HUMAN RESOURCE IN AGRICULTURE

AGR 145/215
MARCH 2014

Part A

1. T
2. T
3. F
4. F
5. T
6. T
7. T
8. T
9. F
10. T
11. F
12. F
13. T
14. T
15. F
16.
17. Part B
1. C
2. D
3. C
4. D
5. A
6. C
7. C
8. B
9. D
10. A
11. D
12. C
13. D
14. D
15. C
18.
19. Part C
20. Question 1
21. -as administrative tool/decision e.g salary, promotion, layoff
22. -identification of individual training needs
23. -identification of individual strength and weaknesses
24. Question 2
25. Direct Financial
28. -payment that
employee receive in
form of wages,
salary, bonus and

26. Indirect Financial

29. -all financial rewards
that are not include
in direct
compensation. e.g:

27. Non-Financial
30. -include of work
environment that can
enhance the workers
sense of self-respect

comission

EPF, stock option,

medical leave

and esteem by others

e.g: security, working
condition, skill
improvement

31.
32. Question 3
33. Upward communication
35. -employee send message to their
bosses
36. -manager learn about what is going
on in company through employees
37. -employees feel comfortable to their
manager
38. -e.g: discuss about task, salary and
bonus
43.

34. Downward communication

39. -top management make decision,
they communicate down to the chain
of command to instruct employees
40. -the employees need to obey the
instruction
41. -not apply the open door policy
42. -employees feel not comfortable
with top management

44. Question 4
45. -Used to determine if ones leadership style is task or relationship - oriented and if the
situation matches the leaders style
46. -Situational control is affected by 3 factors in the following order of importance:
47. 1-The leader member relationship; the degree to which employees trust and respect
the leader and are willing to follow his guidance
48. 2-The ease or difficulty of the task (structured or unstructured) refers to clarity or
ambiguity of operating procedures
49. 3-The leaders vested authority (position power) the extent to which the leader
possesses legitimate, reward and coercive power over subordinates
50.
51. Question 5
52. -bad performance-after give warning, employee is still not change.
53. -drug addidct/drunk
54. - absenteeism-without MC / reason
55.
56.
57.
58.
59.
60. Part D
61. Question 1

i.

Lack of objectivity-the use of factors such as attitude, appearance and personality is

difficult to measure

ii.

Bias or errors

iii.

62.

-leniency error-raters give more positive rates than employees deserve

63.

-central tendency error-rater give average rate for each task

64.

-severity error-raters give less/negative rates than emploees deserve

Manipulating the evaluation- eg: supervisor control all aspect in performance appraisal
such as give more positive rate to his friends or related.
65.
66. Question 2

67.
68.
69. Question 3
70.
71. -Supply and demand for employee skills
72. -Labor organizations and collective bargaining
73. -Managerial attitudes and the firms ability to pay
74. -Productivity of the firm and the economy
75. -Cost of living
76. (with elaboration)
77.
78.
79. Question 4
80. Positive
81. Always positive with employees. Do not judge the employee
perception
without listen first
82. Do not give
83. Not burden to employee

overload
information
85. Suitable
channel
selection
87. Trust and
credibilty
89. Emotion
stability
91. Suitable
language
93.
94.

84. Avoid from mistake

86. Inappropriate channel selection can result of missed
communication
88. Leader must gain trust from employees and have credibility
90. Do not give instruction to the employees emotionaly
92. Use common language