Chapter 11 Flashcards

1
Q

Generally, organizations encourage voluntary turnover among top performers because it is inexpensive.

A

False

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2
Q

Employees cannot sue employers for wrongful discharge if the employee was contracted under the employment-at-will doctrine.

A

False

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3
Q

Outcome fairness involves the ends of a discipline process, while procedural and interactional justice focus on the means to those ends.

A

True

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4
Q

In procedural justice, the procedures should be consistent from one person to another, and the manager using them should suppress any personal biases.

A

True

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5
Q

A disciplinary action meets the standards of outcome fairness if the manager explains to the employee how the action is procedurally just, treats the employee with dignity and respect, and empathizes with the employee’s feelings.

A

False

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6
Q

Kelly, a human resource specialist, has been asked to investigate complaints that an employee is bullying co-workers. Kelly is obligated to protect this employee’s privacy by ensuring that any information gathered is relevant to the complaint.

A

True

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7
Q

In general, employers may conduct random searches of areas like desks, lockers, and toolboxes at any point in time without any justification to the employee.

A

False

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8
Q

Under federal law, any U.S. employer that is planning layoffs must give employees 60 days’ notice of the layoffs.

A

False

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9
Q

The principles of justice convey that the organization must prepare for problems by establishing a formal discipline process in which the consequences become severe if the employee repeats the offense.

A

True

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10
Q

Developing a formal discipline process is a prime responsibility of the human resource department.

A

True

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11
Q

The open-door policy is an example of alternative dispute resolution.

A

True

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12
Q

Job withdrawal is a set of behaviors that discontented individuals display to avoid the work situation physically, mentally, or emotionally.

A

True

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13
Q

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.

A

True

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14
Q

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.

A

False

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15
Q

If an employee disputes policies on the grounds that they violate state and federal laws, he or she can go outside the organization for help to file a lawsuit.

A

True

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16
Q

Personal dispositions do not play a role in creating job satisfaction.

A

False

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17
Q

Job satisfaction is always based on an objective and complete measurement of the situation and not on perception.

A

False

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18
Q

To help employees manage role conflict, employers have sought a number of family-friendly policies.

A

True

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19
Q

The two primary sets of people in an organization who most affect job satisfaction are co-workers and supervisors.

A

True

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20
Q

The Job Descriptive Index is an example of a job satisfaction instrument.

A

True

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21
Q
Ryan, an employee at GoBiz Inc., is known for his short-tempered and argumentative nature. During a heated exchange at work one day, Ryan makes a derogatory gesture toward his manager, which causes Ryan to be fired. This scenario is an example of
A) revolving door policy.
B) open-door policy.
C) voluntary turnover.
D) progressive discipline.
E) involuntary turnover.
A

E

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22
Q
Terminating an employee for the use of illegal drugs is an example of a(n) \_\_\_\_\_\_\_\_ turnover.
A) retentive
B) external
C) voluntary
D) absenteeism
E) involuntary
A

E

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23
Q
Tracey, an employee at Holander Holdings, was suspended for two weeks for drug use. Six months later, she was fired from the job because her productivity did not show any improvement even after undergoing treatment for drug use. Which form of discharge did Tracey experience?
A) involuntary turnover
B) voluntary turnover
C) downsizing
D) early retirement
E) open-door policy
A

A

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24
Q
More than 40 percent of the employees at Hile Corp. lost their jobs during a recent recession. The human resource department of Hile Corp. would term this as
A) role ambiguity.
B) voluntary turnover.
C) role conflict.
D) involuntary turnover.
E) role overload.
A

D

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25
Q

Which situation is an example of involuntary turnover?
A) Franny, an employee at PrintMe, is suspended for a week because of workplace violence.
B) Sasha, a supervisor at XTL Inc., decides to leave her job because she is moving to another country.
C) Ricardo, a manager at Care Co., resigns from his job because he has a better job offer from another company.
D) Xi, an employee at Future Furnishing, wants to leave her job to pursue a college degree.
E) Gisele, an employee at Innovative Tech, is fired because of theft.

A

E

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26
Q
When employees initiate a turnover, when the organization would prefer to keep them, it is called \_\_\_\_\_\_\_\_ turnover.
A) dysfunctional
B) involuntary
C) retentive
D) external
E) voluntary
A

E

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27
Q
Hameta is a top manager at her current company. However, she is leaving the company for a better job at a competing firm. Which form of turnover is illustrated in this scenario?
A) involuntary turnover
B) external turnover
C) voluntary turnover
D) internal turnover
E) dysfunctional turnover
A

C

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28
Q

Which situation is an example of a voluntary turnover?
A) Nora, a supervisor at GreenLeaf LLC, is demoted from her current position.
B) Kevin, a manager at Exotic Travel Co., is suspended for a month due to drug use.
C) Lila, an employee at Architect International, is about to resign her job to start her own business.
D) Cody, a trainee at PublicWorks Inc., is reprimanded for arriving late at work every day.
E) Claire, an employee at Alpha Corp., is transferred to another city for career growth.

A

C

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29
Q
Historically, if an organization and employee do not have a specific employment contract, the employer or employee may not require a specific time to end the employment relationship. This is referred to as the \_\_\_\_\_\_\_\_ doctrine.
A) force majeure
B) laissez-faire
C) employment-at-will
D) due process
E) implied in fact
A

C

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30
Q

Sylas, a manager at LiveWell Corp., believes that he can fire Madison, his subordinate, at any time he wishes to do so. Which of the following, if true, would help strengthen Sylas’ belief?
A) Madison has not submitted her required paperwork as part of her job offer.
B) Sylas has not provided Madison with an offer letter.
C) Madison is an underperformer and fails to arrive at work on time.
D) Madison does not have a specific employment contract with the company.
E) Madison has not received a letter of employment from the company.

A

D

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31
Q
Liz refuses her employer's request to falsify the contents of a report to the Equal Employment Opportunity Commission (EEOC). The employer subsequently discharges Liz for "not following orders." Identify the exception to the employment-at-will doctrine that Liz is likely to choose when she files a wrongful discharge suit.
A) equal employment
B) public policy
C) implied contract
D) reverse discrimination
E) affirmative action
A

B

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32
Q
Retaining top performers is not always easy because \_\_\_\_\_\_\_\_ for high-demand positions, such as software engineers, from other companies has become the norm.
A) brainstorming
B) poaching talent
C) mind mapping
D) headhunting
E) reverse discriminating
A

B

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33
Q
Talent poaching makes it difficult for companies to
A) retain their top performers.
B) keep their searches discreet.
C) search for relevant information.
D) eliminate quality control processes.
E) look for employee profiles.
A

A

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34
Q
People's perception of \_\_\_\_\_\_\_\_ depends on their judgment that the consequences of a decision to employees are just.
A) employment at will
B) procedural justice
C) interactional justice
D) arbitration
E) outcome fairness
A

E

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35
Q
Andrew, an employee at Fulton Corp., arrives late at the office on a Monday morning due to a personal emergency. His manager fires him, although this was the first instance of Andrew arriving late at work. Andrew is upset because some of his other co-workers are chronically late to work, but they have not been fired. In this scenario, Andrew would conclude a lack of \_\_\_\_\_\_\_\_ in dealing with employees who arrive late at work.
A) arbitration
B) laissez-faire
C) outcome fairness
D) benchmarking
E) interactional justice
A

C

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36
Q
Destiny is an employee at ColorBlock Inc. She loves gossiping about her colleagues during office hours, which causes her to receive a reprimand by her supervisor, Alfonso. A few days later, Alfonso fires Colt, another subordinate, from work for a similar reason. The employees reporting to Alfonso are most likely to conclude he demonstrates a lack of \_\_\_\_\_\_\_\_ in dealing with employees who gossip at work.
A) benchmarking
B) interactional justice
C) laissez-faire
D) outcome fairness
E) arbitration
A

D

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37
Q

Maria and Devin are both data-entry clerks in the same department of a company. On the anniversary of her employment, Maria receives a 2 percent increase in salary. Later that day, while talking to Devin, she learns that on his anniversary, his pay increase was 4 percent. How could the company’s supervisor and human resource department best ensure that Maria will perceive outcome fairness in this situation?
A) by reducing Devin’s raise, so everyone gets the same amount
B) by demonstrating that raises of different sizes are associated with differences in performance
C) by increasing Maria’s raise, so everyone gets the same amount
D) by reserving the largest raises for the most serious offenses
E) by treating Maria with dignity and respect

A

B

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38
Q
Ricky reprimanded five of his employees for coming to work drunk after a lunch outing. The next week, Ricky fired another employee for being drunk at work. The employees under Ricky can conclude a lack of \_\_\_\_\_\_\_\_ in dealing with employees being drunk at work.
A) benchmarking
B) outcome fairness
C) summary dismissal
D) downsizing
E) onboarding
A

B

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39
Q
People's perception of \_\_\_\_\_\_\_\_ is their judgment that impartial methods were used to determine the consequences an employee obtains.
A) interactional justice
B) expatriation
C) outcome fairness
D) procedural justice
E) progressive discipline
A

D

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40
Q
A perception of \_\_\_\_\_\_\_\_ is a judgment that the organization carried out its actions in a manner that took the employee's feelings into account.
A) interactional justice
B) employee turnover
C) progressive discipline
D) summary dismissal
E) outcome fairness
A

A

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41
Q
Henry, an employee at Marine Corp., is known for his short temper. One morning, he gets into a heated argument with one of his supervisors and responds with hostility. Rather than immediately terminating Henry, his manager, Evelyn, calls him in for a discussion. Evelyn treats Henry with dignity and respect, listening to what he has to say about the incident. This scenario can be best categorized as one that uses
A) restorative justice.
B) distributive justice.
C) interactional justice.
D) impassive justice.
E) retributive justice.
A

C

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42
Q

Fernando, a manager at a top engineering company, believes he can hire a few employees by promising them job security and later terminating them if business slows down. On what grounds could such a termination be considered a wrongful discharge?
A) Desperate times call for desperate measures.
B) The terminations deviate from the promise of job security in the work agreement.
C) The company overpaid the terminated employees.
D) The company has policies for handling misbehavior.
E) The company is under financial constraints and, at times, has to have employee layoffs.

A

B

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43
Q
What does an employer violate when it terminates an employee for refusing to do something unethical, unsafe, and illegal?
A) affirmative action
B) public policy
C) fair representation
D) equal opportunity employment
E) reverse discrimination
A

B

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44
Q
Matt is employed as a supervisor at Total Charge Industries. However, he gets fired from his job when he refuses to break local laws and discharge harmful chemicals from the company's production facility into a nearby river. Matt files a wrongful discharge suit Total Charge Industries. Which exception to the employment-at-will doctrine is Matt likely to choose when filing his suit?
A) affirmative action
B) reverse discrimination
C) implied contract
D) information seizure
E) public policy
A

E

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45
Q

Saad was an employee at a chemical company called FGR Inc. He noticed that several of the security personnel at FGR allowed tankers to be filled over the legal limit with highly inflammable gases. Saad gathered ample evidence of such instances and presented it to senior management. A few months later, the company had not acted, and Saad contacted the Occupational Safety and Health Administration. Less than a week later, the company fired Saad. Assuming that Saad had not had disciplinary issues and wanted to file a claim alleging he was wrongfully discharged, what would be the strongest basis for his claim?
A) He was disciplined for doing what the law requires.
B) He was disciplined for violating public policy.
C) His dismissal was a result of racial discrimination.
D) His dismissal violated his privacy.
E) The company did not provide proper notification of the layoff.

A

A

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46
Q

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.

A

E

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47
Q

The top management at Lion Manufacturers decides to search its employees on the job. However, Rajat, Lion’s HR manager, believes that it could generate privacy issues. Which condition would strengthen Rajat’s belief and maximize the likelihood of a lawsuit?
A) if the search is done after asking for the employees’ consent
B) if the search policy is publicized and applied and carried out consistently
C) if the search includes random legal and permissible searches of desks, lockers, and toolboxes
D) if the search is a random check, and it is clarified that no one has been accused of misdeeds
E) if the search involves communications, such as e-mails, that are searched without probable cause

A

E

48
Q

After Fran, a human resource manager, hears reports that some employees are drinking liquor on the job, she arranges to conduct a random search for evidence. Which action would be the most appropriate way for Fran’s company to act fairly regarding employees’ privacy in this scenario?
A) requesting consent before gathering information
B) confining the search to lower-performing employees
C) telling employees the company is accusing them of drinking
D) excluding the accusers’ work areas from the search
E) sharing search results with a reporter who learned about the search

A

A

49
Q

The board of directors of Nature’s Crop is worried about company theft and decides to institute an immediate search of the employees on the job. However, the head of the HR department, Lisa, believes that doing so could maximize the likelihood of a lawsuit due to privacy concerns. Which condition would strengthen Lisa’s belief?
A) if the search is a random one, and it is clarified that no one has been accused of misdeeds
B) if the search policies and consequences have been publicized
C) if the search is done only after gathering consent from employees
D) if the search is done only on employees and not supervisors
E) if the search information is shared only with those who need it

A

D

50
Q

If employers covered by the ________ do not notify the employees (and their union, if applicable) of layoffs, they may have to offer back pay and fringe benefits and pay penalties as well.
A) Davis-Bacon Act
B) Workers’ Adjustment Retraining and Notification Act
C) Right-to-Work Act
D) Employee Free Choice Act
E) Fair Labor Standards Act

A

B

51
Q

Discount Furniture has seen sales decline in a highly competitive environment. To be able to offer a lower-cost product, management decides to close its factory in North Carolina, laying off 85 workers from the company’s 465-person workforce. Under the Workers’ Adjustment Retraining and Notification Act, what must Discount Furniture do?
A) It must explain employment-at-will principles to the employees.
B) It must give the employees 60 days’ notice before it can begin the layoffs.
C) It must provide all the employees with exit interviews.
D) It is required to seek legal advice to identify any exemptions available.
E) It must request employees’ consent before releasing their job records.

A

B

52
Q
Which principle of discipline holds that an organization's discipline should give a clear-cut warning and follow up with consistent, objective, and immediate consequences?
A) per se rule
B) laissez-faire rule
C) fundamental attribution rule
D) outcome fairness
E) hot-stove rule
A

E

53
Q

According to the hot-stove rule, which quality makes discipline more effective?
A) The punishment meted is always inconsistent.
B) The consequences for breaking a rule are immediate.
C) The rule breaker will be warned multiple times before termination.
D) The consequences follow a gradual increase in seriousness.
E) The ideology is to prevent misbehavior rather than to merely punish it.

A

B

54
Q
Which process seeks to avert misbehavior and to correct, rather than merely punish, misbehavior?
A) hot-stove rule
B) fair representation
C) progressive discipline
D) benchmarking
E) peer review technique
A

C

55
Q

Just Right Construction Company has a system of progressive discipline. Even so, in which situation would it be appropriate for the company to follow a stricter policy and dismiss an employee after a first offense?
A) A welder ignored safety procedures and started a fire that caused serious damage.
B) The last employee to leave a production area forgot to turn off a hot stove.
C) An employee’s work quality had been declining for a couple of weeks.
D) A manager was late to work twice, setting a bad example.
E) A supervisor told a joke that some employees considered offensive.

A

A

56
Q

What is a typical first response in the progressive discipline system?
A) official spoken warning
B) written warning with threat of temporary suspension
C) temporary suspension with no written notice
D) unofficial spoken warning
E) termination

A

D

57
Q

Gizmo Multimedia Corp. is an organization that follows the process of progressive discipline. The organization communicates with Lyla, an employee, about unacceptable behavior and responds to a series of her offenses. Which step would immediately precede a threat of temporary suspension?
A) a letter informing about her demotion
B) an unofficial spoken warning
C) an official written warning
D) a termination letter
E) a letter informing Lyla about her transfer

A

C

58
Q

With which step does the progressive discipline process end?
A) a written warning and a threat of temporary suspension
B) an unofficial spoken warning
C) an official written warning
D) temporary suspension and a written notice
E) termination

A

E

59
Q
Who has the main responsibility of developing a formal discipline process for the workplace?
A) the human resource department
B) outplacement counselors
C) the legal department
D) the sales force
E) arbitrators
A

A

60
Q
Conducting personal business online during work hours is called
A) cybersquatting.
B) cyberbullying.
C) cyberdefamation.
D) cyberstalking.
E) cyberslacking.
A

E

61
Q

Elliot, a human resource manager, tells managers in his organization that following the system of progressive discipline requires written documentation at every step of the process. In which situation could this be optional?
A) The organization is suspending an employee.
B) The manager responds to the second of a series of unacceptable behaviors.
C) The manager reminds an employee that a minor first-time offense is against policy.
D) The manager decides to dismiss the employee.
E) The organization does not follow the principles of the hot-stove rule.

A

C

62
Q
Open-door policy, peer review, and mediation are methods of
A) the strategy decision-making process.
B) alternative dispute resolution.
C) collective bargaining.
D) a fair representation policy.
E) performance appraisal.
A

B

63
Q
Which type of alternative dispute resolution functions well only to the extent that employees trust management and managers who hear complaints listen and are able to act?
A) mediation
B) behavioral modeling
C) open-door policy
D) fair representation
E) peer review system
A

C

64
Q
What is the simplest, most direct, and least expensive way to settle a dispute?
A) benchmarking
B) arbitration
C) mediation
D) open-door policy
E) peer review
A

D

65
Q
Based on the expectation that two people in conflict should first try to arrive at a settlement together, organizations have a policy of making managers available to hear complaints. Typically, the first "open door" is that of the employee's
A) immediate supervisor.
B) choice of a neutral party.
C) peers.
D) immediate subordinates.
E) personal counselor.
A

A

66
Q
Peer review is an example of
A) alternative dispute resolution.
B) an employee assistance program.
C) outplacement counseling.
D) fair representation.
E) an employee carve-out.
A

A

67
Q
\_\_\_\_\_\_\_\_ is a process for resolving disagreements 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) Carve-out
D) Arbitration
E) Peer review
A

E

68
Q
If peer review does not lead to a compromise, a neutral party from outside the organization hears the case and tries to resolve the conflict and attempts to reach a compromise. This process is called
A) mediation.
B) carve-out.
C) open-door policy.
D) fair representation.
E) attrition.
A

A

69
Q
Trace, a neutral party outside of Integrated Inc., is helping simplify a conflict between two technical teams of the company. Though Trace's solution has no binding power, both teams decided to accept his solution. This is an example of
A) mediation.
B) arbitration.
C) open-door policy.
D) progressive discipline.
E) fair representation.
A

A

70
Q
What is an example of an alternative dispute resolution method?
A) carve-out
B) employment assistance programs
C) benchmarking
D) arbitration
E) outplacement counseling
A

D

71
Q
Who would be most likely to hear and resolve a case if arbitration is used?
A) an immediate supervisor
B) a higher-level manager
C) a panel of nonmanagement employees
D) a peer of the employee
E) a retired judge
A

E

72
Q
Which term refers to a referral service that employees can make use of to pursue professional treatment for emotional problems or substance abuse?
A) alternative dispute resolution
B) outplacement counseling
C) employee assistance program
D) progressive discipline program
E) request for proposal
A

C

73
Q

Identify the correct statement regarding an employee assistance program.
A) It is a system that supervisors can use to refer their employees for professional treatment when necessary.
B) It is a company-sponsored program to help employees manage the transition from one job to another.
C) It cannot be recommended by union representatives.
D) It involves taking the help of a neutral party though a nonbinding process to solve issues among employees.
E) It involves hiring an arbitrator from outside the organization to hear cases or disputes among employees.

A

A

74
Q

Trevor, an employee of HigherEd Corp., demonstrates a series of unacceptable behaviors. Carmela, his manager, wants to refer Trevor to the company’s employee assistance program. Which situation would call for such a referral?
A) Carmela has reason to believe Trevor’s behavior problems are related to alcohol abuse.
B) HigherEd Corp. wants managers to use only the simplest, most direct, and least expensive way to settle behavior problems.
C) Carmela wants an experienced and retired judge to resolve Trevor’s situation.
D) Carmela and Trevor agree that a neutral party from outside the organization should hear this case.
E) Trevor wants a panel of his peers to hear Carmela’s complaint.

A

A

75
Q

Outplacement counseling programs are
A) long-distance educational programs using instruction via video or audio tapes or computers provided by the company to augment employee skills.
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 that require participants to live on campus while completing short, custom-designed courses.
E) services rendered to employees to manage drug or alcohol addiction.

A

B

76
Q
OutCode Inc. is an organization that tries to avoid the potential for violence or a lawsuit each time an employee is asked to leave the company. It does this by having the former employees meet with a specialized member of the HR staff to discuss their feelings while also getting help to find a new job. Which strategy does OutCode Inc. use in this scenario?
A) an employee assistance program
B) outcome fairness
C) alternative dispute resolution
D) fair representation
E) outplacement counseling
A

E

77
Q
Sean has just been discharged from his job after the company he was working for started downsizing. Confused about his state of joblessness, Sean threatens to sue the company for reparations. Which program can help the company avoid such situations from exiting employees?
A) outplacement counseling
B) employee assistance program
C) benchmarking
D) progressive disciplining program
E) expatriation
A

A

78
Q

Michelle, a professional counselor, is asked to talk to an ex-employee of GearTech Corp. about his performance issues. Michelle talks to this ex-employee about his grief and fear, as well as some strategies for finding a new job. Which role is Michelle performing?
A) CEO of GearTech Corp.
B) mediator
C) arbitrator
D) outplacement counselor
E) volunteer at GearTech Corp.’s employee assistance program

A

D

79
Q

Deepak, a trainee at NextGen Corp., is known among his colleagues for his arrogance, rude behavior, and short-tempered nature. His supervisor, Garin, does not feel like Deepak is performing well and wants to fire him. However, Marissa, the manager of the HR department, advises Garin to rethink his decision in order to avoid the possibility of Deepak reacting violently or filing a lawsuit when he receives the news. In this scenario, which situation is most likely to result in an amicable discharge of Deepak from NextGen Corp.?
A) Garin accuses Deepak of substance abuse and warns him to get help or be fired.
B) Marissa ask Gavin to give Deepak more training, and if he doesn’t perform well, then Gavin can fire him.
C) Garin encourages Deepak to think about whether he is a good fit for the job and whether he might want help finding another.
D) Garin does not believe in the concept of outcome fairness, so he does not intend to consider Marissa’s advice.
E) Deepak thinks the source of his troubles at NextGen Corp. is that Garin dislikes him and wants him to fail.

A

C

80
Q
Promoting employee engagement is a way to improve all of the following EXCEPT
A) productivity.
B) customer service.
C) competitive advantage.
D) self-evaluations.
E) employee retention.
A

D

81
Q

Which of the following best defines job withdrawal?
A) It is the loss of jobs within an organization due to adverse economic forces.
B) It is a set of behaviors with which employees try to avoid the work situation physically, mentally, or emotionally.
C) It is the retracting of a job offer following the results of a pre-employment physical examination.
D) It is a psychological state employees experience upon a job dismissal or retirement.
E) It is the retraction of an employment offer following failure to join on an agreed date.

A

B

82
Q
\_\_\_\_\_\_\_\_ means pervasive low levels of satisfaction with all aspects of life, compared with other people's feelings.
A) Negative affectivity
B) Outplacement
C) Expatriation
D) Systemic discrimination
E) Cognitive dissonance
A

A

83
Q

Employees with negative affectivity are inclined 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) think highly of themselves, but not others.

A

B

84
Q
The positive or negative bottom-line views that people have of themselves are known as
A) negative affectivities.
B) factor comparisons.
C) core self-evaluations.
D) fair representations.
E) behavioral models.
A

C

85
Q

Choose the correct statement about personal dispositions.
A) People with a positive core self-evaluation tend to experience job satisfaction.
B) Rather than doing nothing, people with negative core self-evaluations always act aggressively toward the people they blame.
C) In general, job turnover is higher among employees who are high in emotional stability and conscientiousness.
D) People with negative affectivity tend to be satisfied with their jobs after changing their occupations.
E) Core self-evaluations are bottom-line opinions that are positive in nature.

A

A

86
Q

When in situations they dislike, employees 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.

A

C

87
Q

As a predictor of job dissatisfaction, nothing exceeds
A) the nature of the task itself.
B) the geographical location of the firm.
C) negative affectivity.
D) relationships with co-workers.
E) negative self-evaluations.

A

A

88
Q
The aspects of a task—namely the complexity of the task, the degree of physical strain and exertion required, and the value an employee places on the task—have particular significance when they are viewed as linked to
A) brand alignment.
B) job dissatisfaction.
C) promotional marketing.
D) sole arbitrations.
E) mediations.
A

B

89
Q
\_\_\_\_\_\_\_ 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
A

B

90
Q
\_\_\_\_\_\_\_\_ 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
A

A

91
Q
Braden was recently told by senior management that they expected him to exercise more authority and leadership with his work group. Just two days prior to that, his team told him that while they appreciated the initiative he demonstrated, they expected him to be less authoritative and more democratic in the future. The term that best describes what Braden is experiencing is
A) role carve-out.
B) role distance.
C) role conflict.
D) role underload.
E) role autonomy.
A

C

92
Q

Daniel is an employee at Atex Inc. Recently, he was moved to a new work team to help in the development of a new product. Chris, his supervisor on the new team, describes the set of behaviors that the new team members will expect of Daniel. Daniel, however, feels that these demands contradict the expectations set forth in his previous role at Atex Inc. Which situation is most likely to be the primary source of Daniel’s dissatisfaction about his role?
A) Atex Inc. has brought together employees from different functions to form a team, leading to conflicting expectations.
B) Daniel is involved in Atex Inc.’s grapevine communications channel.
C) Daniel is unclear about his work methods because others have different ideas about work processes.
D) Atex Inc. has downsized recently, and employees’ work is still going through quality checks.
E) Daniel is unsure how Atex Inc. will evaluate his performance on this new work team.

A

A

93
Q
Heidi is a single mother who works full-time and attends to the needs of her two young children. She often feels a lot of pressure in balancing her work and looking after her children. What is Heidi experiencing?
A) role ambiguity
B) role carve-out
C) role conflict
D) role overload
E) role underload
A

C

94
Q
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
A

E

95
Q
After an organization downsizes, it may expect much of its remaining employees. This high expectation and demand occur in a state of role \_\_\_\_\_\_\_\_ for the employees.
A) autonomy
B) carve-out
C) underload
D) distance
E) overload
A

E

96
Q

Nick, a highly skilled technician, has been one of the most productive employees at Swank Inc. But after the company went through a downsizing effort, Nick has taken on many more responsibilities and is struggling to keep up. What is the most likely consequence of this situation?
A) Nick experiences role conflict and becomes confused about what to do.
B) Nick experiences role conflict because Swank Inc. asks him to transfer to a position overseas.
C) Nick wonders how Swank Inc. will evaluate his performance, so he asks for a transfer.
D) Nick experiences role overload and becomes dissatisfied with his job.
E) Nick places the responsibility for maintaining positive relationships on his direct supervisor.

A

D

97
Q

Adam, an employee at Trite Holdings, decides to leave the company. However, during his exit interview, an HR supervisor learns that Adam had no complaints about the work he did or the pay he received. What would be a source of job dissatisfaction for Adam and likely to lead to his departure?
A) Adam’s supervisor defined expectations so clearly, there was no role ambiguity.
B) Adam worked on a team with employees from different functional units.
C) Adam experienced uncivil behavior from his co-workers, and it was not addressed by management.
D) Adam’s co-workers were unclear about his work methods, scheduling, and performance criteria.
E) Trite Holdings focused too much on pay as a source of satisfaction.

A

C

98
Q
The amount of income linked to each job is called the
A) pay rank.
B) pay status.
C) pay differential.
D) incentive pay.
E) pay level.
A

E

99
Q

Veronica is the supervisor of the recruiting department at Kintex Inc. She is currently in charge of filling a few high-demand positions at Kintex Inc. and is planning to poach talent from rival companies, luring their employees away with job benefits. Drew, the HR head of Kintex Inc., however, argues that Veronica’s plan will not work. Which explanation is most likely to strengthen Drew’s argument?
A) The candidates have very low self-worth.
B) Veronica assures the candidates that they will receive a company car.
C) Kintex Inc. offers the candidates more vacation time than their current employer.
D) Kintex Inc. offers the candidates better health insurance than their current employer.
E) The candidates are looking for higher pay, not better benefits.

A

E

100
Q
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) benchmarking
D) media manipulation
E) whistle-blowing
A

E

101
Q
In terms of job dissatisfaction, an employee who calls in sick or arrives to work late is engaging in
A) behavior change.
B) benchmarking.
C) physical job withdrawal.
D) whistle-blowing.
E) emotional withdrawal.
A

C

102
Q
Eva, an employee at Value Hardware, is regularly late for work and takes excessive sick days. In this scenario, which type of job withdrawal is Eva experiencing?
A) behavior change
B) physical job withdrawal
C) high job involvement
D) emotional withdrawal
E) psychological job withdrawal
A

B

103
Q

Employee turnover at Wholesome Publishing is low, but many employees in the Children’s Book Division seek transfers to other divisions. Which situation is most likely to explain the employees seeking to leave the Children’s Book Division?
A) The pay structure at Wholesome Publishing is too low.
B) Employees consider the manager of the Children’s Book Division to be unfair.
C) The manager of the Children’s Book Division properly channels employees’ expressions of dissatisfaction.
D) Employees in the Children’s Book Division are looking for help from outside Wholesome Publishing.
E) Employees’ complaints, confrontations, and grievances feel threatening to others.

A

B

104
Q
Anita 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 non-work matters. What is Anita experiencing?
A) physical withdrawal
B) psychological job withdrawal
C) role overload
D) benchmarking
E) whistle-blowing
A

B

105
Q

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.

A

B

106
Q
\_\_\_\_\_\_\_\_ is a pleasant feeling resulting from the perception that one's job fulfills or allows for the fulfillment of one's important job values.
A) Employee engagement
B) Fair representation
C) Job complexity
D) Social support
E) Job satisfaction
A

E

107
Q

Employees are satisfied with their jobs as long as they perceive that
A) their jobs are the greatest source of happiness.
B) their jobs can lead to the obtainment of everything they’ve ever wanted.
C) their jobs meet their important values.
D) there are no better employment options available.
E) they are doing better than their subordinates.

A

C

108
Q

To improve job satisfaction, organizations can
A) make goals easier to obtain.
B) make jobs simpler.
C) add additional layers to job hierarchy.
D) make jobs more complex.
E) eliminate all possible distractions.

A

D

109
Q
The \_\_\_\_\_\_\_\_ is a process of formally identifying expectations associated with a role.
A) role playing method
B) role analysis technique
C) role carve-out
D) role enrichment
E) role overload
A

B

110
Q
Venus is concerned about an unacceptable level of job dissatisfaction among a number of work teams in her organization. She has determined that 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) factor comparison.
B) role analysis technique.
C) job rotation.
D) role carve-out.
E) progressive discipline.
A

B

111
Q

In the role analysis technique, role occupant refers to
A) the person who is hiring the employee for a particular role in the organization.
B) the employee who fills a role in the organization.
C) the individual who will directly interact with the employee filling a new role in the organization.
D) the individual who has written guidelines for a new role in the organization.
E) the employee who is assigned the task to write expectations from a new role in the organization.

A

B

112
Q
The two types 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.
A

D

113
Q
Which aspect of satisfaction is among those emphasized by the Job Descriptive Index?
A) outplacements
B) promotions
C) skills
D) customers
E) qualifications
A

B

114
Q
A(n) \_\_\_\_\_\_\_\_ refers to the meeting of a departing employee with the employee's supervisor and/or a human resource specialist to discuss the employee's reasons for leaving.
A) exit interview
B) affirmative action
C) carve-out
D) observation interview
E) summary dismissal
A

A

115
Q
\_\_\_\_\_\_\_\_ can uncover reasons why employees leave and perhaps set the stage for some of them to return.
A) Mock interviews
B) Job Descriptive Indices
C) Pay satisfaction questionnaires
D) Exit interviews
E) Summary dismissals
A

D