10 Chapter - Separating and Retaining Employees
Chapter 10
Separating and Retaining Employees
True / False Questions
1. Generally, organizations try to avoid the need for involuntary turnover, but accept
voluntary turnover as beyond their control and as a legitimate cost of doing business.
True False
2. Statements of at-will employment within company documents, such as applications and
handbooks, negate employees' claims of wrongful discharge.
True False
3. Outcome fairness involves the ends of a discipline process, while procedural and
interactional justice focus on the means to those ends.
True False
4. Procedural justice is a judgment that takes employees' feelings into account while carrying
out discharge actions.
True False
5. When a decision to discharge an employee is explained and implemented in a fashion that
is socially sensitive, considerate, and empathetic, it fulfills the principle of outcome fairness.
True False
6. As in other employment matters, employers must make dismissal decisions without regard
to individual's age, sex, race, or other protected status.
True False
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Chapter 10 - Separating and Retaining Employees
7. In general, employers may conduct random searches of areas like desks, lockers, and
toolboxes at any point in time and for any reason they deem appropriate.
True False
8. According to the hot-stove rule, an organization's discipline should give warning and have
consequences that are consistent, subjective, and immediate.
True False
9. Creating a formal discipline process is a primary responsibility of the human resource
department.
True False
10. Because of their overwhelming use by employees for even the most minor of
disagreements, companies have substantially reduced their use of alternative dispute
resolution systems.
True False
11. Despite its last-stage position within the alternative dispute resolution process, arbitration
still tends to be much faster, simpler, and more private than a lawsuit.
True False
12. Outplacement counseling is aimed at helping employees overcome their drug or alcohol
abuse through a third-party provider.
True False
13. Job withdrawal is a set of behaviors that dissatisfied individuals enact to avoid the work
situation physically, mentally, or emotionally.
True False
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14. Core self-evaluation refers to pervasive low levels of satisfaction in all aspects of life,
compared with other people's feelings.
True False
15. When employees are unclear about work methods, scheduling, and performance criteria
because others hold different ideas about these, they are likely to suffer from role ambiguity.
True False
16. Role conflict is uncertainty about what the organization and others expect from the
employee in terms of what to do or how to do it.
True False
17. If an employee disputes policies on the grounds that they violate state and federal laws,
he/she can go outside the organization for help to file a lawsuit.
This way to force change is available if the employee is disputing policies on the grounds that
they violate state and federal laws, such as those forbidding employment discrimination or
requiring safe working conditions.
True False
18. Among managers, women and minorities often have higher turnover rates than men.
True False
19. Job satisfaction is based on perception, not always on an objective and complete
measurement of the situation.
True False
20. As a reasonable accommodation under the Americans with Disabilities Act, an employer
may need to grant an employee time off or a flexible schedule to accommodate treatment if
the employee is clinically depressed.
True False
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21. When it comes to generating satisfaction, the most important aspect of work is the degree
to which it is meaningfully related to workers' core values.
True False
22. The two primary sets of people in an organization who most affect job satisfaction are coworkers and customers.
True False
23. When economic conditions force an organization to limit pay raises, if employees
understand the circumstances (and recognize that the same conditions are likely to be
affecting other employers), they may feel less dissatisfied.
True False
24. The Job Descriptive Index is an example of a job satisfaction instrument.
True False
25. Along with administering surveys, more organizations are analyzing basic HR data to look
for patterns in employee retention and turnover.
True False
Multiple Choice Questions
26. Terminating an employee for the use of illegal drugs is an example of a(n) _____
turnover.
A. internal
B. external
C. voluntary
D. secondary
E. involuntary
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27. When employees initiate a turnover (often when the organization would prefer to keep
them), it is called _____ turnover.
A. secondary
B. involuntary
C. internal
D. external
E. voluntary
28. The employment-at-will doctrine:
A. has gotten stronger in recent years.
B. is related to voluntary turnover.
C. has eroded significantly in recent years.
D. is simpler than arbitration.
E. is also called constructive dismissal.
29. An employee refuses an employer's request to falsify the contents of a report to the EEOC.
The employer subsequently discharges the worker for "not following orders." Identify the
exception to the at-will-employment doctrine that the employee is like to choose when he/she
files a wrongful discharge suit.
A. Equal employment
B. Public policy
C. Implied contract
D. Reverse discrimination
E. Affirmative action
30. People's perception of _____ depends on their judgment that the consequences of a
decision to employees are just.
A. distributive justice
B. procedural justice
C. interactional justice
D. arbitration
E. outcome fairness
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31. Which of the following statements is true about employee dismissal on the grounds of
employment-at-will agreements?
A. They are likely to raise principles of justice issues.
B. Most employers stopped using these agreements during the 1990s.
C. The courts have declared these agreements as illegal.
D. Most employees see the agreements as equitable.
E. In general, employees see the agreements as fair.
32. _____ involves the ends of a discipline process, while _____ and _____ focus on the
means to those ends.
A. Outcome fairness; procedural justice; interactional justice
B. Interactional justice; outcome fairness; procedural justice
C. Procedural justice; outcome fairness; interactional justice
D. Outcome fairness; procedural justice; arbitration
E. Procedural justice; interactional justice; arbitration
33. Although the rate of inflation is only 2 percent, Jessie receives a 6 percent increase in
salary. She is nonetheless dissatisfied with her salary increase due to Norvin's 9 percent
increase. Jessie is likely to contend that there is a lack of:
A. perceptual justice.
B. outcome fairness.
C. procedural justice.
D. interactional justice.
E. distributive justice.
34. Thomas Fenton was terminated from his job with no explanation of why he was let go. It
is likely that Thomas has NOT experienced:
A. procedural justice.
B. outcome fairness.
C. interactional justice.
D. arbitration.
E. distributive justice.
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35. Explanation, consideration, and empathy are key determinants of:
A. perceptual justice.
B. interactional justice.
C. procedural justice.
D. alternative dispute resolutions.
E. distributive justice.
36. People's perception of _____ is their judgment that fair methods were used to determine
the consequences an employee receives.
A. interactional justice
B. perceptual justice
C. outcome fairness
D. procedural justice
E. distributive justice
37. A perception of _____ is a judgment that the organization carried out its actions in a way
that took the employee's feelings into account.
A. interactional justice
B. procedural justice
C. perceptual justice
D. outcome fairness
E. distributive justice
38. Which of the following does an employer violate when he/she terminates an employee for
refusing to do something illegal, unethical, or unsafe?
A. Affirmative action
B. Public policy
C. Implied contract
D. Equal opportunity employment
E. Reverse discrimination
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Chapter 10 - Separating and Retaining Employees
39. HR professionals can best help organizations avoid, and defend against, charges of
wrongful discharge through all of the following activities EXCEPT:
A. designing jobs which require low mental and physical skill to ensure low employee
turnover.
B. establishing policies to handle employee misbehavior.
C. training managers to avoid making promises before or during employment that imply job
security.
D. writing and reviewing employee handbooks to avoid statements which might be interpreted
as employment contracts.
E. communicating policies for managing employee misconduct.
40. When conducting a workplace search, employers can act fairly and minimize the
likelihood of a lawsuit by:
A. hushing the company's search policies prior to the search.
B. searching employees' workplace without their knowledge.
C. using non-company personnel to conduct the search.
D. conducting random searches with or without a probable cause.
E. justifying that the organization has work rules that provide for searches.
41. If employers covered by this federal law do not give notice to the employees (and their
union, if applicable) of layoffs, they may have to provide back pay and fringe benefits and
pay penalties as well. Identify this law.
A. The Davis-Bacon Act
B. The Fair Labor Standards Act
C. The right-to-work law
D. The Employee Free Choice Act
E. The Worker Adjustment Retraining and Notification Act
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Chapter 10 - Separating and Retaining Employees
42. The Worker Adjustment Retraining and Notification Act requires that:
A. organizations with unionized operations negotiate any closings or layoffs that will affect
employees within the bargaining unit.
B. organizations with more than 100 employees conduct and publicize the results of an
environmental, community impact study before a plant closing that will affect at least 50 fulltime employees.
C. organizations with 50 or more employees and $10,000 or more in federal contracts prepare
and post an affirmation plan.
D. organizations with more than 100 employees give 60 days' notice before any closings or
layoffs that will affect at least 50 full-time employees.
E. organizations with more than 50 employees give at least 30 days' notice before any
closings or layoffs that will affect all full-time employees.
43. According to this principle of discipline, discipline should give clear warning and
following up with consistent, objective, immediate consequences. Identify this rule.
A. Principle-agent rule
B. Self-fulfilling rule
C. Fundamental attribution rule
D. Progressive discipline
E. Hot-stove rule
44. Which of the following is representative of the hot-stove rule?
A. Objective
B. Emotional
C. Personal
D. Gradual
E. Indirect
45. The principles of justice suggest that organizations prepare for problems by establishing a
formal discipline process in which the consequences become more serious if the employee
repeats the offense. Identify this process.
A. Hot-stove rule of discipline
B. Progressive discipline system
C. Alternative dispute resolution program
D. At-will-employment policies
E. Impassive justice
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Chapter 10 - Separating and Retaining Employees
46. This process seeks to prevent misbehavior and to correct, rather than merely punish,
misbehavior. Identify it.
A. Hot-stove rule
B. Arbitration
C. Progressive discipline
D. Alternative dispute resolution
E. Peer review panel
47. Which of the following is a component of progressive discipline responses?
A. Unofficial spoken warning
B. Official spoken warning
C. Second written warning without threat of temporary suspension
D. Temporary suspension with no written notice that this is a last chance to improve
E. Second official spoken warning with threat of permanent suspension
48. A progressive discipline system:
A. includes peer reviews, mediation and arbitration.
B. involves four parties: the employee, the union, the company, and the courts.
C. communicates unacceptable behavior and responds to a series of offenses with increasing
forcefulness.
D. is consistent with the employment-at-will doctrine because it gives employers the power to
hire-or-fire at will.
E. is objective, immediate, and impersonal.
49. Conducting personal business online during work hours is called:
A. cybersquatting.
B. cyberbullying.
C. cyber sleeping.
D. cyberstalking.
E. cyberslacking.
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Chapter 10 - Separating and Retaining Employees
50. Creating a formal discipline process is the primary responsibility of:
A. the human resource department.
B. the union.
C. the company's legal department.
D. top management.
E. the production department.
51. This stage of the alternative dispute resolution process works only to the degree that
managers who hear complaints listen and are able to act. Identify this stage of the alternative
dispute resolution process.
A. Mediation
B. Arbitration
C. Open-door policy
D. Progressive discipline
E. Peer review
52. If peer review does not lead to a settlement, a neutral party from outside the organization
hears the case and tries to help the people in conflict arrive at a settlement. This process is
called:
A. mediation.
B. arbitration.
C. open-door policy.
D. progressive discipline.
E. negotiation.
53. Based on the expectation that two people in conflict should first try to arrive at a
settlement together, the organization has a policy of making managers available to hear
complaints. Typically, the first "open door" is that of the employee's:
A. immediate supervisor.
B. director.
C. peers.
D. immediate subordinates.
E. the immediate manager above the immediate supervisor.
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Chapter 10 - Separating and Retaining Employees
54. ____ is a process for resolving disputes by taking them to a panel composed of
representatives from the organization at the same levels as the people in the dispute.
A. Outplacement counseling
B. Mediation
C. Open-door
D. Arbitration
E. Peer review
55. Open-door policy, peer review, mediation, and arbitration are generally steps within:
A. the strategy decision-making process.
B. an alternative dispute resolution system.
C. a collective bargaining session.
D. a union organizing campaign.
E. employee assistance programs.
56. Which stage of an alternative dispute resolution system is generally binding upon both
parties?
A. Peer review
B. Mediation
C. Open-door
D. Arbitration
E. Outplacement counseling
57. _____ is generally the last stage in an alternative dispute resolution system.
A. Peer review
B. Mediation
C. Open-door
D. Arbitration
E. Outplacement counseling
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Chapter 10 - Separating and Retaining Employees
58. ____ is a referral service that employees can use to seek professional treatment for
emotional problems or substance abuse.
A. Alternative dispute resolution
B. Outplacement counseling
C. Employee assistance program
D. Progressive discipline program
E. Principles of justice
59. Which of the following is true of employee assistance programs?
A. They should be incorporated into an organization's discipline and dismissal program.
B. They involve company-sponsored activities to help employees manage the transition from
one job to another.
C. They cease to evolve and are not fully integrated into employees' overall health benefits
plans.
D. They do not require training in their use on the part of either the supervisors or the
employees.
E. They cover low-level employees, but not supervisors.
60. Outplacement counseling programs are:
A. government-sponsored programs to help employees deal with psychological issues
associated with losing their jobs, while at the same time helping them find new employment.
B. services in which professionals try to help dismissed employees manage the transition from
one job to another.
C. third-party programs to assist employees with their mental health and chemical dependency
needs.
D. university-sponsored executive training programs which require participants to live on
campus while completing short, custom-designed courses.
E. services rendered to employees to manage drug/alcohol addiction.
61. _____ tries to help people realize that losing a job is not the end of the world and that
other opportunities exist.
A. Outplacement counseling
B. Employee assistance program
C. Alternative dispute resolution program
D. Progressive discipline
E. Relocation counseling and facilitation
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Chapter 10 - Separating and Retaining Employees
62. Job withdrawal is:
A. the loss of jobs within an organization due to adverse economic forces.
B. a set of behaviors that dissatisfied individuals enact to avoid the work situation.
C. the retracting of a job offer following the results of the preemployment physical.
D. a psychological state employees experience upon a job dismissal or retirement.
E. the retraction of an employment offer following failure to join by an agreed date.
63. _____ results when circumstances such as the nature of the job, supervisors and coworkers, pay levels, or the employee's own disposition cause the employee to become
dissatisfied with the job.
A. Fundamental attribution error
B. Principle-agent problem
C. Social loafing
D. Job withdrawal
E. Cognitive dissonance
64. Negative affectivity is related to dissatisfaction caused by:
A. unsafe working conditions.
B. characteristics of individuals.
C. organizational roles.
D. social environments.
E. demanding superiors.
65. _____ means pervasive low levels of satisfaction with all aspects of life, compared with
other people's feelings.
A. Negative affectivity
B. Negative self-evaluation
C. Job dissatisfaction
D. Job withdrawal
E. Cognitive withdrawal
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Chapter 10 - Separating and Retaining Employees
66. The positive or negative bottom-line opinions that individuals have of themselves is
known as:
A. negative affectivity.
B. self-portrait.
C. core self-evaluation.
D. self-efficacy.
E. egoism.
67. Individuals with negative affectivity tend to:
A. experience high job satisfaction.
B. experience feelings of anger, contempt, fear, and guilt.
C. seek change in socially acceptable ways.
D. look for the good in others, but not themselves.
E. work toward change.
68. When in situations they dislike, individuals with positive core self-evaluation tend to:
A. experience high job dissatisfaction.
B. blame other people for their problems.
C. seek change in socially acceptable ways.
D. act aggressively toward others.
E. experience feelings of anger, guilt, and nervousness more than others.
69. As a predictor of job dissatisfaction, nothing surpasses:
A. the nature of the task itself.
B. pay and benefits.
C. negative affectivity.
D. relationships with co-workers.
E. negative self-evaluations.
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Chapter 10 - Separating and Retaining Employees
70. Identify the correct statement about tasks and roles.
A. Role ambiguity is an employee's recognition that demands of the job are incompatible or
contradictory.
B. Team members feel role overload when they realize that their team leader and functional
manager have conflicting expectations of them.
C. Role conflict is uncertainty about what the organization and others expect from the
employee in terms of what to do or how to do it.
D. Employees may feel conflict between work roles and family roles.
E. After an organization downsizes, it may expect so much of the remaining employees that
they experience role underload.
71. _____ is uncertainty about what the organization and others expect from the employee in
terms of what to do or how to do it.
A. Role underload
B. Role ambiguity
C. Role conflict
D. Role overload
E. Role autonomy
72. _____ is an employee's recognition that demands of the job are incompatible or
contradictory.
A. Role conflict
B. Role overload
C. Role underload
D. Role ambiguity
E. Role autonomy
73. Foreign assignments can be highly disruptive to family members, and the resulting role
_____ is the top reason that people quit overseas assignments.
A. autonomy
B. overload
C. underload
D. ambiguity
E. conflict
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Chapter 10 - Separating and Retaining Employees
74. Maria was recently told by upper management that they expected her to exercise more
authority and leadership in her work group. Just two days prior to that, her team told her that
while they appreciated the initiative she demonstrated, they expected her to be less
authoritative and more democratic in the future. The term that best describes what Maria is
experiencing is:
A. role ambiguity.
B. role distance.
C. role conflict.
D. role overload.
E. role autonomy.
75. This results when too many expectations or demands are placed on a person. After an
organization downsizes, it may expect the remaining employees to experience this role.
Identify it.
A. Role autonomy
B. Role conflict
C. Role underload
D. Role ambiguity
E. Role overload
76. John is a single father who works full-time and attends to the needs of his three young
children. It seems as though he never has an eight-hour period in which he does not have to
respond to work demands and/or the demands of his children. The term that best characterizes
what John is experiencing is:
A. role ambiguity.
B. role distance.
C. role conflict.
D. role overload.
E. role underload.
77. The amount of income associated with each job is called the:
A. pay rank.
B. pay status.
C. pay differential.
D. pay grade.
E. pay level.
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Chapter 10 - Separating and Retaining Employees
78. The form of withdrawal which is likely to occur first is:
A. health problems.
B. diminished job involvement.
C. behavior change.
D. physical withdrawal.
E. low self-esteem.
79. When employees cannot work with management to make changes, they may engage in
____, taking their charges to the media in the hope that if the public learns about the situation,
the organization will be forced to change.
A. scapegoating
B. progressive discipline
C. class actions
D. media manipulation
E. whistle-blowing
80. In terms of job dissatisfaction, an employee who calls in sick or arrives to work late is
engaging in:
A. behavior change.
B. psychological withdrawal.
C. physical withdrawal.
D. whistle-blowing.
E. emotional withdrawal.
81. Helen is very dissatisfied with her job situation, but she does not perceive any other
employment opportunities, so she stays and spends most of the workday dreaming about
nonwork matters. Which of the following behaviors is she experiencing?
A. Physical withdrawal
B. Psychological withdrawal
C. Changed behaviors
D. Physiological withdrawal
E. Emotional withdrawal
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Chapter 10 - Separating and Retaining Employees
82. Low job involvement and low organizational commitment are:
A. essentially the same thing.
B. examples of psychological withdrawal.
C. examples of physical withdrawal that are related to job dissatisfaction.
D. examples of behavior change.
E. examples of physiological withdrawal.
83. The three components of job satisfaction are:
A. compensation, working conditions, and peer support.
B. values, perceptions, and ideas of what is important.
C. job involvement, organizational commitment, and job withdrawal.
D. physical environment, social environment, and the person.
E. emotional, physical, and financial well-being.
84. Organizations can improve job satisfaction by:
A. making jobs simple and meaningful through such approaches as job enrichment and job
rotation.
B. clarifying employees' roles by clearly spelling out work methods, schedules, and
performance measures.
C. implementing employment-at-will policies, clarifying workplace relations, and discipline
practices.
D. fostering team building among top management and low-level employees on the job
through activities such as bowling leagues.
E. communicating to employers the value of their benefits.
85. An intervention designed to increase the communication and understanding of the various
sets of role expectations that exist for specific employees is called:
A. role playing.
B. role analysis technique.
C. role making and role taking.
D. role enrichment.
E. role negotiation.
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Chapter 10 - Separating and Retaining Employees
86. You are concerned about an "unacceptable level" of job dissatisfaction among a number
of work teams in your organization, and you have determined the primary cause of the
dissatisfaction is the uncertainty that exists among employees regarding what is expected of
them. Based on this limited information, the most appropriate intervention would be:
A. job enrichment.
B. role analysis technique.
C. job rotation.
D. use of negative affectivity as a selection criterion.
E. role contribution technique.
87. The two sets of people in the organization who most affect an individual's job satisfaction
are:
A. subordinates and supervisors.
B. supervisors and family members.
C. co-workers and subordinates.
D. supervisors and co-workers.
E. supervisors and upper-level managers.
88. Which of the following is NOT a likely outcome or benefit of conducting annual
employee satisfaction surveys?
A. They give employees an outlet for voicing their concerns.
B. They allow the company to monitor trends over time.
C. They give the organization a way to measure whether policies adopted to improve job
satisfaction and employee retention are working.
D. They provide evidence of the knowledge, skills, and abilities necessary to perform specific
jobs.
E. They provide data that organizations can use to compare themselves to others in the same
industry.
89. Which of the following aspects of satisfaction does the job description index emphasize?
A. Top management
B. The work itself
C. Skills
D. Customers
E. Qualifications
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Chapter 10 - Separating and Retaining Employees
90. The _____ emphasizes specific aspects of satisfactionpay, the work itself, supervision,
co-workers, and promotions.
A. ADR
B. EAP
C. JDI
D. PSQ
E. EWP
Essay Questions
91. Distinguish between involuntary and voluntary turnover, and give examples of each.
92. Discuss the three major principles of justice.
93. What are the requirements that employers must meet to avoid wrongful discharge?
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Chapter 10 - Separating and Retaining Employees
94. Discuss the following approaches to discipline: hot-stove rule and progressive discipline.
95. Explain alternative dispute resolution systems and the stages that generally constitute this
system. Justify its increase in use.
96. Explain what job withdrawal is, discuss the four types of conditions that lead up to it, and
discuss its three levels of progression.
97. What is job satisfaction? Mention some aspects of job satisfaction.
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Chapter 10 - Separating and Retaining Employees
98. Describe how organizations contribute to employees' job satisfaction and retain key
employees through job complexity and meaningful work.
99. Discuss the primary sets of people in an organization who affect job satisfaction. What are
the reasons a person may be satisfied with these people?
100. Write a short note on exit interviews.
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Chapter 10 - Separating and Retaining Employees
Chapter 10 Separating and Retaining Employees Answer Key
True / False Questions
1. (p. 293) Generally, organizations try to avoid the need for involuntary turnover, but accept
voluntary turnover as beyond their control and as a legitimate cost of doing business.
FALSE
In general, organizations try to avoid the need for involuntary turnover and to minimize
voluntary turnover, especially among top performers. Both kinds of turnover are costly.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-01 Distinguish between involuntary and voluntary turnover; and describe their effects on an organization.
Topic: Managing Voluntary and Involuntary Turnover
2. (p. 294) Statements of at-will employment within company documents, such as applications
and handbooks, negate employees' claims of wrongful discharge.
FALSE
Historically, if the organization and employee do not have a specific employment contract, the
employer or employee may end the employment relationship at any time. This is the
employment-at-will doctrine. This doctrine has eroded significantly, however. Employees
who have been terminated sometimes sue their employers for wrongful discharge.
AACSB: Ethics
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-01 Distinguish between involuntary and voluntary turnover; and describe their effects on an organization.
Topic: Managing Voluntary and Involuntary Turnover
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Chapter 10 - Separating and Retaining Employees
3. (p. 295) Outcome fairness involves the ends of a discipline process, while procedural and
interactional justice focus on the means to those ends.
TRUE
Outcome fairness involves the ends of a discipline process, while procedural and interactional
justice focus on the means to those ends. Not only is behavior ethical that is in accord with
these principles, but research has also linked the last two categories of justice with employee
satisfaction and productivity.
AACSB: Ethics
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-02 Discuss how employees determine whether the organization treats them fairly.
Topic: Principles of Justice
4. (p. 296) Procedural justice is a judgment that takes employees' feelings into account while
carrying out discharge actions.
FALSE
Procedural justice is a judgment that fair methods were used to determine the consequences
an employee receives.
AACSB: Ethics
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-02 Discuss how employees determine whether the organization treats them fairly.
Topic: Principles of Justice
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Chapter 10 - Separating and Retaining Employees
5. (p. 296) When a decision to discharge an employee is explained and implemented in a fashion
that is socially sensitive, considerate, and empathetic, it fulfills the principle of outcome
fairness.
FALSE
A perception of interactional justice is a judgment that the organization carried out its actions
in a way that took the employee's feelings into account. A disciplinary action meets the
standards of interactional justice if the manager explains to the employee how the action is
procedurally just. The manager should listen to the employee. The manager should treat the
employee with dignity and respect and should empathize with the employee's feelings. Even
when a manager discharges an employee for doing something wrong, the manager can speak
politely and state the reasons for the action.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-02 Discuss how employees determine whether the organization treats them fairly.
Topic: Principles of Justice
6. (p. 297) As in other employment matters, employers must make dismissal decisions without
regard to individual's age, sex, race, or other protected status.
TRUE
A benefit of a formal discipline policy is that it helps the organization comply with equal
employment opportunity requirements. As in other employment matters, employers must
make decisions without regard to individuals' age, sex, race, or other protected status.
AACSB: Ethics
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-03 Identify legal requirements for employee discipline.
Topic: Legal Requirements
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Chapter 10 - Separating and Retaining Employees
7. (p. 297-298) In general, employers may conduct random searches of areas like desks, lockers,
and toolboxes at any point in time and for any reason they deem appropriate.
FALSE
In general, random searches of areas such as desks, lockers, toolboxes, and communications
such as e-mails are permissible, so long as the employer can justify that there is probable
cause for the search and the organization has work rules that provide for searches.
AACSB: Ethics
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-03 Identify legal requirements for employee discipline.
Topic: Legal Requirements
8. (p. 298) According to the hot-stove rule, an organization's discipline should give warning and
have consequences that are consistent, subjective, and immediate.
FALSE
Organizations look for methods of handling problem behavior that are fair, legal, and
effective. A popular principle for responding effectively is the hot-stove rule.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Progressive Discipline
9. (p. 299) Creating a formal discipline process is a primary responsibility of the human resource
department.
TRUE
Creating a formal discipline process is a primary responsibility of the human resource
department. The HR professional should consult with supervisors and managers to identify
unacceptable behaviors and establish rules and consequences for violating the rules.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Progressive Discipline
10-27
Chapter 10 - Separating and Retaining Employees
10. (p. 301) Because of their overwhelming use by employees for even the most minor of
disagreements, companies have substantially reduced their use of alternative dispute
resolution systems.
FALSE
Rather than turning to the courts every time an outsider is desired, more and more
organizations are using alternative dispute resolution (ADR).
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Alternative Dispute Resolution
11. (p. 302) Despite its last-stage position within the alternative dispute resolution process,
arbitration still tends to be much faster, simpler, and more private than a lawsuit.
TRUE
Each stage of the alternative dispute resolution reflects a broader involvement of people
outside the dispute. The hope is that the conflict will be resolved at earlier stages, where the
costs, time, and embarrassing publicity are lowest. However, even the arbitration stage tends
to be much faster, simpler, and more private than a lawsuit.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Alternative Dispute Resolution
12. (p. 303) Outplacement counseling is aimed at helping employees overcome their drug or
alcohol abuse through a third-party provider.
FALSE
Outplacement counseling is a service in which professionals try to help dismissed employees
manage the transition from one job to another.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Outplacement Counseling
10-28
Chapter 10 - Separating and Retaining Employees
13. (p. 303) Job withdrawal is a set of behaviors that dissatisfied individuals enact to avoid the
work situation physically, mentally, or emotionally.
TRUE
Job withdrawal results when circumstances such as the nature of the job, supervisors and coworkers, pay levels, or the employee's own disposition cause the employee to become
dissatisfied with the job.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Job Withdrawal
14. (p. 304) Core self-evaluation refers to pervasive low levels of satisfaction in all aspects of
life, compared with other people's feelings.
FALSE
Core self-evaluations are bottom-line opinions individuals have of themselves and may be
positive or negative.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
15. (p. 305) When employees are unclear about work methods, scheduling, and performance
criteria because others hold different ideas about these, they are likely to suffer from role
ambiguity.
TRUE
Role ambiguity is uncertainty about what the organization and others expect from the
employee in terms of what to do or how to do it.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
10-29
Chapter 10 - Separating and Retaining Employees
16. (p. 305) Role conflict is uncertainty about what the organization and others expect from the
employee in terms of what to do or how to do it.
FALSE
Role conflict is an employee's recognition that demands of the job are incompatible or
contradictory.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
17. (p. 307) If an employee disputes policies on the grounds that they violate state and federal
laws, he/she can go outside the organization for help to file a lawsuit.
This way to force change is available if the employee is disputing policies on the grounds that
they violate state and federal laws, such as those forbidding employment discrimination or
requiring safe working conditions.
TRUE
One way employees may go outside the organization for help is to file a lawsuit.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Behavior Change
18. (p. 308) Among managers, women and minorities often have higher turnover rates than men.
TRUE
Among managers, women and minorities often have higher turnover rates. Many leave
because they see little opportunity for promotions.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Physical Job Withdrawal
10-30
Chapter 10 - Separating and Retaining Employees
19. (p. 309) Job satisfaction is based on perception, not always on an objective and complete
measurement of the situation.
TRUE
Job satisfaction is based on perception, not always on an objective and complete measurement
of the situation. Each person compares the job situation to his/her values, and people are
likely to differ in what they perceive.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Job Satisfaction
20. (p. 310) As a reasonable accommodation under the Americans with Disabilities Act, an
employer may need to grant an employee time off or a flexible schedule to accommodate
treatment if the employee is clinically depressed.
TRUE
Depression is a common condition, but most cases can be managed with proper care. As a
reasonable accommodation under the Americans with Disabilities Act, the employer may
need to grant the employee time off or a flexible schedule to accommodate treatment.
AACSB: Ethics
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Personal Dispositions
10-31
Chapter 10 - Separating and Retaining Employees
21. (p. 311) When it comes to generating satisfaction, the most important aspect of work is the
degree to which it is meaningfully related to workers' core values.
TRUE
When it comes to generating satisfaction, the most important aspect of work is the degree to
which it is meaningfully related to workers' core values. People sign on to help charitable
causes for little or no pay simply because of the value they place on making a difference in
the world.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Tasks and Roles
22. (p. 312) The two primary sets of people in an organization who most affect job satisfaction
are co-workers and customers.
FALSE
The two primary sets of people in an organization who affect job satisfaction are co-workers
and supervisors.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Supervisors and Co-workers
23. (p. 313) When economic conditions force an organization to limit pay raises, if employees
understand the circumstances (and recognize that the same conditions are likely to be
affecting other employers), they may feel less dissatisfied.
TRUE
HR professionals can contribute to the sources of job satisfaction by helping to communicate
the reasoning behind the organization's pay structure and pay raises.
AACSB: Analytic
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Pay and Benefits
10-32
Chapter 10 - Separating and Retaining Employees
24. (p. 314) The Job Descriptive Index is an example of a job satisfaction instrument.
TRUE
A widely used measure of job satisfaction, the Job Descriptive Index (JDI), emphasizes
specific aspects of satisfactionpay, the work itself, supervision, co-workers, and
promotions.
AACSB: Analytic
Bloom's: Understand
Difficulty: Easy
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Monitoring Job Satisfaction
25. (p. 315) Along with administering surveys, more organizations are analyzing basic HR data
to look for patterns in employee retention and turnover.
TRUE
Along with administering surveys, more organizations are analyzing basic HR data to look for
patterns in employee retention and turnover. The results may confirm expectations or generate
surprises that merit further investigation.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Monitoring Job Satisfaction
Multiple Choice Questions
10-33
Chapter 10 - Separating and Retaining Employees
26. (p. 293) Terminating an employee for the use of illegal drugs is an example of a(n) _____
turnover.
A. internal
B. external
C. voluntary
D. secondary
E. involuntary
When the organization initiates the turnover (often with employees who would prefer to stay),
the result is involuntary turnover. Examples include terminating an employee for drug use or
laying off employees during a downturn.
AACSB: Analytic
Bloom's: Apply
Difficulty: Easy
Learning Objective: 10-01 Distinguish between involuntary and voluntary turnover; and describe their effects on an organization.
Topic: Managing Voluntary and Involuntary Turnover
27. (p. 293) When employees initiate a turnover (often when the organization would prefer to
keep them), it is called _____ turnover.
A. secondary
B. involuntary
C. internal
D. external
E. voluntary
When the employees initiate the turnover (often when the organization would prefer to keep
them), it is voluntary turnover. Employees may leave to retire or to take a job with a different
organization.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-01 Distinguish between involuntary and voluntary turnover; and describe their effects on an organization.
Topic: Managing Voluntary and Involuntary Turnover
10-34
Chapter 10 - Separating and Retaining Employees
28. (p. 294) The employment-at-will doctrine:
A. has gotten stronger in recent years.
B. is related to voluntary turnover.
C. has eroded significantly in recent years.
D. is simpler than arbitration.
E. is also called constructive dismissal.
Historically, if the organization and employee do not have a specific employment contract, the
employer or employee may end the employment relationship at any time. This is the
employment-at-will doctrine. This doctrine has eroded significantly, however. Employees
who have been terminated sometimes sue their employers for wrongful discharge.
AACSB: Reflective Thinking
Bloom's: Understand
Difficulty: Easy
Learning Objective: 10-01 Distinguish between involuntary and voluntary turnover; and describe their effects on an organization.
Topic: Managing Voluntary and Involuntary Turnover
29. (p. 294) An employee refuses an employer's request to falsify the contents of a report to the
EEOC. The employer subsequently discharges the worker for "not following orders." Identify
the exception to the at-will-employment doctrine that the employee is like to choose when
he/she files a wrongful discharge suit.
A. Equal employment
B. Public policy
C. Implied contract
D. Reverse discrimination
E. Affirmative action
A discharge can be found illegal if it violates a public policy (for example, firing an employee
for refusing to do something illegal).
AACSB: Analytic
Bloom's: Analyze
Difficulty: Medium
Learning Objective: 10-01 Distinguish between involuntary and voluntary turnover; and describe their effects on an organization.
Topic: Managing Voluntary and Involuntary Turnover
10-35
Chapter 10 - Separating and Retaining Employees
30. (p. 295) People's perception of _____ depends on their judgment that the consequences of a
decision to employees are just.
A. distributive justice
B. procedural justice
C. interactional justice
D. arbitration
E. outcome fairness
People's perception of outcome fairness depends on their judgment that the consequences of a
decision to employees are just.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-02 Discuss how employees determine whether the organization treats them fairly.
Topic: Principles of Justice
31. (p. 295) Which of the following statements is true about employee dismissal on the grounds
of employment-at-will agreements?
A. They are likely to raise principles of justice issues.
B. Most employers stopped using these agreements during the 1990s.
C. The courts have declared these agreements as illegal.
D. Most employees see the agreements as equitable.
E. In general, employees see the agreements as fair.
Policies that can lead to employee separation should be based on principles of justice and law,
and they should allow for various ways to intervene.
AACSB: Ethics
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-02 Discuss how employees determine whether the organization treats them fairly.
Topic: Principles of Justice
10-36
Chapter 10 - Separating and Retaining Employees
32. (p. 295) _____ involves the ends of a discipline process, while _____ and _____ focus on the
means to those ends.
A. Outcome fairness; procedural justice; interactional justice
B. Interactional justice; outcome fairness; procedural justice
C. Procedural justice; outcome fairness; interactional justice
D. Outcome fairness; procedural justice; arbitration
E. Procedural justice; interactional justice; arbitration
Outcome fairness involves the ends of a discipline process, while procedural and interactional
justice focus on the means to those ends.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-02 Discuss how employees determine whether the organization treats them fairly.
Topic: Principles of Justice
33. (p. 295) Although the rate of inflation is only 2 percent, Jessie receives a 6 percent increase
in salary. She is nonetheless dissatisfied with her salary increase due to Norvin's 9 percent
increase. Jessie is likely to contend that there is a lack of:
A. perceptual justice.
B. outcome fairness.
C. procedural justice.
D. interactional justice.
E. distributive justice.
People's perception of outcome fairness depends on their judgment that the consequences of a
decision to employees are just.
AACSB: Analytic
Bloom's: Analyze
Difficulty: Hard
Learning Objective: 10-02 Discuss how employees determine whether the organization treats them fairly.
Topic: Principles of Justice
10-37
Chapter 10 - Separating and Retaining Employees
34. (p. 295) Thomas Fenton was terminated from his job with no explanation of why he was let
go. It is likely that Thomas has NOT experienced:
A. procedural justice.
B. outcome fairness.
C. interactional justice.
D. arbitration.
E. distributive justice.
A perception of interactional justice is a judgment that the organization carried out its actions
in a way that took the employee's feelings into account.
AACSB: Analytic
Bloom's: Apply
Difficulty: Hard
Learning Objective: 10-02 Discuss how employees determine whether the organization treats them fairly.
Topic: Principles of Justice
35. (p. 296) Explanation, consideration, and empathy are key determinants of:
A. perceptual justice.
B. interactional justice.
C. procedural justice.
D. alternative dispute resolutions.
E. distributive justice.
A perception of interactional justice is a judgment that the organization carried out its actions
in a way that took the employee's feelings into account.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-02 Discuss how employees determine whether the organization treats them fairly.
Topic: Principles of Justice
10-38
Chapter 10 - Separating and Retaining Employees
36. (p. 296) People's perception of _____ is their judgment that fair methods were used to
determine the consequences an employee receives.
A. interactional justice
B. perceptual justice
C. outcome fairness
D. procedural justice
E. distributive justice
People's perception of procedural justice is their judgment that fair methods were used to
determine the consequences an employee receives.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-02 Discuss how employees determine whether the organization treats them fairly.
Topic: Principles of Justice
37. (p. 296) A perception of _____ is a judgment that the organization carried out its actions in a
way that took the employee's feelings into account.
A. interactional justice
B. procedural justice
C. perceptual justice
D. outcome fairness
E. distributive justice
Interactional justice is a judgment about the ways that managers interact with their employees.
A disciplinary action meets the standards of interactional justice if the manager explains to the
employee how the action is procedurally just. The manager should listen to the employee. The
manager should also treat the employee with dignity and respect and should empathize with
the employee's feelings.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-02 Discuss how employees determine whether the organization treats them fairly.
Topic: Principles of Justice
10-39
Chapter 10 - Separating and Retaining Employees
38. (p. 297) Which of the following does an employer violate when he/she terminates an
employee for refusing to do something illegal, unethical, or unsafe?
A. Affirmative action
B. Public policy
C. Implied contract
D. Equal opportunity employment
E. Reverse discrimination
One reason a discharge may be considered wrongful is that it violates public policy.
Violations of public policy include terminating the employee for refusing to do something
illegal, unethical, or unsafe.
AACSB: Ethics
Bloom's: Apply
Difficulty: Easy
Learning Objective: 10-03 Identify legal requirements for employee discipline.
Topic: Legal Requirements
39. (p. 297) HR professionals can best help organizations avoid, and defend against, charges of
wrongful discharge through all of the following activities EXCEPT:
A. designing jobs which require low mental and physical skill to ensure low employee
turnover.
B. establishing policies to handle employee misbehavior.
C. training managers to avoid making promises before or during employment that imply job
security.
D. writing and reviewing employee handbooks to avoid statements which might be interpreted
as employment contracts.
E. communicating policies for managing employee misconduct.
HR professionals can help organizations avoid (and defend against) charges of wrongful
discharge by establishing and communicating policies for handling misbehavior. They should
define unacceptable behaviors and identify how the organization will respond to them.
Finally, in writing and reviewing employee handbooks, HR professionals should avoid any
statements that could be interpreted as employment contracts.
AACSB: Reflective Thinking
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-03 Identify legal requirements for employee discipline.
Topic: Legal Requirements
10-40
Chapter 10 - Separating and Retaining Employees
40. (p. 297-298) When conducting a workplace search, employers can act fairly and minimize the
likelihood of a lawsuit by:
A. hushing the company's search policies prior to the search.
B. searching employees' workplace without their knowledge.
C. using non-company personnel to conduct the search.
D. conducting random searches with or without a probable cause.
E. justifying that the organization has work rules that provide for searches.
In general, random searches of areas such as desks, lockers, toolboxes, and communications
such as e-mails are permissible, so long as the employer can justify that there is probable
cause for the search and the organization has work rules that provide for searches. Employers
can act fairly and minimize the likelihood of a lawsuit by publicizing the policy,
applying search it consistently, asking for the employee's consent before the search begins, and
conducting the search discreetly.
AACSB: Ethics
Bloom's: Understand
Difficulty: Hard
Learning Objective: 10-03 Identify legal requirements for employee discipline.
Topic: Legal Requirements
41. (p. 298) If employers covered by this federal law do not give notice to the employees (and
their union, if applicable) of layoffs, they may have to provide back pay and fringe benefits
and pay penalties as well. Identify this law.
A. The Davis-Bacon Act
B. The Fair Labor Standards Act
C. The right-to-work law
D. The Employee Free Choice Act
E. The Worker Adjustment Retraining and Notification Act
An organization that plans such broad-scale layoffs may be subject to the Workers'
Adjustment Retraining and Notification Act. This federal law requires that organizations with
more than 100 employees give 60 days' notice before any closing or layoff that will affect at
least 50 full-time employees.
AACSB: Ethics
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Notification of Layoffs
10-41
Chapter 10 - Separating and Retaining Employees
42. (p. 298) The Worker Adjustment Retraining and Notification Act requires that:
A. organizations with unionized operations negotiate any closings or layoffs that will affect
employees within the bargaining unit.
B. organizations with more than 100 employees conduct and publicize the results of an
environmental, community impact study before a plant closing that will affect at least 50 fulltime employees.
C. organizations with 50 or more employees and $10,000 or more in federal contracts prepare
and post an affirmation plan.
D. organizations with more than 100 employees give 60 days' notice before any closings or
layoffs that will affect at least 50 full-time employees.
E. organizations with more than 50 employees give at least 30 days' notice before any
closings or layoffs that will affect all full-time employees.
An organization that plans such broad-scale layoffs may be subject to the Worker Adjustment
Retraining and Notification Act. This federal law requires that organizations with more than
100 employees give 60 days' notice before any closing or layoff that will affect at least 50
full-time employees.
AACSB: Ethics
Bloom's: Remember
Difficulty: Hard
Learning Objective: 10-03 Identify legal requirements for employee discipline.
Topic: Notification of Layoffs
43. (p. 298) According to this principle of discipline, discipline should give clear warning and
following up with consistent, objective, immediate consequences. Identify this rule.
A. Principle-agent rule
B. Self-fulfilling rule
C. Fundamental attribution rule
D. Progressive discipline
E. Hot-stove rule
According to the hot-stove principle, discipline should be like a hot stove: The glowing or
burning stove gives warning not to touch. Anyone who ignores the warning will be burned.
The stove has no feelings to influence which people it burns, and it delivers the same burn to
any touch. Finally, the burn is immediate. Like the hot stove, an organization's discipline
should give warning and have consequences that are consistent, objective, and immediate.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Progressive Discipline
10-42
Chapter 10 - Separating and Retaining Employees
44. (p. 298) Which of the following is representative of the hot-stove rule?
A. Objective
B. Emotional
C. Personal
D. Gradual
E. Indirect
The hot-stove rule is a principle of discipline that says discipline should be like a hot stove,
giving clear warning and following up with consistent, objective, immediate consequences.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Progressive Discipline
45. (p. 298) The principles of justice suggest that organizations prepare for problems by
establishing a formal discipline process in which the consequences become more serious if the
employee repeats the offense. Identify this process.
A. Hot-stove rule of discipline
B. Progressive discipline system
C. Alternative dispute resolution program
D. At-will-employment policies
E. Impassive justice
The principles of justice suggest that the organization prepare for problems by establishing a
formal discipline process in which the consequences become more serious if the employee
repeats the offense. Such a system is called progressive discipline.
AACSB: Analytic
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Progressive Discipline
10-43
Chapter 10 - Separating and Retaining Employees
46. (p. 299) This process seeks to prevent misbehavior and to correct, rather than merely punish,
misbehavior. Identify it.
A. Hot-stove rule
B. Arbitration
C. Progressive discipline
D. Alternative dispute resolution
E. Peer review panel
A typical progressive discipline system identifies and communicates unacceptable behaviors
and responds to a series of offenses with the actionsspoken and then written warnings,
temporary suspension, and finally, termination. This process seeks to prevent misbehavior and
to correct, rather than merely punish, misbehavior.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Progressive Discipline
47. (p. 299) Which of the following is a component of progressive discipline responses?
A. Unofficial spoken warning
B. Official spoken warning
C. Second written warning without threat of temporary suspension
D. Temporary suspension with no written notice that this is a last chance to improve
E. Second official spoken warning with threat of permanent suspension
A typical progressive discipline system identifies and communicates unacceptable behaviors
and responds to a series of offenses with the actionsspoken and then written warnings,
temporary suspension, and finally, termination.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Progressive Discipline
10-44
Chapter 10 - Separating and Retaining Employees
48. (p. 299) A progressive discipline system:
A. includes peer reviews, mediation and arbitration.
B. involves four parties: the employee, the union, the company, and the courts.
C. communicates unacceptable behavior and responds to a series of offenses with increasing
forcefulness.
D. is consistent with the employment-at-will doctrine because it gives employers the power to
hire-or-fire at will.
E. is objective, immediate, and impersonal.
A typical progressive discipline system identifies and communicates unacceptable behaviors
and responds to a series of offenses with the actionsspoken and then written warnings,
temporary suspension, and finally, termination.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Progressive Discipline
49. (p. 299) Conducting personal business online during work hours is called:
A. cybersquatting.
B. cyberbullying.
C. cyber sleeping.
D. cyberstalking.
E. cyberslacking.
Cyberslacking is conducting personal business online during work hours.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Progressive Discipline
10-45
Chapter 10 - Separating and Retaining Employees
50. (p. 299) Creating a formal discipline process is the primary responsibility of:
A. the human resource department.
B. the union.
C. the company's legal department.
D. top management.
E. the production department.
Creating a formal discipline process is a primary responsibility of the human resource
department. The HR professional should consult with supervisors and managers to identify
unacceptable behaviors and establish rules and consequences for violating the rules.
AACSB: Analytic
Bloom's: Understand
Difficulty: Easy
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Progressive Discipline
51. (p. 301) This stage of the alternative dispute resolution process works only to the degree that
managers who hear complaints listen and are able to act. Identify this stage of the alternative
dispute resolution process.
A. Mediation
B. Arbitration
C. Open-door policy
D. Progressive discipline
E. Peer review
Open-door policy is an organization's policy of making managers available to hear
complaints. This policy works only to the degree that managers who hear complaints listen
and are able to act.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Alternative Dispute Resolution
10-46
Chapter 10 - Separating and Retaining Employees
52. (p. 301) If peer review does not lead to a settlement, a neutral party from outside the
organization hears the case and tries to help the people in conflict arrive at a settlement. This
process is called:
A. mediation.
B. arbitration.
C. open-door policy.
D. progressive discipline.
E. negotiation.
Mediation is a nonbinding process in which a neutral party from outside the organization
hears the case and tries to help the people in conflict arrive at a settlement.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Alternative Dispute Resolution
53. (p. 301) Based on the expectation that two people in conflict should first try to arrive at a
settlement together, the organization has a policy of making managers available to hear
complaints. Typically, the first "open door" is that of the employee's:
A. immediate supervisor.
B. director.
C. peers.
D. immediate subordinates.
E. the immediate manager above the immediate supervisor.
Open-door policy is based on the expectation that two people in conflict should first try to
arrive at a settlement together, the organization has a policy of making managers available to
hear complaints. Typically, the first "open door" is that of the employee's immediate
supervisor, and if the employee does not get a resolution from that person, the employee may
appeal to managers at higher levels.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Alternative Dispute Resolution
10-47
Chapter 10 - Separating and Retaining Employees
54. (p. 301) ____ is a process for resolving disputes by taking them to a panel composed of
representatives from the organization at the same levels as the people in the dispute.
A. Outplacement counseling
B. Mediation
C. Open-door
D. Arbitration
E. Peer review
If the people in a conflict cannot reach an agreement, they take their conflict to a panel
composed of representatives from the organization at the same levels as the people in the
dispute. The panel hears the case and tries to help the parties arrive at a settlement.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Alternative Dispute Resolution
55. (p. 301-302) Open-door policy, peer review, mediation, and arbitration are generally steps
within:
A. the strategy decision-making process.
B. an alternative dispute resolution system.
C. a collective bargaining session.
D. a union organizing campaign.
E. employee assistance programs.
Open-door policy, peer review, mediation, and arbitration are the four stages of the alternative
dispute resolution system.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Alternative Dispute Resolution
10-48
Chapter 10 - Separating and Retaining Employees
56. (p. 302) Which stage of an alternative dispute resolution system is generally binding upon
both parties?
A. Peer review
B. Mediation
C. Open-door
D. Arbitration
E. Outplacement counseling
Arbitration is a binding process in which a professional arbitrator from outside the
organization hears the case and resolves it by making a decision.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Alternative Dispute Resolution
57. (p. 302) _____ is generally the last stage in an alternative dispute resolution system.
A. Peer review
B. Mediation
C. Open-door
D. Arbitration
E. Outplacement counseling
See Figure 10.3 for the typical stages of alternative dispute resolution.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Alternative Dispute Resolution
10-49
Chapter 10 - Separating and Retaining Employees
58. (p. 302) ____ is a referral service that employees can use to seek professional treatment for
emotional problems or substance abuse.
A. Alternative dispute resolution
B. Outplacement counseling
C. Employee assistance program
D. Progressive discipline program
E. Principles of justice
An employee assistance program (EAP) is a referral service that employees can use to seek
professional treatment for emotional problems or substance abuse.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Employee Assistance Programs
59. (p. 302) Which of the following is true of employee assistance programs?
A. They should be incorporated into an organization's discipline and dismissal program.
B. They involve company-sponsored activities to help employees manage the transition from
one job to another.
C. They cease to evolve and are not fully integrated into employees' overall health benefits
plans.
D. They do not require training in their use on the part of either the supervisors or the
employees.
E. They cover low-level employees, but not supervisors.
Today, many EAPs are now fully integrated into employers' overall health benefits plans,
where they refer employees to covered mental health services. Supervisors are trained to use
the referral service for employees whom they suspect of having health-related problems.
AACSB: Analytic
Bloom's: Understand
Difficulty: Hard
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Employee Assistance Programs
10-50
Chapter 10 - Separating and Retaining Employees
60. (p. 303) Outplacement counseling programs are:
A. government-sponsored programs to help employees deal with psychological issues
associated with losing their jobs, while at the same time helping them find new employment.
B. services in which professionals try to help dismissed employees manage the transition from
one job to another.
C. third-party programs to assist employees with their mental health and chemical dependency
needs.
D. university-sponsored executive training programs which require participants to live on
campus while completing short, custom-designed courses.
E. services rendered to employees to manage drug/alcohol addiction.
Outplacement counseling tries to help dismissed employees manage the transition from one
job to another.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Outplacement Counseling
61. (p. 303) _____ tries to help people realize that losing a job is not the end of the world and
that other opportunities exist.
A. Outplacement counseling
B. Employee assistance program
C. Alternative dispute resolution program
D. Progressive discipline
E. Relocation counseling and facilitation
An employee who has been discharged is likely to feel angry and confused about what to do
next. If the person feels there is nothing to lose and nowhere else to turn, the potential for
violence or a lawsuit is greater than most organizations are willing to tolerate. This concern is
one reason many organizations provide outplacement counseling, which tries to help
dismissed employees manage the transition from one job to another.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Outplacement Counseling
10-51
Chapter 10 - Separating and Retaining Employees
62. (p. 303) Job withdrawal is:
A. the loss of jobs within an organization due to adverse economic forces.
B. a set of behaviors that dissatisfied individuals enact to avoid the work situation.
C. the retracting of a job offer following the results of the preemployment physical.
D. a psychological state employees experience upon a job dismissal or retirement.
E. the retraction of an employment offer following failure to join by an agreed date.
Job withdrawal results when circumstances such as the nature of the job, supervisors and coworkers, pay levels, or the employee's own disposition cause the employee to become
dissatisfied with the job.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Withdrawal
63. (p. 303) _____ results when circumstances such as the nature of the job, supervisors and coworkers, pay levels, or the employee's own disposition cause the employee to become
dissatisfied with the job.
A. Fundamental attribution error
B. Principle-agent problem
C. Social loafing
D. Job withdrawal
E. Cognitive dissonance
Job withdrawal is a set of behaviors with which employees try to avoid the work situation
physically, mentally, or emotionally.
AACSB: Analytic
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Withdrawal
10-52
Chapter 10 - Separating and Retaining Employees
64. (p. 304) Negative affectivity is related to dissatisfaction caused by:
A. unsafe working conditions.
B. characteristics of individuals.
C. organizational roles.
D. social environments.
E. demanding superiors.
Negative affectivity means pervasive low levels of satisfaction with all aspects of life,
compared with other people's feelings.
AACSB: Analytic
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
65. (p. 304) _____ means pervasive low levels of satisfaction with all aspects of life, compared
with other people's feelings.
A. Negative affectivity
B. Negative self-evaluation
C. Job dissatisfaction
D. Job withdrawal
E. Cognitive withdrawal
People with negative affectivity experience feelings such as anger, contempt, disgust, guilt,
fear, and nervousness more than other people do, at work and away.
AACSB: Analytic
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
10-53
Chapter 10 - Separating and Retaining Employees
66. (p. 304) The positive or negative bottom-line opinions that individuals have of themselves is
known as:
A. negative affectivity.
B. self-portrait.
C. core self-evaluation.
D. self-efficacy.
E. egoism.
Core self-evaluations are bottom-line opinions individuals have of themselves and may be
positive or negative.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
67. (p. 304) Individuals with negative affectivity tend to:
A. experience high job satisfaction.
B. experience feelings of anger, contempt, fear, and guilt.
C. seek change in socially acceptable ways.
D. look for the good in others, but not themselves.
E. work toward change.
People with negative affectivity experience feelings such as anger, contempt, disgust, guilt,
fear, and nervousness more than other people do, at work and away. They tend to focus on the
negative aspects of themselves and others.
AACSB: Analytic
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
10-54
Chapter 10 - Separating and Retaining Employees
68. (p. 304) When in situations they dislike, individuals with positive core self-evaluation tend
to:
A. experience high job dissatisfaction.
B. blame other people for their problems.
C. seek change in socially acceptable ways.
D. act aggressively toward others.
E. experience feelings of anger, guilt, and nervousness more than others.
People with a positive core self-evaluation tend to experience job satisfaction. Part of the
reason for their satisfaction is that they tend to seek out and obtain jobs with desirable
characteristics, and when they are in a situation they dislike, they are more likely to seek
change in socially acceptable ways.
AACSB: Analytic
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
69. (p. 304) As a predictor of job dissatisfaction, nothing surpasses:
A. the nature of the task itself.
B. pay and benefits.
C. negative affectivity.
D. relationships with co-workers.
E. negative self-evaluations.
As a predictor of job dissatisfaction, nothing surpasses the nature of the task itself.
AACSB: Analytic
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
10-55
Chapter 10 - Separating and Retaining Employees
70. (p. 305) Identify the correct statement about tasks and roles.
A. Role ambiguity is an employee's recognition that demands of the job are incompatible or
contradictory.
B. Team members feel role overload when they realize that their team leader and functional
manager have conflicting expectations of them.
C. Role conflict is uncertainty about what the organization and others expect from the
employee in terms of what to do or how to do it.
D. Employees may feel conflict between work roles and family roles.
E. After an organization downsizes, it may expect so much of the remaining employees that
they experience role underload.
Role conflict is an employee's recognition that demands of the job are incompatible or
contradictory; a person cannot meet all the demands. Team members feel role conflict when
they realize that their team leader and functional manager have conflicting expectations of
them. Many employees feel conflict between work roles and family roles.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
71. (p. 305) _____ is uncertainty about what the organization and others expect from the
employee in terms of what to do or how to do it.
A. Role underload
B. Role ambiguity
C. Role conflict
D. Role overload
E. Role autonomy
Role ambiguity is uncertainty about what the organization and others expect from the
employee in terms of what to do or how to do it.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
10-56
Chapter 10 - Separating and Retaining Employees
72. (p. 305) _____ is an employee's recognition that demands of the job are incompatible or
contradictory.
A. Role conflict
B. Role overload
C. Role underload
D. Role ambiguity
E. Role autonomy
Role conflict is an employee's recognition that demands of the job are incompatible or
contradictory; a person cannot meet all the demands.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
73. (p. 305) Foreign assignments can be highly disruptive to family members, and the resulting
role _____ is the top reason that people quit overseas assignments.
A. autonomy
B. overload
C. underload
D. ambiguity
E. conflict
Role conflict is an employee's recognition that demands of the job are incompatible or
contradictory; a person cannot meet all the demands.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
10-57
Chapter 10 - Separating and Retaining Employees
74. (p. 305) Maria was recently told by upper management that they expected her to exercise
more authority and leadership in her work group. Just two days prior to that, her team told her
that while they appreciated the initiative she demonstrated, they expected her to be less
authoritative and more democratic in the future. The term that best describes what Maria is
experiencing is:
A. role ambiguity.
B. role distance.
C. role conflict.
D. role overload.
E. role autonomy.
Role conflict is an employee's recognition that demands of the job are incompatible or
contradictory; a person cannot meet all the demands.
AACSB: Analytic
Bloom's: Apply
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
75. (p. 305) This results when too many expectations or demands are placed on a person. After
an organization downsizes, it may expect the remaining employees to experience this role.
Identify it.
A. Role autonomy
B. Role conflict
C. Role underload
D. Role ambiguity
E. Role overload
Role overload results when too many expectations or demands are placed on a person.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
10-58
Chapter 10 - Separating and Retaining Employees
76. (p. 305) John is a single father who works full-time and attends to the needs of his three
young children. It seems as though he never has an eight-hour period in which he does not
have to respond to work demands and/or the demands of his children. The term that best
characterizes what John is experiencing is:
A. role ambiguity.
B. role distance.
C. role conflict.
D. role overload.
E. role underload.
Role overload results when too many expectations or demands are placed on a person.
AACSB: Analytic
Bloom's: Apply
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
77. (p. 307) The amount of income associated with each job is called the:
A. pay rank.
B. pay status.
C. pay differential.
D. pay grade.
E. pay level.
With regard to job satisfaction, the pay levelthat is, the amount of income associated with
each jobis especially important. Employers seeking to lure away another organization's
employees often do so by offering higher pay.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Dissatisfaction
10-59
Chapter 10 - Separating and Retaining Employees
78. (p. 307) The form of withdrawal which is likely to occur first is:
A. health problems.
B. diminished job involvement.
C. behavior change.
D. physical withdrawal.
E. low self-esteem.
A reasonable expectation is that an employee's first response to dissatisfaction would be to try
to change the conditions that generate the dissatisfaction.
AACSB: Analytic
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Behavior Change
79. (p. 307) When employees cannot work with management to make changes, they may engage
in ____, taking their charges to the media in the hope that if the public learns about the
situation, the organization will be forced to change.
A. scapegoating
B. progressive discipline
C. class actions
D. media manipulation
E. whistle-blowing
When employees cannot work with management to make changes, they may look for help
from outside the organization. Some employees may engage in whistle-blowing, taking their
charges to the media in the hope that if the public learns about the situation, the organization
will be forced to change.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Behavior Change
10-60
Chapter 10 - Separating and Retaining Employees
80. (p. 307) In terms of job dissatisfaction, an employee who calls in sick or arrives to work late
is engaging in:
A. behavior change.
B. psychological withdrawal.
C. physical withdrawal.
D. whistle-blowing.
E. emotional withdrawal.
If behavior change has failed or seems impossible, a dissatisfied worker may physically
withdraw from the job. Options for physically leaving a job range from arriving late to calling
in sick, requesting a transfer, or leaving the organization altogether.
AACSB: Analytic
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Physical Job Withdrawal
81. (p. 308) Helen is very dissatisfied with her job situation, but she does not perceive any other
employment opportunities, so she stays and spends most of the workday dreaming about
nonwork matters. Which of the following behaviors is she experiencing?
A. Physical withdrawal
B. Psychological withdrawal
C. Changed behaviors
D. Physiological withdrawal
E. Emotional withdrawal
Employees need not leave the company in order to withdraw from their jobs. Especially if
they have been unable to find another job, they may psychologically remove themselves.
They are physically at work, but their minds are elsewhere.
AACSB: Analytic
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Psychological Withdrawal
10-61
Chapter 10 - Separating and Retaining Employees
82. (p. 308) Low job involvement and low organizational commitment are:
A. essentially the same thing.
B. examples of psychological withdrawal.
C. examples of physical withdrawal that are related to job dissatisfaction.
D. examples of behavior change.
E. examples of physiological withdrawal.
Psychological withdrawal can take several forms. If an employee is primarily dissatisfied with
the job itself, the employee may display a very low level of job involvement. When an
employee is dissatisfied with the organization as a whole, the person's organizational
commitment may be low.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Psychological Withdrawal
83. (p. 309) The three components of job satisfaction are:
A. compensation, working conditions, and peer support.
B. values, perceptions, and ideas of what is important.
C. job involvement, organizational commitment, and job withdrawal.
D. physical environment, social environment, and the person.
E. emotional, physical, and financial well-being.
Values, perceptions, and ideas of what is important are the three components of job
satisfaction.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Job Satisfaction
10-62
Chapter 10 - Separating and Retaining Employees
84. (p. 311) Organizations can improve job satisfaction by:
A. making jobs simple and meaningful through such approaches as job enrichment and job
rotation.
B. clarifying employees' roles by clearly spelling out work methods, schedules, and
performance measures.
C. implementing employment-at-will policies, clarifying workplace relations, and discipline
practices.
D. fostering team building among top management and low-level employees on the job
through activities such as bowling leagues.
E. communicating to employers the value of their benefits.
Organizations can improve job satisfaction by making jobs more complex and meaningful.
Some of the methods available for this approach to job design are job enrichment and job
rotation. Organizations can define roles, clearly spelling out work methods, schedules, and
performance measures. Because a supportive environment reduces dissatisfaction, many
organizations foster team building both on and off the job (such as with bowling leagues). HR
professionals can increase job satisfaction by communicating to employees the value of their
benefits.
AACSB: Reflective Thinking
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Job Satisfaction
85. (p. 312) An intervention designed to increase the communication and understanding of the
various sets of role expectations that exist for specific employees is called:
A. role playing.
B. role analysis technique.
C. role making and role taking.
D. role enrichment.
E. role negotiation.
Role analysis technique is a process of formally identifying expectations associated with a
role.
AACSB: Analytic
Bloom's: Remember
Difficulty: Easy
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Tasks and Roles
10-63
Chapter 10 - Separating and Retaining Employees
86. (p. 312) You are concerned about an "unacceptable level" of job dissatisfaction among a
number of work teams in your organization, and you have determined the primary cause of
the dissatisfaction is the uncertainty that exists among employees regarding what is expected
of them. Based on this limited information, the most appropriate intervention would be:
A. job enrichment.
B. role analysis technique.
C. job rotation.
D. use of negative affectivity as a selection criterion.
E. role contribution technique.
Role analysis technique is a process of formally identifying expectations associated with a
role.
AACSB: Analytic
Bloom's: Apply
Difficulty: Hard
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Tasks and Roles
87. (p. 312) The two sets of people in the organization who most affect an individual's job
satisfaction are:
A. subordinates and supervisors.
B. supervisors and family members.
C. co-workers and subordinates.
D. supervisors and co-workers.
E. supervisors and upper-level managers.
The two primary sets of people in an organization who affect job satisfaction are co-workers
and supervisors.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Supervisors and Co-workers
10-64
Chapter 10 - Separating and Retaining Employees
88. (p. 313-314) Which of the following is NOT a likely outcome or benefit of conducting annual
employee satisfaction surveys?
A. They give employees an outlet for voicing their concerns.
B. They allow the company to monitor trends over time.
C. They give the organization a way to measure whether policies adopted to improve job
satisfaction and employee retention are working.
D. They provide evidence of the knowledge, skills, and abilities necessary to perform specific
jobs.
E. They provide data that organizations can use to compare themselves to others in the same
industry.
A systematic, ongoing program of employee surveys allows the organization to monitor
trends. Conducting surveys gives employees a chance to be heard. Surveys give the
organization a way to measure whether policies adopted to improve job satisfaction and
employee retention are working. Another benefit is that some scales provide data that
organizations can use to compare themselves to others in the same industry.
AACSB: Reflective Thinking
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Monitoring Job Satisfaction
89. (p. 314) Which of the following aspects of satisfaction does the job description index
emphasize?
A. Top management
B. The work itself
C. Skills
D. Customers
E. Qualifications
The JDI emphasizes specific aspects of satisfactionpay, the work itself, supervision, coworkers, and promotions.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Monitoring Job Satisfaction
10-65
Chapter 10 - Separating and Retaining Employees
90. (p. 314) The _____ emphasizes specific aspects of satisfactionpay, the work itself,
supervision, co-workers, and promotions.
A. ADR
B. EAP
C. JDI
D. PSQ
E. EWP
The JDI emphasizes specific aspects of satisfactionpay, the work itself, supervision, coworkers, and promotions.
AACSB: Analytic
Bloom's: Remember
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Monitoring Job Satisfaction
Essay Questions
91. (p. 293) Distinguish between involuntary and voluntary turnover, and give examples of
each.
Organizations must try to ensure that good performers want to stay with the organization and
that employees whose performance is chronically low are encouragedor forcedto leave.
Both of these challenges involve employee turnover, that is, employees leaving the
organization. When the organization initiates the turnover (often with employees who would
prefer to stay), the result is involuntary turnover. Examples include terminating an employee
for drug use or laying off employees during a downturn. Most organizations use the word
termination to refer only to a discharge related to a discipline problem, but some organizations
call any involuntary turnover a termination. When the employees initiate the turnover (often
when the organization would prefer to keep them), it is voluntary turnover. Employees may
leave to retire or to take a job with a different organization.
AACSB: Reflective Thinking
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-01 Distinguish between involuntary and voluntary turnover; and describe their effects on an organization.
Topic: Managing Voluntary and Involuntary Turnover
10-66
Chapter 10 - Separating and Retaining Employees
92. (p. 295-296) Discuss the three major principles of justice.
1) Outcome fairness: This type of justice refers to the judgment that people make with respect
to the outcomes received relative to the outcomes received by other people with whom they
identify. In a situation where one person is losing his or her job while others are not is
conductive to perceptions of outcome unfairness on the part of the discharged employee.
Determinants of outcome fairness or justice include (a) consistent outcomes, (b) knowledge of
outcomes, and (c) outcomes in proportion to behavior (see Figure 10.1).
2) Procedural justice: This type of justice focuses specifically on the methods used to
determine the outcomes received. The determinants of procedural justice include (a)
consistency, (b) bias suppression, (c) information accuracy, (d) correctability, (e)
representativeness, and (f) ethicality (see Figure 10.1).
3) Interactional justice: This type of justice refers to the interpersonal nature of how the
outcomes were implemented. The four determinants of interactional justice are (a)
explanation, (b) respectful treatment, (c) consideration, and (d) empathy.
AACSB: Reflective Thinking
Bloom's: Understand
Difficulty: Hard
Learning Objective: 10-02 Discuss how employees determine whether the organization treats them fairly.
Topic: Principles of Justice
10-67
Chapter 10 - Separating and Retaining Employees
93. (p. 296-297) What are the requirements that employers must meet to avoid wrongful
discharge?
Discipline practices must avoid the charge of wrongful discharge. First, this means the
discharge may not violate an implied agreement. Terminating an employee may violate an
implied agreement if the employer had promised the employee job security or if the action is
inconsistent with company policies. Another reason a discharge may be considered wrongful
is that it violates public policy. Violations of public policy include terminating the employee
for refusing to do something illegal, unethical, or unsafe. It is also a violation of public policy
to terminate an employee for doing what the law requires. HR professionals can help
organizations avoid (and defend against) charges of wrongful discharge by establishing and
communicating policies for handling misbehavior. They should define unacceptable behaviors
and identify how the organization will respond to them. Managers should follow these
procedures consistently and document precisely the reasons for disciplinary action. In
addition, the organization should train managers to avoid making promises that imply job
security. Finally, in writing and reviewing employee handbooks, HR professionals should
avoid any statements that could be interpreted as employment contracts. When there is any
doubt about a statement, the organization should seek legal advice.
AACSB: Reflective Thinking
Bloom's: Understand
Difficulty: Hard
Learning Objective: 10-03 Identify legal requirements for employee discipline.
Topic: Legal Requirements
10-68
Chapter 10 - Separating and Retaining Employees
94. (p. 298-299) Discuss the following approaches to discipline: hot-stove rule and progressive
discipline.
According to the hot-stove rule, discipline should be like a hot stove: The glowing or burning
stove gives warning not to touch. Anyone who ignores the warning will be burned. The stove
has no feelings to influence which people it burns, and it delivers the same burn to any touch.
Finally, the burn is immediate. Like the hot stove, an organization's discipline should give
warning and have consequences that are consistent, objective, and immediate.
Under a progressive discipline system, organizations prepare for problems by establishing a
formal discipline process in which the consequences become more serious if the employee
repeats the offense. A typical discipline system identifies and communicates unacceptable
behaviors and responds to a series of offenses with spoken and then written warnings,
temporary suspension, and, finally, termination. Progressive discipline seeks to prevent
misbehavior and to correct it, rather than merely punish it. Creating a formal discipline
process is a primary responsibility of the human resource department.
AACSB: Reflective Thinking
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Progressive Discipline
10-69
Chapter 10 - Separating and Retaining Employees
95. (p. 301-302) Explain alternative dispute resolution systems and the stages that generally
constitute this system. Justify its increase in use.
Alternative dispute resolution systems are company-sponsored attempts to use outside parties
to help resolve employee discrepancies or conflicts without legal action.
ADR techniques show promise in terms of resolving disputes in a timely, constructive, and
cost-effective manner. In addition, even the arbitration stage tends to be much faster, simpler,
and more private than a lawsuit.
While ADR systems take many different forms, most proceed through four stages:
1) Open-door policy: The two people in conflict attempt to arrive at a settlement together.
2) Peer review: A panel, composed of representatives from the organization that are at the
same level as the people in the dispute, hears the case and attempts to help the parties arrive at
a settlement.
3) Mediation: A neutral third party from outside the organization hears the case and, via a
nonbinding process, tries to help the disputants arrive at a settlement.
4) Arbitration: A professional arbitrator from outside the organization hears the case and
resolves it unilaterally by rendering a specific decision or award. Most arbitrators are
experienced employment lawyers or retired judges. Generally, both the employee and
employer have to accept this person's decision.
AACSB: Reflective Thinking
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-04 Summarize ways in which organizations can fairly discipline employees.
Topic: Alternative Dispute Resolution
10-70
Chapter 10 - Separating and Retaining Employees
96. (p. 303-308) Explain what job withdrawal is, discuss the four types of conditions that lead up
to it, and discuss its three levels of progression.
Job withdrawal is a set of behaviors that dissatisfied individuals enact to avoid a work
situation.
The four general conditions that may cause job dissatisfaction and job withdrawal include
personal dispositions, tasks and roles, supervisors and co-workers, and pay and benefits.
1) Personal dispositions: Several personal qualities have been found to be associated with job
dissatisfaction, including negative affectivity and negative core self-evaluation. The first
describes pervasive low levels of satisfaction with all aspects of life, compared with other
people's feelings, while the latter includes bottom-line opinions individuals have of
themselves, either positive or negative. Individuals with negative affectivity and negative selfevaluations generally experience high job dissatisfaction, even after changing employers and
occupations.
2) Tasks and roles: As a predictor of job dissatisfaction, nothing surpasses the nature of the
task itself. While many aspects of a task have a link to dissatisfaction, of particular
significance are the complexity of the task, the degree of physical strain and exertion required,
and the value the employee places on the task. In addition, a person's rolethe set of
behaviors that people expect of a person in a jobmay not be well defined or may be
contradictory in nature. Role ambiguity (uncertainty about what the organization expects from
the employee in terms of what to do or how to do it), role conflict (recognition that demands
of the job are incompatible or contradictory and that a person cannot meet all the demands),
and role overload (a state in which too many expectations or demands are placed on a person)
may result in employee dissatisfaction and job withdrawal.
3) Supervisors and co-workers: Negative behavior, particularly on the part of supervisors, can
produce tremendous dissatisfaction. Research found that employees who said they planned to
leave their jobs most often said it was because managers acted as if they did not value the
employees.
4) Pay and benefits: Employees also care about their earnings. For most, a job is their primary
source of income. In addition, pay may also be an indicator of status within the organization
and in society at large, so it contributes to some people's self-worth.
The theory of "progression of withdrawal" includes three categories of behaviors:
1) Behavior change: Employees first attempt to change the conditions that are generating their
job dissatisfaction. Their actions may be either positive, such as serving on a committee to
rewrite policy, or negative, such as engaging in whistle-blowing or a lawsuit.
2) Physical job withdrawal: If job conditions cannot be changed, a dissatisfied worker may be
able to solve his/her problem by leaving the job. Other forms of withdrawal include calling in
sick or requesting a transfer.
3) Psychological job withdrawal: Employees psychologically disengage themselves from their
job; they are on the job, but their minds may be elsewhere. Psychological job withdrawal is
often manifested in low job involvement, where performing well or poorly does not affect the
person's self-concept, and in low organizational commitment, where an employee no longer
identifies with the organization and is not willing to put forth effort on its behalf.
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Chapter 10 - Separating and Retaining Employees
AACSB: Reflective Thinking
Bloom's: Understand
Difficulty: Hard
Learning Objective: 10-05 Explain how job dissatisfaction affects employee behavior.
Topic: Job Withdrawal
97. (p. 308-309) What is job satisfaction? Mention some aspects of job satisfaction.
The driving force behind job withdrawal is dissatisfaction. To prevent job withdrawal,
organizations therefore need to promote job satisfaction, a pleasant feeling resulting from the
perception that one's job fulfills or allows for the fulfillment of one's important job values.
Several aspects of job satisfaction are:
In sum, values, perceptions, and ideas of what is important are the three components of job satisfaction. People will be
satisfied with their jobs as long as they perceive that their jobs meet their important values.
AACSB: Reflective Thinking
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Job Satisfaction
98. (p. 311) Describe how organizations contribute to employees' job satisfaction and retain key
employees through job complexity and meaningful work.
Job Complexity: Not only can job design add to enriching complexity, but employees
themselves sometimes take measures to make their work more interesting. Some employees
bring personal music players with headsets to work, so they can listen to music or radio shows
while they are working. Many supervisors disapprove, worrying that the headsets will
interfere with the employees' ability to provide good customer service. However, in simple
jobs with minimal customer contact, research suggests that personal headsets can improve
performance.
Meaningful Work: When it comes to generating satisfaction, the most important aspect of
work is the degree to which it is meaningfully related to workers' core values. People sign on
to help charitable causes for little or no pay simply because of the value they place on making
a difference in the world. Applying this, some employers took on charitable projects when a
slowing economy left their employees with too little to do.
AACSB: Reflective Thinking
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Tasks and Roles
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Chapter 10 - Separating and Retaining Employees
99. (p. 312) Discuss the primary sets of people in an organization who affect job satisfaction.
What are the reasons a person may be satisfied with these people?
The two primary sets of people in an organization who affect job satisfaction are co-workers
and supervisors. A person may be satisfied with these people for one of three reasons:
1) The people share the same values, attitudes, and philosophies. Most individuals find this
very important, and many organizations try to foster a culture of shared values. Even when
this does not occur across the whole organization, values shared between workers and their
supervisor can increase satisfaction.
2) The co-workers and supervisor may provide social support. Social support greatly increases
job satisfaction, whether the support comes from supervisors or co-workers. Turnover is also
lower among employees who experience support from other members of the organization.
3) The co-workers or supervisor may help the person attain some valued outcome.
AACSB: Reflective Thinking
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Supervisors and Co-workers
100. (p. 315-316) Write a short note on exit interviews.
In spite of surveys and other efforts to retain employees, some employees inevitably will
leave the organization. This presents an opportunity to gather information for retaining
employees: the exit interview a meeting of the departing employee with the employee's
supervisor and/or a human resource specialist to discuss the employee's reasons for leaving. A
well-conducted exit interview can uncover reasons why employees leave and perhaps set the
stage for some of them to return. HR professionals can help make exit interviews more
successful by arranging for the employee to talk to someone from the HR department (rather
than the departing employee's supervisor) in a neutral location. Questions should start out
open-ended and general, to give the employee a chance to name the source of the
dissatisfaction. A recruiter armed with information about what caused a specific person to
leave may be able to negotiate a return when the situation changes. When several exiting
employees give similar reasons for leaving, management should consider whether this
indicates a need for change.
AACSB: Reflective Thinking
Bloom's: Understand
Difficulty: Medium
Learning Objective: 10-06 Describe how organizations contribute to employees' job satisfaction and retain key employees.
Topic: Monitoring Job Satisfaction
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