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| Section | Weight | Objectives |
|---|---|---|
| Maximizing Employee Contribution | 10% | - Organizational Effectiveness
|
| Performance Management | 25% | - Performance Measurement and Improvement
|
| Employee Motivation and Development | 20% | - Learning and Development
|
| Talent Management Strategies | 25% | - Talent Acquisition and Retention
|
| Strategic Human Capital Management | 20% | - HRM and Business Strategy Alignment
|
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NEW QUESTION # 43
What is a driver for employee retention?
Answer: C
Explanation:
Employee retention is strongly influenced by opportunities for growth, advancement, and long-term career development. According toHuman Resource Management, 16th Editionby Gary Dessler,succession managementis a key driver of employee retention because it signals to employees that the organization is invested in their future.
Succession management involves identifying, developing, and preparing employees for future leadership or critical roles. Dessler explains that when employees see clear career paths and development opportunities within the organization, they are more likely to remain committed and less likely to seek opportunities elsewhere.
Performance metrics and competency databases are tools used to measure and manage performance and skills, but they do not directly motivate employees to stay. External sourcing focuses on hiring from outside the organization and does not contribute to retaining existing employees. Therefore, the strongest driver of employee retention among the options issuccession management.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Career Development, Succession Planning, and Retention
NEW QUESTION # 44
What makes an organization a closed union shop?
Answer: A
Explanation:
A closed union shop is a type of union security agreement where an employer agrees to hire only individuals who are already members of a union. This means that all employees must be union members before they can be employed by the organization. This arrangement ensures that all workers are unionized, thereby enhancing the union's negotiating power and ensuring collective bargaining coverage for all employees. Closed shop agreements are less common today due to various legal restrictions in many jurisdictions.References:
* Dessler, G. (2020). Human Resource Management. Pearson.
* Gould, W. B. (2019). A Primer on American Labor Law. Cambridge University Press.
NEW QUESTION # 45
What must an organization that incorporates an ethics and compliance program that follows the Federal Sentencing Guidelines for Organizations enable all employees to do?
Answer: C
Explanation:
* Federal Sentencing Guidelines for Organizations:These guidelines encourage organizations to implement effective ethics and compliance programs to prevent and detect violations of law.
* Anonymous Reporting:A critical component of these programs is providing a mechanism for employees to report unethical conduct without fear of retaliation. Anonymity ensures that employees feel safe to report misconduct.
* Encouraging Ethical Behavior:By enabling anonymous reporting, organizations foster an environment where ethical behavior is promoted, and issues can be addressed promptly.
* Protection for Whistleblowers:This measure protects whistleblowers from potential backlash and ensures that the organization can identify and mitigate unethical practices effectively.
References:
Federal Sentencing Guidelines for Organizations, U.S. Sentencing Commission Ethics and Compliance Programs: A Resource Guide by the U.S. Department of Justice and the SEC
NEW QUESTION # 46
How can exit interviews be used to reduce voluntary turnover?
Answer: D
Explanation:
Exit interviews are an important tool for understanding employee turnover. According toHuman Resource Management, 16th Editionby Gary Dessler, exit interviews are most effective when used toidentify the underlying causes of employee departuresand to guide improvements in current workplace conditions.
Dessler notes that while exit interviews cannot prevent the departure of the exiting employee, they provide valuable insights into organizational weaknesses such as poor supervision, inadequate pay, limited advancement opportunities, or unsatisfactory working conditions. When organizations systematically analyze exit interview data, they can identify patterns and take corrective action to reduce future voluntary turnover.
Exit interviews are not designed to investigate wrongful termination or to determine why employees were fired, as they are typically conducted during voluntary separations. Ensuring equitable departure processes is an administrative concern, not a retention strategy. Thus, the primary value of exit interviews lies inidentifying causes of turnover and improving organizational practices.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Retention, Turnover, and Exit Interviews
NEW QUESTION # 47
What is a retention strategy for reducing voluntary turnover?
Answer: B
Explanation:
Reducing voluntary turnover requires organizations to understand why employees leave and what factors influence their decision to stay. According toHuman Resource Management, 16th Editionby Gary Dessler, an effectiveretention strategyis toconduct employee satisfaction surveys. These surveys help management identify issues related to pay, supervision, workload, career development, and work environment before dissatisfaction leads to resignation.
Dessler explains that voluntary turnover is often avoidable when organizations proactively listen to employees and address concerns early. Satisfaction surveys provide actionable data that enable HR managers to implement targeted interventions such as improving leadership practices, adjusting compensation, or enhancing work-life balance initiatives.
In contrast, sourcing internal or external candidates focuses on staffing and replacement rather than retention.
Monitoring performance trends for merit pay relates to compensation management but does not directly uncover reasons employees may leave. Therefore, the most effective retention-focused strategy listed isconducting employee satisfaction surveys.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Retention and Turnover Management
NEW QUESTION # 48
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