Flagg, inc. records adjusting entries at its december 31 year end. at december 31, employees had earned $9,200 of unpaid and unrecorded salaries. the next payday is january 3, at which time $23,000 will be paid. prepare the january 1 journal entry to reverse the effect of the december 31 salary expense accrual.

debit salaries expense $9,200; credit salaries payable $9,200.

debit salaries expense $13,800; debit salaries payable $9,200; credit cash $23,000.

debit salaries payable $13,800; credit cash $13,800.

debit salaries payable $9,200, credit salaries expense $9,200.

debit salaries expense $13,800; credit salaries payable $13,800.

According to the research in strategic human resources management,answers: firms that are able to use human resource practices to develop socially complex human and organizational resources are able to gain competitive advantage over firms that do not engage in these practices.firms that are able to use human resource practices to develop socially simplistic human and organizational resources are able to gain competitive advantage over firms that do not engage in these practices.firms that are able to use human resource practices to develop socially complex human and organizational resources gain little advantage over firms that do not engage in these practices.firms that are able to use human resource practices to develop socially complex human and organizational resources are at a competitive disadvantage when compared to firms that do not engage in these practices.

For each example identify the most appropriate ctso

Ancho corp. is an automobile company whose core competency lies in manufacturing petrol- and diesel- based cars. the company realizes that more of its potential customers are switching to electric cars. the r& d department of the company acquires competencies in developing electric cars and launches its first hybrid car, which uses both gas and electricity. in this scenario, ancho is primarilya. leveraging new core competencies to improve current market position. b. redeploying existing core competencies to compete in future markets. c. unlearning existing core competencies to create and compete in markets of the future. d. building new core competencies to protect and extend current market position