believe employees will make correct use of those resources. Some entities prefer to implement tracking systems that allow them to check for what purposes those resources were utilized not only to verify their proper use but to evaluate what kind of employee they are dealing with.
