This work is aimed at identifying causal factors of attrition & retention and to produce a predictive model that could help to plan reduced attrition and increased retention at management level. This study is triggered due to high attrition scenario in BTO. Key points of this work are
• Attrition & Retention are mutually exclusive, having different set of factors
• A combination Herzberg’s Dual Factor Theory of Motivation, Hackman & Oldham’s Job Characteristic Model and ASA frame work helps best to model the current attrition in the industry.
• There are 8 set of factors which explains attrition and 4 set of factors which explains retention
A combination of Employee Motivation, Employee Satisfaction, Employee Involvement & Life Interest and Work Compatibility ensure prolonged association of an employee to an Organization
This work is aimed at identifying causal factors of attrition & retention and to produce a predictive model that could help to plan reduced attrition and increased retention at management level. This study is triggered due to high attrition scenario in BTO. Key points of this work are
• Attrition & Retention are mutually exclusive, having different set of factors
• A combination Herzberg’s Dual Factor Theory of Motivation, Hackman & Oldham’s Job Characteristic Model and ASA frame work helps best to model the current attrition in the industry.
• There are 8 set of factors which explains attrition and 4 set of factors which explains retention
A combination of Employee Motivation, Employee Satisfaction, Employee Involvement & Life Interest and Work Compatibility ensure prolonged association of an employee to an Organization
Performance appraisal form of any companyelenavogel8
In this file, you can ref useful information about performance appraisal form of any company such as performance appraisal form of any company methods, performance appraisal form of any company tips
Human Resource Management Gaining A Competitive Advantage 8th Edition Noe Tes...finifej
Full download : https://alibabadownload.com/product/human-resource-management-gaining-a-competitive-advantage-8th-edition-noe-test-bank/
Human Resource Management Gaining A Competitive Advantage 8th Edition Noe Test Bank
Management by objectives performance appraisalkianramirez765
In this file, you can ref useful information about management by objectives performance appraisal such as management by objectives performance appraisal methods, management by objectives performance appraisal tips, management by objectives performance appraisal forms, management by objectives performance appraisal phrases … If you need more assistant for management by objectives performance appraisal, please leave your comment at the end of file.
Exam: - Assessing Performance, Developing Employees & Compensating Human Resources
Questions 1 to 20: Select the best answer to each question. Note that a question and its answers may be split across a page break, so be sure that you have seen the entire question and all the answers before choosing an answer.
1. 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." In a wrongful-discharge suit, the employee is likely to argue which of the following exceptions to the at-will-employment doctrine?
A. Implied contract
B. Equal employment
C. Public policy
D. Reverse discrimination
2. Which of the following is a false statement about using peers as a source of performance information?
A. Peer ratings are particularly useful when supervisors don't have the opportunity to observe employees.
B. Peers are more willing participants in reviews used for employees.
C. Peers have expert knowledge of job requirements and bring a unique perspective to the evaluation, often resulting in extremely valid assessments of performance.
D. Peer ratings, according to research, are highly influenced by friendships.
3. Why would an employee seek a downward move?
A. To learn different skills
B. To have more authority
C. To increase salary and visibility
D. To have greater challenges
4. In terms of job dissatisfaction, an employee who calls in sick or arrives to work late is engaging in
A. behavior change.
B. physical withdrawal.
C. psychological withdrawal.
D. whistleblowing.
5. 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. peers.
C. director.
D. immediate subordinates.
6. If a performance measure lacks _______ reliability, determining whether an employee's performance has truly changed over time will be impossible.
A. interrater
B. external
C. test-retest
D. strategic
7. The primary use of assessment centers is to identify
A. employees' personality types and job interests.
B. decision processes and communication styles that inhibit production.
C. the strengths and weaknesses of team members.
D. employees who have the personality, characteristics, and skills needed for managerial positions.
8. Which of the following statements illustrates effective feedback?
A. "I don't see any progress from the last review; you're lazy."
B. "You've achieved 100 percent of your target in less than six months."
C. "Overall, your performance has been satisfactory."
D. "You've become careless; you came in late three times last week."
9. What is the employee's responsibility in the self-assessment stage of career management?
A. Provide assessment information to identify strengths, weaknesses, interests, and values
B. Identify opportunities and areas of ...
This Presentation is About Different Types Processes of Human Resource Management.This Presentation Is Helpful to understand the processes of Human Resource Management.
Compensation Canadian 4th Edition Milkovich Test BankZephBenders
Full download : https://alibabadownload.com/product/compensation-canadian-4th-edition-milkovich-test-bank/ Compensation Canadian 4th Edition Milkovich Test Bank , Compensation Canadian,Milkovich,4th Edition,Test Bank
Please make sure that you follow all the teacher instruction beacuse.docxchristalgrieg
Please make sure that you follow all the teacher instruction beacuse she is a strict grader and you must follow the APA format that is require for this course. Make sure you watch out for spelling and grammar errors. This must be your own owrk and not copy and paste his is a DBA coure and the paper have to written on this level. Please read the sudy guide and Unit IV Intriduction
Book reference: Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2016).
Managing human resources
(8th ed.) [VitalSource Bookshelf version]. Retrieved from https://online.vitalsource.com/#/books/9780133953718
Instructions
In Unit III, you researched and analyzed the legal responsibilities of an organization and differences between diversity and affirmative action. You also examined challenges of managing diverse work teams and researched opportunities to improve the management of a diverse team.
For this assignment, you will reflect on the research you conducted and write a paper that addresses the items below.
Provide an introduction, and explain the role that human resources has in upholding legal responsibilities of an organization.
Identify and discuss at least two current equal employment opportunity laws.
Discuss the differences between management of diversity and affirmative action.
Describe the challenges in managing a diverse work team.
Provide examples of how the management of diverse teams can be improved within an organization.
Your research paper must be at least three pages in length, not counting the title and reference pages, and must include at least four peer-reviewed sources.
Be sure to support your research paper with the resources you located for your annotated bibliography in Unit III. Use APA style for your paper.
Resources
The following resource(s) may help you with this assignment.
Citation Guide
CSU Online Library Research Guide
Submit Writing Center Request
Unit IV Introduction
Recruiting and Selecting Employees
Human Resource Supply and Demand
Human resource planning is the process an organization uses to ensure that it has the right amount and the right kinds of people to deliver a particular level of output or services in the future. Failures in HR planning can lead to labor shortages, layoffs, and significant financial costs.
A.
Forecasting Techniques
There are two basic categories of forecasting techniques: qualitative and quantitative. Quantitative techniques have two main limitations. The first is that most rely heavily on past data or previous relations between staffing levels and other variables. The second is that most of these techniques are quite old and do not translate well in smaller organizations. Qualitative techniques, however, rely on expert judgments or subjective estimates of labor supply and demand.
Methods of Forecasting Demand
Quantitative techniques—regression analysis, ratio analysis
Judgmental (qualitative) techniques—top-down approach, bott.
Human Resources Management Questions 3· · Multiple Cho.docxadampcarr67227
Human Resources Management Questions 3
·
·
Multiple Choice Questions
(Enter your answers on the enclosed answer sheet)
1) Performance management systems are important because they:
a. may be used to make compensation adjustments.
b. help identify areas where an employee may need further training or education.
c. create documentation related to disciplining or possibly terminating an employee.
d. can help managers make decisions about who to promote within the organization.
e. All of the above are correct.
2) When designing the performance evaluation for a chef, items such as "prepares food in a timely fashion" and "follows appropriate safety and sanitation guidelines" would be examples of:
a. contaminated performance measures.
b. performance dimensions.
c. deficient performance measures.
d. global performance measures.
e. performance standard.
3) An organization has an evaluation scoring method which includes three levels: excellent,
satisfactory, and poor. A manager has 3 employees and when evaluating them he must put
each employee in each of the categories, although he would really consider one of them
excellent and the other two satisfactory. This method of evaluation is known as:
a. absolute.
b. paired comparisons.
c. forced distribution.
d. ranking.
e. forced choice.
4) When employees are evaluated against a list of performance dimensions which have specific
and scored performance standards related to the employee’s attributes attached to them, the
evaluation method of __________________ is most likely being used.
a. forced distribution
b. graphic rating scale
c. direct measures
d. ranking
e. critical incident
5) All of the following statements about management by objectives is accurate EXCEPT:
a. it evaluates an employee’s actual performance against specific goals.
b. is a results-based approach.
c. employees may strive only to meet those targets and neglect other aspects of their jobs.
d. it is the preferred method to use when you want to compare employee performance.
e. goals can and should be linked to the overall goals and strategy of the organization.
Unit 3 Examination 176 BAM 510 Human Resource Management
6) In order to avoid discussing his poor performance, Edgar’s supervisor scored him as a "meets"
instead of a "needs improvement" on the performance standard related to the quality of his
work. This type of rating error is known as:
a. primacy.
b. leniency.
c. central tendency.
d. similar to me.
e. strictness.
7) When setting up a feedback meeting with an employee it is important to keep all of the
following in mind EXCEPT:
a. focus on one set of job responsibilities rather than the whole spectrum of the employee’s
tasks.
b. discuss both the positive and negative aspects of the employee’s performance.
c. focus on specific behaviors and outcomes rather than making personal comments.
d. ask employees for their input and concerns regarding their performance and goals.
e. co.
DUE DATE WED 622 @ 5PMGrading Rubric for Cases Your g.docxkarinorchard1
DUE DATE WED 6/22 @ 5PM
Grading Rubric for Cases
Your grade is a combination of the following elements:
1.
Appropriate length of answer. One paragraph per question answered. Individual question
minimum of 3-4
well-structured sentences
in 12 point font.
2. Identification of correct human resource or management topic.
3.
Full quality answers which include research to determine how to apply standards, regulations, or laws covering human resources.
These cases require you to research current federal employment law, regulations, and issues in order to answer them correctly.
Review "Website resources" tab. Also you can google topics, laws, cases, etc.
4. Correct notation of sources listed at the bottom of each answered case. You should list the textbook and any websites or other resources you used; cite direct quotes from sources in parenthesis and put (author's last name, page #).
Case #64,
page 192-193. You will only rate whether the manager (E) was acting ethically and you must explain your answer fully. You may want to research each scenario and explain in 3-4 sentences why you rated the manager this way. Include if you think a law may have been violated or at least must be considered. Please utilize outside resources to answer these questions, if needed.
Your answer should be at least 2-3 pageS with references listed at the end of the document on page 4 and in MLA 7th edition format
****** QUESTIONS SHOULD BE LISTED AND NUMBERED WITH ANSWERS PROVIDED BELOW *****
Instructor’s Manual --- Use only as an guide
64.
EXERCISE: ETHICAL PERFORMANCE APPRAISAL ISSUES
I. OBJECTIVES:
1.
To make you aware that many performance appraisal decisions involve ethical issues.
2.
To familiarize you with some of the many ethical performance appraisal issues.
3.
To familiarize you with various criteria that can be used to determine if an action is ethical.
4.
To make you aware of some of the reasons why a manager may be tempted to act unethically when evaluating subordinates.
II. OUT-OF-CLASS PREPARATION TIME: 15 minutes
III. IN-CLASS TIME SUGGESTED: 20-40 minutes
IV. PROCEDURES:
See Text
V. DISCUSSION:
Much has been written regarding ethical issues that relate to selling, advertising, stock trading, accounting fraud, and executive compensation.
However, little attention has been given to ethical issues related to performance appraisal.
In many work organizations, managers are told to conduct annual performance appraisals with employees and are asked to be accurate in their appraisals.
The importance of being ethical is not addressed.
This exercise asks students to examine 10 different appraisal situations to determine if they pose any ethical issues. Each student group needs to determine: 1) Is the manager in the case acting in an ethical manner?
2) Would their group act in the same manner as did the manager?
In discussing this exercise, it may be helpful for the instructor to point.
This presentation explains how making poor hiring choices can have negative effects on your company's revenue. This SlideShare also contains helpful pointers on how to avoid such costly mistakes.
Performance appraisal form of any companyelenavogel8
In this file, you can ref useful information about performance appraisal form of any company such as performance appraisal form of any company methods, performance appraisal form of any company tips
Human Resource Management Gaining A Competitive Advantage 8th Edition Noe Tes...finifej
Full download : https://alibabadownload.com/product/human-resource-management-gaining-a-competitive-advantage-8th-edition-noe-test-bank/
Human Resource Management Gaining A Competitive Advantage 8th Edition Noe Test Bank
Management by objectives performance appraisalkianramirez765
In this file, you can ref useful information about management by objectives performance appraisal such as management by objectives performance appraisal methods, management by objectives performance appraisal tips, management by objectives performance appraisal forms, management by objectives performance appraisal phrases … If you need more assistant for management by objectives performance appraisal, please leave your comment at the end of file.
Exam: - Assessing Performance, Developing Employees & Compensating Human Resources
Questions 1 to 20: Select the best answer to each question. Note that a question and its answers may be split across a page break, so be sure that you have seen the entire question and all the answers before choosing an answer.
1. 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." In a wrongful-discharge suit, the employee is likely to argue which of the following exceptions to the at-will-employment doctrine?
A. Implied contract
B. Equal employment
C. Public policy
D. Reverse discrimination
2. Which of the following is a false statement about using peers as a source of performance information?
A. Peer ratings are particularly useful when supervisors don't have the opportunity to observe employees.
B. Peers are more willing participants in reviews used for employees.
C. Peers have expert knowledge of job requirements and bring a unique perspective to the evaluation, often resulting in extremely valid assessments of performance.
D. Peer ratings, according to research, are highly influenced by friendships.
3. Why would an employee seek a downward move?
A. To learn different skills
B. To have more authority
C. To increase salary and visibility
D. To have greater challenges
4. In terms of job dissatisfaction, an employee who calls in sick or arrives to work late is engaging in
A. behavior change.
B. physical withdrawal.
C. psychological withdrawal.
D. whistleblowing.
5. 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. peers.
C. director.
D. immediate subordinates.
6. If a performance measure lacks _______ reliability, determining whether an employee's performance has truly changed over time will be impossible.
A. interrater
B. external
C. test-retest
D. strategic
7. The primary use of assessment centers is to identify
A. employees' personality types and job interests.
B. decision processes and communication styles that inhibit production.
C. the strengths and weaknesses of team members.
D. employees who have the personality, characteristics, and skills needed for managerial positions.
8. Which of the following statements illustrates effective feedback?
A. "I don't see any progress from the last review; you're lazy."
B. "You've achieved 100 percent of your target in less than six months."
C. "Overall, your performance has been satisfactory."
D. "You've become careless; you came in late three times last week."
9. What is the employee's responsibility in the self-assessment stage of career management?
A. Provide assessment information to identify strengths, weaknesses, interests, and values
B. Identify opportunities and areas of ...
This Presentation is About Different Types Processes of Human Resource Management.This Presentation Is Helpful to understand the processes of Human Resource Management.
Compensation Canadian 4th Edition Milkovich Test BankZephBenders
Full download : https://alibabadownload.com/product/compensation-canadian-4th-edition-milkovich-test-bank/ Compensation Canadian 4th Edition Milkovich Test Bank , Compensation Canadian,Milkovich,4th Edition,Test Bank
Please make sure that you follow all the teacher instruction beacuse.docxchristalgrieg
Please make sure that you follow all the teacher instruction beacuse she is a strict grader and you must follow the APA format that is require for this course. Make sure you watch out for spelling and grammar errors. This must be your own owrk and not copy and paste his is a DBA coure and the paper have to written on this level. Please read the sudy guide and Unit IV Intriduction
Book reference: Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2016).
Managing human resources
(8th ed.) [VitalSource Bookshelf version]. Retrieved from https://online.vitalsource.com/#/books/9780133953718
Instructions
In Unit III, you researched and analyzed the legal responsibilities of an organization and differences between diversity and affirmative action. You also examined challenges of managing diverse work teams and researched opportunities to improve the management of a diverse team.
For this assignment, you will reflect on the research you conducted and write a paper that addresses the items below.
Provide an introduction, and explain the role that human resources has in upholding legal responsibilities of an organization.
Identify and discuss at least two current equal employment opportunity laws.
Discuss the differences between management of diversity and affirmative action.
Describe the challenges in managing a diverse work team.
Provide examples of how the management of diverse teams can be improved within an organization.
Your research paper must be at least three pages in length, not counting the title and reference pages, and must include at least four peer-reviewed sources.
Be sure to support your research paper with the resources you located for your annotated bibliography in Unit III. Use APA style for your paper.
Resources
The following resource(s) may help you with this assignment.
Citation Guide
CSU Online Library Research Guide
Submit Writing Center Request
Unit IV Introduction
Recruiting and Selecting Employees
Human Resource Supply and Demand
Human resource planning is the process an organization uses to ensure that it has the right amount and the right kinds of people to deliver a particular level of output or services in the future. Failures in HR planning can lead to labor shortages, layoffs, and significant financial costs.
A.
Forecasting Techniques
There are two basic categories of forecasting techniques: qualitative and quantitative. Quantitative techniques have two main limitations. The first is that most rely heavily on past data or previous relations between staffing levels and other variables. The second is that most of these techniques are quite old and do not translate well in smaller organizations. Qualitative techniques, however, rely on expert judgments or subjective estimates of labor supply and demand.
Methods of Forecasting Demand
Quantitative techniques—regression analysis, ratio analysis
Judgmental (qualitative) techniques—top-down approach, bott.
Human Resources Management Questions 3· · Multiple Cho.docxadampcarr67227
Human Resources Management Questions 3
·
·
Multiple Choice Questions
(Enter your answers on the enclosed answer sheet)
1) Performance management systems are important because they:
a. may be used to make compensation adjustments.
b. help identify areas where an employee may need further training or education.
c. create documentation related to disciplining or possibly terminating an employee.
d. can help managers make decisions about who to promote within the organization.
e. All of the above are correct.
2) When designing the performance evaluation for a chef, items such as "prepares food in a timely fashion" and "follows appropriate safety and sanitation guidelines" would be examples of:
a. contaminated performance measures.
b. performance dimensions.
c. deficient performance measures.
d. global performance measures.
e. performance standard.
3) An organization has an evaluation scoring method which includes three levels: excellent,
satisfactory, and poor. A manager has 3 employees and when evaluating them he must put
each employee in each of the categories, although he would really consider one of them
excellent and the other two satisfactory. This method of evaluation is known as:
a. absolute.
b. paired comparisons.
c. forced distribution.
d. ranking.
e. forced choice.
4) When employees are evaluated against a list of performance dimensions which have specific
and scored performance standards related to the employee’s attributes attached to them, the
evaluation method of __________________ is most likely being used.
a. forced distribution
b. graphic rating scale
c. direct measures
d. ranking
e. critical incident
5) All of the following statements about management by objectives is accurate EXCEPT:
a. it evaluates an employee’s actual performance against specific goals.
b. is a results-based approach.
c. employees may strive only to meet those targets and neglect other aspects of their jobs.
d. it is the preferred method to use when you want to compare employee performance.
e. goals can and should be linked to the overall goals and strategy of the organization.
Unit 3 Examination 176 BAM 510 Human Resource Management
6) In order to avoid discussing his poor performance, Edgar’s supervisor scored him as a "meets"
instead of a "needs improvement" on the performance standard related to the quality of his
work. This type of rating error is known as:
a. primacy.
b. leniency.
c. central tendency.
d. similar to me.
e. strictness.
7) When setting up a feedback meeting with an employee it is important to keep all of the
following in mind EXCEPT:
a. focus on one set of job responsibilities rather than the whole spectrum of the employee’s
tasks.
b. discuss both the positive and negative aspects of the employee’s performance.
c. focus on specific behaviors and outcomes rather than making personal comments.
d. ask employees for their input and concerns regarding their performance and goals.
e. co.
DUE DATE WED 622 @ 5PMGrading Rubric for Cases Your g.docxkarinorchard1
DUE DATE WED 6/22 @ 5PM
Grading Rubric for Cases
Your grade is a combination of the following elements:
1.
Appropriate length of answer. One paragraph per question answered. Individual question
minimum of 3-4
well-structured sentences
in 12 point font.
2. Identification of correct human resource or management topic.
3.
Full quality answers which include research to determine how to apply standards, regulations, or laws covering human resources.
These cases require you to research current federal employment law, regulations, and issues in order to answer them correctly.
Review "Website resources" tab. Also you can google topics, laws, cases, etc.
4. Correct notation of sources listed at the bottom of each answered case. You should list the textbook and any websites or other resources you used; cite direct quotes from sources in parenthesis and put (author's last name, page #).
Case #64,
page 192-193. You will only rate whether the manager (E) was acting ethically and you must explain your answer fully. You may want to research each scenario and explain in 3-4 sentences why you rated the manager this way. Include if you think a law may have been violated or at least must be considered. Please utilize outside resources to answer these questions, if needed.
Your answer should be at least 2-3 pageS with references listed at the end of the document on page 4 and in MLA 7th edition format
****** QUESTIONS SHOULD BE LISTED AND NUMBERED WITH ANSWERS PROVIDED BELOW *****
Instructor’s Manual --- Use only as an guide
64.
EXERCISE: ETHICAL PERFORMANCE APPRAISAL ISSUES
I. OBJECTIVES:
1.
To make you aware that many performance appraisal decisions involve ethical issues.
2.
To familiarize you with some of the many ethical performance appraisal issues.
3.
To familiarize you with various criteria that can be used to determine if an action is ethical.
4.
To make you aware of some of the reasons why a manager may be tempted to act unethically when evaluating subordinates.
II. OUT-OF-CLASS PREPARATION TIME: 15 minutes
III. IN-CLASS TIME SUGGESTED: 20-40 minutes
IV. PROCEDURES:
See Text
V. DISCUSSION:
Much has been written regarding ethical issues that relate to selling, advertising, stock trading, accounting fraud, and executive compensation.
However, little attention has been given to ethical issues related to performance appraisal.
In many work organizations, managers are told to conduct annual performance appraisals with employees and are asked to be accurate in their appraisals.
The importance of being ethical is not addressed.
This exercise asks students to examine 10 different appraisal situations to determine if they pose any ethical issues. Each student group needs to determine: 1) Is the manager in the case acting in an ethical manner?
2) Would their group act in the same manner as did the manager?
In discussing this exercise, it may be helpful for the instructor to point.
This presentation explains how making poor hiring choices can have negative effects on your company's revenue. This SlideShare also contains helpful pointers on how to avoid such costly mistakes.
Hiring and firing is a crucial topic for the selection and termination of employeee and the preferencess totally changed regarding selection of employees after covid-19
Prepare to take a Final Examination.
1. ____Today’s managers have found that employees do not set aside their cultural values and lifestyle preferences when they come to work. The challenge is to make organizations more accommodating to diverse groups of people by addressing different lifestyles, family needs, and work styles.
2. ____The part-time, temporary, and contract workers used by organizations to fill peak staffing needs or perform work not done by core employees is called the contingent workforce.
3. ____Quality management’s objective is to create an organization committed to continuous improvement or one that leads to achieving an effective and lean work force. A well-managed organization according to W. Edward Deming was one in which statistical control reduced variability and resulted in uniform quality and predictable quality of output.
4. ____Work process engineering will generate its benefits only if Human Resource Management does train its employee population.
5. ____ Causes of stress can be grouped into two major categories: motivational and personal
Similar to Bus 335 staffing organizations week 11 quiz (20)
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1. BUS 335 Week 11 Quiz – Strayer
Click on the Link Below to Purchase A+ Graded Course Material
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Quiz 10 Chapter 14
Student: ___________________________________________________________________________
1. There are several positive, functional outcomes of employee turnover. True False
2. Avoidable turnover is that which could have been prevented by actions like a pay raise or a new job
assignment. True False
3. An employee's perceived desirability of movement can depend on reasons that have little or nothing to
with the job. True False
4. An employee's overall intention to quit depends on the desirability of leaving, ease of leaving, and
alternatives available to the employee. True False
5. Employees who have a high intention to quit necessarily end up quitting their jobs. True False
6. Desirability of movement is a weak predictor of voluntary employee turnover. True False
7. Availability of promotions or transfers may lessen or eliminate any intentions to quit, even though the
employee is very dissatisfied with the current job. True False
8. Discharge turnover is primarily due to extremely poor person/organization matches. True False
2. 9. Downsizing turnover is a reflection of a staffing level mismatch in which the organization actually is, o
is projected to be, overstaffed. True False
10. Of the three types of employee turnover, discharges are the most prevalent. True False
11. The types of employee turnover include
___________. A. voluntary B. discharge C. downsizing D. all of the above
12. Discharge turnover is usually due to ___________. A. a site or plant closing B. permanent
layoff C. poor employee performance D. none of the above
13. Turnover due to organizational downsizing is classified as
______. A. voluntary B. involuntary C. supplemental D. it depends on the circumstances of the
downsizing
14. The desirability of leaving an organization is often an outgrowth of _________. A. poor
person/organization match B. favorable labor market conditions C. general, transferable KSAOs D. no
of the above
15. An employee's intention to leave an organization is influenced by __________. A. perceived
desirability of movement B. perceived ease of movement C. alternatives available to the employee D.
of the above
16. Ease of leaving is greater when ____. A. employees are highly embedded B. employees possess
ample employer-specific KSAOs C. labor markets are loose D. all of the above
17. Downsizing is typically a reflection of __________. A. overstaffing B. understaffing C. an
appropriate staffing level D. none of the above
3. 18. Data are seldom available regarding when or where employee turnover is occurring in most
organizations. True False
19. Research suggests that there are differences between the reasons for turnover that employees provide
exit interviews and the reasons employees provide in anonymous surveys. True False
20. Because it is typically very easy to collect and analyze job satisfaction data meaningfully, most
organizations make this a cornerstone of their retention strategy. True False
21. Exit interviews should be conducted by exiting employee's immediate supervisor whenever
possible. True False
22. The interviewee in an exit interview should be told that the comments that he/she makes will be
confidential and that only aggregate results will be used by the organization. True False
23. Postexit surveys should ask be mailed quite some time after the employee's last day of work so the
individual has sufficient time to reflect on his or her experiences. True False
24. Economic costs associated with voluntary turnover include accrued paid time off and temporary
coverage. True False
25. Material and equipment costs are likely to be the most prevalent in replacement and training
costs. True False
26. The primary immediate benefit of turnover for employers is hiring inducements. True False
27. Compared to discharge turnover, voluntary turnover is usually more costly. True False
4. 28. Turnover cost estimates are very precise and accurate in most cases. True False
29. Many turnover costs are hidden in the time demands placed on the many employees who must handle
the separation, replacement, and training activities. True False
30. One potential benefit of employee discharges is the development of improved performance manageme
and disciplinary skills. True False
31. Downsizing costs are concentrated in separation costs for permanent reductions in force. True Fal
32. Exit interviews can be used to explain _________ to departing employees. A. rehiring
rights B. benefits C. confidentiality agreements D. all of the above
33. Which of the following is a suggestion for conducting an appropriate exit interview? A. The
interviewer should be the employee's immediate supervisor. B. There should be an unstructured interview
format. C. The interviewer should prepare for each interview by reviewing the interview format and the
interviewee's personnel file. D. None of the above
34. Which of the following is a common tool to assess employee reasons for leaving? A. Position
analysis B. Job rotation C. Exit interview D. Discharge notification
35. Economic separation costs associated with voluntary turnover include ________. A. hiring
inducements B. rehiring costs C. manager's time D. more than one of the above
36. Replacement costs associated with voluntary turnover include __________. A. HR staff induction
costs B. mentoring C. severance pay D. contagion
37. Which of the following is a potential benefit associated with voluntary employee turnover? A. lower
replacement costs B. savings from not replacing an employee C. vacancy creates an open job that must
5. staffed D. all of the above
38. Which of the following makes involuntary turnover potentially more costly than a similar level of
voluntary turnover? A. Accrued paid time off B. Possibility of a lawsuit C. Staffing costs for a new
hire D. Formal training
39. Economic costs associated with downsizing include ___________. A. threat to harmonious labor-
management relations B. decreased employee morale C. higher unemployment insurance
premiums D. difficulty in attracting new employees
40. Which of the following is a potential benefit associated with downsizing? A. focus on core businesse
eliminating peripheral ones B. spreading risk by outsourcing activities to other organizations C. lower
payroll and benefit costs D. all of the above
41. 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. True False
42. Surveys suggest that HR managers believe that a totally different set of factors lead to turnover
compared to regular employees. True False
43. To have the power to attract and retain employees, rewards must be unique and unlikely to be offered
competitors. True False
44. In general, most employees report that the opportunity for higher compensation is a more powerful
predictor of turnover than conflict with supervisors. True False
45. Research has shown that the best performers are least likely to quit when an organization either reward
performance with higher compensation or widely communicates its compensation practices; doing both a
little to these independent effects. True False
6. 46. Of the factors that influence an employee's desirability of leaving, job satisfaction is the one that canno
be influenced to a significant degree by organizations. True False
47. Providing employees increased autonomy and requiring them to learn a variety of skills increases stre
significantly, which leads to greater turnover rates. True False
48. One guideline for increasing job satisfaction and retention is to ensure that fairness and justice exist in
the workplace. True False
49. Employee perceptions of injustice are often rooted in misunderstanding or ignorance of company
policies that could be resolved with increased communication. True False
50. 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. True False
51. Some employees who do not take advantage of work-life balance options resent their coworkers who
more likely to use work-life programs. True False
52. Evidence suggests that personality dispositions have little or no impact on employee tendencies to
turnover. True False
53. 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. True Fals
54. The first strategy for improving employee retention is to _____________. A. redesign employee
jobs B. increase pay C. improve job satisfaction D. none of the above
55. Guidelines for increasing job satisfaction and retention include ___________. A. establish a lag pay
policy for all employees B. link rewards to retention behaviors C. keeping core operations information
7. secret D. none of the above
56. Which of the following is an attribute of a high value employee that an organization would want to
prevent from leaving? A. low training investment B. strong KSAOs C. retirement D. low seniority
57. Which of the following is an attribute of a low value employee that an organization would not want to
prevent from leaving? A. little intellectual capital B. high seniority C. high performance D. all of th
above
58. Research most clearly suggests that when organizations wish to increase retention they need to
_____. A. provide team-building B. convince employees that there are few alternatives C. offer
"bundles" of HR practices that complement one another D. demonstrate executive commitment to outrea
59. Which of the following factors leading to turnover cannot usually be addressed by the
organization? A. Poor social environment at work B. Low levels of job satisfaction C. Employee
shocks D. All of these can be addressed by organizational policy
60. Organizations can use compensation to reduce turnover by _____. A. providing deferred
compensation B. giving specific rewards for seniority C. increasing pay levels to surpass the
market D. all of the above
61. Organizations that link extrinsic rewards to employee performance (i.e. that use incentive compensatio
plans) find that _____. A. turnover of high performers decreases and turnover of low performers
increases B. turnover is increased across the board C. turnover is decreased across the board D. turnov
rates are largely unaffected
62. Work-life balance programs are an example of _____. A. communal distribution B. intrinsic
rewards C. instrumentality D. a completely ineffective retention strategy
63. Research on organizational justice suggests that ____. A. justice only influences turnover in highly
industrialized Western countries B. communication has little impact on employee attitudes or turnover
intentions C. employees are typically well-informed about organizational policies D. none of the above
8. 64. To increase the cost of leaving, employers ____. A. reduce headcount B. provide deferred
compensation C. increase workloads D. provide free stock to employees
65. Performance management systems enable organizations to ensure that an initial person/job match yield
an effectively performing employee. True False
66. 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. True False
67. Performance management systems are used primarily to detect individuals whose performance is
unsatisfactory and should be terminated. True False
68. Poor task performance is the result of insufficient ability, knowledge, skills, or
motivation. True False
69. In progressive discipline, termination is seen as a viable early option to avoid having to work through
potentially fruitless cycle of improving a low-ability worker. True False
70. Employee termination is the final step in progressive discipline, and ideally it would never be
necessary. True False
71. As assessment of employee success in reaching goals, ratings of competencies, and suggestions for
improvement are all part of _____. A. performance planning B. performance appraisal C. performanc
execution D. progressive discipline
72. Recommendations for the effective design and use of a performance appraisal or management system
include that ____________. A. evaluations should be in writing B. the employee should receive timely
feedback about the evaluation and an explanation for any outcome decision C. there should be agreemen
among different raters in their evaluation of the employee's performance D. all of the above
9. 73. ______ includes the completion of job tasks that are specifically included in the job
description. A. Citizenship B. Task performance C. (Low) Counterproductivity D. All of the above
74. Which of the following is not a part of normal progressive discipline? A. Give employees notice of
rules of conduct B. Provide employees with alternative employment if performance problems
persist C. Allow for full investigation of alleged employee misconduct D. Give employees the right to
appeal a decision
75. Which of the following is an example of a major employee
offense? A. sabotage B. theft C. drug/alcohol abuse at work D. all of the above
76. The typical penalty for a first major offense by an employee is _____________. A. suspension or
discharge B. written reprimand C. verbal reprimand D. none of the above
77. Discharge turnover targets groups of employees and is also known as reduction in force.
(RIF). True False
78. Data shows dramatic decreases in organizational stock price following a downsizing, especially if the
downsizing organization restructures assets during downsizing. True False
79. Research shows that downsizing has negative impacts on employee morale and health, workgroup
creativity and communication, and workforce quality. True False
80. No-layoff policies cannot be implemented effectively by organizations. True False
81. One problem that has been shown to accompany downsizing is _____. A. increased payroll
costs B. decreases in employee health and motivation C. most companies fail to downsize
sufficiently D. insufficient attention to issues of seniority
10. 82. Which of the following is the most commonly pursued alternative to layoffs for reducing staffing
levels? A. Attrition B. Retraining C. Benefits reductions D. Job sharing
83. In many cases, the post-layoff environment for those who remain is marked by _____. A. reductions
trust of management B. stress among those who remain C. reductions in workforce quality D. all of th
above
84. Legal experts usually advise organizations to avoid documenting performance problems because the
"paper trail" is likely to just lead to problems in court. True False
85. From a legal standpoint, if performance appraisal information is to be used in the retention managemen
and termination process for an organization, the organization needs to ensure that the information is
_____. A. organizationally relevant B. sufficiently general to cover a variety of
situations C. communicated in advance to the employee D. all of the above