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Information Human Decisions RESOURCE


Information Human



Decisions RESOURCE

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third-party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.



Information plays a vital role in all organizational activities.

Marketing managers need information about customers to prefe-

rences and competitors’ products. Operations managers need

information about inventories and product demand. Financial

managers need information about interest rates and cash flows.

And human resource managers need information about all of

these areas so they can ensure they have the right employees with

the right skills in the right place at the right time.

Consider, for example, three recent news announcements

related to employment in the United States. In one, major employ-

ers in the U.S. pharmaceutical and financial services sectors

announced over 45,000 job cuts. These cuts largely were due to

industry slowdowns and corporate restructurings. But, surpris-

ingly, some cuts were related to improvements in the economy.

Banks, for example, had hired extra loan officers to help process a

surge in home refinancing, but an improving economy was push-

ing interest rates up; higher rates, in turn, led to a drop in home

refinancing and a reduced need for extra loan officers.

At about the same time, in an annual ritual, major U.S. retailers

announced that they were planning to hire hundreds of thousands

of temporary workers for the holiday season. For example, in 2013,

Kohl’s added 52,700 seasonal workers, Macy’s added 80,000, and

Target almost 90,000. As the holiday season ended, some of these

workers were offered permanent employment, some were extended

(temporarily), but most saw their temporary jobs come to an end.

Finally, late in 2013, Starbucks announced a long-term plan

to increase its global workforce from around 200,000 to 500,000.

Within this total the firm will