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1. What is an organization?
A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently
could not alone accomplish).
2. What are the three common characteristics of organizations?
Distinct purpose; deliberate structure; people.
3. What is the rule of 1/8?
1/2 of organizations wont believe the connection between how they manage their people and the profits they earn. 1/2
of those who do see the connection will do what many organizations have done -- try to make a single change to solve
their problems, not realizing that the effective management of people requires a more comprehensive and systematic
approach. Of the firms that make comprehensive changes, probably only 1/2 will persist with their practices long
enough to actually derive economic benefits. Since times times equals 1/8, at best 12 percent of organizations
will actually do what is required to build profits by putting people first.
4. What is management?
Management involves coordinating and overseeing the work activities of others so that their activities are completed
efficiently and effectively.
5. What is the difference between efficiency and effectiveness?
Efficiency refers to getting the most output from the least amount of inputs or resources.
Effectiveness is often described as doing the right things, doing those work activities that will result in achieving the
goal.
6. What are the four management functions?
Planning: Defining goals, establishing strategies to achieve goals and developing plans to integrate and coordinate
activities.
Organizing: Arranging and structuring work to accomplish goals.
Leading: Working with and through people to accomplish goals.
Controlling: Monitoring, comparing and correcting work to ensure theyre accomplished.
7. What types of skills do managers need?
Technical skill: Knowledge and proficiency in a specific field, tend to be more important for first-line managers.
Human skill: The abilities to work well with other people both individually and in a group, equally important for all
first-line, middle, and top managers.
Conceptual skill: The abilities to think and conceptualize about abstract and complex situations concerning the
organization, tend to be more important for top managers.
21. What is organizational commitment? What are the three types of organizational commitment?
The degree to which an employee identifies with a particular organization and its goal, and wishes to maintain
membership in that organization.
Affective commitment: a desire on the part of an employee to remain a member of organization because of an emotional
attachment to or involvement in that organization.
Continuance commitment: a desire on the part of an employee to remain a member of organization because of an
awareness of the costs associated with leaving it.
Normative commitment: a desire on the part of an employee to remain a member of organization because of a feeling of
obligation.
22. What is job satisfaction? What makes people satisfied at work?
A pleasurable emotional state resulting from the appraisal of ones job or job experiences.
Based on both cognition (calculated opinion of your job), and affect (emotional reactions to your job).
Increasing degree of impacts on job satisfaction: pay, promotion, supervision, coworkers, work itself.
Chapter 4: Motivation
23. What is motivation? What are the three key dimensions of motivation?
Motivation is the process by which a persons efforts are directed, energized, and sustained toward attaining a goal.
Direction: the choice of specific actions in specific circumstances. What you choose.
Intensity: the magnitude of mental activities or physical efforts expended towards a certain action. How hard you work.
Persistence: the extension of the mental activity and physical effort over time. How long you work at it.
24. What does Maslows Hierarchy of Needs say about human motivation?
Maslows theory that human needs physiological, safety, social, esteem, and self-actualization from a sort of a
hierarchy structure. Maslow argued that each level in the needs hierarchy must be substantially satisfied before the next
need becomes dominant. An individual moves up the needs hierarchy from one to next.
In addition, Maslow separated the five needs into higher and lower levels: physiological, safety are lower, and social,
esteem, self-actualization are higher. Lower level needs are predominantly satisfied externally while higher level needs
are satisfied internally.
25. What are McGregors Theory X and Theory Y?
Theory X: a negative view of people that assumes workers have little ambitions, dislike working, want to avoid
responsibility, and need to be closely controlled to work effectively.
Theory Y: a positive view of people that assumes employees enjoy working, seek out and accept responsibility and
exercise self-direction.
Result in different answers to what motivate people.
McGreror believed that Theory Y should guide the management practice and proposed that participation in decision
making, responsible and challenging jobs and good group relations would maximize employee motivation.
26. According to Herzbergs Two-Factor Theory, what is the difference between motivators and hygiene factors?
Hygiene factors are necessary conditions to achieve a state of neutrality and address the question why work here
Motivators are the primary causes of motivation and address the question why work harder
27. What are the three basic human needs identified by David McClelland?
Need for achievement: the drive to succeed and excel in relation to a set of standards
Need for affiliation: the desire for approval from others, as a result, conforming to their wishes and expectations and
avoiding conflicts
Need for power: a desire to exercise authority over people and resources.
Remark: No hierarchy structure, all three can be achieved spontaneously, only give ways to motivate, not mention
which one is better, different people may need one thing more than others.
28. What are the five core job dimensions described in the Job Characteristics Model?
Skill variety: the degree to which a job require a variety of activities so that an employee can use a number of different
skills and talents.
Task Identity: the degree to which a job requires completion of a whole and identifiable piece of work (whether I can
identify the part of mine).
Task significance: the degree to which a job has a substantial impact on the lives or work of other people.
Autonomy: the degree to which a job provides substantial freedom, independence, and discretion to individual in
scheduling the work and determining the procedures to be used.
Feedback : the degree to which doing work activities required by a job results in an individual obtaining direct and clear
information about the effectiveness of his work.
29. What does the Reinforcement Theory suggest about human motivation?
The theory that behavior is a function of its consequences, those consequences immediately following a behavior which
increase the probability that the behavior will be repeated, which is the most direct method by giving what people want
to motivate. Works by increasing the frequency of certain behavior: Increase behavior by positive reinforcement or
removal of punishment, eliminate behavior by negative reinforcement or increase punishment.
30. What does the Expectancy Theory suggest about human motivation?
The theory that individual tends to act in a certain way based on the expectation that the act will be followed by given
outcome and on the attractiveness of that outcome to the individual. Motivation is zero if any one of expectancy,
instrumentality or valence is zero, the companies must ensure outcome is given if efforts are put, outcome can be given,
and outcome are what people want.
31. What is expectancy? What hinders expectancy and what can companies do?
Expectancy refers to if I exert a lot of effort, would I perform well?
Hindered by: low self-efficacy, lack of skill or abilities, and lack of resources.
Companies can counsel and coach, give positive feedback.
32. What is self-efficacy? What are the common sources of ones self-efficacy?
The belief that a person has the capabilities needed to execute the behaviors required for task success.
Sources: past accomplishment, various experiences, verbal persuasion, emotional cues.
33. What is instrumentality? What hinders instrumentality and what can companies do?
The confidence of the employees in the organization, if I perform well, would I receive outcome?
Hindered by: inaccurate measures of performance, inadequate budget, outcomes are not tied to performance.
Companies can establish performance-based reward system, and communicate the system to employees through
examples, anecdotes, and public recognition to ensure they understand the system.
34. What is valence? What determines valence and what can companies do?
Whether the outcomes can satisfy the employees.
Determinations: universal needs hierarchy, individual needs, and social/cultural background.
Companies can develop more individualized reward system, and identify performance outcomes that have negative
valences (e.g. peer pressure)
35. What does Equity Theory suggests about employee motivation?
Motivation is maximized when an employees ratio of outcome to input matches those of some comparison others.
Acknowledges that motivation doesnt just depend on your own belief and circumstances but also on the outcomes
received by other employees.
36. What is underreward inequity? What emotions do employee s experience and how can equity be restored?
Sign changes from = to <; feel sad, angry or envy.
Method of restoring: either top or bottom of your equation.
Top: increase outcomes by 1. Negotiation, 2 steal from company (counterproductive behavior)
Bottom: shrink inputs by lowering intensity and persistence of efforts.
37. What is overreward inequity? What emotions do employee s experience and how can equity be restored?
Sign changes from = to >; feel happy but may also be guilty, and anxiety mostly caused by social exclusion.
Method of restoration: 1 shrink your outcome (free dinner), 2 increase your input by A. behaviorally: increase your
intensity and persistence; B. cognitively: re-evaluate your input to decide your inputs are greater than youre given
credit at this point.
38. What is justice? What are the four dimensions of justice in organizations?
Perceived fairness of an authoritys decision making.
Distributive justice: perceived fairness of decision making outcomes.
Procedural justice: perceived fairness of decision making procedure.
Interpersonal justice: perceived fairness of the treatment received by employees from authority.
Informational justice: perceived fairness of the communications provided to employees.
39. What is goal setting? What types of goals are most effective?
Goal setting is the process of motivating employees and clarifying their role perception by establishing performance
objectives.
Motivation is fostered when goal is specific and challenging.
40. What are the limitations of goal setting?
1. When goals are tied to monetary incentives, many employees may try to choose easy goals and negotiate goals that
are already near completion.
2. Goal setting cannot be applied to every performance dimension of every task.
44. What are heuristics? What are anchoring, availability, representativeness, and framing?
Heuristics: mental shortcuts that simplify the decision making process. On plus side, these simple rules of thumb allow
people to make decision quicker and more easily; on the downside, they can bias people toward inaccurate decisions.
Anchoring: fixating on initial information and ignoring subsequent information.
Availability: rely on information that is readily available in memory.
Representativeness: assess the likelihood of an event occurring based on ones impressions about similar occurrences.
Framing: selecting and highlighting certain aspects of a situation while ignoring other aspects.
45. What is escalation of commitment? What causes escalation of commitment and how can one overcome the
problem?
The tendency to repeat an apparently bad decision or allocate more resources to a failing course of action.
Causes: 1. Self-justification for initial action; 2. The gamblers fallacy: underestimate the risk and overestimate the
possibilities to win; 3. the problems are ignored and remain unsolved.
Solutions: 1. Separate decision choosers from decision evaluators; 2. publicly establish a preset threshold; 3. Avoid
creating a failure-fearing culture that leads employees to perpetuate their mistakes.
53. How do team members respond to the weakest link in the team?
Low ability: empathy and help; Low motivation: anger and rejection.
54. What is team interdependence? What are the three major types of interdependence?
The degree to which members are linked.
Goal interdependence: The degree to which members are linked by their goals, a high degree of goal interdependence
exists when team members have a shared vision of the teams goal and align their individual goals with that vision.
Outcome interdependence: The degree to which members are linked by the feedback and outcomes they received. Do
team members share the reward or are they individually rewarded?
Task interdependence:
55. What are the four types of task interdependence?
Pooled interdependence: members complete work assignments independently and the work is simply piled up to
represent the groups output; lowest level of coordination.
Sequential interdependence: different tasks are done in a sequential order; coordination only happens between positions
next to each other; e.g. assembly line.
Reciprocal interdependence: members are still specialized to perform specific tasks, but interact with a subset of other
members in a mutual and repeated manner.
Comprehensive interdependence: each member has a great deal of discretion in terms of what they do and with whom
they interact in the course of the collaboration.
56. How do task and outcome interdependence interact in affecting performance?
Team performs the best when tasks and outcomes were either purely team-based or purely individual-based.
57. What is the goal of team process management?
Effectiveness: Maximize process gain while minimize process losses.
Process gain: getting more from the team than you would expect according to the capabilities of its individual members.
Process loss: getting less from the team than you would expect according to the capabilities of its individual members.
58. How do we define taskwork process?
Activities of team members that related directly to the accomplishment of team tasks.
59. Why do brainstorming sessions rarely work as well as inte nded? What is the Group Nominal Technique?
Brainstorming:
1. Social loafing: not work as hard thinking up ideas as would if turn in individual generated list; 2. Fear of criticism:
although rules forbid this, members are afraid of expressing ideas that are silly or not well thought out; 3. Production
blocking: because members have to wait their turn to express ideas, waiting consumes time, but it builds morale and
results in sharing knowledge that would otherwise be locked in person; 4. Groupthink : a mode of though whereby
individuals intentionally and prematurely conform to what they perceive to be the consensus of the group and
preference of the leader.
Group Nominal Technique: start as group outlining purpose, then individually write down ideas, then share in roundrobin fashion and discuss to clarify and build on ideas. Then individually rank order ideas and submit to facilitator, who
tabulates ideas and pronounces winner.
60. What factors influence the accuracy of team decision-making?
Decision infirmity: whether members possess adequate information about their own task responsibilities.
Staff validity: degree to which members can make good recommendations of members.
Hierarchical sensitivity: degree to which leader can effectively weigh the recommendations of members.
61. What is boundary spanning in teams? What are the three major activities involved?
Activities with individuals and groups other than those who are considered part of the team, how team react with the
environment.
Ambassador activities: communications with top management to protect the team, persuade superiors to support the
team, obtain resources for the ream.
Task coordinator activities: communications to coordinate task related activities with other teams/divisions.
Scout activities: things members do to obtain information on technologies, competitors, or broader marketplace.
Chapter 7: Leadership
70. What is the definition of power? What are the different types of power?
The ability to influence the conduct of others, and resist unwanted influence in return.
1. Legitimate power; 2. Reward power; 3. Coercive power; 4. Expert power; 5. Reference power.
71. What are the contingencies (situations that increase/decrease power) of power?
Substitutability: power increases when there are substitutes for the reward or resources the leader controls
Centrality: power increases when the leaders role is important and interdependent with others in the organization
Discretion: power increases when the leader has the freedom to make his own decisions without being restrained by
organizational rules
Visibility: power increases when others know about the leader and the resources he or she can provide
72. What is influence? What are the two characteris tics of influence?
Influence is the use of an actual behavior that causes behavioral or attitudinal changes in others.
Influence is directional, and all relative.
73. What influence tactics do people use in organizations? How effective are they?
MOST EFFECTIVE
Rational persuasion: use of logical arguments and hard facts; only tactic consistently successful in upward influence
Consultation: target is allowed to participate in deciding how to carry out request; increases commitment of target
Inspirational appeal: appeal to targets values & ideals, creating an emotional or attitudinal reaction. To use must know
what is important to target
Collaboration: leader helps or provides resources to target; makes it easier for target to complete request
MODERATELY EFFECTIVE- sometimes effective, sometimes not
Ingratiation: use of favors, compliments or friendly behavior to influence other
Exchange: offers a reward or resource to target for performing request; need something valuable to offer
Personal appeals: asks for something based on personal friendship or loyalty
Apprising: clearly explain why performing the request will benefit the target personally
LEAST EFFECTIVE - generally result in resistance
Pressure: coercive power with threats and demands; can only lead to short term benefits
Coalitions: influencer enlists other people to help influence the target
74. How do people respond to influence tactics?
Engagement: target agrees with and becomes committed to request (behavioral and emotional changes)
Compliance: target is willing to perform request, but does so with indifference (behavioral change only, most common)
Resistance: target is opposed to request and attempts to avoid doing it (no change in behavior or attitude)
75. What is negotiation?
A process in which at least two partners with different needs and viewpoints try to reach agreements on matters of
mutual interest.
76. What are the two general strategies of negotiation?
Distributive negotiation: divide resources between each other, win-lose negotiation over a fixed resource.
Integrated negotiation: use problem solving skills and mutual respect to achieve a win-win scenario.
77. What is the definition of leadership?
The use of power and influence to direct the activities of followers toward goal achievement.
78. What is leadership emergence?
The degree to which an individual is viewed as a leader by others who typically have only limited information about
that individuals ability, personality, and performance.
79. What is leadership effectiveness? How can it be judged?
The degree to which the leaders action result in achievement of goals, commitment of employees, and development of
quality leader-member dyads. Can be judged by: 1. Objective evaluations of performance; 2. Subjective superior
evaluations; 3. Indices based on follower behaviors; 4. Subjective follower evaluations.
80. What do trait theories suggest about leadership? What about behavior theories?
Trait theories of leadership claim that leaders are born, not made.
The behavior theories state that specific, learned behaviors can differentiate leaders from non-leaders or successful
leaders from unsuccessful leaders, and these behaviors can be learned (leaders can be taught/made).
81. What is transformational leadership? What are its four dimensions?
A pattern of leader behavior that inspires followers to commit to a shared vision that provides meaning to their work
and sets the leader up as a role model who helps followers reach their potential.
Most effective: 1. Idealized influence: the degree to which (TDTW) the leader behaves in admirable ways that cause
followers to identify with the leader. 2. Inspirational motivation: TDTW the leader articulates a vision that is appealing
and inspiring to the followers. Less effective: 1. Intellectual stimulation: TDTW the leader challenges assumptions,
takes risks, and solicits followers innovative ideas. 2. Individualized consideration: TDTW the leader attends to each
followers need, acts as a mentor or coach to the followers, and listens to the followers concerns and needs.
82. So idealized influence and inspirational motivation are usually combined to form the concept of charismatic
leadership. In what circumstances is charismatic leadership mostly effective?
In dynamic unstable environments, previous system is no longer effective (great need for change), early (entrepreneurial)
and late (renewal) stages, top level of organization.
83. How do followers respond to leaders charisma? How are personalized and socialized identification different
from each other?
Personalized identification:
Followers are confused and disoriented before joining the relationship; the relationship provide them with a clearer
sense of self,
Is based on the followers personal feelings for the leader, rather than the acceptance of the leaders message.
Followers lack the ability to judge the leaders messages and influenced attempts; depend on and vulnerable to leader.
Socialized identification:
Followers have a clear sense of self and a clear set of value; charismatic leadership provides them with a means of
expressing their self and values within the framework of collective actions.
Followers derive the sense of direction and self-expression not from personal feelings for the leader, but his messages.
Followers place constraints on the leaders influence, and less depend on the leader and less open to manipulations.
84. What are the leader behaviors that can be categorized as transactional leadership?
Contingent reward:
The degree to which the leader sets up constructive transactions or exchanges with followers.
Leaders clarify expectations and establishes the rewards to meet these expectations.
Management by expectation:
The degree to which the leaders take corrective actions.
1. Active: the leaders monitor follower behavior, anticipate problems, and take corrective actions before the behavior
create difficulties.
2. Passive: the leaders wait until followers behavior has created problems before taking action.
85. What do contingency theories suggest about leadership?
The type of leadership needed is based on the situation being faced.
VS
88. What is mechanistic organization? In what kind of environment would mechanistic organization thrive?
Mechanistic organizations are efficient, rigid, predictable, and standardized organizations that thrive in stable
environment, has rigid and hierarchical chain of command, high degrees making, and narrow spans of control.
89. What is organic organization? In what kind of environment would organic organization thrive?
Organic organizations are flexible, adaptive, outward-focused organizations that thrive in the dynamic environments,
has lower levels of formalization, weak or multiple chains of command, low levels of work specialization, and wide
spans of control.
90. How are mechanistic and organic organizations different in terms of the elements of organizational structure?
Mechanistic: high specialization; rigid departmentalization; clear chain of command; narrow spans of control, high
centralization; high formalization. Organic: cross-functional teams; cross-hierarchical teams; free flow of information;
wide spans of control; decentralization; low formalization.
91. What is organizational design? What factors should one consider before initiating an organizational design?
Organizational design is the process of creating, selecting, or changing the structure of an organization.
Strategy and structure: changes in corporate strategy should lead to changes in an organizations structure that support
that strategy, certain structural designs work best with different organizational strategies
Size and structure: as an organization grows larger, its structure tends to change from organic to mechanistic with
increased specialization, departmentalization, centralization, and rule/regulations.
Environment uncertainty and structure: mechanistic vs organic.
92. What is organizational change? What are the characteristics of change in organizations?
Any alterations in the people, structure, or technology of an organization.
Constant yet varies in degree and direction (most cases change forward, but sometimes changing backward).
Produces uncertainty yet is not completely unpredictable.
Creates both threats and opportunities.
93. Why do people resist change? How can managers reduce employees resistance to change?
Nature response of changing: Say no!
Reasons:
1. The ambiguity and uncertainty that change introduces (feeling being controlled).
2. The comfort of old habits.
3. A concern over personal loss of status, money, authority, friendship, and personal convenience.
4. The perception that change is incompatible with the goals and interest of the organization (most important reason,
and this can be true such that changes are not required, so the managers need to ask again and again: if Im changing the
organization in the interest of the organization).
Techniques to reduce the resistance of changing:
Technique
Education and
communication
Participation
Facilitation and
support
Negotiation
Manipulation
and co-potation
Coercion
When to use
When resistance is due to
misinformation
When resistances have the
expertise to make a contribution
When resisters are fearful and
anxiety ridden
When resistance comes from a
powerful group
When a powerful groups
endorsement is needed
When a powerful groups
endorsement is needed
Advantages
Clear up
misunderstandings
Increase involvement
and acceptance
Can facilitate needed
adjustments
Can buy
commitment
Inexpensive, easy
way to gain support
Inexpensive, easy
way to gain support
Disadvantages
May not work when mutual trust and
credibility are lacking
Time-consuming; has potential for a poo
solution
Expensive; no guarantee of success
Potentially high cost; opens doors for
others to apply pressure to
Can backfire, causing change agent to
lose credibility
May be illegal; may undermine change
agents credibility
Remark: some common excuse of changing (not the reasons why people dont want to change)
1. It always be this: the problem needed to change is older.
2. Other companies all do this: the problem needed to change is wider, all companies need to change.
3. We dont have money: spending money on wrong things.
(These are all not reasons, the real reasons are behind!)
107. What is job analysis? What are the procedures of a job analysis?
The process of getting detailed information about jobs in the organization.
Procedure: Generate a list of general job dimensions; Come up with specific tasks within those dimensions; Rate tasks
on frequency and importance; Use the most critical tasks to define the job; Identify the KSAs needed for the core tasks.
(KSA: knowledge, skills, ability)
108. What is recruitment? What are the three key goals of recruitment?
A set of activities designed to locate, identify and attract potential employees (recruitment is based on job analysis).
Recruitment is initially staff the organization, and later used to replace employees and to cope with labour shortage.
Three key goals: 1. Attract a lot of applicants; 2. Attract applicants who fit the position; 3. Increase the likelihood of
acceptance.
109. What are the sources for recruitment?
Internet; Employee referrals; Company website; College recruiting; Professional recruiting organizations.
110. What is selection? What does it mean for a selection procedure to be reliable and valid?
The process by which companies decide who will or will not be allowed in to the organization.
A valid selection device is characterized by a proven relationship between the selection device and some relevant
criterion, and a reliable selection device indicates that it measures the same thing consistently.
111. What are the tools of selection in organizations?
Application Form: Almost universally used; Most useful for gathering information; Can predict job performance but not
easy to create one that does.
Written Tests: Must be job related; Include intelligence, aptitude, ability, personality, and interest tests; Are popular;
Relatively good predictor for supervisory position.
Performance-Simulation Tests: Use actual job behaviors; Work Sampling test applicants on tasks associated with that
job, appropriate for routine or standardized work; Assessment Center simulates jobs, appropriate for evaluating
managerial potential.
Interview: Almost universally used, Must know what can and cannot be asked; Can be useful for managerial positions.
Background Investigation: Used for verifying application data valuable source of information; Used for verifying
reference checks not a valuable source of information.
Physical Examinations: Are for jobs that have certain physical requirements; Mostly used for insurance purpose.
112. What are the popular methods of training in organizations?
On-the-job Employees learn how to do the tasks simply by performing them, usually after an initial intro. to the task.
Job Orientation Employees work at different jobs in a particular area, getting exposure to a variety of tasks.
Mentoring and Coaching Employees work with an experienced worker who provide information, support, and
encouragement; also called apprenticeships in certain industries.
Experiential Exercise Employees participate in role playing, simulations, or other face-to-face types of training.
Workbooks/Manuals Employees refer to training workbooks and manuals for information.
Classroom Lecture Employees attend lectures designed to convey specific information.
113. What is performance appraisal? What are the two basic purposes?
The performance management system that establishes performance standards used to evaluate employee performance.
Purposes: 1. Build better-performing organization; 2. Aid in the professional development of employees.
114. What are the advantages or disadvantages of the different types of appraisal methods?
Written Essay: evaluator writes a description of employees strengths and weakness, past performance, and potential,
provides suggestions for improvements.
+ Simple to use
- May be better measure of evaluators writing ability than of employees actual performance.
Critical Incident: Evaluator focuses on critical behaviors that separate effective and ineffective performance.
+ Rich example, behaviorally based.
- Time-consuming, lack quantifications.
Multi-person Comparison: Employees are rated in comparison to others in work (relative performance).
+ Compares employees with one another.
- Difficult with large number of employees, legal concerns.
Graphic Rating Scale: Popular method that lists a set of performance factors and an incremental scale, evaluator goes
down the list and rates employees on each factor.
+ Provide quantitative data, not time-consuming.
- Doesnt provide in-depth information on job behavior.
BARS (Behavior Anchored Rating Scale): popular approach that combines elements from critical incident and graphic
rating scales, evaluator uses a rating scale, but items are examples of actual job behaviors.
+ Focuses on specific and measurable job behaviors.
- Time-consuming, difficult to develop.
MBO: Employees are evaluated on how well they accomplish specific task.
+ Focuses on goals, results oriented.
- Time-consuming
360-Degree Appraisal: Utilizes feedback from supervisors, employees and coworkers.
+ Thorough
- Time-consuming
115. What is employee labor union?
An organization that represents workers and seeks to protect their interests through collective bargaining.
116. What is retention? What are the two types of employee turnover that an HR manager should prevent?
What can companies do to prevent each type of turnover?
The ability of an organization to retain its employees.
1. Leaving the organization because of better opportunities.
Building organizational commitment, providing career development opportunities.
2. Leaving the organization because of physical or psychological health issues.
Safety and occupational health.