QUESTIONS:Q1.(а)Describe Maslow's Hierarchy of needs.Based on (a) List type of needs that Conway, Wang, and Sanchez attempt to satisfy. Pleaseprovide evidences based on the case study to support your answer.(b)(c)Describe Conway's needs based on McClelland's acquired needs theory. Identify and explainthe needs involved for the relevant human resource consultants. Please provide the evidencesfor each of the need based on the case study.(d)Assume you are now Winters. List out THREE (3) suggestions each for Conway, Wang andSanchez on how to motivate them. Motivating the Staff at HR OutsourceKelly Winters is a program manager at HROutsource, a company that supplies human resourceservices to small and medium-medium size organizations, including businesses, hospitals, and a variety ofnonprofit firms. The human resources services include administering payroll and employee benefits, bonusplans, and training. Winters is the program manager for training services, a small but growing part of clientwork for HROutsource.The three members of Winters's staff are Christina Conway, Peter Wang, and Maria Sanchez, all ofwhom hold the job title of human resource consultant. All three consultants are performing adequately, yetWinters has been thinking lately about enhancing their performance. Winters's immediate manager, the vicepresident of client programs, agrees that her staff has room for improvement in terms of effort andcommitment. Winters's preliminary action plan for enhancing the motivation of her staff is to interview themto search for specific motivators.In Winters's words, "As a HR professional, I'm not naïve enough to think that a one-size-fits-allapproach to motivation is going to work. I'm going to offer each member of my team a gift certificate to theirfavourite online shopping service as a reward for outstanding performance. Gifts are nice, but I want to trysomething a little more sophisticated."Excerpts from the interviews are as follows;WINTERS: “Chris, what do you really want from working at HROutsource? What would it take toget you to the next level of effort?"CONWAY: “Thanks for asking me, Kelly. I haven't given the issue much thought yet. But off thetop of my head, I would say I want your job, and then keep moving. I see a great future in human resourceprograms being outsourced, and I want to be part of that future. I'm 26 right now, and I can see myself as aCEO of a human resources outsourcing firm by the time I hit 35. So if I could see some clear signs of careeradvancement, I would put a little more pressure on the accelerator."WINTERS: “Peter, what do you want to get out of working for HROutsource? How could we get youto be even more strongly motivated?"WANG: "I like what I see at the company, yet I'm falling into a little bit of a routine. I keep doingsafety training and diversity training for clients. It's getting a little repetitious. I have to appear excited andenthused even if I've given the identical training program seven times in 1 month. I want to branch out, andmaybe help install a bonus system for a client or two. I want to get into other aspects of HR.I don't want to feel like I'm finished growing as an HR professional. I'm only 31."WINTERS: “Good morning, Maria. How are you doing today? I wanted to learn a little bit moreabout what makes you happy and motivated. What do you hope to get out of working for HROutsource?What type of work would get you even more fired up?"SANCHEZ: “I thought I was pretty fired up. I think I could be more committed to the company if thecompany was more committed to me. I feel I am only as good as my last client assignment. Suppose thecompany runs out of client assignments for me. Does that mean I’m out the door?"Stable employment is pretty important for me. I have a child, and my husband is a full-time studentin a field with little prospect for high-paying work. I would like to wake up every morning and feel that myjob at HROutsource will be there"

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Cousins Jeri Lynn De Bose, Tish Hoover, and Josephine (Joey) Parks looked forward to meeting up during the Christmas holidays to compare notes on the results of midyear teacher evaluations. All were public school teachers in districts scattered over the state. In the pressured search for new levels of teacher accountability demanded by legislators, the state department of education joined 16 other States in implementing a new teacher evaluation system. The goal is to hold teachers account-able for student learning progress in the classroom. Under the guidance of the National Council for Teacher Quality, criteria varies by State, but in most cases, 40 percent of each teacher's accountability score would be based on the principal's evaluation and ranking based on personal observation, 30 percent would be based on personal observation by a master teacher from outside the district, and the Other 30 percent would be based on student test score gains. The state department of education would set a performance goal each school district, and the principal would set a performance goal for each teacher. In preparation, the State conducted intensive training sessions for principals and designated master teachers who would conduct the evaluations based on four class observations per teacher Officials used standardized achievement tests to derive value-added scores that measure student learning over the year. Teacher ratings were 1-5, with I am being the lowest and 5 representing near perfection. The publication of the first year's evaluations stirred interest and controversy, particularly among teachers who worried about the possible long-term effects on job retention and tenure. Now, with the first-year evaluations in hand, the three cousins pored over their experiences. The three represented different types of school systems within the state. Jeri Lynn worked for a metropolitan system in the state capital. The system included many low-income students whose first language was nor English, and several schools within the system were teetering on the brink of State takeover if improvement in student scores didn't materialize this school year. Tish worked in a county System dominated by upper-income residents, and Joey taught in the rural community in which all three grew up. The rural community had high unemployment, and a low percentage of graduates went on to college. As a result, the cousins came to the table with differing teaching experiences. "The numbers are all over the place," Jeri Lynn remarked as she studied the pages. "The whole system is flawed, and they need to make changes," Joey said. "It's too subjective. The principal and master teacher observations are subjective because there are personal factors that affect a true outcome." "Yeah, look at the numbers from your upper-income district," Jeri Lynn said to Tish. "How can 60 percent of the teachers score 5s?' Tish chuckled. "Yeah, lucky us. Our schools are overflowing with children from wealthy families. These are the kids who will apply to Ivy League schools. I can tell you that the principals are going to avoid confrontation on all fronts. No principal is going to give any indication that their students are receiving an education that's less than perfect, and that means cramming the rankings with 5s. They claim a higher level of motivation for students, and thus the selection of an elite team of educators. So with those pressures, I don't think we get personal feedback that is accurate." "At the other end of the spectrum, we have my rural district," Joey said. "The big problem is that the principals know everyone and have longstanding relationships with everyone in the county, so I think scores are based on personal history. We could almost predict who would get high or low scores before the observations. For principals, it can go back as far as 'his daddy and my daddy hated each other in high school, and now I get to evaluate his daughter "I think that in many cases, principals feel pressure to align scores with state expectations. The stare expected my district to have high scores and expected rural schools such as yours to be lower," Tish said. "But isn't that partially offset by lower goals for the rural school distracts responded Joey. "The key to the accountability system is the principal in each school," Jeri Lynn suggested. "With several of the schools in Metro teetering on the edge of state takeover by the end of the year, we had lots of strict principals who wanted to hold our feet to the fire with lower scores." "I thought the whole idea was to provide the teachers With feedback so that we would know the areas where we need improvement," Tish said. "The principals were supposed to conduct two observations in the fall and two more in the spring," Jeri Lynn said. think that's asking too much of them when they already have so much on their plates. I think a lot of them are skimping on their visits. know I only had one observation last semester, and I'm sure Mr. Talley just faked the second set of numbers. The master teachers make only two observations a year, which may be more objective but counts for less." "I'm wondering, too, how a principal measure performance in a course area outside his area of expertise, such as math," Joey said. "If the guy has a phobia about math, anything the teacher says or does is going to 100k brilliant-thus a 5." Tish and Jeri Lynn looked at each other and laughed. "Maybe we picked the wrong subjects," Tish said. "My question is one of perception," Jeri Lynn said. "A large percentage of my students are ELL. That affects their scores. How do you measure a 3 in my situation against a 5 for Tish? At the end of the school year, little Carlos is thrilled that his reading in English has improved, but there`s no Big Bang here. a slow steady improvement that may not actually show up in big strides for a couple of years: "So, the question is how do they create a system that is fair?" Tish asked. "And accurate," added Jeri Lynn. How might the state control the accuracy of principals who are conducting teacher evaluations? Explain.
Q.1 Read the situation well and answer the questions below it: A couple of months ago, Maria applied for the position of a “Marketing Coordinator” in an e- commerce based setup. On the desired day, she was asked to do an assessment regarding Project Management Skills. After completing with that, the CEO reached out to her via email to do the second assessment. This was complete a thirty minutes personality profiler, which is a Predictive Assessment of her past and likely future ‘to-be “attitudes, from a company called the Predictive evaluation. A few days after completing the assessment, she had received this email: “Unfortunately, we have to inform you that this time we won’t be able to invite you to the next phase of our selection process. Though your qualifications are impressive, we have decided to move forward with a candidate whose experiences better meet our needs for this particular role.” In order to check her technical expertise which two selection methods discussed in your…
Q.1 Read the situation well and answer the questions below it: A couple of months ago, Maria applied for the position of a “Marketing Coordinator” in an e- commerce based setup. On the desired day, she was asked to do an assessment regarding Project Management Skills. After completing with that, the CEO reached out to her via email to do the second assessment. This was complete a thirty minutes personality profiler, which is a Predictive Assessment of her past and likely future ‘to-be “attitudes, from a company called the Predictive evaluation. A few days after completing the assessment, she had received this email: “Unfortunately, we have to inform you that this time we won’t be able to invite you to the next phase of our selection process. Though your qualifications are impressive, we have decided to move forward with a candidate whose experiences better meet our needs for this particular role.” Phrase two structured interview questions for this position. Write two unstructured…
Q.1 Read the situation well and answer the questions below it: A couple of months ago, Maria applied for the position of a “Marketing Coordinator” in an e- commerce based setup. On the desired day, she was asked to do an assessment regarding Project Management Skills. After completing with that, the CEO reached out to her via email to do the second assessment. This was complete a thirty minutes personality profiler, which is a Predictive Assessment of her past and likely future ‘to-be “attitudes, from a company called the Predictive evaluation. A few days after completing the assessment, she had received this email: “Unfortunately, we have to inform you that this time we won’t be able to invite you to the next phase of our selection process. Though your qualifications are impressive, we have decided to move forward with a candidate whose experiences better meet our needs for this particular role.” a. Find two reasons and write them in heading form. b. Phrase two structured interview…
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Q.1 Read the situation well and answer the questions below it: A couple of months ago, Maria applied for the position of a “Marketing Coordinator” in an e- commerce based setup. On the desired day, she was asked to do an assessment regarding Project Management Skills. After completing with that, the CEO reached out to her via email to do the second assessment. This was complete a thirty minutes personality profiler, which is a Predictive Assessment of her past and likely future ‘to-be “attitudes, from a company called the Predictive evaluation. A few days after completing the assessment, she had received this email: “Unfortunately, we have to inform you that this time we won’t be able to invite you to the next phase of our selection process. Though your qualifications are impressive, we have decided to move forward with a candidate whose experiences better meet our needs for this particular role.” What and where did it go wrong that led to rejection?
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Q3.Is efficiency or effectiveness more important to organizational performance? Can managers improve both simultaneously?
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Maria Smith has a successful career in Marketing having lead numerous successfulmarketing initiatives at Zion’s operations in Oregon, USA. The majority of her initiativesresulted in improvements in the Company’s bottom line. Maria was known for her vision,humility and excellent relationship with staff. Maria led a team of ten (10) persons inOregon.As a result of her success Maria was offered an attractive opportunity to lead a team atZion’s New Zealand operation. The change would allow Ms. Smith to utilize hermarketing experience, as well as earn an attractive remuneration. Maria considered thechange an excellent opportunity, however, it meant a relocation for her family. Her familylived in Oregon for more than a decade. Based on research Maria noted that the marketingstrategies and leadership styles in New Zealand differed from what she traditionallypracticed and she found Hofstede's Six Dimensions of Culture informative. Mariarecognized the importance of being familiar with Goldman’s…

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