Job sharing is an alternative job practice where two part-time employees are hired to cover the hours of one full-time position. Job sharing can range in structural flexibility to accommodate employee and business needs, such as morning/afternoon shif ts, three-day/t'vvo-day shif ts, or alternating schedules to match the needs of the parties involved. Job rotation can be utilized as employee experience enhancement to help cross-train staff in dif ferent departments or functions and can also serve as a staffing alternative to help fill a temporary skill gap until a new employee can be hired to fill the role. Independent contractors do not function as W 2 employees but can be used as a staffing alternative in cases where highly specialized work is required beyond the scope of the current job force. Temp-to-hire programs utilize temporary employees if the job need is short- term but there may be full or permanent positions available at the end of that period of time.

When addressing complex and emotional situations, the most effective approach is one that is honest, transparent, and active. Advising Gina to write hand written notes each employee is inemcient and takes can take away from transparency if not all employees receive the same message. Assisting employees in their job search may be appropriate as a secondary course of action but is not Gina's primary concern or responsibility. Advocating to retain the department likely falls outside of Gina's scope of the business and may take away from the communication needed first and foremost with the employees.

The WARN Act of 1988 requires that the plant inform employees at least 60 days in advance of the impending lay-of fs. The other options - 30 days, 90 days, or 120 days - are either too short or are unnecessarily early. (The plant might not know 120 days in advance, so it would be dif ficult to inform employees this long before the event.)

Integrative bargaining results when the dif ferent sides agree to compromise on certain issues by taking the big picture into account. Positional bargaining results when each side establishes a clear position and aims to achieve the goal, or goals, of that position. Interest-based bargaining results when both sides acknowledge that they have a strong motivation in the continuity of business activities and thus proceed in negotiations with this acknowledgement.
Distributive bargaining is another name for positional bargaining.

Line of sight is defined as the knowledge employees have about how their work behavior affects their compensation. An entitlement philosophy provides greater compensation for employees with more seniority. A total rewards strategy reviews a business's resources for bringing in, and retaining, certain employees. Organizational culture is the larger category of which line of sight and entitlement philosophy are a part; organizational culture is simply the overall
"culture" of a business and its relationship betvvteen management and employees,