Reference no: EM13523712
TRUE /FALSE Questions
1. Turnover cost estimates are very precise and accurate in most cases.
2. Many turnover costs are hidden in the time demands placed on the many employees who must handle the separation, replacement, and training activities.
3. One potential benefit of employee discharges is the development of improved performance management and disciplinary skills.
4. Downsizing costs are concentrated in separation costs for permanent reductions in force.
5. A recent Society for Human Resource Management (SHRM) survey found that the most effective organizational strategy for retaining employees is the provision of concierge services.
6. Surveys suggest that HR managers believe that a totally different set of factors lead to turnover compared to regular employees.
7. To have the power to attract and retain employees, rewards must be unique and unlikely to be offered by competitors.
8. In general, most employees report that the opportunity for higher compensation is a more powerful predictor of turnover than conflict with supervisors.
9. Research has shown that the best performers are least likely to quit when an organization either rewards performance with higher compensation or widely communicates its compensation practices; doing both adds little to these independent effects.
10. Of the factors that influence an employee's desirability of leaving, job satisfaction is the one that cannot be influenced to a significant degree by organizations.
11. Providing employees increased autonomy and requiring them to learn a variety of skills increases stress significantly, which leads to greater turnover rates.
12. One guideline for increasing job satisfaction and retention is to ensure that fairness and justice exist in the workplace.
13. Employee perceptions of injustice are often rooted in misunderstanding or ignorance of company policies that could be resolved with increased communication.
14. Employees may not like a supervisor who speaks in a derogatory way towards them, but evidence suggests they seldom actually turnover as a result of these feelings.
15. Some employees who do not take advantage of work-life balance options resent their coworkers who are more likely to use work-life programs.
16. Evidence suggests that personality dispositions have little or no impact on employee tendencies to turnover.
17. Because employees quit companies, not jobs, internal staffing systems are usually seen as a poor substitute for a job at another company. As such, they do little to reduce intentions to leave.
18. Performance management systems enable organizations to ensure that an initial person/job match yields an effectively performing employee.
19. One recommendation for an effective performance appraisal or management system is that appraisal criteria should be job-related, specific, and communicated in advance to the employee.
20. Performance management systems are used primarily to detect individuals whose performance is unsatisfactory and should be terminated.