I’m working on a question and would like some help
SUO Discussion Rubric (80 Points) – Version 1.2
Course: MGT3045-Human Resource Management SU01
Response
No Submission
0 points
Emerging (F-D: 1-27)
27 points
Satisfactory (C: 28-31)
31 points
Proficient (B: 32-35)
35 points
Exemplary (A: 36-40)
40 points
Criterion Score
Quality of Initial
Posting
/ 40No initial posting exists to
evaluate.
The information provided
is inaccurate, not focused
on the assignments topic,
and/or does not answer
the question(s) fully.
Response demonstrates
incomplete understanding
of the topic and/or
inadequate preparation.
The information provided
is accurate, giving a basic
understanding of the
topic(s) covered. A basic
understanding is when
you are able to describe
the terms and concepts
covered. Despite this
basic understanding, initial
posting may not include
complete development of
all aspects of the
assignment.
The information provided
is accurate, displaying a
good understanding of the
topic(s) covered. A good
understanding is when
you are able to explain the
terms and topics covered.
Initial posting
demonstrates sincere
reflection and addresses
most aspects of the
assignment, although all
concepts may not be fully
developed.
The information provided
is accurate, providing an
in-depth, well thought-out
understanding of the
topic(s) covered. An in-
depth understanding
provides an analysis of the
information, synthesizing
what is learned from the
course/assigned readings.
Participation
No Submission
0 points
Emerging (F-D: 1-13)
13 points
Satisfactory (C: 14-16)
16 points
Proficient (B: 17-18)
18 points
Exemplary (A: 19-20)
20 points
Criterion Score
Participation in
Discussion
/ 20No responses to other
classmates were posted in
this discussion forum.
May include one or more
of the following:
*Comments to only one
other student’s post.
*Comments are not
substantive, such as just
one line or saying, Good
job or I agree.
*Comments are off topic.
Comments to two or more
classmates initial posts
but only on one day of the
week. Comments are
substantive, meaning they
reflect and expand on
what the other student
wrote.
Comments to two or more
classmates initial posts on
more than one day.
Comments are
substantive, meaning they
reflect and expand on
what the other student
wrote.
Comments to two or more
classmates initial posts
and to the instructor’s
comment (if applicable) on
two or more days.
Responses demonstrate
an analysis of peers
comments, building on
previous posts. Comments
extend and deepen
meaningful conversation
and may include a follow-
up question.
Total / 80
Overall Score
Writing
No Submission
0 points
Emerging (F-D: 1-13)
13 points
Satisfaction (C: 14-16)
16 points
Proficient (B: 17-18)
18 points
Exemplary (A: 19-20)
20 points
Criterion Score
Writing Mechanics
(Spelling, Grammar,
Citation Style) and
Information Literacy
/ 20No postings for which to
evaluate language and
grammar exist.
Numerous issues in any of
the following: grammar,
mechanics, spelling, use of
slang, and incomplete or
missing citations and
references. If required for
the assignment, did not
use course, text, and/or
outside readings (where
relevant) to support work.
Some spelling,
grammatical, and/or
structural errors are
present. Some errors in
formatting citations and
references are present. If
required for the
assignment, utilizes
sources to support work
for initial post but not
comments to other
students. Sources include
course/text readings but
outside sources (when
relevant) include non-
academic/authoritative,
such as Wikis and .com
resources.
Minor errors in grammar,
mechanics, or spelling in
the initial posting are
present. Minor errors in
formatting citations and
references may exist. If
required for the
assignment, utilizes
sources to support work
for both the initial post
and some of the
comments to other
students. Sources include
course and text readings
as well as outside sources
(when relevant) that are
academic and
authoritative (e.g., journal
articles, other text books,
.gov Web sites,
professional organization
Web sites, cases, statutes,
or administrative rules).
Minor to no errors exist in
grammar, mechanics, or
spelling in both the initial
post and comments to
others. Formatting of
citations and references is
correct. If required for the
assignment, utilizes
sources to support work
for both the initial post
and the comments to
other students. Sources
include course and text
readings as well as outside
sources (when relevant)
that are academic and
authoritative (e.g., journal
articles, other text books,
.gov Web sites,
professional organization
Web sites, cases, statutes,
or administrative rules).
No Submission
0 points minimum
There was no
submission for this
assignment.
Emerging (F to D Range)
1 point minimum
Satisfactory progress has not been met on
the competencies for this assignment.
Satisfactory (C Range)
56 points minimum
Satisfactory progress has been achieved
on the competencies for this assignment.
Proficient (B Range)
64 points minimum
Proficiency has been achieved on the
competencies for this assignment.
Exemplary (A Range)
72 points minimum
The competencies for this
assignment have been
mastered. Recruiting in Labor Markets
There are generally two ways to nd candidates for required positions in a rm. The rst is called
internal hiring. This means choosing a suitably skilled individual from the current staff to ll vacant
positions.
There are several benets to internal hiring:
The employee is known and ts in with the rms culture.
The employees skill level, motivation, attitude, and potential are also known.
The longer an employee is with a rm, the longer he or she will likely remainthis increases
retention and reduces the turnover rate.
Seeing other employees achieve upward mobility tends to motivate other employees.
It is the least expensive way to ll vacant positions.
Potential drawbacks to recruiting employees internally:
There may be other employees who believe that they are a better t for the position, which may
create competition and hard feelings among staff.
The individual who is promoted may need to supervise others who were formerly at the same
level.
Diversity may suffer, as internal hiring does not allow for new blood to enter the workplace. This
may lead to stagnation.
It creates another vacancy that also needs to be lled.
There are several legal issues HRM needs to consider in determining how extensive the selection and
placement process should be. Besides costs and time, HRM should prepare for future claims against
the company. Read the following to learn more about legal issues involving selection.
AdditionalMaterials
Legal Issues in Selection (media/week3/SUO_MGT3045_W3%20L1.pdf?
_&d2lSessionVal=xvaVgUyXRoe3ruwtwbTEE4vbH&ou=92916)
https://myclasses.southuniversity.edu/content/enforced/92916-17109821/media/week3/SUO_MGT3045_W3%20L1.pdf?_&d2lSessionVal=xvaVgUyXRoe3ruwtwbTEE4vbH&ou=92916 External Recruiting and Outsourcing
Companies can recruit externally by advertising vacant positions. There are benets and drawbacks of
external recruiting:
Benets:
Generates new ideas.
Increases diversity since new hires bring diverse experiences from other rms, maybe even
competitors, and new ways of operating.
Drawbacks:
Performance is an unknown. He/she may not t into the rm.
New hire may be motivated to change jobs for higher pay or benets, which reduces the
retention rate.
Costs of advertising and other selection tools are typically greater than internal recruiting.
HRM generally uses a combination of internal and external recruitment efforts to maximize the
benets of the hiring techniques.
The Cost of Recruiting
Different formulas are used to evaluate recruiting costs. The calculation most often used divides total
recruiting expenses for the year by the number of hires for the year:
Total recruiting expenses
Number of recruits hired
The problem with this approach is accurately identifying items that should be included in recruiting
expenses. Should expenses for testing, background checks, relocations, or signing bonuses be included,
or excluded?
Once such questions are answered, the costs can be allocated to various sources to determine how
much each hire from each source costs. It is logical for employers to evaluate recruiting costs as a
primary metric. Recruiting costs might include employment agencies, advertising, internal sources, and
external means. The costs can also be sorted by type of jobcosts for hiring managers, administrative
assistants, bookkeepers, and sales personnel are all different.
Certainly cost is an issue and some employers are quite concerned about cost per hire, but quality
might be the trade-off. If an organization rushes the hiring process, less-qualied candidates may be
hired. Thus, time will be spent dealing with mismatched or underperforming employees, and the
organization will incur more costs hiring a replacement. (Mathis et al., 2017, p. 229).
One way in which HRM can entirely avoid recruiting is to outsource the job instead. Outsourcing
refers to the strategy where a rm hires another rm to provide required services. The workers who
provide the service are employees of the external rm.
AdditionalMaterials
Outsourcing (media/week3/SUO_MGT3045_W3%20L2.pdf?
_&d2lSessionVal=xvaVgUyXRoe3ruwtwbTEE4vbH&ou=92916)
https://myclasses.southuniversity.edu/content/enforced/92916-17109821/media/week3/SUO_MGT3045_W3%20L2.pdf?_&d2lSessionVal=xvaVgUyXRoe3ruwtwbTEE4vbH&ou=92916 Recruitment Sources and Strategic Recruiting
When hiring externally, HRM uses several sources to nd applicants, depending on the skills and
educational requirements, position title and level, and the industry.
HRM uses some of the following sources:
Job fairs
College Career Centers
College Internships
Newsprint (industry-specic periodicals and local newspapers)
Radio
Television
Headhunters and executive placement rms
Temporary employment agencies
Employment agencies
Word-of-mouth by current employees and customers
Current interns and temporary workers
Internet and company websites
Career development sites such as Monster.com (http://www.monster.com/), LinkedIn
(https://www.linkedin.com), Indeed (https://www.indeed.com), CareerBuilder
(http://careerbuilder.com)
Industry-specic sites such as Society for Human Resource Management
(http://www.shrm.org/).
Local advertising brings in local residents, eliminating relocation expenses.
Colleges provide inexpensive labor, but most college-level applicants are inexperienced and require
intensive training. The Internet is quite inexpensive or free. Imagine how many rsums youll sort
through when posting a job vacancy on Monster.com! Some HR personnel report getting thousands of
rsums weekly after advertising on well-known websites. Many applicants aren’t even very
interested in the jobs. HRM must carefully weigh costs and benets of various recruitment efforts
against the needs and the vacancy.
Firms that seek additional diversity or are required to engage in Afrmative Action need to be
especially careful. If a rm wants to hire more minorities, it cannot go about its recruitment efforts in
the traditional fashion. For instance, if going to a local private college will not likely yield many Hispanic
applicants, HRM needs to focus its recruitment efforts and use tools that attract a Hispanic audience.
For example, your local technical college, community college, or public university may have a large
http://www.monster.com/
https://www.linkedin.com/
https://www.indeed.com/
http://careerbuilder.com/
http://www.shrm.org/
Hispanic population. It is a good idea to make enquiries with the career development ofce of that
college or university. Advertising in Spanish language newspapers and periodicals may increase the
diversity of applicants, or a job fair in primarily Hispanic neighborhoods.
Recruiting can be an important part of an organization’s overall strategy and not simply an expense to
be minimized. To be effective, recruiters need to understand competitors’ business strategies and
practices, labor market dynamics, the importance of both quality and quantity of talent, and time and
money limits. The following gure shows the components of effective strategic recruiting.
AdditionalMaterials
Strategic Components of Effective Recruiting (media/week3/SUO_MGT3045_W3%20L3.pdf?
_&d2lSessionVal=xvaVgUyXRoe3ruwtwbTEE4vbH&ou=92916)
Testing and Selection (media/week3/SUO_MGT3045_W3_L3%20B.pdf?
_&d2lSessionVal=xvaVgUyXRoe3ruwtwbTEE4vbH&ou=92916)
Orientation and Training (media/week3/SUO_MGT3045_W3_L3%20C.pdf?
_&d2lSessionVal=xvaVgUyXRoe3ruwtwbTEE4vbH&ou=92916)
https://myclasses.southuniversity.edu/content/enforced/92916-17109821/media/week3/SUO_MGT3045_W3%20L3.pdf?_&d2lSessionVal=xvaVgUyXRoe3ruwtwbTEE4vbH&ou=92916
https://myclasses.southuniversity.edu/content/enforced/92916-17109821/media/week3/SUO_MGT3045_W3_L3%20B.pdf?_&d2lSessionVal=xvaVgUyXRoe3ruwtwbTEE4vbH&ou=92916
https://myclasses.southuniversity.edu/content/enforced/92916-17109821/media/week3/SUO_MGT3045_W3_L3%20C.pdf?_&d2lSessionVal=xvaVgUyXRoe3ruwtwbTEE4vbH&ou=92916 Outsourcing
2017 South University
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Human Resource Management
2017 South University
2 Outsourcing
External Recruiting and Outsourcing
XYZ Inc. is expanding rapidly and decides against hiring new HR
personnel. Instead it plans to outsource some HR functions, including
payroll. XYZ Inc. may hire a firm such as ABC Corp., which provides
payroll services. The HR department of XYZ Inc. no longer needs to
collect time cards, calculate the pay, Social Security and other
withholding, or create paychecks. Instead the employee submits
timesheets, signed off by the supervisor, over the intranet and ABC
Corp. performs all the associated activities related to payroll. The
paychecks are delivered by overnight mail and given to employees on
payday.
XYZ Inc. benefits both directly and indirectly from using the services of
ABC Corp.:
There are no payroll and associated costs such as Social Security
and benefits.
There are no worker’s compensation requirements.
There are fewer legal requirements that apply to outsourced
workers than for employees.
It is the responsibility of ABC Corp. to provide safe and equal
employment to their workers. But XYZ Inc. too has a few
responsibilities. In view of Wal-Mart’s recent problems with
outsourcing illegal immigrant labor, XYZ Inc. can be held liable if it is
aware that the outsourced company hires illegal immigrants. Legal Issues in Selection
2017 South University
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Human Resource Management
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2 Legal Issues in Selection
Recruiting in Labor Markets
There are several legal issues that HRM needs to consider in
determining how extensive the selection and placement process should
be. Besides costs and time HRM should prepare for future claims
against the company. Some of the more important issues HRM needs
to consider are:
Negligent hiring
Unintentional discrimination
Providing equal employment opportunities
Immigrant and illegal immigrant applicants
Misuse of medical and other testing results
Negligent hiring is a legal term that indicates wrongful action on the
part of the employer. Consider the case of a landlord who hired a
property manager who subsequently raped one of the residents. “If the
landlord did not perform a background check, or ignored the results of
the background check, s/he could be held criminally liable for the
rape.” (Greer, 2001).
Let’s consider another example of negligent hiring in the healthcare
industry. It is the responsibility of HRM to call the state licensing
board and ensure that the appropriate nursing or medical license of a
health care provider is current and without any problems. If HR
neglects or ignores this issue and if a patient is injured in any way by
the medical practitioner, the center will be held liable besides the
individual.
So it is essential that HRM, despite the cost, perform thorough
background checks to ensure that applicants do not have bad records.
Naturally the firm should ensure that it does not discriminate in trying
to avoid negligent hiring. This can be a catch-22 situation. Yet the
courts seem to have ruled favorably for firms that have been so
accused. Leading court cases in this area have held that “if an
employer’s rule against hiring applicants with criminal records has an
adverse impact on minorities, the practice violates Title VII unless it is
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3 Legal Issues in Selection
Recruiting in Labor Markets
justified by business necessity” (Susser & Jett, 1987, p. 285).
Susser, P.A, & Jett D.H. (1987). Negligent hiring: What you don’t
know can hurt you. Employment Relations Today, (14) 3, 279286. HR PERSPECTIVE:
Behavioral Assessments
2017 South University
Testing and Selection
HRM chooses from a wide array of tests and processes in hiring. Commonly used tools for most
positions:
Application/resume
References from previous employer
Interview(s)
Low skilled and low paid positions may only require the applicant’s resume, references and an
interview. Labor supply and demand influences HRM’s selection tools. A more intensive selection
process is needed for a highly skilled, highly paid position or when the labor supply is high.
For example, when hiring for a cashier at McDonald’s during a period of low labor supply, an
applicant may be hired based on an application and interview. Selectivity is a good practice, but
specific skill/pay level and the current supply and demand of labor determine the process.
Criteria used in intensive selection processes:
Ability/cognitive/skills-based tests
Personality and psychological tests
Credit and background checks
Honesty and judgment tests
Medical exams, particularly in the healthcare industry or physically demanding work
Fingerprinting, bonding, and polygraphs, especially in security-sensitive jobs
Certificates and license checks
Firms dont typically spend much time or money finding the perfect applicant for a position that
pays minimum wage.
HRM must use valid and reliable tests. Valid means tests measure what they are supposed to
measure.
2 HR Perspective: Behavioral Assessments
Testing and Selection
One drawback to testing is it can inadvertently lead to discrimination. For example, there are
several test questions on the SAT exam for high school students that have been deemed invalid.
These questions refer to cows, pastures, and agriculture issues. Urban students, which include a
larger number of minorities, tend to find such questions difficult. Such questions have been
removed from the standardized test because they do not measure intelligence, but instead
measure familiarity with topics.
Reliability means measuring consistently over time and among various individuals. The problems
of reliability and validity often occur in personality testing. Regardless, using personality tests is a
growing trend.
The use of behavioral assessments is an emerging trend in the selection practices of many
organizations. These assessments focus on determining candidates’ suitability for jobs based on a
range of attributes. The following explains how several companies are benefiting from their use.
(Mathis et al., 2017).
Companies attempt to assess job candidates on a wide range of attributes to improve P/E fit
Testing knowledge or hard skills can often be done in a relatively straightforward and easy way by
asking candidates questions about the job content area or having them perform a sample of the
job duties. Such ability tests help ensure that those hired will be capable of successfully
performing the tasks involved in the job.
But there is much more to P/E fit than a good match between the applicant and the job
requirements. Employers also need to determine whether applicants will work well with their
designated teams or work units and if they will be a good long-term fit for the organization as a
whole. Assessing the applicant’s fit with the organization’s culture, their work style, and their
potential are much more difficult.
That’s where behavioral assessments come into play. A company usually works with experts in
Industrial/Organization Psychology to identify the competencies that have proven to lead to
successful job performance. This often involves studying top performers to see what differentiates
them from average or poor performers. Those qualities are then built into an assessment tool,
which is often administered online early in the screening process. Each company can customize its
assessment to measure employee performance elements that are most critical to success. Two
companies in the same industry may value different aspects of employee performance.
AMC Theaters found that using a behavoral assessment to determine applicants’ friendliness,
service orientation, and dependability reduced turnover to well below industry averages and
improved employee engagement by 40%. This led to increased customer satisfaction scores,
which in turn resulted in higher revenue at its theaters. Seaport Hotel & World Trade Center, Inc.
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Human Resource Management
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3 HR Perspective: Behavioral Assessments
Testing and Selection
in Boston instituted a 20-minute behavioral assessment in its online screening process and
reduced turnover to single-digit levels. The assessment focused on determining each job
candidate’s cultural fit for a particular job in the hotel.
These powerful results have led to an uptick in the use of behavioral assessments. While skill and
knowledge tests are used by over half of U.S. companies, over a third are now using behavioral
assessments to refine their selection process and generate better organization results. Considering
the popularity of behavioral assessments, discuss the following questions:
1. What ethical and legal concerns does the use of behavioral assessments raise?
Do you believe that these assessments might be more subject to bias than skill and
knowledge tests might be?
2. How do you think applicants might react to being asked to complete a
behavioral assessment? Would you personally hesitate to participate in this type of
screening for a job? (Mathis et al., 2017)
Mathis, R.L., Jackson, J.H., Valentine, S.R. & Meglich, P. (2017). Human resource management. (15th ed.).
Boston, MA: Cengage Learning
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Human Resource Management
2017 South University Strategic Components
of Effective Recruiting
2017 South University
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Human Resource Management
2017 South University
2 Strategic Components of Effective Recruiting
Recruitment Sources and Strategic Recruiting Orientation and Training
2017 South University
Orientation and Training
You’ve finally hired the person you feel is the right candidate for the job after numerous levels of
tests and interviews! What do you do next? Or rather what happens to the new hire now? You
wouldn’t want the new recruit to be lost in the maze, would you? HR needs to come to his/her
rescue by inducting the new hire into the system and helping him or her adapt through training.
Training
There are several aspects to training in the workplace. Training new hires is something every
company undertakes. It is a costly endeavor but it can reduce indirect costs in many ways.
Training new hires involves
Orientation: Introduces the new hire to the organization as a whole
Off-site training: Is less stressful and enables more depth of knowledge
On-the-job training: Is preferred to retain specific skills and actions
Training current employees involves:
Retraining: Provides new skills to assimilate new technology and systems
Off-site training: Provides broader knowledge or information that can only be gained in
specific educational or industrial settings
Career development and educational assistance: Provides lifelong learning for employees
and increases the firm’s internal store of knowledge and resources for training and internal
recruitment
Lets see how Training impacts the bottom line.
2 Training
Orientation and Training
HR HEADLINE: Training Impacts Bottom Line
WakeMed health system in North Carolina is a shining example of how training can deliver
mission-critical skills and positively impact the bottom line. The organization’s four education
departments provide over 160,000 hours of training annually, which represents an investment of
over $2 million. This commitment starts with the board of directors, who specify learning needs
during the annual strategic planning process.
A critical business issue facing many health care providers has been the transition from paper to
electronic patient records. At WakeMed, this involves over 230,000 patients in the emergency
department, 7,700 babies delivered, and over 327,000 patients treated by specialty care
physicians. This obviously creates an immense volume of records. To successfully transfer all the
records required training for both clinical and nonclinical staff. The solution was to utilize multiple
methodsincluding online modules, instructor-led classes, self-paced learning, and computer-
based trainingthat were delivered 24/7 to accommodate workers’ schedules. The system will go
live in the near future, but WakeMed is confident that up-front training will ease the transition.
In further pursuit of continuous improvement, WakeMed tackled a key patient care need
transporting critically ill heart patients from rural areas to city-based emergency centers. The
training team created a simulation-based learning program that uses a patient simulator named
Sam. Sam weighs 160 pounds and costs $75,000. He is capable of breathing, blinking, and dying,
and he can be given a wide variety of treatments. During the simulation, the care team assesses
Sam’s condition based on over 1,000 data points. They order helicopter transport since it reduces
the two-hour ambulance trip to a half hour. En route to the hospital, the simulator provides
scenarios to which the care team must respond in order to stabilize and save Sam. During a post-
simulation debrief, the care team identifies areas where additional education and training were
needed to keep Sam alive.
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Human Resource Management
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3 Training
Orientation and Training
WakeMed’s training initiatives have helped the health care system decrease patient mortality
rates, prevent delays in care, and improve efficiency. They also address a business goal of
increasing the number of cardiac patients who come to WakeMed for treatment. Now that’s the
way to show that training pays off.
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Human Resource Management
2017 South University Printed by: [emailprotected] Printing is for personal, private use only. No part of this book may be
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reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted.
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reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted.
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reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted. Printed by: [emailprotected] Printing is for personal, private use only. No part of this book may be
reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted.
Printed by: [emailprotected] Printing is for personal, private use only. No part of this book may be
reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted.
Printed by: [emailprotected] Printing is for personal, private use only. No part of this book may be
reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted.
Printed by: [emailprotected] Printing is for personal, private use only. No part of this book may be
reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted.
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reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted.
Printed by: [emailprotected] Printing is for personal, private use only. No part of this book may be
reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted. Week 3 Discussion $6.00
As the Chief Human Resource Officer of Community State University, your legal team has just contacted you. They informed you that your organization has been selected to undergo a Federal I-9 audit. You decided to do a spot check on 5 random departments and noticed that numerous I-9s was completed incorrectly. You only have one month before the auditors arrive to do an entire I-9 audit on over 100 departments and the president of the university expects a strategic plan on how to tackle this issue in 2 days.
For the first part of your post, briefly describe the immigration forms and documents needed to work in the United States. Research and review an I-9 Form and list the documents you would produce to establish legal U.S. status.
For the second part of your post, use Figure 2-1 Strategic Planning process for the Organization (Mathis, 2017, p. 44) to recommend a plan of action to correct the deficient forms described in the scenario above. Remember this plan will be presented to the University president, should include a short and long- term solution for the I-9 completion process.
For the third part of your post, analyze whether the I-9 Form and other documents are enough to establish legal status in the U.S. and are adequate protection for employers. Justify one additional safeguard that could be added to protect the employer from unknowingly hiring an illegal immigrant.
SHOW MORE…
Programming
See
3.3 Guided PracticeUser-Defined Functions Using Parameters
When creating user-defined functions we can pass parameters into the function definition to be used in some way with those executable commands. We can also return values from the function definition back to the function call. This is one way we can address the variable scope restriction in any one function.
When defining the function’s prototype, the data type before the function name represents the data type of the value being returned from the function call. The datatype and sometimes variable name inside of the parentheses after the function name represent the value being passed from the function call into the definition. Keep in mind that the void keyword is representative of no values being passed or returned.
For this exercise, you will be creating a function that passes a value (the year) into the function definition and then the function definition will make decisions to see if that year is a leap year. A value will be returned to the function call based on whether the year is a leap year or not. Be sure to pay attention to the function prototype and how it differs from the previous exercise.
Instructions
Follow these instructions to complete your assignment:
1. Use Flowgorithm to create the flowchart in the tab below.
2. Select the Code tab and enter the code into your compiler.
3. Compile your code and run. Your output should match the image on the Output tab.
4. Paste your flowchart and a screenshot of your output (including the Title Bar showing the path and name of your code) into a Word document (.docx).
5. Submit the .c code file, which should include a comment line with your name and the date.
6. Submit the Flowgorithm (.fprg) file.
7. Save your files and upload them using the instructions below.
Flowchart
image5.png
image1.png
image2.png
image3.png
image4.png