Question;76. The simplified turnover costing model for a particular job;requires the following data: the typical annual pay for the job, percentage of;pay for benefits multiplied by the annual pay, the number of voluntary quits in;the last year and ____ as well as other information.;a.;average recruiting;costs for this job;b.;average cost of;pre-employment medical and drug tests;c.;average training;and development costs for a new hire in this job;d.;the number of;months it takes for one employee to become fully productive;77. All of the following should be included as replacement costs when;calculating the cost of turnover EXCEPT;a.;advertising;expenses.;b.;reference checking;costs.;c.;relocation costs.;d.;orientation time.;78. Carlos, the director of HR for a large paper manufacturing;company, is studying the financial costs of turnover of plant personnel at all;levels. The easily calculable costs are sobering, but Carlos is also concerned;about the hidden costs of turnover including;a.;co-worker coaching;and salaries.;b.;turnover of other;employees.;c.;the cost of;pre-employment medical tests.;d.;the overtime for;employees covering the separated employees? jobs.;79. A consumer market research firm has high turnover at its call center;in suburban Minneapolis. It is paying competitive wages and benefits and the HR;department has instituted the best turnover management practices available.;But, the level of voluntary and uncontrollable turnover remains high. In order;to cope with this rate of turnover and minimize productivity losses, the firm;needs to;a.;increase;performance standards.;b.;convey a stronger;leadership image.;c.;overstaff.;d.;strengthen its;absenteeism management policies.;80. Which of the following statements is TRUE?;a.;One of the benefits;of running call centers from countries such as India is that turnover is;reduced to only that which is uncontrollable by the individual.;b.;Monotonous jobs;such as many call center jobs, generate high levels of turnover regardless of;the country in which the call center operates.;c.;A disadvantage of;running call centers from countries such as India is that poor performing;employees tend to stay, rather than quitting, which results in dysfunctional;retention.;d.;Workers in;different countries are motivated by different core elements of jobs.;Consequently, monotonous work, such as call center jobs, are considered;motivating in some countries such as India.;81. Alice, a chronically tardy server at a moderately-priced;restaurant, who consistently gets the lowest tips from customers, has announced;that she is quitting to take another job at a newly-opened casino. This could;be categorized as ____ turnover.;a.;disruptive;b.;functional;c.;involuntary;d.;predictable;82. In a/an ____ interview, individuals are asked to identify their;reasons for leaving the organization.;a.;departure;b.;appraisal;c.;exit;d.;retention;83. With regard to exit interviews, which of the following statements;is FALSE?;a.;Departing employees;are eager to use the exit interview to unburden themselves about the real;reasons for their leaving.;b.;HR typically;conducts exit interviews.;c.;It is often more;useful to contact departing employees a month or so after departure when they;may be more willing to provide information.;d.;About half of;organizations use exit interviews to make changes to aid retention.;84. Why should employers use attitude surveys?;a.;to identify;employee needs and/or preferences;b.;to identify;employees who are unmotivated and/or likely to quit;c.;as a psychological;tool to assure employees that the employer cares about their opinions;d.;to identify jobs;that can be eliminated or automated;85. Only surveys that are ____ can measure attitudes accurately.;a.;internally;developed;b.;valid and reliable;c.;custom-designed for;the specific organization;d.;user-friendly;86. The COO of ButtonVox is unwilling to authorize an attitude survey;of employees that has been proposed by the director of HR. The COO has used;several aphorisms to counter the HR director?s arguments: ?Let sleeping dogs;lie.? ?If it ain?t broke, don?t fix it.? ?Don?t ask, don?t tell.? and ?This;will just open up a can of worms.? The HR director suspects that the COO is;most concerned that;a.;it will be;difficult to keep employee responses to the survey confidential.;b.;employees will;suspect an organizational restructuring is being considered.;c.;the survey results;will reveal that employee compensation is not competitive.;d.;employees will;expect action will be taken on the concerns identified.;87. HR managers should view absenteeism and turnover as;a.;unavoidable;dysfunctional behaviors.;b.;largely out of the;organization?s control.;c.;unrelated forms of;withdrawal.;d.;symptoms of;problems within the organization.;88. Ideally, interventions to improve retention;a.;should be;implemented simultaneously across the organization.;b.;implemented in the;departments least likely to have negative consequences.;c.;pilot tested before;being implemented in the entire organization.;d.;initially;implemented in the departments with the worst retention problems.;89. The employee attitude survey conducted by a financial services;firm three months ago has been analyzed. Although employees are generally;satisfied with their pay, the survey revealed strong and generalized;dissatisfaction with the organization?s management style, promotion practices;and training programs. As director of HR, you recommend;a.;sending an internal;e-mail thanking employees for their cooperation and valuable feedback in the;survey.;b.;announcing the;positive survey results, while beginning to work on solutions to the problems;revealed by the negative results.;c.;announcing the;hiring of a consulting firm to address issues raised by the survey.;d.;communicating the;positive and negative survey results to employees along with an action plan;to move toward solutions of the problems revealed.;TRUE/FALSE;1. A major factor in whether an employer wants;to retain an employee is the employee?s performance.;2. During a merger, people are so concerned;about job security that the top quality employees who survive the layoffs have;low intention to quit.;3. Psychological contracts include both tangible;items (such as wages, benefits, employee productivity, and attendance) and;intangible items (such as loyalty, fair treatment, and job security).;4. In most organizations today, employees expect;to exchange their efforts and capabilities for a secure job that offers rising;wages, comprehensive benefits and career progression within the organization.
Paper#60060 | Written in 18-Jul-2015Price : $22