In most instances, who is in the best position to perform the function of appraising an employee’s performance?

A. Their current job activities and performance.

B. Their past career decisions.

C. Their personal and career interests and goals.

D. Their personal skills.

A. training goals

B. learning objectives

C. instructional objectives

D. learning goals

A. computer interview

B. panel interview

C. situational interview

D. nondirective interview

A. individual assessment

B. competency assessment

C. organizational assessment

D. job assessment

A. direct cost of recruiting replacements

B. opportunity cost of time spent by HR and line managers in recruitment

C. loss arising from reduced input from new starters until they are fully trained

D. indirect cost of training replacements in the unnecessary skills

A. forecast losses to existing resources through attrition

B. recruitment plans

C. the effect of changing conditions of work

D. sources of supply from external labor markets

A. Attract and retain the number of people required with the appropriate skills, expertise and competences

B. Reduce dependence on external recruitment when key skills are in short supply by formulating retention, as well as employee development, strategies

C. Neglect the problems of potential surpluses or deficits of people

D. Develop a well-trained and flexible workforce, thus contributing to the organization’s ability to adapt to an uncertain and changing environment

A. work force diversity

B. technological trends

C. globalization

D. great changes in the nature of work force

A. delayering

B. downsizing

C. right-sizing

D. benchmarking

A. looking after

B. looked after

C. to look after

D. to be looked after