Question;5. A key contribution of the;employer which employees expect in the modern psychological contract is the;opportunity to develop their careers.;6. People who were born between 1980 and 1990;are sometimes referred to as ?Generation Why.?;7. After a corporate downsizing, the;organization can expect to have a core of highly loyal and committed employees;because the ?deadwood? and poor performers will have been weeded out.;8. Because of increasing HR attention to;employee needs and expectations, American employee satisfaction overall has;increased in recent years.;9. For the organizational cause to inspire;employee commitment, the organization must be exceptional, such as Doctors;Without Borders or Habitat for Humanity.;10. The director of HR for Lime Mountain Hospital realizes that the;labor market for intensive care nurses is very tight. She realizes that in;order to reduce the turnover of these nurses, she must somehow increase the;intensive care nurses? loyalty to the hospital.;11. Older employees tend to be more concerned about job security than;younger workers.;12. Organizational commitment and job satisfaction have a stronger;relationship with involuntary turnover than with voluntary turnover.;13. Job design has an indirect effect on both employee absenteeism and;turnover.;14. Individual performance will be high as long as two of the three;major factors influencing performance are high. That is, even if one factor is;low or absent, a high level of the two other factors will result in the;individual performing well.;15. The CEO of Glenorra Home Products has proposed bringing in a;nationally-recognized motivational speaker to address the employees. Although;this will cost $15,000, the CEO says this speaker is ?dynamite? and;?energizing.? The CEO wants you, as director of HR, to pay for this speaker out;of your very limited training and development budget. You are happy to do this;because you realize that excellent motivational speeches have long-lasting;impact on employee motivation.;16. One of the main characteristics of the ?100 Best Companies to Work;For? is that they treat employees well in both good and bad times.;17. Most people agree on what characteristics make a ?good job.?;18. As the director of HR for a major interstate trucking line, you;realize that a safe work environment is not a key factor in retention of truck;drivers because the type of person attracted to this occupation is ?macho? and;risk-taking.;19. Experience has shown that flexible work arrangements are best;handled formally.;20. If an organization cannot pay competitive wages, it will find it;difficult to retain high-performing employees.;21. Promoting from within the organization (internal recruiting) has a;positive impact on retention.;22. A manager has come to you, as an HR specialist, for advice. One of;his young, valuable employees seems to be thinking about quitting. You suggest;that it would be useful to promote this employee, since it would likely keep;her within the organization. Does research support this suggestion?;23. Providing low-cost, high-quality lunches in an employee cafeteria;would increase retention by making the employees? perception of the employer;more favorable.;24. Co-worker friendships can be one of the most important signs of a;positive workplace.;25. Voluntary absenteeism is absenteeism that the organization;considers avoidable.;26. The most widely used method of absenteeism control is;paid-time-off programs.;27. As the HR manager for a chain of grocery stores, you estimate that;in order to staff one check-out clerk position, you will have to hire multiple;individuals during the year.;28. Turnover is costly and should be avoided whenever possible.;29. If the investment specialist who handles the billion-dollar;pension fund leaves the firm, this event would be classified as dysfunctional;turnover.;30. A retention officer in the firm would have a goal of reducing;controllable turnover.;31. Glenda is keeping her job with Glenorra Home Products because if;she would quit she would lose the close-knit friendships she has built up at;the firm over the years. This is an example of dysfunctional retention because;Glenda is staying for a reason other than commitment to the organization?s;goals.;32. A high level of ?churn? is an indication of robust organizational;health, because the firm is eliminating employees with outdated skills and;replacing them with employees with more necessary skills.;33. Attitude surveys rarely provide valid and reliable results because;employees enjoy sabotaging these efforts to collect data.;34. An exit interview or questionnaire will probably gain more;accurate data if the former employee answers questions a month or more after;he/she has left the organization rather than immediately upon departure.;ESSAY;1. Traditionally, employee loyalty and long;service with one employer were the norm. How has this changed? Why? Discuss;this issue in terms of the psychological contract.;2. What is meant by job satisfaction and;organizational commitment? What are the advantages of a satisfied and committed;workforce?;3. Describe the major alternatives for;controlling voluntary absenteeism.;4. Why should organizations address controllable;turnover? What strategies would you recommend for addressing retention?;5. What are the five main drivers of retention?;Describe the HR-related activities which are related to each driver.
Paper#60061 | Written in 18-Jul-2015Price : $22