Absolutely NO PLAGIARISM. Must be original. Make sure to fully answer all five questions. Do not need to type out all questions, but need to include question numbers for each answer.

No more than 5 pages. Double space and 12 pt. font size. One-inch margins.

· Clearly demonstrates knowledge of the course content by integrating both major and minor concepts into the paper; all application points are well tied together with solid arguments.

· Well thought out all questions; exceptionally well-presented and argued; presented a large amount of specific examples and detailed descriptions for answers; all argument has sufficient examples, evidence from the course content.

· The paper is extremely well organized with proper question numbers; no more than one violation of grammar, spelling error, and excellent use of formal language; clearly cited references in the text.

Article 1 Questions:

Article 1: The Unlikely Reasons Why We’re More Satisfied At Work By Rich Bellis

Question 1. What are some potential explanations for why job satisfaction levels are on the rise, even in the face of seemingly stagnant drivers?

Question 2. Which theory in the article is more compelling - that organizations are getting better at messaging or that employees are lowering expectations?

Article 2 Questions:

Article 2: Attachment below

What do you think of the four statements Deloitte is now using as performance snapshots: "Given what I know of this person's performance, I would always want him or her on my team."

"This person is ready for promotion today." "Given what I know of this person's performance, and if it were my money, I would award this person the highest possible compensation increase and bonus." "This person is at risk of low performance." Are they sufficient? Would you want to add, remove, or change any?

The old system relied on more than just the opinions of team leaders, given the importance of objectives, consensus meetings, counselors, and so forth. If you were a Deloitte employee, would you feel comfortable with giving team leaders such a pivotal role in your evaluation (and compensation)?

What's your opinion on the transparency issue? Would the system function more or less effectively if all of the snapshot numbers were shared with employees? Why do you feel that way?

Attachment:- Case.rar