Topic: Recruitment of Generation X and Generation Y employees Recruitment is an ever changing landscape as it deals with three different generations in the workplace‚ which includes Baby Boomer‚ Generation X‚ and GenerationY (Sirona‚ 2007). Generation X employees are the smallest of the three groups‚ they represent roughly 16 percent of the workforce population; Generation Y employees represent 25 percent of the workforce (Ha‚ J.‚ 2006). Generation Y employees are passionate‚ responsive‚ team-oriented
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Human behavior can be predicted most of the time‚ but not all the time. People are product of their environment in a way but then how can we explain these strange things when a child grows up in a nice family but become a criminal. Human beings do not react only by innate reflex‚ the education play a really important role. For example‚ the innate reflex of the fear of a snake‚ without education and without recognition specific of the species of snake‚ the snake fear established prescriptively among
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PERATIONS R ESEARCH STAT 392 Tutorial – Ratio and Regression Estimation 1. Regression Estimation (from Lohr‚ Ex 3.6.4) Foresters want to estimate the average age of tress in a stand. Determining age is cumbersome because one needs to count the tree rings on a core taken from the tree. In general‚ though‚ the older the tree‚ the larger the diameter‚ and diameter is easy to measure. The foresters measure the diameter of all 1132 tress and find that the population mean is 26.2 cm. They then randomly
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Critically evaluate McGregor’s Theory X and Theory Y. How far is it applicable to management and employee motivation in contemporary Chinese organizations? In the modern corporation environment‚ employees’ motivation plays a pivotal role‚ thus they should be recognised as a significant part of corporations’ financial assets. There are several distinct viewpoints of approaches to managerial strategies about motivating employees‚ one of which is McGregor’s Theory X and Theory Y. It proposes that providing
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McGregor grouped employees hierarchy need into lower-order needs (Theory X) and higher-order needs (Theory Y)‚ and opined that “these two opposing perceptions conjectured how people view human behavior at work and organizational life” (Wambugu‚ 2014). For instance‚ Theory X assumed that management’s role in the organization is to pressurize and control employees to perform based on the insinuation that human beings are pressure
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These patterns are learned from parents‚ teachers‚ peers‚ and the larger society – what can be considered “the traditional culture.” In addition‚ generational values‚ attitudes‚ beliefs‚ and behaviors are becoming as commonly accepted and increasingly talked about as a sub-culture‚ better known as “The Generational Culture.” In some cases the two cultures work together well. However‚ in other situations challenges arise‚ resulting in a conundrum for those interested in behavior change such as leaders
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Mc Gregor’s Theory X and Theory Y Two distinct sets of assumptions that managers in general‚ have about their employees and which often turn out to be self-fulfilling prophesies. Theory X assumptions are that most people dislikes work and will avoid it to the extent possible‚ therefore they must be continually coerced‚ controlled‚ and threatened with punishment to get the work done‚ and that they have little or no ambition‚ prefer to avoid responsibility‚ and choose security above everything
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Was Washington to blame for the X‚ Y‚ and Z affair? In my opinion yes‚ Washington was partly responsible for this affair. Throughout his presidency‚ Washington got rid of many problems with foreign affairs by establishing a treaty. When they needed Spain to give us navigation of the Mississippi river‚ he created Pinckney’s Treaty. Also‚ when Britain’s army units remained in America and causing havoc‚ Washington made Jay’s treaty. The main focus that Washington was making was the need to have peace
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out of his salad when two analysts from Smith Bamey‚ Harris Upham & Co.‚ a stock brokerage firm‚ began asking questions. They were particularly concemed about Glen Mount ’s growth rate in earnings per share. Carl was aware that security analysts considered earnings performance to be important‚ but he was somewhat distressed by the fact that this seemed to be their overriding concern. It bothered hirn that the firm had just spent over $10 million to develop exciting new product lines‚ modemize production
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VALUE LINE PUBLISHING‚ OCTOBER 2002 Teaching Note This case follows the performance-review and financial-statement-forecasting decisions of a Value Line analyst for the retail-building-supply industry in October 2002. The case contrasts the strong operating performance of Home Depot with the strong stock-market performance of Lowe’s. Students examine a financial-ratio analysis for Home Depot that acts as a template to generate a comparable ratio analysis for Lowe’s. The students’ ratio
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