MGMT 315 Chapter 14

A. perceived desirability of movement B. perceived ease of movement C. alternatives available to the employee **D. all of the above

. An employee's intention to leave an organization is influenced by __________.

FALSE

. Because employees quit companies, not jobs, internal staffing systems are usually seen as a poor substitute for a job at another company. As such, they do little to reduce intentions to leave

FALSE

. Data are seldom available regarding when or where employee turnover is occurring in most organizations

TRUE

. Downsizing turnover is a reflection of a staffing level mismatch in which the organization actually is, or is projected to be, overstaffed

C. labor markets are loose

. Ease of leaving is greater when ____.

C. higher unemployment insurance premiums

. Economic costs associated with downsizing include ___________.

FALSE

. Evidence suggests that personality dispositions have little or no impact on employee tendencies to turnover.

TRUE

. Performance management systems enable organizations to ensure that an initial person/job match yields an effectively performing employee.

FALSE

. Providing employees increased autonomy and requiring them to learn a variety of skills increases stress significantly, which leads to greater turnover rates

TRUE

. Research shows that downsizing has negative impacts on employee morale and health, workgroup creativity and communication, and workforce quality.

FALSE

A recent Society for Human Resource Management (SHRM) survey found that the most effective organizational strategy for retaining employees is the provision of concierge services

TRUE

An employee's overall intention to quit depends on the desirability of leaving, ease of leaving, and alternatives available to the employee

TRUE

An employee's perceived desirability of movement can depend on reasons that have little or nothing to do with the job

B. performance appraisal

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

TRUE

Availability of promotions or transfers may lessen or eliminate any intentions to quit, even though the employee is very dissatisfied with the current job

TRUE

Avoidable turnover is that which could have been prevented by actions like a pay raise or a new job assignment.

FALSE

Because it is typically very easy to collect and analyze job satisfaction data meaningfully, most organizations make this a cornerstone of their retention strategy.

FALSE

Compared to discharge turnover, voluntary turnover is usually more costly

FALSE

Data shows dramatic decreases in organizational stock price following a downsizing, especially if the downsizing organization restructures assets during downsizing

FALSE

Desirability of movement is a weak predictor of voluntary employee turnover

FALSE

Discharge turnover is primarily due to extremely poor person/organization matches

C. poor employee performance

Discharge turnover is usually due to ___________.

FALSE

Discharge turnover targets groups of employees and is also known as reduction in force. (RIF).

TRUE

Downsizing costs are concentrated in separation costs for permanent reductions in force

A. overstaffing

Downsizing is typically a reflection of __________.

TRUE

Economic costs associated with voluntary turnover include accrued paid time off and temporary coverage

C. manager's time

Economic separation costs associated with voluntary turnover include ________.

TRUE

Employee perceptions of injustice are often rooted in misunderstanding or ignorance of company policies that could be resolved with increased communication

TRUE

Employee termination is the final step in progressive discipline, and ideally it would never be necessary

FALSE

Employees may not like a supervisor who speaks in a derogatory way towards them, but evidence suggests they seldom actually turnover as a result of these feelings

FALSE

Employees who have a high intention to quit necessarily end up quitting their jobs

A. rehiring rights B. benefits C. confidentiality agreements **D. all of the above

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

FALSE

Exit interviews should be conducted by exiting employee's immediate supervisor whenever possible.

C. communicated in advance to the employee

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

B. link rewards to retention behaviors

Guidelines for increasing job satisfaction and retention include ___________.

TRUE

In general, most employees report that the opportunity for higher compensation is a more powerful predictor of turnover than conflict with supervisors

A. reductions in trust of management B. stress among those who remain C. reductions in workforce quality **D. all of the above

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

FALSE

In progressive discipline, termination is seen as a viable early option to avoid having to work through a potentially fruitless cycle of improving a low-ability worker

FALSE

Legal experts usually advise organizations to avoid documenting performance problems because the "paper trail" is likely to just lead to problems in court

TRUE

Many turnover costs are hidden in the time demands placed on the many employees who must handle the separation, replacement, and training activities

TRUE

Material and equipment costs are likely to be the most prevalent in replacement and training costs.

FALSE

No-layoff policies cannot be implemented effectively by organizations

FALSE

Of the factors that influence an employee's desirability of leaving, job satisfaction is the one that cannot be influenced to a significant degree by organizations

FALSE

Of the three types of employee turnover, discharges are the most prevalent

TRUE

One guideline for increasing job satisfaction and retention is to ensure that fairness and justice exist in the workplace.

TRUE

One potential benefit of employee discharges is the development of improved performance management and disciplinary skills

B. decreases in employee health and motivation

One problem that has been shown to accompany downsizing is _____.

TRUE

One recommendation for an effective performance appraisal or management system is that appraisal criteria should be job-related, specific, and communicated in advance to the employee

A. providing deferred compensation B. giving specific rewards for seniority C. increasing pay levels to surpass the market **D. all of the above

Organizations can use compensation to reduce turnover by _____.

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

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

FALSE

Performance management systems are used primarily to detect individuals whose performance is unsatisfactory and should be terminated

TRUE

Poor task performance is the result of insufficient ability, knowledge, skills, or motivation

FALSE

Postexit surveys should ask be mailed quite some time after the employee's last day of work so the individual has sufficient time to reflect on his or her experiences

A. evaluations should be in writing B. the employee should receive timely feedback about the evaluation and an explanation for any outcome decision C. there should be agreement among different raters in their evaluation of the employee's performance **D. all of the above

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

A. HR staff induction costs

Replacement costs associated with voluntary turnover include __________.

FALSE

Research has shown that the best performers are least likely to quit when an organization either rewards performance with higher compensation or widely communicates its compensation practices; doing both adds little to these independent effects

C. offer "bundles" of HR practices that complement one another

Research most clearly suggests that when organizations wish to increase retention they need to _____.

A. justice only influences turnover in highly industrialized Western countries B. communication has little impact on employee attitudes or turnover intentions C. employees are typically well-informed about organizational policies **D. none of the above

Research on organizational justice suggests that ____.

TRUE

Research suggests that there are differences between the reasons for turnover that employees provide in exit interviews and the reasons employees provide in anonymous surveys

TRUE

Some employees who do not take advantage of work-life balance options resent their coworkers who are more likely to use work-life programs

FALSE

Surveys suggest that HR managers believe that a totally different set of factors lead to turnover compared to regular employees

A. poor person/organization match

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

C. improve job satisfaction

The first strategy for improving employee retention is to _____________.

TRUE

The interviewee in an exit interview should be told that the comments that he/she makes will be confidential and that only aggregate results will be used by the organization

FALSE

The primary immediate benefit of turnover for employers is hiring inducements

A. voluntary B. discharge C. downsizing **D. all of the above

The types of employee turnover include ___________.

A. suspension or discharge

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

TRUE

There are several positive, functional outcomes of employee turnover.

TRUE

To have the power to attract and retain employees, rewards must be unique and unlikely to be offered by competitors

B. provide deferred compensation

To increase the cost of leaving, employers ____.

FALSE

Turnover cost estimates are very precise and accurate in most cases

B. involuntary

Turnover due to organizational downsizing is classified as ______.

C. Employee shocks

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

C. Exit interview

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

A. focus on core businesses, eliminating peripheral ones B. spreading risk by outsourcing activities to other organizations C. lower payroll and benefit costs **D. all of the above

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

B. savings from not replacing an employee

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

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

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

B. strong KSAOs

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

A. little intellectual capital

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

A. sabotage B. theft C. drug/alcohol abuse at work **D. all of the above

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

B. Provide employees with alternative employment if performance problems persist

Which of the following is not a part of normal progressive discipline?

A. Attrition

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

B. Possibility of a lawsuit

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

B. intrinsic rewards

Work-life balance programs are an example of _____.

B. Task performance

______ includes the completion of job tasks that are specifically included in the job description.