Uber drivers may purchase 7x7 Experience quality improvement classes. These are examples ofMultiple Choice on-the-job learning and development. compensation. incentives. benefits. off-the-job learning and development. This part of the Uber continuing case focuses on Chapter 9 and covers principles related tohuman resource management. This continuing case's real-world application of managementknowledge and skills is designed to help you develop your critical thinking ability and realizethe practical power of sound managerial skills for solving problems in your job and career.Read the continuing case and respond to the questions that follow.Uber has had phenomenal growth, going from four people in 2009 to the two kinds ofworkers it deals with today: (1) 22,000 full-time nondriver employees, such as those working1in its San Francisco headquarters,' and (2) about 3.9 million active drivers globally, theindependent contractors it calls "partners."2Uber's EmployeesFormer CEO Travis Kalanick viewed human resources (HR) as having one functionrecruiting. Other HR functions were not a priority for Uber. For example, the company hadfewer than 10 HR representatives in 2016 who were responsible for training managers andhandling issues such as sexual harassment for the 6,000 employees it had at the3time. "When HR becomes solely a talent race, boards and CEOS can miss the less obviousbut equally vital value of managing both new hires and leaders who are facing increasingdemands," says John Boudreau in a Harvard Business Review article.4Kalanick's lack of focus on HR created a toxic atmosphere at the organization. Much of thisbecame evident with Susan Fowler, a former Uber engineer. Fowler claimed in a February2017 blog that she was sexually harassed by her supervisor and that HR ignored her claims.Other employees have since reported that a premium was placed on workers who deliveredstrong performance and aggressive growth, and that their inappropriate workplace behaviorwas overlooked, according to the New York Times.5Uber attempted to improve this situation by focusing on the accuracy of its performanceevaluations. In the past, performance reviews were subjective with managers simply meetingbehind closed doors and ratina their emplovees. This obviouslv increased the potential for managerial bias. The process also was deficient in that employees did not have individualgoals to be evaluated against, making it hard to hold employees and managers accountablefor objective results.Uber's implemented two significant changes in 2017 to overcome problems with its appraisalsystem. First, the company established measurable goals for all employees, and they weretransparent for all to see. Second, Uber implemented something similar to a 360-degreeperformance appraisal system as evaluations needed to consider more than a manager'sdirect observation of subordinates. The system consisted of committees reviewingemployees' self-evaluations, peer evaluations, and manager evaluations to make surebonuses were given out fairly, according to Uber Chief People Officer Liane Hornsey.While the above changes may have improved the human resource process at Uber, employeeissues still persist. For example, HR Chief Hornsey resigned in July 2018 amid continuingemployee dissatisfaction. "Disgruntled employees still don't trust Uber's systems, and theyare turning to the media to air their grievances. This suggests that Khosrowshahi's attempt tobuild trust among employees, an assurance that the company can address challengesinternally, has not taken hold," says Wired Magazine.'Uber's DriversUber isn't only failing its employees; it's also failing its drivers. The company seems to offervery little in human resource development for its contractors. Drivers are given the option ofwatching a 13-minute training video covering such topics as how to provide good service andget five-star ratings from customers. "The only safety thing they tell us," says one driver, “is tohave a hands-free phone holder and to keep your eyes on the road."0 Drivers who wantadditional training will have to pay for it on their own. Uber has contracted with 7x7Experience to offer virtual quality improvement courses at a rate of $49 per course. They canalso bundle a course on "Tip Maximization" for another $10.9These trainings are important as drivers are often victims of an automated performanceappraisal system in which passengers rate drivers on a scale of from 1 to 5 stars. Each driver

Question

Uber drivers may purchase 7x7 Experience quality improvement classes. These are examples ofMultiple Choice on-the-job learning and development. compensation. incentives. benefits. off-the-job learning and development. This part of the Uber continuing case focuses on Chapter 9 and covers principles related tohuman resource management. This continuing case's real-world application of managementknowledge and skills is designed to help you develop your critical thinking ability and realizethe practical power of sound managerial skills for solving problems in your job and career.Read the continuing case and respond to the questions that follow.Uber has had phenomenal growth, going from four people in 2009 to the two kinds ofworkers it deals with today: (1) 22,000 full-time nondriver employees, such as those working1in its San Francisco headquarters,' and (2) about 3.9 million active drivers globally, theindependent contractors it calls &#34;partners.&#34;2Uber's EmployeesFormer CEO Travis Kalanick viewed human resources (HR) as having one functionrecruiting. Other HR functions were not a priority for Uber. For example, the company hadfewer than 10 HR representatives in 2016 who were responsible for training managers andhandling issues such as sexual harassment for the 6,000 employees it had at the3time. &#34;When HR becomes solely a talent race, boards and CEOS can miss the less obviousbut equally vital value of managing both new hires and leaders who are facing increasingdemands,&#34; says John Boudreau in a Harvard Business Review article.4Kalanick's lack of focus on HR created a toxic atmosphere at the organization. Much of thisbecame evident with Susan Fowler, a former Uber engineer. Fowler claimed in a February2017 blog that she was sexually harassed by her supervisor and that HR ignored her claims.Other employees have since reported that a premium was placed on workers who deliveredstrong performance and aggressive growth, and that their inappropriate workplace behaviorwas overlooked, according to the New York Times.5Uber attempted to improve this situation by focusing on the accuracy of its performanceevaluations. In the past, performance reviews were subjective with managers simply meetingbehind closed doors and ratina their emplovees. This obviouslv increased the potential for managerial bias. The process also was deficient in that employees did not have individualgoals to be evaluated against, making it hard to hold employees and managers accountablefor objective results.Uber's implemented two significant changes in 2017 to overcome problems with its appraisalsystem. First, the company established measurable goals for all employees, and they weretransparent for all to see. Second, Uber implemented something similar to a 360-degreeperformance appraisal system as evaluations needed to consider more than a manager'sdirect observation of subordinates. The system consisted of committees reviewingemployees' self-evaluations, peer evaluations, and manager evaluations to make surebonuses were given out fairly, according to Uber Chief People Officer Liane Hornsey.While the above changes may have improved the human resource process at Uber, employeeissues still persist. For example, HR Chief Hornsey resigned in July 2018 amid continuingemployee dissatisfaction. &#34;Disgruntled employees still don't trust Uber's systems, and theyare turning to the media to air their grievances. This suggests that Khosrowshahi's attempt tobuild trust among employees, an assurance that the company can address challengesinternally, has not taken hold,&#34; says Wired Magazine.'Uber's DriversUber isn't only failing its employees; it's also failing its drivers. The company seems to offervery little in human resource development for its contractors. Drivers are given the option ofwatching a 13-minute training video covering such topics as how to provide good service andget five-star ratings from customers. &#34;The only safety thing they tell us,&#34; says one driver, “is tohave a hands-free phone holder and to keep your eyes on the road.&#34;0 Drivers who wantadditional training will have to pay for it on their own. Uber has contracted with 7x7Experience to offer virtual quality improvement courses at a rate of $49 per course. They canalso bundle a course on &#34;Tip Maximization&#34; for another $10.9These trainings are important as drivers are often victims of an automated performanceappraisal system in which passengers rate drivers on a scale of from 1 to 5 stars. Each driver

Accepted Answer

Training relates to the education and learning exercises carried on to support industry staff…