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FlashCards por mmcclure557, atualizado more than 1 year ago
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Criado por mmcclure557
aproximadamente 9 anos atrás
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| Questão | Responda |
| What are examples of Involuntary External Turnover? | -Economic Layoff -Termination for cause -Re-organization -Business unit closing -Fired |
| What are examples of Involuntary Internal Turnover? | -Demoted -Lateral move -New shfit assignment -New position |
| What are examples of Voluntary External Turnover? | -Left for competitor -Trailing spouse -Went to school -Started own business -Took early retirment |
| What are examples of Voluntary Internal Turnover? | -Promoted -New position -Rotation -On-loan |
| What is Voluntary Turnover? | (undesirable)- employee decides to leave, all quits ex) relocation, pregnancy, new job |
| What is Involuntary Turnover? | )desirable)- employer decided to end employment relationship ex) performance problems, layoffs |
| What are the two types of voluntary quits? | 1) Functional - (desirable) substandard performer leaves 2) Dysfunctional - (undesirable) effective or highly trained employees leaving |
| What is Unavoidable and Avoidable Turnover? | 1) Unavoidable- employer can't control; child birth, family care, etc. 2) Avoidable- employee leaving could have been prevented ex) poor supervisor, poor compensation |
| What is the Annualized Turnover Rate? | |
| How do you calculate Turnover Rate? | # of separations / avg. # of employees x 100 |
| How Costly is Turnover to the Organization? | Turnover can cost between 93-200% of leavers salary, depending on skill and responsibility level |
| What are the top 5 reasons employees leave according to Forbes? | 1. Job Stability 3. Compensation 3. Respect 4. Health Benefits 5. Work-llife benefits |
| How to calculation Separation Count? | Employees with date of termination in that month- do not include: furlough, leave of absence, temporary layoff |
| What are the general conclusions about the benefits and cost of turnovers in the first two pages of chapter one? | Benefits: Create more promotional opportunities for other employees, quits among marginal or over paid employees is beneficial, new technologies and ideas come when new employees are hired Costs: High exit rates worsen organization effectiveness, weakens bottom line, 93-200% of leavers salary |
| How could you go about benchmarking turnover costs in your industry? | You could send out surveys to companies in your industry or get the information from other agencies - data is key! |
| What factors are used to determine separation costs? | Separation costs are costs directly produced by turnover such as: exit interview, cost to issue final paycheck and benefits, administration and paperwork, unused vacation pay, possible loss in client revenue due to staff shortages, loss of productivity --> These costs are often not included because they are hard to calculate |
| What is the purpose of calculating the cost of a retention strategy? | You need to weigh the costs and benefits of a retention strategy to determine how effective it will be in saving money versus turnover costs |
| ____________ Turnover is when managers try to intervene to solve work-life conflicts | Avoidable |
| How can the performance attributes matrix be used to make a final hiring decision? | The PAM ensures that you do not lump all of your information into one score, but rather rate each attribute separately by each hiring tool. It also ensure you do not use one hiring tool to measure too many attributes |
| Why do the authors suggest rating candidates on three levels? | When using multiple tools, information can be tricky to designate when using a numerical scale. For example your interview could be based on a 50 point scale and your reference check on a 10 point scale, it can be hard to compare these scores against each other |
| What method to the authors recommend for estimating scoring guidelines? | The authors recommend to use unacceptable, acceptable and desirable rating scales |
| What does an Unacceptable rating mean? | These candidates are undesirable because they do not possess a specific KSAO for a given position and they should be weeded out first. You should never hire a candidate with an unacceptable rating for any of your KSAOs. |
| What does an Acceptable rating mean? | These candidates have a minimum level of competency that will result in truly acceptable work. Acceptable work is work that will accomplish the most critical outcomes of the work as defined by your work analysis. |
| What does a Desirable rating mean? | Criteria that makes for a truly outstanding performer. Should hire first |
| What is the categorical approach to making hiring decisions? How does it work? | Way to make decisions based on unacceptable, acceptable, and desirable ratings. 1) Candidates with all desirable ratings should be strongly considered and hired immediately. 2) Candidates with some desirable and some acceptable ratings should be put in a second group to be re-evaluted against each other later. 3) Candidates who have ANY unacceptable attributes should be removed from the selection process even if they have other acceptable or desirable KSAOs. |
| What is the numerical approach to making hiring decisions? How does it work? | Points system or weighted average score to help compare numerical scores from different hiring tests against each other You do this by calculated a converted score for each attribute and then creating calculating a weighted average of each score to measure the significance of the attribute |
| How do you calculate a converted score and converted avg. score in the numerical approach method? | Converted Score = Score / Max. Score Possible Converted weighted average score = converted score x importance of attribute x importance of measure |
| What procedures are available to manage work-family conflict? | 1) Family leave 2) Child and depend care services 3) Alternative work schedules 4) telecommunicating |
| What does the research say about the impact of work-family conflict and employee turnover or employees’ desire to quit? | The research says that in 1986, 33% of women leaving the workforce did so to devote more time to their family About 1/3 of mothers want to quit to be full-time homemakers 45% of all employees had to change jobs to spend more time with their families Workers who experience family conflict are 3X more likely to consider quitting (43% vs. 14%) |
| What impact does on-site day care have on turnover? | Employees using the services had higher job performance ratings and lower turnover than employees with no children |
| What does the research say about the impact of job sharing and alternative work schedules on turnover? | Experimental testing proved that Flextime did not decreased turnover, but rather it reduced stress and made employees better able to cope with difficult aspects of their jobs, possible reducing turnover |
| What does the research say about the impact of telecommuting on costs and turnover? | It reduces turnover and it can save employers $10,000/employee in absenteeism and turnover costs |
| What does the research say about the importance of presenting a realistic job preview and the best medium (e.g., booklet, etc.) for presenting a realistic job preview? | RJPs boost job retention by better preparing employees for stressful situations they may encounter on the job Oral presentations are the best, booklets are as effective and cost efficient |
| What are some recommendations for RJP content? | They should be comprehensive and valid. They should contain objective and subjective information collected from a survey of hundreds of employees and should present most common ones. Include performance standards, critical incidents based on real events, should portray reality |
| What jobs might benefit the most from an RJP and why? | Work best for high turnover jobs, researchers believe that newcomers unfamiliar with the job benefit most |
| What are the trades-offs in timing the delivery of an RJP? | Most believe RJP should be given before the candidate enters the job, but this may drive away more qualified talent. However, if given after the offer has been accepted employee may believe that company misled them and they were unable o make an informed decision |
| Why should your company use an RJP? | 1) In the private sector it increased retention by an average of 8% 2) Can impact long and short-rem turnover 3) Can present yourself as honest company 4) Allows candidates to opt out of selection system 5) Helps better prepare candidates for difficulties on the job |
| What is the best method of delivering an RJP? | 1) Oral 2) Written 3) Video |
| ___________ decreased quits the first year and increased employee longevity | RJP |
| Researchers recommend that basic RJPs should contain _______________ and _____________ reality | objective, subjective |
| Most experts believe RJP should be administered ___________________ | before the job begins |
| What are the high level goals of Onboarding? | 1) Reduce turnover 2) Make employee feel welcome 3) Reduce start-up time |
| Studies have found that employee engagement is partially determined by the employee's treatment and engagement during the first _____ days of employement | 30-90 |
| What are ways you can minimize start-up time during on boarding? | By reducing the learning curve by: 1) Share goals and responsibilities immediately 2) Suggest technical training 3) Eliminate administrative obstacles 4) Eliminate personal issues |
| What are some things that can be done before the employee begins work in the on boarding process? | -I-9 form -acknowledgement of employee handbook -Emergency contact info -Provide benefit form -Sign copy of non-agreement disclosure and ethical policy |
| Who should be involved and what should be accomplished during Orientation I? | WHO: HR & management WHAT: -Intro to mission, values, & goals -Enrollment in benefit and retirement plans -Safety and health policy review -Adminstrative procedure review (I.D badge, security, etc.) |
| Who should be involved and what should be accomplished during Orientation II? | WHO: Management Agenda WHAT: #1 Performance expectations -Introductory meeting with employees -Department and company standards -Time card policy -Reporting and abseentism, pay problems |
| __________________________ is the most important goal of Origination II? | To clearly set performance expectations standards |
| What is Institutionalized Socialization? | It means companies should be: 1) collective- group newcomers and put them through common experiences 2) formal- segregate newcomers from reg. employees during socialization 3) sequential- newcomer assumes job after following a fixed sequence of steps 4) fixed- have timetable for assumption of job by newcomers 5) serial- experienced employees socialize new employees 6) Investiture- affirm identity and personal traits of newcomers |
| Exhibit 4.2 is useful for job newcomers. How can this information help you assimilate into a new job? | These six things should be provided during new hire training because research shows that if they master these domains, they are better job incumbents and have a higher retention rate 1) performance and proficiency 2) people 3) politics 4) language 5) organizational goals and values 6) history |
| How do realistic shock programs differ from realistic job previews? | Unlike RJPs, which simply communicate information, these forewarn newcomers about impeding frustrations and train on how to cope with stressors |
| What is Burns’s (1999a, 1999b) four-step self-management training program for dealing with dysfunctional thoughts? Be able to describe each step. | 1. Describe distressing situation -new staff receives negative feedback on paper by superior 2. Describe "automatic" thoughts -ex) this is awful I did a terrific job 3. Classify thoughts using a list of cognitive distortions -rationalize thoughts by mind reading,, should statements 4. Develop rational response -substitute automatic thoughts with realistic, positive thoughts |
| What three behaviors exhibited by supervisors tend to build loyalty? | 1. participative leadership style 2. communicate often about work related matters 3. express consideration toward employees |
| What types of supervisory actions qualify as “abusive” according to the text? | Distributive Injustice (unfair allocation of rewards) Procedural Injustice (unfair procedures for allocating rewards) Interactional Injustice (unfair interpersonal treatment) |
| In Orientation _____ the manger sits down with the employee to discuss performance expectations | Orientation II |
| What two factors can decrease satisfaction? | Pay and rewards Job stability |
| ____________ has the strongest positive correlation to job satisfaction | Job Performance |
| What is the theory behind the Job Characteristic Model (Hackman & Obham) | Characteristics of a task relate to a certain state, if that state is high, relates to high satisfaction |
| What are the core job characteristics and their states of Hackman and Odham's model? (Job Characteristic Model) | 1. Skill variety, task variety, task significance --> Meaningfulness 2. Autonomy --> Responsibility 3. Feedback from job --> Knowledge of results |
| What are tools to improve job satisfaction? | 1. Forming natural work units 2. Establishing client relationships 3. Vertical loading 4. Opening feedback channels |
| What is the take-away from studying the Danes level of satisfaction? | That lowering your expectations can improve your satisfaction, because you will not be dissatisfied with results |
| _____________________ are longer range and more developmental in their approach. Helps when the job when position is staffed by one or few people. Usually an internal promotion is invovled | Succession Planning |
| _____________________ asks what are the most critical duties that won't get done until a new hire is made? | PATH Analysis |
| Describe the components of a PATH analysis…what questions does it answer…what problem does it solve? | A Planned Alternative To Hiring asks the question what are the best ways to perform the most critical duties that otherwise won't get performed until a new hire is made. PATH solves the problem of hiring quickly, because there is a plan in place, allowing more time to find an effective new hire |
| What is succession planning? When should it be used? | Succession planning is a long-range developmental approach that focuses on how to develop people into a position, instead of asking who is ready now. It can be effective strategy for anticipating hiring events when a key role has one or few people in it |
| What is continuous hiring? When should it be used? | It is a term used for hiring outstanding candidates when they are available, not waiting for a position to open up. It should be used for positions with a large number of people that have a high level of turnover |
| How can job redesign help with staffing changes? | You may be able to temporarily or permantely eliminate a position by rethinking operations and work design/flow. Ensuring jobs have cross-functional capabilities increases PATH options |
| What are replacement plans? | A plan in place if a "crisis" arises -What do I do if so and so quits tomorrow -Only a temporary fix unless additional steps are taken |
| What is the critical problem in the Droned International Case? | Alain Derende, CEO, has to find a successor to VP of Product Development after he dies of cancer. There are 4 potential candidates (Bernier, Yang, Lambert, Saurac) who have been evaluated using a 360 appraisal system with their contingency model. However, there were too many KSAOs so it made it difficult to compare candidates, Alain made final decision on gut feeling |
| What are the four types of deviance? | 1) Production- intentionally working slow or making personal phone calls 2) Property- stealing or sabotaging equipment 3) Political- showing favoritism, gossiping,e tc. 4) Personal- physical aggression such as sexual harassment or verbal or physical aggression |
| What are the predictors of workplace deviance and how can they be prevented? | -Trait anger and interpersonal conflict- having anger issues -these can be solved during the hiring process -Job dissatisfaction- being unhappy with policies, work, supervisor -This can be solved once the employee is hired |
| What is the difference between personal and situational theories? | -Personal: "bad apples" weeded out during hiring process -Situational: deviant behavior is a function of work conditions -Solve through changes and improving working conditions |
| Why drug test? | It can decrease absenteeism and health care cots -Avoid being an employer of choice -Have the right to drug test |
| What are the three types of drug tests and what stage of drug use do they predict? | 1) Integrity (future) 2) Blood, urine, hair (current) 3) Behavioral (current) |
| From your own perspective, what is the most important point made in the chapter and why? | To weed out people with counter-productive behaviors before you hire them! |
| What are the three categories of counter-productive behavior and the two explanations for these behaviors? | 1. Retaliation 2. Neglect 3. Exit Explanations: (1) People based explanations: claiming the person directly (2) Workplace conditions- assume workplace situations are a key factor in deviant behavior |
| Why is it important to invest in weeding out people who might engage in counter-productive behavior before they are your employees? | Counter-productive behavior can cost the company $ in theft, insurance, and abseentism And it can be difficult to change behavior once on payroll Also fewer social and legal restrictions with applicants vs. employees |
| What kinds of integrity tests are available to employers and what is known about the validity of integrity tests and integrity testing companies (see APA study)? | Test honesty of candidate through overt or cover questions Although they have been viewed with some skepticism, APA proved they were valid |
| MAKR SURE TO KNOW THIS! If you are serious about drug screening, what test is recommended? | Gas chromatography/ Mass spectrometry (GC/MS) |
| Provide some examples of “red flag” behaviors. | Talking about settling a score, gaps in resume, talking about previous sexual harrasssement claims work experience that can't be verified, when they ask you to not check with a previous employer |
| When can drug tests be administered legally during the hiring process? | After an offer is made and before it is accepted because drug test are considered medical exams |
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