Chap010
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Chap010

Course Number: MGMT 2021, Spring 2012

College/University: Edison State College

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Chapter 10 - 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...

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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 10-1 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 10-2 Chapter 10 - Separating and Retaining Employees 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 10-3 Chapter 10 - Separating and Retaining Employees 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 10-4 Chapter 10 - Separating and Retaining Employees 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 10-5 Chapter 10 - Separating and Retaining Employees 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. 10-6 Chapter 10 - Separating and Retaining Employees 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 10-7 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 10-8 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 10-9 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. 10-10 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. 10-11 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 10-12 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 10-13 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 10-14 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. 10-15 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 10-16 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. 10-17 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 10-18 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. 10-19 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 10-20 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? 10-21 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. 10-22 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. 10-23 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 10-24 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 10-25 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 10-26 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. 10-71 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 10-72 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 10-73

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Edison State College - MGMT - 2021
Chapter 11 - Establishing a Pay StructureChapter 11Establishing a Pay StructureTrue / False Questions1. Pay level is the average amount, including wages, salaries, and bonuses, the organizationpays for a particular job.True False2. An organization'
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Chapter 12 - Recognizing Employee Contributions with PayChapter 12Recognizing Employee Contributions with PayTrue / False Questions1. Incentive pay is influential because the amount paid is linked to certain predefinedbehaviors or outcomes.True Fals
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Chapter 13 - Providing Employee BenefitsChapter 13Providing Employee BenefitsTrue / False Questions1. Since benefits packages are more complex than pay structures, they are harder foremployees to understand and appreciate.True False2. The addition
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Chapter 14 - Collective Bargaining and Labor RelationsChapter 14Collective Bargaining and Labor RelationsTrue / False Questions1. A craft union's bargaining power depends greatly on the control it can exercise over thesupply of its workers.True Fals
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Chapter 15 - Managing Human Resources GloballyChapter 15Managing Human Resources GloballyTrue / False Questions1. The trends and arrangements that encourage international trade also increase and changethe demands on human resource management.True Fa
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Chapter 16 - Creating and Maintaining High-Performance OrganizationsChapter 16Creating and Maintaining High-Performance OrganizationsTrue / False Questions1. According to research, organizations that introduce integrated high-performance workpractice
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Chapter 01 - Human Resources in a Globally Competitive Business EnvironmentChapter 01Human Resources in a Globally Competitive Business EnvironmentTrue / False Questions1. The focus for the 21st century organization is far more likely to look like a w
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Chapter 02 - The Financial Impact of Human Resource Management ActivitiesChapter 02The Financial Impact of Human Resource Management ActivitiesTrue / False Questions1. The firm's strategy and goals must guide the work of each business unit and of that
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Chapter 03 - The Legal Context of Employment DecisionsChapter 03The Legal Context of Employment DecisionsTrue / False Questions1. As a society, we espouse equality of opportunity, rather than equality of outcomes.True False2. Civil rights laws preci
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Chapter 04 - Diversity at WorkChapter 04Diversity at WorkTrue / False Questions1. The demographics of the United States are changing so dramatically that over the comingdecades it will be impossible for employers to fill their ranks with members of t
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Chapter 05 - Planning for PeopleChapter 05Planning for PeopleTrue / False Questions1. A vision statement differs from a mission statement in that it includes both the purpose ofthe company as well as the basis of competition and competitive advantage
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Chapter 06 - RecruitingChapter 06RecruitingTrue / False Questions1. Recruitment is a form of business competition, and it is fiercely competitive.True False2. Today managers rely less on application forms, reference checks, and interviews at theini
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Chapter 07 - StaffingChapter 07StaffingTrue / False Questions1. The most admired companies live their cultures every day, and they go out of their ways tocommunicate it to both current employees as well as to prospective new hires.True False2. Ther
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Chapter 08 - Workplace TrainingChapter 08Workplace TrainingTrue / False Questions1. Traditionally, lower-level employees were "trained," while higher-level employees were"developed."True False2. Organizations sometimes place too much emphasis on th
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Chapter 09 - Performance ManagementChapter 09Performance ManagementTrue / False Questions1. Performance management is a kind of compass that indicates a person's actual direction aswell as a person's desired direction.True False2. Most managers und
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Chapter 10 - Managing CareersChapter 10Managing CareersTrue / False Questions1. Career planning is important because the consequences of career success or failure arelinked closely to each individual's self-concept, identity, and satisfaction with ca
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Chapter 12 - Indirect Compensation: Employee Benefit PlansChapter 12Indirect Compensation: Employee Benefit PlansTrue / False Questions1. Managers need to think carefully about what they wish to accomplish by means of theirbenefit programs.True Fals
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Chapter 13 - Union Representation and Collective BargainingChapter 13Union Representation and Collective BargainingTrue / False Questions1. Workers will vote against unions if they feel unions abuse their power by calling strikes orhaving fat-cat lea
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Chapter 14 - Procedural Justice and Ethics in Employee RelationsChapter 14Procedural Justice and Ethics in Employee RelationsTrue / False Questions1. Employee relations include all the practices that implement the philosophy and policy of anorganizat
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Chapter 15 - Safety, Health and Employee Assistance ProgramsChapter 15Safety, Health and Employee Assistance ProgramsTrue / False Questions1. In the United States, the number of workers dying on the job each day has been increasingsteadily over the p
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Chapter 16 - International Dimensions of Human Resource ManagementChapter 16International Dimensions of Human Resource ManagementTrue / False Questions1. There is a growing fear on the part of many people that globalization benefits bigcompanies inst
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Women StudiesResearch ProjectApril 11, 2011AbortionAbortion is the termination of a pregnancy by the removal or expulsion of a fetusor embryo from the uterus, resulting in or caused by its death .In todays society abortion is a bigissue. Some people
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October 10, 2012Biology of Cancer Extra CreditNotch:Ligand/Receptor: NotchL, Delta1,2,3, and Jagged1,2Main Proteins: Notch1,2,3,4 End Effect: two proteolytic cuts in Notch -frees cytoplasm fragment-translocates tonucleus-becomes part of transcriptio
Claremont Colleges - BIO - 101
Cell Biology Midterm Exam 1Practice examName:_Note: all answers are worth 2 points each unless otherwise noted. There is only onecorrect answer for each question.1.A carbon atom contains six protons and six neutrons.A.What are its atomic number an
Claremont Colleges - BIO - 101
Cell Biology Midterm Exam 2Practice exam 2Name:_Note: all answers are worth 2 points each unless otherwise noted.1.If a cell were to replicate itself three (3) times, what percentage of the total DNApresent would be comprised of the original DNA?a.
Claremont Colleges - BIO - 101
Chapter Two Friday Night LightsFunctions Definition Purpose social useCollective effervescence shared identity in a group experienceemotion, togetherness, cohesionRituals of SolidarityBoundaries worlds marked by time, space side of stadium- gangter
Claremont Colleges - BIO - 101
Iron (II) in Acid SolutionChem II LabTuesday March 27, 2012Purpose:The purpose of this lab was to determine the activation energy (Ea) required for thereaction of ferroin with a strong acid.Procedure:For this lab my partner and I used a spectrophot
Claremont Colleges - BIO - 101
NAME_LL, Ll = wild type growth habitll = lazyZZ, Zz = wild type leaf colorzz = zebra; green and white stripes1. In corn, a gene named lazy controls growth habit. Plants homozygous for the mutant allele flop over and growalong the ground. Another gen
Claremont Colleges - BIO - 101
Chapter23.Whatevidencepersuadesusthatacancerarisesfromthenativetissuesofanindividualratherthan invadingthebodyfromoutsideandthusbeingofforeignorigin?Alltissuesinthebodyarecomposedofcellsandcellproducts.Thecellswerediscoveredtocomefrom preexistingcells
Claremont Colleges - BIO - 101
March 14, 2011Womens StudiesDr. CrespoFeminismFeminism is a body of social theory and political movement primarily based on andmotivated by the experiences of the women, while generally providing a critique of socialrelations, many proponents, and i
Claremont Colleges - BIO - 101
Final Exam QuestionsMay 1, 2011Question 2:Women today and women 50 years ago are very different. Fifty years ago woman did nothave the rights that we currently posses now. Today the spread of global womens organizationsand the impact of womens contri
Claremont Colleges - BIO - 101
NAME _1. In the box below, diagram the chemical structure of the tri-peptide Aspartic Acid - Lysine Serine. Show the complete structure of each R group. Label the amino end and the carboxyl end.Circle the peptide bonds.2. Rate the hydrophobicity of eac
Claremont Colleges - BIO - 101
WarnsingGeography 100.06Professor OcchipintiNovember 13, 2010Devastation In 2005There are five different categories of hurricanes, but the one that touched our hearts in2005 was a category 3, Hurricane Katrina. A category 3 hurricane can have winds
Claremont Colleges - BIO - 101
Purpose:The purpose of this lab was to determine the molecular weight of urea.Procedure:Before starting the procedures an ice bath was made and the temperature was dropped to 0C. 10mL was added to a test tube and then a thermometer was placed inside.
Claremont Colleges - BIO - 101
February 1, 2012Lab Report #1Table 1. Length-weight of fish collected at Kahle Lake by PA Fish and Boat CommissionIn this Scatter plot there were two outliers from the data that was collected. This couldhave happened due to the lack of food and also t
Claremont Colleges - BIO - 101
Sampling a Hill of BeansLab Report #5Discussion:In this lab we observed a small sample of beans, 5, and a large sample of beans, 25.Information such as the weight of beans were recorded and placed in data tables. From there thesample means, standard
Claremont Colleges - BIO - 101
Chemical EcologyMarch 7, 2012Introduction:Prey use many defenses against their predators and predators can also use the samedefenses when trying to get to their prey. Morphology is a trait that many prey use against theirpredator. This term can be se
Claremont Colleges - BIO - 101
Forest SuccessionMarch 28, 2012Introduction:In the state of Pennsylvania, one of the most obvious sights is all the existing forests. Alot of the forests in this state can be defined as second or third growth forests meaning that thereis an old growt
Claremont Colleges - BIO - 101
Table I. Life table of males born pre-1880 Clarion County Cemetery Mortality record wherex=age recorded, N(x)=number of individuals at age x, d(x)= number of deaths in age x, q(x)=probability of individuals that die in age x[dx/Nx] per five years, and l
Claremont Colleges - BIO - 101
Forest SuccessionApril 4thTable 1. Parameters assessing the structure of Old Growth Forests and Second GrowthForestsTotal Density (#/ha)Stand Basal Area (mTotal CWD (m3Mean log volume (mTable 2. Species composition of forest of Relative Density an
Claremont Colleges - BIO - 101
Species Area Relationships4/11/2012Figure 1: Relationship of accumulated number of species per each m2 plot in thegrass and forest.Figure 2: Comparing number of species in grass and forest with trendline andequation.Results:Species accumulation is
Claremont Colleges - BIO - 101
Assessing the Effects of Acid Mine Drainageon Aquatic Communities4/18/2012Introduction:Many miles of streams in Pennsylvania are fishless due to Acid Mine Drainage (AMD).AMD begins when water percolates through the broken up bedrock in the ground tha
Claremont Colleges - BIO - 101
Teen InfluenceMass Media and SocietyDr. WashingtonDecember 15, 2010For this paper I decided to write about how shows about pregnant teenagers, which themedia airs on television, can have a positive and a negative influence on young teens. A perfectT
Claremont Colleges - BIO - 101
Professor SmithMGMT 120.01April 25, 2011After reading the book the Millionaire Next Door, I found it to be very helpful. I realizedthat I am like most Americans and will not become a millionaire unless I change my ways. I maymake a decent amount of m
Claremont Colleges - BIO - 101
Chemistry Lab IIChemical Equilibrium: Le Chateliers Principle"Write an equation for the equilibrium between aqueous Fe3+, SCN-, (as reactants), and[FeSCN]2+ (as the product)." Just write the net ionic equation (don't include the spectatorions).Fe3+ (
Claremont Colleges - BIO - 101
W5 Pre-Lab Assignment: Determining MW using FP Depression1. Molality (m)2. Calculate the freezing point of a 2.6m aqueous sucrose solution:Tf = mKfTf =2.6m 1.86C/mTf = 4.84CFreezing point = 0.00C 4.84C= -4.84C
Claremont Colleges - BIO - 101
Cell Biology Problem set 6Spring 20121. (True/False). The membranes that partition the cell into functionally distinctcompartments are impermeable. Explain your answer.- This statement is false. The membranes that partition the cell into functionally
Claremont Colleges - BIO - 101
Cell Biology Spring 2012Problem set 11. If an uncatalyzed reaction occurs at the rate 1 event per century and if an enzymespeeds up the rate by a factor of 1014, how long in seconds does it take the enzyme tocatalyze one event?The enzyme catalyzes ev
Claremont Colleges - BIO - 101
Biol 203 Cell Biology Problem Set 21. . DNA isolated from the bacterial virus M13 contains 25% A, 33% T, 22% C, and20% G. Do these result strike you as peculiar? Why or why not? How might youexplain these results?In all samples of double-stranded DNA,
Claremont Colleges - BIO - 101
Cell BiologyProblem set 31. What, if anything, is wrong with the following statement: Both germ-cell DNAstability and somatic-cell DNA stability are essential for the survival of the species.Explain your answer.-True both germ-cell DNA stability and
Claremont Colleges - BIO - 101
Biol203 Cell Biology Problem Set 41. Which of the following mutational changes would you predict to be the mostdeleterious to gene function? Explain your answer.1. Insertion of a single nucleotide near the end of the coding sequence.2. Removal of a si
Claremont Colleges - BIO - 101
Biol 203 Cell Biology Problem Set 51. (True/False).The differences in the patterns of proteins produced in differentspecialized cell types are accurately reflected in the patterns of expressed mRNAs andmRNAs only. Explain your answer.- The statement a
Claremont Colleges - BIO - 101
Mass Media and SocietyDecember 6, 20101. Conspicuous consumption is when people buy items to impress others and also to flauntthat they have money. An example of something a rich person may buy would beelectronics. A person may buy a bigger flat scree
Claremont Colleges - BIO - 101
Quiz 1Chemical bonds are composed up of two different types or categorieshydrogen and covalent bondsVan Der Waals and non-covalent bondscovalent and non-covalentnon-covalent and hydrogennone of the aboveThe atomic weight of any atom or the molecula
Claremont Colleges - BIO - 101
Quiz 2DNA is composed of a base, a _, and a phosphate group.6 carbon sugar6 carbon sugar reduced by one hydroxyl group5 carbon sugar5 carbon sugar reduced by one hydroxyl groupNone of the aboveThe complementary base pairing can only be accomplished
Claremont Colleges - BIO - 101
1. The protein(s) that initially open the replication bubble in eukaryotes to allowreplication to initiate are called.a. helicaseb. topoisomerase Ic. topoisomerase IId. ARSe. ORC2. SSBs role in replication isa. prevent hairpin formation ssDNA (sin
Claremont Colleges - BIO - 101
1.The TATA box is to the TBP as is thea. trans acting element is to a cis acting elementb. sigma factor is to the -10 to -35 sequencec. snRNA is to the spliceasomed. the spliceasome is to snRNAe. -10 to -35 sequence is to the sigma factor2.The wob
Claremont Colleges - BIO - 101
1. DNA binding proteins interact with what region of the DNA to alter its shape?A. Phosphate backboneB. R groupC. Minor groveD. Major groveE. None of the above2. The significance of the zinc molecule in the zinc binding finger is?A. To interact wit
Claremont Colleges - BIO - 101
QUESTION 1A person who analyzes a firm's income and expenses over a specified period and selects appropriate ways to invest extrafunds is involved infinancial management.Question 2Effective implementation of a decision requires planning.Question 2 o