A. Analyzing the availability of suitable people from within the organization is the first thing, but assessments of potential is unnecessary.

B. A skills database should contain a regularly updated list of employees with the sorts of skills needed by the organization.

C. Providing additional experience and training to qualified staff is unnecessary.

D. Plans for making better use of existing employees may not include flexibility arrangements, or home-working.

3. The recruitment plan should include the following except       .

A. the numbers and types of employees required

B. the likely sources of candidates

C. the plan for interviewing candidates

D. the way by which the recruitment program will be conducted

4. An ‘employer of choice’ could be achieved by offering the following except       .

A. better compensation packages

B. enhanced future employability

C. more opportunities for development, training and careers

D. improved outplacement payments

5. The passage might be extracted from the paper about       .

A. training

B. HR planning

C. recruitment

D. reward system

Answer:

1.D   2.B   3.C   4.D   5.B

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What work-related variables determine job satisfaction? An extensive review of the literature indicates that the more important factors conducive to job satisfaction include mentally challenging work, equitable rewards, supportive working conditions, and supportive colleagues.

MENTALLY CHALLENGING WORK  Employees tend to prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom, and feedback on how well they are doing. These characteristics make work mentally challenging. Jobs that have too little challenge create boredom, conditions of moderate challenge, most employees will experience pleasure and satisfaction.

EQUITABLE REWARDS   Employees want pay systems and promotion policies that they perceive as being just, unambiguous, and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result. Of course, not everyone seeks money. Many people willingly accept less money to work in a preferred location or in a less demanding job or to have greater discretion in the work they do and the hours they work. But the key in linking pay to satisfaction is not the absolute amount one is paid; rather, it is the perception of fairness. Similarly, employees seek fair promotion policies and practices. Promotions provide opportunities for personal growth, more responsibilities, and increased social status. Individuals who perceive that promotion decisions are made in a fair and just manner, therefore, are likely to experience satisfaction from their jobs.

SUPPORTIVE WORKING CONDITIONS  Employees are concerned with their work environment for both personal comfort and facilitating doing a good job. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Temperature, light, noise, and other environmental factors should not be at either extreme-for example, having too much heat or too little light. Additionally, most employees prefer working relatively close to home, in clean and rela