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Revision - Content, process and reinforcement

motivation theories
Topic 4. employability (career, networking,
social media) Topic 9. Negotiation and Communication
- Employability and what makes you - Key elements in effective negotiation
more employable. - Interests and Positions
- Professional identity; values and - Distributive and Integrative strategies
personality traits. - Power in negotiation
- Social Media and Networking Benefits. - Negotiation tactics
- E-Portfolio and LinkedIn profiles - Different negotiation styles
- The stages of negotiation
Topic 5. HR Planning and Staffing - Communication strategies in
- Human resource planning workplace negotiations
- The staffing process
- Internal and external recruitment Topic 10. Workplace diversity and
- Modern recruitment strategies inclusion
- Selection practices - Inequality in the labour market

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- How to make a good selection - Anti-discrimination legislation and
decision equal employment opportunity
- Dealing with successful and m legislation
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unsuccessful candidates - Equity and Inclusion in the workplace
- Benefits of an inclusive workplace
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Topic 6. training and talent development - Diversity management practices


- Learning in organisations versus
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learning Organisations Topic 11. Workplace Health and Wellbeing


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- Experiential learning versus - The importance of Workplace Health


conventional training and Safety (WHS)
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- Learning styles in the workplace - Legal regulation of WHS


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- Training and development - Employer and employer


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- Systematic training approach responsibilities


- E-learning, training and development - Risk Management Process

Topic 7. Goal setting and performance Short answer questions:


- Aims and benefits of performance - Approx. 250 words or ¾ page per
management short answer question
- Challenges of performance - Answering short answer discussion
management questions:
- The performance management o Provide definitions and/or
process describe each of the
- The performance appraisal elements/concepts in the
- Managing poor performance and question
harmful behaviours in the workplace o Provide examples to
demonstrate your knowledge for
Topic 8. Rewards and motivation each of the
- Framework for effective rewards elements/concepts/terms in the
- Types of reward systems question
- Reward system issues
Practice Exam Question from tutorial: Topic 8. Rewards and motivation
Discuss how intrinsic rewards are diff to extrinsic rewards and outline why it is important to ensure
that employees receive the right rewards use examples to further explain your answers.

An extrinsic reward is an award that is tangible or physical given to you for accomplishing
something. For example, it is a certificate of accomplishment, a trophy or medal for winning the
race, a badge or points for doing something right, or a monetary reward for doing your job.

Where as an intrinsic reward is an intangible award of recognition. For example, it is the


knowledge that you did something right or you helped someone and made their day better.
Because intrinsic rewards are intangible, they usually occur from within the person who is doing
the activity or behaviour. So “intrinsic” in this case means the reward is intrinsic to the person
doing the activity or behaviour.

It is important that employees receive the right rewards because when employees know that their
work is valued, their satisfaction and productivity rises and they are motivated to maintain and

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improve their good work.

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Practice exam question from final lecture: Topic 5. HR Planning and Staffing
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Discuss the importance of recruitment and outline two external and two internal methods of
recruitment. Use examples to further explain your answer.
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Each question will have three parts;


Practice example,
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1. Discuss the importance of recruitment and


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2. outline two external and two internal methods of recruitment.


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3. Use examples to further explain your answer.

Recruitment is the process of encouraging and attracting a pool of qualified and experienced
candidates to apply for a position. The Recruitment process is important to ensure that we have
an adequate pool of potential candidates so we can find the right person for the job. The HR team
will need to consider the type of job and the job requirements to make the right decision on how to
recruit.
Internal recruitment is one method that can be used to attract people internal to the organisation.
Internal recruitment is less costly and less risky for the organisation, as the organisation does not
have to pay for external advertising and they have prior knowledge and performance information
about the candidate applying for the job. For example, internal recruitment may be done through
word-of-mouth or advertised on the organisation’s intranet. When I was working at McDonalds the
manager asked me if I would be interested in applying to be a Crew Trainer. This is an example of
internal recruitment.
External recruitment is another method that can be used to attract people from outside the
organisation. External recruitment is more costly and more risky for the organisation, but it may
mean that the organisation can inject new skills and knowledge into the organisation. For example,
external recruitment may be that a new position is advertised on Seek.com or via a recruitment
agency. When I was studying at University, I applied for a job a Subway via Seek.com. This is an
example of external recruitment.

Topic 4
• An important aspect of increasing your employability starts with self-discovery and knowing
who you are and what you want. It is important to know what you strengths, weaknesses
are; what are you values; what are your skills; what sort of experience do you have etc.
These are all the types of things that employers want to know. Success in any job interview
is about being prepared and being able to convince the interviewer that you are the ‘perfect’
person for the job.
• Be strategic and start thinking about what you really ‘want’/’love’ to do. Perhaps, finding a
job or career that you ‘love’. As you can imagine when we are doing something we love and

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enjoy, we are more easily engaged and we do not have to try so hard to do well as it comes

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naturally. This is what we should all strive for (and of course, this may not always happen
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for various reasons). The key is to start thinking now about what do you enjoy doing and
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start positioning yourself for a career/profession that you ‘love’.
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• Use social media to expand you networks and increase your employability. Over 70% of
jobs are not formally advertised and are obtained through ‘word or mouth’ and ‘informal
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networks’.
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Topic 5
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• An important aspect of Human Resource Management is planning and forecasting the


supply and demand of talent in an organisation. However, as we do not have a ‘crystal ball’
to predict the future we need to make informed decisions on a combination of objective
(statistical data) and subjective (judgement calls) information.
• Recruitment is about attracting the right people to a particular position and often involves
revolved around some from of ‘advertising’ of the position that is available. This advertising
might be achieved internal to the organisation (word of mouth, intranets) and/or external to
the organisation (online job platforms, such as seek.com or careerone.com, recruitment
agencies, Universities).
• There are various reasons why you might recruit internally or externally. One of the main
reasons to recruit internally is as this creates a positive learning and development culture
as people are trained and promoted within the organisation. One of the main reasons to
recruit externally is to inject ‘fresh blood’ and/or new ideas within the organisation. Also, if
you do not have the skills you need in-house, you will need to look externally for these.
Employability:
• Think about ways that you can enhance your employability through online platforms such
as LinkedIn and ePortfolios.
• 75% of Employers used LinkedIn to find out more about who they are hiring; Over 70% of
jobs are not formally advertised.
• Consider ways to enhance you employability through the selection process and ensure that
you are shortlisted for a position. Some tips include; prepare for the interview, 1. research
the role and the organisation, 2. prepare possible answers to questions that demonstrate
your ability (focus on preparing situational/hypothetical scenarios on what you would do in
certain situations), 3. prepare at least 2 questions to ask the interviewer which demonstrate
your knowledge of the organisation.

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Course Content:

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Selection is the process to select (‘choose’) the right person for the job.
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• When making decisions about what selection techniques to use it is important to consider
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the practicability, reliability and validity of the selection methods.


• Generally more professional roles which require a higher skill set (Engineer, Accountant,
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Lawyer) will involve a more intensive selection process, utilising a number of selection
techniques. More basic roles (labourer, retail assistant) will involve a small number (2-3)
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selection techniques.
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• The key aspect in ‘shortlisting’ is to ensure that you match the skills and abilities of your
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candidates against a pre-determined set of criteria. This criteria should be created based on
the job description and person specification (in the recruitment stage).
• Situational Interview questions are the most popular amongst employers as these questions
provide hypothetical responses to how you would behave to certain situations.
• Personality tests are still a very popular selection technique with aims to increase the
alignment between the person and the organisation. Myer-Briggs and the Big 5 Personality
test among the most popular tests used by organisations (89 of the 100 top Fortune 500
companies use the Myer-Brigg test)
• There is increasing debate on the validity of reference checks as potential applicants are
unlikely to include a ‘bad’ reference/referee. Due to possible defamation cases a lot of
organisations are reluctant to provide a detailed references and opt for just providing
objective information (length of service, duties etc).
Topic 6
• It is important to know how you learn best at work. For example, do you prefer to learning
through ‘doing’ or do you prefer to ‘observe’ and ‘watch’?
• Knowing how you learn (through identifying your learning style) can enhance you
employability as you are able to put yourself in situations that will optimise learning
outcomes, such as knowledge and performance.
• It is important to find an alignment between how you like to learn and the type of learning
culture in the organisation.
• Convention training includes a more theoretical approach (reading, attending lectures,
exam study etc). More contemporary approaches are based on ‘experiential learning’,
learning through experiences (games, exercises, role play).
• Training and learning begins as soon as the employee begins work at the organisation. This
is called the ‘induction and socialisation’ stage where employees start to learn about the

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organisational values and goals; their role in the organisation and the organisation’s

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expectations of them.

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Trainers need to ‘think outside of the box’ and consider different ways that they can cater to
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different learning styles and integrate elements of experiential learning into their sessions
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order to optimise learning outcomes.


• No ‘one size fits all’ approach – need to customise training to suit;
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• the people (who needs the training based on person specification and performance
appraisal),
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• the job (content and context of the training based on the job analysis and job
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description)
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• the organisation (consider the type of learning culture, what resources; time and
money are available)
• E-learning is a great option which is cost-effective; can capture large audiences; and can
provided added flexibility for the learner.
• It is critical that you evaluate all training sessions (informally through conversations, or
formally through surveys/interviews) to be able to determine areas of improvement and to
enhance the effectiveness of the training sessions.

Topic 7
• It is important to know your performance expectations and standards in an organisation.
Being able to achieve these performance standards, not only increases your employability,
but also influences your promotional opportunity, professional development and the level of
compensation.
• Performance Management (PM) acts as a control function to determine what is being done
well and what needs improving.
• Traditional PM systems focused primarily on ‘administrative’ duties, such as pay
adjustments and promotions. More contemporary PM systems focus on identifying
performance gaps for development purposes.
• Benefits of PM include,
Ø Clarify the organisation’s expectations
Ø Provide performance information to employees
Ø Identify areas of success and what needs improvement
Ø Document performance for performance records
• Challenges of PM include,
Ø Workforce diversity – generation and culture difference - being able to communicate
standards effectively

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Ø Embracing trends in technology – being able to use technology effectiveness to get

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immediate performance feedback
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Ø Align objectives and performance to organisational strategies
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Ø Link performance to rewards
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• A performance appraisal is a formal review and evaluation of an employee’s job


performance
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• Benefits of continuous feedback, rather than more formal performance appraisals;


1. Feedback can be more relevant when given regularly
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2. Allows for regular alignment with organisations expectations


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3. Provides feedback to employees by relevant personnel as opposed to waiting for an


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external supervisor or manager to conduct the yearly or six monthly review


4. Regularly identify areas of success and what needs improvement
• Strategies for managing poor performance;
1. Give employees the ‘right of reply’
2. Soft approach first (talk to them – find out the reason behind the poor performance)
3. Hard approach if needed (disciplinary action – i.e. terminate employment)
4. Keep a record of all incidences
• Strategies for managing harmful behaviours;
Prevention – best option (having no tolerance policies)
◦ Training and Development programs to educate and develop awareness
◦ Organisational culture – modelled by the leader in the organisation
◦ Transparency in the practices and policies in the organisation
Management
◦ Document all incidences
◦ Talk to the person involved – ‘right of reply’
◦ Written warning, some cases may warrant instant dismissal

Topic 8
• As an employer it is important that Reward Management (RM) practices are aligned to the
goals of the organisation and to the motivational style of their employees.
• As an employee it is importance to know how you will be rewarded as this will influence you
motivation, performance and your commitment to the organisation.
• It is often importance to first understand ‘what motivates you’ before you can understand
and find ways to motivate others.
• Motivation is a force energising you to do something – it is not forced not controlled.
• Things to consider when making decisions about what motivation and reward strategies to

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use;

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◦ The type of work - skilled or unskilled

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What to reward - input (skills, knowledge) or output (productivity, performance)
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◦ The type of employees – casual versus permanent, new versus long standing
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employees
◦ The organisational goals and strategy
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• Issues when deciding how to motivate people;


◦ Employees often way different things and have different motivation styles
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◦ Fairness and equity issues


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◦ Does the organisation have enough resources for the appropriate rewards
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• There are different types of reward systems (time, results, enterprise, performance, skills,
flexible benefits). Effective reward systems use a combination of these in order to satisfy
different motivational needs.
• Content theories focus on the nature of human needs; and categorise higher order needs
(such as self-esteem, confidence, recognition, achievement, growth needs) and lower order
needs (money, job security, work conditions).
• Higher order and lower order needs are both important to motivate individuals, however,
employers should remember the importance of ensuring that the higher order needs are
identified and satisfied.
• ‘Thinking outside of the box’ may help employers to satisfy these higher order needs
without the attached cost. For example, employees recognition schemes such an employee
of the month.
• Process theories focus on understanding the ‘processes’ involved in motivation and are
commonly used in organisations.
• Some common ideas relating to some of the common process theories include;
◦ Ensuring that targets are realistic and achievable (Goal setting theory)
◦ Ensuring that rewards are fair and equitable (Equity theory)
◦ Ensuring that positive behaviour is rewarded/reinforced (Reinforcement theory)

Topic 9
• Negotiation is important as it a mechanism for employees to voice their concerns and
suggestions. This helps to reduce stress and frustration and the number of future potential
conflicts.
• It is important to understand the difference between ‘interests’ and ‘positions’ in negotiating.
We need to ensure that we understand the underlying reasons behind the negotiation
(interests) in order to be able find some form on reconciliation.

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• It is important to know your BATNA (Best Alternative to the Negotiating Agreement).

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Entering into a negotiation and knowing you have other alternatives will enhance you power
and leverage in the negotiation.
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• Consider the impact of your negotiating style and what is important to you. It is the actual
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outcome or goal of the negotiation or it is the relationship between you and the negotiating
parties. This will influence your style of negotiation.
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• The key stage in the negotiation process in the ‘planning and preparation’ stage. A
negotiation will be more successful if you have prior knowledge about what is being
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negotiated as well as considering things like the other parties negotiating style and their
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positions and interests.


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• Verbal and non-verbal communication of both yourself and the negotiating party will
influence the outcome of the negotiation. Some key points to note include the use of body
language and eye contact, listening to the other party and the use of appropriate language
(using ‘I’ to take responsibility of the points made and avoiding aggressive demands and
accusations).

Topic 10
• Inequalities exist in the labour market in relation to unemployment, pay and
underemployment.
• Discrimination in the workplace can occur in many forms (i.e sex, religion, marital status,
sexual preference, race etc)
• Discrimination occurs in aspects of employment and lead to low staff morale and
productivity and high staff turnover and absenteeism.
• Anti-discrimination Legislation exists both nationally and internationally.
• An inclusive workplace values and respects all employees and leads to positive workplace
behaviours such as an increase in performance, productivity and creativity; and an increase
in employee loyalty and staff moral.
• Diversity management is about the planning and organising of diversity-friendly policies and
practices, which are reflected in an open-minded organisational culture and climate.

Topic 11

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• Workplace health and safety (WHS) is ‘the promotion and maintenance of the highest

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degree of physical, mental and social wellbeing of workers.

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The most vulnerable workers with no or little WHS management are casual workers, older
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workers, younger workers and foreign workers
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• There are various direct and indirect costs of not having effective WHS procedures,
including costs to the individual, organisation and of an economic nature.
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• It is important to stay up-to-date with WHS legislation. A good WHS culture is fair, flexible
and involves continuous learning and awareness.
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• Employers and employees are both responsible health and safety in the workplace.
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• The four step risk management process is critical to manage health and safety in the
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workplace.
Quiz assessment:

• Question 1
Managerial prerogative is a scientific system of management articulated by Fredrick Taylor in 1911
Answers: 1. True
2. False

• Question 2
Umbrella strategies are long-term objectives and policies developed by the ACTU on behalf of the
trade union movement.
Answers: 1. True
2. False

• Question 3
The pyschological contract includes implied expectations.

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Answers: 1. True

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2. False
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• Question 4
Employment Relations is concerned with the study of the relationship between employers and
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employees.
Answers: 1. True
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2. False
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• Question 5
Human resource management consists of managing people through selection, training, appraisal and
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rewards.
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Answers: 1. True
2. False

• Question 6

Key characteristics of the Employment relationship are multifaceted, continuous and complex.
Answers: 1. True
2. False

• Question 7
The three key parties to the Employment Relationship include;
Answers: 1. Employees and Unions; Employers and Associations; State
2. Employees; Customers; Government
3. Employees; Unions; Stakeholders
4. Employers; Government; Shareholders
• Question 8
Normative reasons are standard behavioral reasons for joining, such as feeling obligated.
Answers: 1. True
2. False

• Question 9
Employee relations is about:

Answers: 1. Employers and unions.


2. Unions and employer associations.

3. Employees and managers.

4. Employers and tribunals.

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• Question 10
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The labour market power of individuals is enhanced by obtaining
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Answers: 1. common and non-transferable skills
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2. rare and non-transferable skills


3. rare and transferable skills
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4. common and transferable skills


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• Question 11

Employee voice and representation is important to,


Answers: 1. Increase loyalty
2. Reduce turnover
3. Resolve conflict and improve efficiency
4. All of the above
• Question 12

Two of the 10 minimum entitlements of the National Employment Standards include,


Answers: 1. Superannuation and annual leave
2. Maximum weekly hours and long service leave
3. Holiday pay and workers compensation
4. Redundancy pay and superannuation
• Question 13
The ‘Your Rights at Work’ campaign from 2005-2007 countered the employer association campaign to
retain Work Choices and Australian Workplace Agreements.
Answers: True
False
• Question 14

Arbitration is about:
Answers: 1. The seeking of taxation concessions from government by employers.
2. Evaluation of candidates in the process of recruitment and selection.

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3. An evaluative process where issues in dispute are identified before a third person

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and consideration of alternatives.
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A quasi-legal method of dispute settlement by a third party after submissions
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and evidence on behalf of employers and employees.
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• Question 15
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The psychological contract is a written agreement about the terms and conditions of employment.
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Answers: 1. True
2. False
• Question 16

Telework allows employees to work from home by utilising technology to allow networking and access
to resources.
Answers: 1. True
2. False
• Question 17
Contemporary business problems for employers may include,
Answers: 1. The difficultly of aligning people with the current business strategy
2. The difficulty of keeping up with the rapid rate of changing technology

3. The difficulty of keeping up with new competitors entering the market


4. All of the above
• Question 18
There are direct and indirect forms of employee voice which can be initiated by the employee and the
employer.
Answers: 1. True
2. False
• Question 19
The employment relationship is created when a person sells their labour, which is really their potential
capacity to work.
Answers: 1. True
2. False

• Question 20

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What actions could you take as an employee if you were treated unfairly in the workplace?

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1. Seek independent advice (Fair Work Commission – Ombudsman)
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2. All answers are correct
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3. Talk to your HRM manager


4. Talk to a Union Representation
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• Question 21
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Which of the following is a characteristic of recent developments in the organisation of work in


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Australia?
Answers: 1. Increased long term employment
2. Increased knowledge work
3. An increase in workforce participation in unions
4. An increase in wages
• Question 22

The following is not part of the definition of a trade union:

Answers: 1. undertake illegal activities

2. independent of employers

3. association of employees
4. advance interests of members

• Question 23
The International Labour Organisation (ILO) is:
Answers: 1. An international trade union.
2. An international association of employers.

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3. A global banking body.

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4. A specialised UN agency containing representatives of governments, unions
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and employers jointly developing policies and programs.
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• Question 24
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Managers and owners of small businesses have both a legal and ethical obligation when managing their
workforces
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Answers: 1. True
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2. False
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• Question 25
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Australian workplace agreements were a new type of agreement between an employer and an individual
employee introduced in the Workplace Relations Act 1996.
Answers: 1. True
2. False
• Question 26

Examples of voice and representation mechanisms include,


Answers: 1. Internal emails, intranet posts, upward communication
2. Employee representation on company boards
3. Joint consultative committees and trade unions
4. All of the above
• Question 27
The unitarist perspective sees that employers and managers have common objectives and seek to
eradicate conflict.
Answers: 1. True
2. False

• Question 28

Employee relations is the successful intersection of some aspects of the traditional industrial relations
with HRM practices to give rise to a direct and positive relationship between a manager and an
employee.
Answers: 1. True
2. False
• Question 29

The role and behaviour of management is central to current Industrial Relations theory and practice.
Answers: 1. True
2. False
• Question 30

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Leadership/management style is situational and it is important to consider,
Answers: 1. The business environment m
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2. The organisation's culture
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3. The organisation's structure and strategy


4. All of the above
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• Question 1

According to Lewin, Lippit and White (1939) two of common leadership/management styles
include,
Answers: a. Participative and delegative
b. Communicative and coercive
c. Delegative and coercive
d. Directive and consultative

• Question 2
Health and safety representatives can
Answers: a. Issue, by verbal instruction, a provisional improvement notice (PIN) if
it is believed a person has contravened the act.
b. Access any personal or medical information concerning a worker
without the worker’s consent.

c. Represent the work group on health and safety matters.

d. Issue a cease work order without consulting the employer.

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• Question 3
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How many stages are in Robbins and Judge’s (2011) Negotiation process.
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Answers: a. Seven
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b. Five
c. Four
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d. Six
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Question 4
According to Forbes (2015) three of the workplace trends include
in
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Answers: a.Continuous job searches, mobile hiring, social media


b. Competition, economic growth, social media
c. Government capacity, social media, technology
d. Technology, ageing population, industrial trends

• Question 5
The inclusive workplace model:
Answers: a.Promotes the recruitment of more women.
b. Categorises groups of employees.
c. Promotes the employment of indigenous employees.
d. Is an approach to managing people that values and respects all
employees.

• Question 6
Hackman and Oldham’s core dimensions include
Answers: a. Skill variety, Task identity, Job enrichment, Autonomy, Job rotation
b. None of the options are correct

c. Job rotation, Task significance, Autonomy, Feedback, Task enlargement

d. Skill variety, Task significance, Task identity, Autonomy, Feedback

• Question 7
One of the benefits of instructor-led training delivered off-the-job is:
Answers: a. Neutral location.
b. No work distractions.
c. May diversify existing team strengths.

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d.External location.

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• Question 8 m
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Soft HR is about
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Answers: a. Abolition of bullying practices.


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b. Training and development.


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c. Anti-discrimination practices.
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d. Treating employees as valuable resources for competitive advantage.


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• Question 9

The purpose of the performance appraisal is


Answers: a. Reward positive employee performance, enhance career development and reinforce
organisation’s strategic objectives
b.Ensure the employee participates in decision making processes more effectively and
discusses issues in a timely manner with relevant stakeholders
c. Train the employee to enhance their bottom line and work harder and harder for the
good of the organisation
d. Ensure a record of all work processes are made accurately and that all employees are
scheduled to attend relevant meetings

• Question 10
Person-Organisation Fit comprises mainly of an alignment of
Answers: a. Patterns of State intervention
b. Personality, values, knowledge and experience
c. Work and workplace health and safety
d. Communication and conflict resolution processes
• Question 11

The four key elements of the performance management process are outlined below. Select the incorrect
option.
Answers: a. Reinforcing performance standards
b. Performance appraisals: reviewing performance
c.Managing organisational change through coaching
d. Orientation: induction and socialisation

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Question 12

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Interest-based negotiation:
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Answers: a. Emphasis is on claiming value.


b.
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The goal is a victory by achieving a pre-determined solution.


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c. Potentially results in a collaborative win-win outcome.


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d. Might force choice between relationship and substantive goals.


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Question 13

Disadvantages of external recruitment:


Answers: a. May lead to low morale amongst unsuccessful internal applicants.
b. May lead to more competitor knowledge.
c. Encourages internal employees to keep developing skill sets.

d. May diversify existing team strengths.

Question 14

Social capital is defined as a:


Answers: a. None of the options are correct
b. Social life networks
c. Placing people at the center of the development process
d.Practice-based profession and an academic discipline that promotes social change and
development

• Question 15

Which statement is the most incorrect?


Answers: a. Care needs to be taken as extrinsic motivators can weaken intrinsic motivation.

b. Intrinsic factors are more effective motivators than extrinsic factors

c. To be effective both extrinsic (monetary) and intrinsic (non-monetary) rewards do not


have to be available.

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d. Need for achievement and personal growth are fundamental to satisfaction at work,
recognition and feedback.
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