Chapter 14

The desirability of leaving an organization is often an outgrowth of _______.

A. Poor person/ organization match

Which of the following is the most commonly pursued alternative to layoffs for reducing staffing levels?

A. attribution

Which of the following is an attribute of a low value employee that an organization would not want to prevent from leaving?

A. little intellectual capital

Downsizing is typically a reflection of _______.

A. overstaffing

The typical penalty for a first major offense by an employee is _______.

A. suspension of discharge

Organizations that link extrinsic rewards to employee performance (i.e. that use incentive compensation plans) find that ______.

A. turnover of high performers decreases and turnover of low performers increases

As assessment of employee success in reaching goals, ratings of competencies, and suggestions for improvement are all part of ______.

B. Performance appraisal

Which of the following makes involuntary turnover potentially more costly than a similar level of voluntary turnover?

B. Possibility of a lawsuit

To increase the cost of leaving, employers ______.

B. Provide deferred compensation

One problem that has been shown to accompany downsizing is_____.

B. decreases in employee health and motivation

Work-life balance programs are an example of ______.

B. intrinsic rewards

Turnover due to organizational downsizing is classified as _______.

B. involuntary

The first strategy for improving employee retention include ________.

B. link rewards to retention behaviors

Which of the following is a potential benefit associated with voluntary employee turnover?

B. savings from not replacing an employee

Which of the following is an attribute of a high value employee that an organization would want to prevent from leaving?

B. strong KSAOs

_____ includes the completion of job tasks that are specifically included in the job

B. task performance

Which of the following factors leading to turnover cannot usually be addressed by the organization?

C. Employee shocks

From a legal standpoint, if performance appraisal information is to be used in retention management and termination process for an organization, the organization needs to ensure that the information is _______.

C. communicated in advance to the employee

Which of the following is a common tool to assess employee reasons for leaving?

C. exit interview

Economic costs associated with downsizing include_______.

C. higher unemployment insurance premiums

Ease of living is greater when _____.

C. labor markets are loose

Discharge turnover is usually due to ______.

C. poor employee performance

Which of the following is a suggestion for conducting an appropriate exit interview?

C. the interviewer should prepare for each interview by reviewing the interview format and the interviewee's personnel file.

An employees intention to leave an organization is influenced by ______.

D. All of the above

Exit interviews can be used to explain ________ to departing employees.

D. All of the above

In many cases, the post-layoff environment for those who remain is marked by_____.

D. All of the above

Organizations can use compensation to reduce turnover by _____.

D. All of the above

Recommendations for the effective design and use of a performance appraisal or management system include that ______.

D. All of the above

Which of the following is a potential benefit associated with downsizing?

D. All of the above

Which of the following is an example of a major employee offense?

D. All of the above

Research on organizational justice suggests that_____.

D. None of the above

The types of employee turnover include ______.

D. all of the above