BUSI 342 Exam 2

BUSI 342 Exam 2

BUSI 342 Exam 2 Answers

1. One of the determinant of employees’ willingness to exert effort is the degree to which they value the rewards offered by an organization.
2. Developing skills in employees increases the likelihood that the employees would quit an organization.
3. Vacancy costs incurred by a company during turnover primarily include supervisory time, pay rates to prevent separations, and exit interview time.
4. According to the two‑factor theory, addressing hygiene factors in an organization ensures that employees are motivated to work harder.
5. The performance‑reward linkage described in the expectancy theory of motivation refers to employees’ beliefs that working harder will lead to better performance.
6. A major reason for categorizing an employee’s departure as functional rather than dysfunctional is his/her performance level.
7. A no‑fault policy in organizations allows employees to manage their own attendance.
8. Employee productivity is a tangible aspect of psychological contracts.
9. Paid orientation time is a training cost involved in turnover.
10. Higher unemployment rates usually mean more dissatisfied employees in the workforce.
11. Utilizing current employee referrals of family members and friends is not ethical because it increases the risk of committing nepotism.
12. A disadvantage of Internet recruiting is that it generates large numbers of passive job seekers who, typically, tend to be of low‑
13. Recruiters have completely stopped using newspaper ads as a tool for external recruitment because job seekers use the Internet almost exclusively even in smaller cities and towns.
14. A long‑term measure of recruiting effectiveness is to compare the number of past applicants who became successful employees with the number of applicants against whom they competed for their jobs.
15. Niche job sites are more useful for recruiting applicants with specific technical skills than are general job boards.
16. Twitter is popular among recruiters because of the absence of any character limit.
17. Employment agencies typically have their own workforce, which they supply by contract to employers with jobs.
18. Résumé mining allows HR staff to use software to extract the most promising résumés from a large database.
19. An example of yield ratio is the proportion of applicants who accept an offer compared to the number of applicants who were interviewed at a job fair.
20. Rerecruiting former employees is a way of avoiding “inbreeding” while still using an internal recruiting source.
21. Organizations can use honesty/integrity tests to communicate to applicants and employees alike that dishonesty will not be tolerated.
22. On the Big Five personality framework, Bob has tested as broad‑minded, curious, and original, which would mean that he is extroverted.
23. The selection process for an international assignment should provide a realistic picture of the life, work, and culture to which the employee may be sent.
24. All U.S. EEOC regulations and laws apply to foreign‑owned firms operating in the United States.
25. Listening responses such as mirroring and echoing may backfire for managers doing job interviews because these responses give feedback to the applicant.
26. In general, the more structured a type of selection interview, the more likely it is to be statistically valid.
27. When operating managers are allowed to select their own staff, the effectiveness of the selection process is enhanced because the operating managers have an instinctive feel for the type of employee who would perform well in their department.
28. Reliability is the ability of a test to produce the same results repeatedly over time.
29. Since “soft skills” are difficult to test for, and interviewing for these skills often puts women candidates at a disadvantage, the EEOC’s guidelines require that applicants be selected for quantifiable or measurable “hard skills” only.
30. Poor adaptation of an expatriate’s spouse and/or family to the overseas location is a major factor in the failure of expatriate assignments.
31. Ideally, training should be viewed tactically rather than strategically.
32. A strategic mind‑set leads top management to understand that training is the sole answer to most employee and organizational performance problems.
33. Simulations seek to reproduce parts of the real world so they can be experienced, manipulated, and learning can occur.
34. In contrast to informal training, which is planned, on‑the‑job training should occur spontaneously.
35. If employees view e‑learning tools such as an Internet game that they enjoy playing and give it a high rate for value, it can be concluded that the training has succeeded at the reaction level.
36. E‑learning cannot be paired with simulation.
37. E‑learning is limited in terms of accessibility compared to leadership and cultural training.
38. The frequent changes to which organizations must adapt demands at present that employees be continually trained to update their capabilities.
39. Since the U.S. culture is so widely dispersed via television, music, and the Internet, it is less necessary to conduct intercultural training for foreigners taking jobs in the U.S. than it is for U.S. nationals to receive intercultural training prior to foreign assignments.
40. On‑the‑job training can amount to no training if the trainers simply allow the trainees to learn the job on their own.