Human Resources Management, 13e (Dessler) Chapter 10 Employee Retention, Engagement, and Careers 1) Which of the following terms

refers to educating, instructing, and training subordinates? A) mentoring B) coaching C) appraising D) grading Answer: B E planation: B) Coaching means educating, instructing, and training subordinates! "entoring means ad#ising, counseling, and guiding! $ecruiting refers to searching for %ob candidates! Diff: 1 Chapter: 1& 'b%ecti#e: ( )*ill: Concept +) ,he rate at which emplo-ees lea#e a firm is best *nown as ........! A) downsi/ing B) retirement C) turno#er D) retention Answer: C E planation: C) ,urno#er is the rate that wor*ers lea#e an emplo-er! ,urno#er occurs for manreasons including downsi/ings, retirements, and firings! $etention refers to how man- wor*ers sta- with a firm! Diff: 1 Chapter: 1& 'b%ecti#e: 1 )*ill: Concept 0) Which of the following industries has one of the highest turno#er rates? A) food ser#ices B) financial ser#ices C) healthcare ser#ices D) educational ser#ices Answer: A E planation: A) ,he turno#er in man- food ser#ice organi/ations is around 1&&1 per -ear! 2n contrast, #oluntar- turno#er in the educational ser#ices industr- is about 1+1! Diff: + Chapter: 1& 'b%ecti#e: 1 )*ill: Concept

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() As an emplo-er, what is the primar- benefit of cutting a high turno#er rate? A) selling stoc* B) sa#ing moneC) attracting applicants D) meeting legal obligations Answer: B E planation: B) 5igh turno#er rates ha#e tangible and intangible costs for emplo-ers! $ecruiting, screening, testing, and training are costl-! 2ntangible costs, such as correcting errors and super#ising a new wor*er, waste time! Diff: + Chapter: 1& 'b%ecti#e: 1 )*ill: Concept 6) Which term refers to actions intended to place ph-sical or ps-chological distance between emplo-ees and their wor* en#ironments? A) emplo-ee disengagement B) wor*place separation C) %ob withdrawal D) attrition Answer: C E planation: C) 7ob withdrawal has been defined as 8actions intended to place ph-sical or ps-chological distance between emplo-ees and their wor* en#ironments!8 4oor attendance and #oluntar- turno#er are two %ob withdrawal e amples! Diff: 1 Chapter: 1& 'b%ecti#e: 1 )*ill: Concept 9) Which of the following best describes the purpose of the :;bo matri method? A) selecting new emplo-ees B) identif-ing effecti#e coaches C) assessing promotion potential D) anal-/ing emplo-ee engagement Answer: C E planation: C) 2n assessing candidates for promotions, it<s not %ust current performance but performance potential that<s important! ,hat idea is at the heart of the :;bo matri approach to assessing current emplo-ees< promotional prospects! )election, coaching, and engagement are not rele#ant to a :;bo matri method! Diff: + Chapter: 1& 'b%ecti#e: 6 )*ill: Concept =earning 'utcome: Define human resource management and describe modern trends in the field

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>) $obin, the 5$ manager at $ightwa- Enterprises, belie#es that %ob withdrawal has become a significant problem at the firm! $obin most li*el- came to this conclusion after obser#ing all of the following emplo-ee beha#iors E?CE4, ........! A) fre@uent #acation time re@uests B) idle emplo-ee con#ersations C) undeser#ed wor* brea*s D) e cessi#e absences Answer: A E planation: A) 4oor attendance and #oluntar- turno#er are two %ob withdrawal e amples! 'ther t-pes of %ob withdrawal include 8ta*ing undeser#ed wor* brea*s, spending time in idle con#ersation and neglecting aspects of the %ob one is obligated to perform!8 $e@uesting #acation is not necessaril- indicati#e of %ob withdrawal! Diff: + Chapter: 1& 'b%ecti#e: 1 )*ill: Application A) Which of the following would most li*el- reduce #oluntar- turno#er? A) performance appraisal s-stems B) high unemplo-ment rates C) numerous %ob opportunities D) downsi/ing re@uirements Answer: B E planation: B) 5igh unemplo-ment reduces #oluntar- turno#er, and some locales ha#e fewer %ob opportunities Band thus turno#er) than do others! 4erformance appraisal s-stems are less rele#ant to turno#er rates! Downsi/ing is often a reason for turno#ers! Diff: + Chapter: 1& 'b%ecti#e: 1 )*ill: Concept :) What is the first step in retaining emplo-ees? A) pro#iding emplo-ees with proper training B) discussing career plans with wor*ers C) selecting the right wor*ers D) identif-ing wor*er goals Answer: C E planation: C) $etention starts up front, in the selection and hiring of the right emplo-ees! )election refers not %ust to the wor*er but to choosing the right super#isors as well! ,raining, career planning, and goal;setting are follow;up steps to retaining wor*ers! Diff: + Chapter: 1& 'b%ecti#e: 1 )*ill: Concept

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1&) According to sur#e-s, high le#els of emplo-ee engagement are =EA), fre@uentl- associated with ........! A) fewer repeat customers B) higher performance le#els C) lower turno#er rates D) better corporate earnings Answer: A E planation: A) Based on sur#e-s b- the Callup organi/ation, business units with the highest le#els of emplo-ee engagement ha#e an A01 chance of performing abo#e the compan- median while those with the lowest emplo-ee engagement ha#e a 1>1 chance of performing better than the compan- median! A sur#e- b- consultants Watson W-att Worldwide concluded that companies with highl-;engaged emplo-ees ha#e +9 percent higher re#enue per emplo-ee! Diff: + Chapter: 1& 'b%ecti#e: + )*ill: Concept 11) According to research cited in the te t, what is the primar- reason that top;performingDhigh commitment emplo-ees ga#e for #oluntaril- lea#ing an organi/ation? A) career de#elopment B) wor*;life balance C) promotions D) salarAnswer: D E planation: D) ,he fi#e top reasons high commitmentDtop;performing emplo-ees ga#e for lea#ing Bran*ed from high to low) were pa-, promotional opportunities, wor* life balance, career de#elopment, and health;care benefits! 2n contrast, emplo-ers ran*ed the top fi#e reasons emplo-ees left as promotion, career de#elopment, pa-, relationship with super#isor, and wor*; life balance! Diff: 1 Chapter: 1& 'b%ecti#e: 1 )*ill: Concept

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1+) What is one of the results of 2B"<s on;demand staffing strateg-? A) increased resignations B) e panded mar*et share C) increased telecommuting D) impro#ed emplo-ee retention Answer: D E planation: D) ,he on;demand staffing program at 2B" is impro#ing emplo-ee retention, bminimi/ing the sorts of la-offs and resignations that might occur if emplo-ees s*ill sets were inconsistent with 2B"<s needs! $esignations, mar*et share, and telecommuting are less rele#ant! Diff: + Chapter: 1& 'b%ecti#e: 1 )*ill: Concept =earning 'utcome: Define human resource management and describe modern trends in the field 10) Ape Carpet has a #er- high #oluntar- turno#er rate, which e ecuti#es at the firm want reduced! What is the most effecti#e wa- to retain top;performing emplo-ees at Ape ? A) conducting more performance re#iews B) de#eloping new recruitment strategies C) establishing a talent management program D) re#ising the organi/ation<s mission statement Answer: C E planation: C) Emplo-ers can address turno#er issues b- instituting effecti#e and comprehensi#e talent management Brecruitment, selection, training, appraisal, and compensation) practices! ,he manager should understand that retaining emplo-ees is a talent management issue, and that the best retention strategies are therefore multifunctional! Diff: + Chapter: 1& 'b%ecti#e: 1 )*ill: Application =earning 'utcome: Define human resource management and describe modern trends in the field

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1() Ape Carpet has a #er- high #oluntar- turno#er rate, which e ecuti#es at the firm want reduced! Which of the following should Ape most li*el- do first in its attempt to retain top; performing emplo-ees? A) administer attitude sur#e-s to all emplo-ees B) pro#ide an across;the;board wage increase C) e#aluate the firm<s promotion methods D) de#elop online training courses Answer: A E planation: A) 2dentif-ing the issues is an important first retention strateg-! "an- emplo-ers routinel- administer attitude sur#e-s to monitor emplo-ees< feelings about matters such as super#ision and pa-! )alar-, promotions, and training ma- not necessaril- be the reasons for high turno#er! Diff: + Chapter: 1& 'b%ecti#e: 1 )*ill: Application 16) According to a ,owers4errin stud-, which of the following managerial actions would most li*el- foster emplo-ee engagement? A) offering impro#ed benefits pac*ages B) conducting regular performance appraisals C) lin*ing emplo-ee efforts to compan- goals D) pro#iding online training sessions to new hires Answer: C E planation: C) According to a ,owers4errin stud-, engagement;supporting actions include ma*ing sure emplo-ees B1) understand how their departments contribute to the compan-<s success, B+) see how their own efforts contribute to achie#ing the compan-<s goals, and B0) get a sense of accomplishment from wor*ing at the firm! Benefits, performance appraisals, and training are less rele#ant! Diff: 0 Chapter: 1& 'b%ecti#e: + )*ill: Concept 19) Which of the following statements most li*el- suggests that an emplo-ee is engaged? A) 82 wor* with intensit-!8 B) 82 ta*e fre@uent brea*s!8 C) 82 da-dream at m- des*!8 D) 82 en%o- tal*ing to co;wor*ers!8 Answer: A E planation: A) Engaged emplo-ees are focused and wor* with intensit- at their %obs! Disengaged wor*ers ta*e unnecessar- brea*s, da-dream, and ma*e idle con#ersation with co; wor*ers! Diff: + Chapter: 1& 'b%ecti#e: + )*ill: Application
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1>) ,he process of ad#ising, counseling, and guiding emplo-ees is *nown as ........! A) coaching B) appraising C) assessing D) mentoring Answer: D E planation: D) "entoring means ad#ising, counseling, and guiding! Coaching means educating, instructing, and training subordinates! Both coaching and mentoring s*ills are needed for appraising emplo-ees, but appraising and assessing refer to rating an emplo-ee! Diff: 1 Chapter: 1& 'b%ecti#e: ( )*ill: Concept 1A) ........ focuses on helping an emplo-ee ma*e long;term career plans, while ........ addresses an emplo-ee<s short;term %ob s*ills! A) "entoring, coaching B) Coaching, mentoring C) $ecruiting, coaching D) Appraising, training Answer: A E planation: A) "entoring means ad#ising, counseling, and guiding an emplo-ee towards long; term career goals! Coaching means educating, instructing, and training subordinates in performing short;term %ob;related s*ills! $ecruiting refers to searching for %ob candidates! Diff: + Chapter: 1& 'b%ecti#e: ( )*ill: Concept 1:) Eou ha#e been assigned to coach an emplo-ee who is struggling with wor* assignments! Which of the following steps should -ou most li*el- complete first? A) reach agreement with the emplo-ee on a plan B) as* the emplo-ee open;ended @uestions C) offer ideas and ad#ice to the emplo-ee D) obser#e the emplo-ee on the %ob Answer: D E planation: D) 4reparation means understanding the problem, the emplo-ee, and the emplo-ee<s s*ills, and it is the first step in the coaching process Eour aim here is to formulate a h-pothesis about what the problem is, which re@uires obser#ing the emplo-ee to see what he or she is doing, and obser#e the wor*flow and how cowor*ers interact with the emplo-ee! Diff: + Chapter: 1& 'b%ecti#e: ( )*ill: Application

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+&) Dic*<s )porting Coods is a sports and fitness retailer with o#er 0&& stores in 0( states! After beginning as a small bait and tac*le shop in 1:(A, Dic*<s has grown to become a leader in the sports and fitness retail industr-! "an- career opportunities are a#ailable Dic*<s in areas as di#erse as 2,, product de#elopment, merchandising, and store management! ,op management at Dic*<s reali/es the importance of hiring and retaining @ualit- emplo-ees! As a result, the firm has decided to implement policies, practices, and programs that support emplo-ees< career needs! Which of the following, if true, would best support the argument that Dic*<s should assign a coach to each new emplo-ee? A) ,he turno#er rate of newl- hired hourl- emplo-ees at Dic*<s )porting Coods is higher than the industr- a#erage! B) "an- new emplo-ees at Dic*<s )porting Coods ha#e e pressed interest in the firm<s tuition reimbursement program! C) Dic*<s )porting Coods has integrated preretirement counseling and succession planning into its career management practices! D) Dic*<s )porting Coods uses talent management software to place new emplo-ees in the most appropriate positions! Answer: A E planation: A) A high turno#er rate of newl- hired hourl- emplo-ees suggests that emplo-ees are @uitting because the- do not *now how to perform their %obs! Coaching in#ol#es educating, instructing, and training subordinates on short;term %ob;related s*ills, and it would most li*elhelp reduce the turno#er rate! Diff: 0 AAC)B: Anal-tic )*ills Chapter: 1& 'b%ecti#e: ( )*ill: Critical ,hin*ing +1) ,om, who has recentl- been assigned to coach a new emplo-ee, completed a self;e#aluation of his coaching s*ills! Which of the following actions most li*el- indicates that ,om is an effecti#e coach? A) paraphrasing information during a discussion B) focusing onl- on short;term s*ills C) as*ing closed;ended @uestions D) pro#iding general feedbac* Answer: A E planation: A) 4araphrasing helps clarif- what is being communicated in a discussion, and it is a characteristic of effecti#e coaches! Coaches should focus on both long;term and short;term career needs! 'pen rather than closed @uestions promote discussion, and feedbac* should be #erspecific! Diff: + AAC)B: Communication abilities Chapter: 1& 'b%ecti#e: ( )*ill: Application

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++) ........ is a process for enabling emplo-ees to better understand and de#elop their career s*ills and interests and to use these s*ills and interests most effecti#el- within the compan- and afterwards! A) Career management B) Career de#elopment C) Career planning D) 4erformance management Answer: A E planation: A) Career management is a process for enabling emplo-ees to better understand and de#elop their career s*ills and interests and to use these s*ills and interests most effecti#elwithin the compan- and after the- lea#e the firm! )pecific career management acti#ities might include pro#iding realistic career oriented appraisals, posting open %obs, and offering formal career de#elopment acti#ities! Diff: 1 Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers +0) Which of the following terms refers to the lifelong series of acti#ities that contribute to a person<s career e ploration, establishment, success, and fulfillment? A) performance management B) career de#elopment C) career management D) career planning Answer: B E planation: B) Career de#elopment is the lifelong series of acti#ities that contribute to a person<s career e ploration, establishment, success, and fulfillment! Career planning is the formal process through which someone becomes aware of his or her personal s*ills, interests, *nowledge, moti#ations, and other characteristics! Career management is a process for enabling emplo-ees to better understand and de#elop their career s*ills and interests! Diff: 1 Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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+() Which of the following is a specific e ample of a career de#elopment acti#it-? A) %ob e#aluation B) training wor*shop C) college recruitment D) performance appraisal Answer: B E planation: B) Career de#elopment is the lifelong series of acti#ities that contribute to a person<s career e ploration, establishment, success, and fulfillment! 7ob e#aluation, recruitment, and appraisals onl- indirectl- contribute to a person<s career de#elopment, while a training wor*shop is a specific method for career de#elopment! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers +6) Which of the following best describes career planning? A) a deliberate process through which someone becomes aware of personal s*ills, interests, *nowledge, and moti#ations and establishes action plans to attain specific career goals! B) the lifelong series of acti#ities that contribute to a person<s career e ploration, establishment, success, and fulfillment C) a process of helping emplo-ees to better understand and de#elop their career s*ills and interests and to use these s*ills and interests most effecti#el-! D) the process of educating, instructing, and training subordinates as the- de#elop their career interests and %ob s*ills! Answer: A E planation: A) Career planning is the deliberate process through which someone becomes aware of his or her personal s*ills, interests, *nowledge, moti#ations, and other characteristics! Career de#elopment is a lifelong series of acti#ities that contribute to a person<s career fulfillment! Career management in#ol#es helping wor*ers understand their s*ills and interests! Coaching in#ol#es educating and training subordinates! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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+9) 7ac*ie is wor*ing with a coach to identif- her personal s*ills and interests! Afterwards, she will in#estigate opportunities that fit her s*ills and interests and set specific career goals! 2n which of the following acti#ities is 7ac*ie most li*el- participating? A) career management B) career de#elopment C) career planning D) %ob training Answer: C E planation: C) Career planning is the deliberate process through which someone becomes aware of his or her personal s*ills, interests, *nowledge, moti#ations, and other characteristics and establishes action plans to attain specific goals! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Application =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers +>) Emplo-ers benefit from offering career de#elopment programs to emplo-ees in all of the following wa-s E?CE4, ........! A) supporting recruitment efforts B) boosting emplo-ee commitment C) enhancing emplo-ee strengths D) facilitating performance anal-sis Answer: D E planation: D) 4erformance anal-sis refers to #erif-ing and correcting an emplo-ee<s performance deficienc-, but it is not a benefit of career de#elopment programs! Firms that offer career de#elopment programs boost emplo-ee commitment, support recruitment and retention efforts, and e@uip emplo-ees with useful s*ills! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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+A) $ecent sur#e-s indicate that emplo-ers are more li*el- to retain talented emplo-ees boffering all of the following E?CE4, ........! A) short;term incenti#es B) specific leadership opportunities C) multiple professional e periences D) broad functional e posure in the firm Answer: A E planation: A) As of +&1&, emplo-ers planned to focus both on mone- and on career de#elopment to retain and engage the right talent! 'ne obser#er similarl- sa-s that 8rather than focusing on incenti#es and per*s to entice and retain emplo-ees, organi/ationsGwill hold onto the most talented wor*ersGb- offering them a range of professional e periences, broad functional and geographic e posure within the organi/ation, and more targeted leadership opportunities!8 Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers +:) Dic*<s )porting Coods is a sports and fitness retailer with o#er 0&& stores in 0( states! After beginning as a small bait and tac*le shop in 1:(A, Dic*<s has grown to become a leader in the sports and fitness retail industr-! "an- career opportunities are a#ailable Dic*<s in areas as di#erse as 2,, product de#elopment, merchandising, and store management! ,op management at Dic*<s reali/es the importance of hiring and retaining @ualit- emplo-ees! As a result, the firm has decided to implement policies, practices, and programs that support emplo-ees< career needs! Which of the following, if true, would best support the argument that Dic*<s should add a career de#elopment aspect to its human resource acti#ities? A) Dic*<s )porting Coods< current policies and practices categori/e the firm as a high; performance wor* s-stem! B) Dic*<s )porting Coods< performance appraisals will include de#elopment plans and indi#idual goal setting! C) Dic*<s )porting Coods< sales #olume and hourl- emplo-ee needs t-picall- fluctuate throughout the -ear! D) Dic*<s )porting Coods< will screen potential candidates using structured situational inter#iews! Answer: B E planation: B) 4erformance appraisals with a traditional focus include ratings and rewards, but firms that ha#e a career de#elopment focus add de#elopment plans and indi#idual goal setting! )uch additions can better e@uip emplo-ees and support their career de#elopment needs more effecti#el- than traditional appraisals! Diff: 0 AAC)B: Anal-tic )*ills Chapter: 1& 'b%ecti#e: 0 )*ill: Critical ,hin*ing =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers
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0&) Dic*<s )porting Coods is a sports and fitness retailer with o#er 0&& stores in 0( states! After beginning as a small bait and tac*le shop in 1:(A, Dic*<s has grown to become a leader in the sports and fitness retail industr-! "an- career opportunities are a#ailable Dic*<s in areas as di#erse as 2,, product de#elopment, merchandising, and store management! ,op management at Dic*<s reali/es the importance of hiring and retaining @ualit- emplo-ees! As a result, the firm has decided to implement policies, practices, and programs that support emplo-ees< career needs! All of the following @uestions are rele#ant to Dic*<s )porting Coods< decision to implement a career de#elopment program E?CE4, ........! A) What is the a#erage length of time that an emplo-ee wor*s for Dic*<s )porting Coods? B) 5ow would the profits of Dic*<s )porting Coods be affected b- a change in hiring practices? C) What are the career needs and opportunities a#ailable to minorities and women emplo-ed bDic*<s )porting Coods? D) What will be the effect on recruiting and placement if emplo-ees< interests and attitudes are ta*en into consideration b- the 5$ department at Dic*<s )porting Coods? Answer: B E planation: B) 2ssues such as recruiting, emplo-ee commitment, career de#elopment needs, and promotion processes are all rele#ant to a decision to implement a career de#elopment program! 4rofits and hiring practices are less rele#ant to the decision! Diff: 0 AAC)B: Anal-tic )*ills Chapter: 1& 'b%ecti#e: 0 )*ill: Critical ,hin*ing =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers 01) 2n regards to an emplo-ee<s career de#elopment, it is the primar- responsibilit- of the ........ to ma*e career plans, set goals, and utili/e de#elopment opportunities! A) emplo-er B) emplo-ee C) recruiter D) 5$ manager Answer: B E planation: B) Emplo-ees are responsible for ma*ing career plans, setting goals, and utili/ing de#elopment opportunities in respect to their own career de#elopment! "anagers are responsible for pro#iding feedbac* and de#elopmental assignments, and the emplo-er should pro#ide training opportunities! Diff: 1 Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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0+) All of the following are the role of the emplo-er in an emplo-ee<s career de#elopment E?CE4, ........! A) communicating policies and procedures B) anal-/ing interests, #alues, and s*ills C) pro#iding performance feedbac* D) offering a #ariet- of career paths Answer: B E planation: B) 2t is the role of the emplo-ee to anal-/e his or her interests, #alues, and s*ills! Emplo-ers are responsible for communicating the firm<s policies, pro#iding training and feedbac*, and offering #arious career paths! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers 00) Which of the following is primaril- the role of the manager in an emplo-ee<s career de#elopment? A) pro#iding career information B) see*ing de#elopment opportunities C) pro#iding academic assistance programs D) pro#iding accurate performance feedbac* Answer: D E planation: D) 2t is the role of the manager to pro#ide timel- and accurate performance feedbac* to subordinates! Emplo-ees are responsible for see*ing de#elopment opportunities! Emplo-ers should pro#ide career information and academic assistance when appropriate! Diff: 0 Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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0() 'rion Enterprises wants to pro#ide emplo-ees with a Web;based librar- of career de#elopment materials, as well as indi#idual career coaches and career wor*shops! Which term best describes the program that 'rion plans to offer? A) career organi/ation B) #ocational training C) wor* sampling D) career center Answer: D E planation: D) Career centers ma- include a Web;based or offline librar- of career de#elopment materials, career wor*shops, wor*shops on related topics Bsuch as time management), and indi#idual career coaches for career guidance! Diff: 1 Chapter: 1& 'b%ecti#e: 0 )*ill: Application =earning 'utcome: Compare and contrast different approaches to training and de#elopment 06) Which of the following is the organi/ation<s role in an emplo-ee<s career de#elopment? A) pro#iding mentoring opportunities to support growth B) participating in career de#elopment discussions C) pro#iding timel- performance feedbac* D) establishing goals and career plans Answer: A E planation: A) 2t is the responsibilit- of an organi/ation to pro#ide mentoring opportunities to support an emplo-ee<s growth! ,he emplo-ee is responsible for establishing career plans! "anagers should discuss career de#elopment with emplo-ees and pro#ide performance feedbac* in a timel- manner! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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09) Which of the following refers to an organi/ed learning e#ent in which participants conduct self;assessments, set goals, and de#elop action plans? A) competenc-;based %ob anal-sis B) career planning wor*shop C) %ob instruction training D) management retreat Answer: B E planation: B) A career planning wor*shop is 8a planned learning e#ent in which participants are e pected to be acti#el- in#ol#ed, completing career planning e ercises and in#entories and participating in career s*ills practice sessions!8 A t-pical wor*shop includes a self;assessment, an en#ironmental assessment, goal;setting, and action;planning! Diff: 1 Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers 0>) All of the following are t-pes of career de#elopment initiati#es implemented b- emplo-ers E?CE4, ........! A) (&1B*) plans B) career coaches C) appraisal committees D) orientation programs Answer: A E planation: A) )e#eral emplo-ers pro#ide (&1B*)Ht-pe lifelong learning accounts for their emplo-ees to use for career;related education, but (&1B*) plans are not oriented towards career de#elopment! Career coaches, appraisal committees, and orientation programs are career de#elopment initiati#es! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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0A) All of the following are t-pical acti#ities of career coaches E?CE4, helping emplo-ees to ........! A) ma*e 1;6 -ear career plans B) identif- de#elopment needs C) obtain networ*ing opportunities D) negotiate with firms for higher salaries Answer: D E planation: D) Career coaches helped indi#idual emplo-ees identif- their de#elopment needs and obtain the training, professional de#elopment, and networ*ing opportunities that the- need to satisf- those needs! Career coaches generall- help emplo-ees create 1; to 6;-ear plans showing where their careers with the firm ma- lead! Career coaches are not li*el- to be in#ol#ed with salar- negotiations! Diff: 0 Chapter: 1& 'b%ecti#e: ( )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers 0:) Which of the following would most li*el- increase emplo-ee commitment? A) document the ps-chological contract B) create Web;based efficienc- programs C) establish a career de#elopment program D) promise lifetime emplo-ment to managers Answer: C E planation: C) ,he emplo-er<s career de#elopment efforts, ta*en as a whole, should send the signal that the emplo-er cares about the emplo-ee<s career success, and thus deser#es the emplo-ee<s commitment! Efficienc- programs often lead to la-offs! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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(&) What is most li*el- the best tool managers can use to support emplo-ees< career de#elopment needs? A) orientation sessions B) performance appraisals C) interest in#entories D) graphic;rating scales Answer: B E planation: B) 'f all the opportunities an emplo-er and super#isor ha#e for supporting emplo-ees< career de#elopment needs, probabl- none is as important as a career;oriented appraisal! 4erformance appraisals can be used to support an emplo-ee<s career de#elopment blin*ing the emplo-ee<s performance, career interests, and de#elopmental needs into a coherent career plan! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers (1) "iranda wants to ma*e partner at her law firm! 5owe#er, she is worried because >&;hour wor* wee*s are the norm for someone stri#ing to ma*e partner! "iranda wants to be fair to her famil- as well as e cel at wor*! ,he best wa- for the law firm to address this problem is b........! A) pro#iding "iranda with a female career coach B) persuading "iranda to temporaril- wor* in a less competiti#e law firm C) offering a fle ible career trac* that allows "iranda to periodicall- reduce her wor* load D) pro#iding a career planning wor*shop to help "iranda determine a more appropriate occupation Answer: C E planation: C) 2nfle ible promotional ladders can put womenIwho often ha#e more responsibilit- for child;raising choresIat a disad#antage! 'ne solution is to institute career trac*s Bincluding reduced hours and more fle ible -ear;round wor* schedules) that enable women to periodicall- reduce their time at wor*, but remain on a partner trac*! Career coaches and career planning wor*shops are more appropriate for people who are not sure about the direction of their careers, which is not "iranda<s problem! Diff: 0 AAC)B: "ulticultural and di#ersit- understanding Chapter: 1& 'b%ecti#e: 0 )*ill: Application =earning 'utcome: Compare and contrast different approaches to training and de#elopment

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(+) Chelsea Ban* emplo-s a di#erse group of emplo-ees, and the firm wants all of its wor*ers to ha#e e@ual career ad#ancement opportunities! Which of the following most li*el- undermines Chelsea Ban*<s attempt to meet the career de#elopment needs of its di#erse wor*force? A) scheduling meetings at fle ible times such as in the earl- morning or late e#ening B) offering career ad#ancement seminars for women and minorities C) identif-ing mentors for women and minorities D) adopting fle ible -ear;round wor* schedules Answer: A E planation: A) Earl- morning and late night meetings disproportionatel- affect women and minorities often because of childcare issues! Career ad#ancement seminars, mentors, and fle ible schedules are all effecti#e methods for meeting the #arious career de#elopment needs of a di#erse wor*force! Diff: 0 AAC)B: "ulticultural and di#ersit- understanding Chapter: 1& 'b%ecti#e: 0 )*ill: Critical ,hin*ing =earning 'utcome: Compare and contrast different approaches to training and de#elopment (0) )mith 2ndustries has established a career de#elopment program for its emplo-ees that offers career coaching and wor*shops! 5owe#er, a recent emplo-ee sur#e- indicates that man- women still feel dissatisfied about their career opportunities at the firm! Which of the following would most li*el- impro#e the attitudes of female emplo-ees at )mith 2ndustries? A) )mith installs an electronic performance support s-stem for telecommuters! B) )mith pro#ides hardship allowances to all minorit- emplo-ees! C) )mith increases the number of performance appraisals! D) )mith implements a fle ible career trac* s-stem! Answer: D E planation: D) 2nfle ible promotional ladders can put womenIwho often ha#e more responsibilit- for child;raising choresIat a disad#antage! 'ne solution is to institute fle ible career trac*s that enable women to periodicall- reduce their time at wor*, but remain on a partner trac*! Although performance appraisals can be used to discuss career needs, merelincreasing the number of appraisals will not li*el- impro#e the attitudes of women! Diff: 0 AAC)B: "ulticultural and di#ersit- understanding Chapter: 1& 'b%ecti#e: 0 )*ill: Application =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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(() Which of the following best e plains the meaning of the term 8glass ceiling8? A) formal corporate policies that pre#ent women from recei#ing the training needed to ad#ance their careers B) spo*en opinions b- corporate leaders that women lac* the *nowledge and s*ills re@uired for career ad#ancement C) structural -et subtle barriers in corporate en#ironments that inhibit the rise of talented women to leadership positions D) inade@uate educational opportunities which ultimatel- limit the networ* opportunities a#ailable to women in the wor*force Answer: C E planation: C) "an- refer to the subtle and not;so;subtle barriers to womens< career progress as the glass ceiling! )e#eral t-pes of career de#elopment programsIfast;trac* programs, indi#idual career counseling, and career planning wor*shopsIare less a#ailable to women than to men! Diff: + AAC)B: "ulticultural and di#ersit- understanding Chapter: 1& 'b%ecti#e: 0 )*ill: Concept (6) Fran* is a manager at a firm that does not ha#e a career de#elopment program, but he wants to support the career de#elopment needs of his subordinates! All of the following are wa-s that Fran* can support the career needs of his emplo-ees E?CE4, ........! A) offering emplo-ees training opportunities B) pro#iding emplo-ee orientation to new hires C) using high;performance wor* s-stem methods D) discussing career goals during regular performance appraisals Answer: C E planation: C) Whether or not the emplo-er has a career de#elopment program, the manager can do se#eral things to support his or her subordinates< career de#elopment needs! For e ample, when the subordinate first begins his or her %ob, ma*e sure through orientation and training that he or she gets off to a good start! "anagers should schedule regular performance appraisals to discuss subordinates< career goals! Diff: 0 Chapter: 1& 'b%ecti#e: 0 )*ill: Application =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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(9) Dic*<s )porting Coods is a sports and fitness retailer with o#er 0&& stores in 0( states! After beginning as a small bait and tac*le shop in 1:(A, Dic*<s has grown to become a leader in the sports and fitness retail industr-! "an- career opportunities are a#ailable Dic*<s in areas as di#erse as 2,, product de#elopment, merchandising, and store management! ,op management at Dic*<s reali/es the importance of hiring and retaining @ualit- emplo-ees! As a result, the firm has decided to implement policies, practices, and programs that support emplo-ees< career needs! Which of the following, if true, would best support the argument that the firm should institute a fle ible career trac* program? A) E ecuti#e positions at Dic*<s )porting Coods are rewarded for a combination of seniorit- and competence! B) )ituational inter#iews are used at Dic*<s )porting Coods to screen potential store managers! C) E ecuti#e positions at Dic*<s )porting Coods are predominantl- held b- men! D) '#er half of all Dic*<s )porting Coods stores are run b- female managers! Answer: C E planation: C) A firm with few female e ecuti#es ma- ha#e infle ible promotional ladders that put women with child;raising duties at a disad#antage! 2f Dic*<s implemented a fle ible career trac* with reduced hours and fle ible wor* schedules, women would most li*el- sta- at the firm and rise to high;le#el positions! Diff: 0 AAC)B: Anal-tic )*ills Chapter: 1& 'b%ecti#e: 0 )*ill: Critical ,hin*ing =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers (>) ABC Consulting has a formal mentoring program in which senior;le#el managers are paired with less;e perienced emplo-ees! Which of the following emplo-ees most li*el- needs a mentor? A) $a%, who is uncertain how to na#igate office politics B) 7ason, who does not perform tas*s as @uic*l- as re@uired C) "ichele, who is e periencing personal problems at home D) 5ale-, who is wor*ing and attending graduate school simultaneouslAnswer: A E planation: A) "entoring traditionall- means ha#ing e perienced senior people ad#ising, counseling, and guiding emplo-ees< longer;term career de#elopment! An emplo-ee who agoni/es o#er which career to pursue or how to na#igate office politics might need mentoring! 7ason would benefit from coaching rather than mentoring, and 7ustin alread- has a career plan! "entors should not discuss personal problems! Diff: 0 Chapter: 1& 'b%ecti#e: ( )*ill: Application =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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(A) All of the following are characteristics of effecti#e mentors E?CE4, ........! A) de#eloping a trustworth- relationship B) guiding proteges into important pro%ects C) focusing on the protege<s dail- tas*s D) setting high standards for proteges Answer: C E planation: C) Coaching, not mentoring, focuses on dail- tas*s! Effecti#e mentors set high standards, are willing to in#est the time and effort the mentoring relationship re@uires, and acti#el- steer protJgJs into important pro%ects, teams, and %obs! Effecti#e mentoring re@uires trust, and the le#el of trust reflects the mentor<s professional competence, consistenc-, abilit- to communicate, and readiness to share control! Diff: 0 Chapter: 1& 'b%ecti#e: ( )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers (:) Based on research studies, which of the following is most li*el- a true statement about mentoring programs? A) ,raditional mentoring programs are more effecti#e for male than for female emplo-ees! B) When the mentor and protege wor* in different departments, mentoring is more effecti#e! C) 4roteges ha#e more respect for mentors who wor* two le#els abo#e their own ran* in a firm! D) $e@uired mentoring relationships are more effecti#e than informal mentoring relationships! Answer: A E planation: A) )tudies suggest that traditional mentoring is less effecti#e for women that it is for men! For e ample, in one sur#e- of emplo-ees who had 8acti#e mentoring relationships8 in one recent -ear, >+1 of the men recei#ed one or more promotions in the ensuing two -ears, compared with 961 of the women! "entoring is more useful when mentors and protJgJs are in the same department! ,rust is the main component of an effecti#e mentoring relationship, not seniorit-! 2t ma*es little difference in the e tent or @ualit- of mentoring whether protJgJs #olunteer to ta*e part, or are assigned formall- to mentors! Diff: 0 Chapter: 1& 'b%ecti#e: ( )*ill: Concept

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6&) "ichele<s firm does not ha#e a formal mentoring program! 5owe#er, entr-;le#el emplo-ees, such as "ichele, are encouraged to form relationships with e perienced wor*ers! "ichele wants to ma*e sure that she has an effecti#e mentor relationship! Which of the following mentor relationship guidelines would K', be recommended to "ichele? A) Clarif- in ad#ance how often -ou want to meet! B) Lse an agenda to guide discussion topics! C) Clarif- what -ou e pect in terms of ad#ice! D) )elect a direct super#isor as a mentor! Answer: D E planation: D) 4roteges should not choose a direct super#isor because the situation could be aw*ward! 2t is better to choose someone who is one or two le#els abo#e -our boss! Focusing on wor* rather than personal issues and ma*ing it clear the topics, time, and ad#ice -ou e pect are also useful! Diff: 0 Chapter: 1& 'b%ecti#e: ( )*ill: Application 61) 5ow are firms using technolog- for career de#elopment programs? A) using online testing s-stems to screen applicants B) pro#iding mentors and coaches with online training s-stems C) monitoring emplo-ees< performance with electronic performance support s-stems D) using talent management s-stems to integrate emplo-ees< appraisal and training information Answer: D E planation: D) Marious talent management s-stems enable emplo-ers to achie#e appraisal, career de#elopment, training, and succession planning integration! Emplo-ee performance support s-stems automate training and phone support and are less rele#ant to career de#elopment! Diff: 0 AAC)B: Lse of information technologChapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Compare and contrast different approaches to training and de#elopment

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6+) Which of the following is most li*el- to occur when a new emplo-ee<s high e pectations and enthusiasm confront the realit- of a boring %ob? A) halo effect B) realit- shoc* C) disparate re%ection D) cogniti#e dissonance Answer: B E planation: B) $ealit- shoc* refers to what occurs when a new emplo-ee<s e pectations and enthusiasm confront the realit- of a boring or otherwise unattracti#e wor* situation! Diff: 1 Chapter: 1& 'b%ecti#e: 0 )*ill: Concept 60) $ealit- shoc* can most li*el- be pre#ented b- pro#iding new emplo-ees with ........! A) fle ible schedules B) performance appraisals C) reassignments D) accurate %ob pre#iews Answer: D E planation: D) $ealistic %ob pre#iews, challenging first %obs, and an e perienced mentor to help the new emplo-ee learn the ropes are important methods for a#oiding realit- shoc*! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept 6() Which of the following terms refers to ad#ancements to positions of increased responsibilit-? A) transfers B) appraisals C) promotions D) recruitments Answer: C E planation: C) 4romotions traditionall- refer to ad#ancements to positions of increased responsibilit-! ,ransfers are reassignments to similar positions within a firm! Diff: 1 Chapter: 1& 'b%ecti#e: 6 )*ill: Concept

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66) Which of the following terms refers to reassignments to similar positions in other parts of a firm? A) transfers B) la-offs C) dismissals D) promotions Answer: A E planation: A) ,ransfers are reassignments to similar positions within a firm! 4romotions traditionall- refer to ad#ancements to positions of increased responsibilit-! Diff: 1 Chapter: 1& 'b%ecti#e: 6 )*ill: Concept 69) Competence rather than seniorit- is most li*el- the basis for promotion when ........! A) corporate competiti#eness is necessarB) union agreements are in#ol#ed C) ci#il ser#ice regulations applD) compensation pac*ages are limited Answer: A E planation: A) ,oda-<s focus on competiti#eness fa#ors competence! 5owe#er, union agreements sometimes contain clauses that emphasi/e seniorit-, and ci#il ser#ice regulations that stress seniorit- rather than competence often go#ern promotions in man- public;sector organi/ations! Diff: + Chapter: 1& 'b%ecti#e: 6 )*ill: Concept 6>) Which of the following best summari/es the 4eter 4rinciple? A) "ost e ecuti#es fear changing the status @uo, so the- promote based on seniorit- not competence! B) A person<s le#el of competence determines how high he or she rises in a firm<s hierarch-! C) 4eople are e#entuall- promoted to positions that are be-ond their le#els of competence! D) A person<s competenc- is too difficult to determine, so promotions are based on seniorit-! Answer: C E planation: C) ,he 4eter 4rinciple asserts that companies often promote competent emplo-ees up to their 8le#el of incompetence,8 where the- then sit, sometimes underperforming for -ears! Diff: + Chapter: 1& 'b%ecti#e: 6 )*ill: Concept

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6A) Which of the following is the simplest and most often used method for predicting the future performance of a candidate for promotion? A) prior performance B) aptitude tests C) assessment centers D) ps-chological e ams Answer: A E planation: A) "ost emplo-ers use prior performance as a guide, and assume that Bbased on e emplar- prior performance) the person will do well on the new %ob! ,his is the simplest method! "an- others use tests or assessment centers to e#aluate promotable emplo-ees and to identif- those with e ecuti#e potential! Diff: + Chapter: 1& 'b%ecti#e: 6 )*ill: Concept 6:) All of the following are characteristic of a formal promotion process E?CE4, ........! A) 'pen positions are posted B) 4romotion criteria are made a#ailable C) 7ob postings are circulated to all emplo-ees D) 4romotions are based on unpublished re@uirements Answer: D E planation: D) 2nformal promotion processes are based on unpublished criteria! With formal promotion processes, emplo-ers set formal, published promotion policies and procedures, and emplo-ees recei#e a formal promotion polic- describing the criteria b- which the firm awards promotions! A %ob posting polic- states the firm will post open positions and their re@uirements, and circulate these to all emplo-ees! Diff: + Chapter: 1& 'b%ecti#e: 6 )*ill: Concept

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9&) ,an-a accused a male superior of se ual harassment! =ater, ,an-a was turned down for a promotion because the accused superior persuaded ,an-a<s current super#isor not to promote ,an-a! ,his is most li*el- an e ample of ........! A) demotion B) retaliation C) dissonance D) defensi#e beha#ior Answer: B E planation: B) ,he L!)! Circuit Court of Appeals case allowed a claim of retaliation to proceed when a female emplo-ee pro#ided e#idence that her emplo-er turned her down for promotion because a super#isor she had pre#iousl- accused of se ual harassment made comments that persuaded her current super#isor not to promote her! Diff: + Chapter: 1& 'b%ecti#e: 6 )*ill: Application =earning 'utcome: )ummari/e the nature and effects of e@ual emplo-ment opportunit- laws 91) According to the court s-stem, promotions based on sub%ecti#e assessments ........! A) support emplo-ers in ad#erse impact claims B) #iolate the Americans with Disabilities Act C) must be supported b- ob%ecti#e e#idence D) are #alid under the Ci#il $ights Act of 1::1 Answer: C E planation: C) Courts ha#e indicated that while sub%ecti#e reasons can %ustif- 8ad#erse emplo-ment decisions, an emplo-er must articulate an- clear and reasonabl- specific factual bases upon which it based its decision!8 2n other words, -ou should be able to pro#ide ob%ecti#e e#idence supporting -our sub%ecti#e assessment for promotion! Diff: + Chapter: 1& 'b%ecti#e: 6 )*ill: Concept =earning 'utcome: )ummari/e the nature and effects of e@ual emplo-ment opportunit- laws

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9+) $outinel- transferring emplo-ees to different cities is most li*el- no longer a common corporate practice because ........! A) relocation e penses are no longer ta deductible B) bab- boomer emplo-ees are nearing retirement C) most firms allow top e ecuti#es to telecommute D) firms reali/e that such mo#es disrupt famil- stabilitAnswer: D E planation: D) "an- firms ha#e had policies of routinel- transferring emplo-ees from locale to locale, but such eas-;transfer policies ha#e fallen into some disfa#or! ,his is partl- because of the high cost of relocating emplo-ees Bmo#ing e penses and bu-ing the emplo-ee<s current home, for instance), and partl- because firms assume that fre@uent transfers ad#ersel- affect transferees< famil- li#es! Diff: + Chapter: 1& 'b%ecti#e: 6 )*ill: Concept =earning 'utcome: Define human resource management and describe modern trends in the field 90) Wh- are an increasing number of firms focusing on retirement planning? A) concerns about future labor shortages B) sur#e-s of current emplo-ee attitudes C) modifications to the promotion process D) increases in health insurance premiums Answer: A E planation: A) $etirement planning is a significant long;term issue for emplo-ers! 2n the Lnited )tates, the number of +6; to 0(;-ear;olds is growing relati#el- slowl-, and the number of 06; to ((;-ear olds is declining! )o, with man- emplo-ees in their 6&s and 9&s mo#ing toward traditional retirement age, emplo-ers face a longer;term labor shortage! Diff: + Chapter: 1& 'b%ecti#e: 6 )*ill: Concept =earning 'utcome: Define human resource management and describe modern trends in the field

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9() All of the following are true statements about retirement E?CE4, ........! A) most emplo-ees who plan to wor* after 96 must do so for financial reasons B) most emplo-ees e pect to continue wor*ing after normal retirement age C) most emplo-ees who plan to wor* after 96 want a part;time position D) man- retirement age wor*ers want to sta- acti#e through wor*ing Answer: A E planation: A) >A1 of emplo-ees in one sur#e- said the- e pect to continue wor*ing in some capacit- after normal retirement age B9(1 said the- want to do so part;time)! 'nl- about a third said the- plan to continue wor* for financial reasonsN about (01 said the- %ust wanted to remain acti#e! Diff: 0 Chapter: 1& 'b%ecti#e: 6 )*ill: Concept 96) All of the following methods are used b- firms to recruit and retain retirement;age wor*ers E?CE4, ........! A) implementing phased retirement programs B) allowing wor*ers to telecommute C) using ps-chometric selection tests D) reducing wor* responsibilities Answer: C E planation: C) Firms tr-ing to recruit or retain older wor*ers are implementing phased retirement programs, allowing wor*ers to telecommute, reducing wor* responsibilities, and offering part;time or freelance positions! Firms are replacing ps-chometric selection tests with role;pla-ing e ercises! Diff: 0 Chapter: 1& 'b%ecti#e: 6 )*ill: Concept =earning 'utcome: Define human resource management and describe modern trends in the field

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99) Which of the following terms refers to the automated end;to;end process of planning, recruiting, de#eloping, managing, and compensating emplo-ees throughout the organi/ation? A) performance management B) human resource management C) management b- ob%ecti#es D) talent management Answer: D E planation: D) ,alent management is the automated end;to;end process of planning, recruiting, de#eloping, managing, and compensating emplo-ees throughout the organi/ation! Because talent management in#ol#es recruiting, hiring, and de#eloping high potential emplo-ees, it re@uires coordinating se#eral human resource acti#ities, in particular wor*force ac@uisition, assessment, de#elopment, and retention! Diff: 1 Chapter: 1& 'b%ecti#e: 1 )*ill: Concept =earning 'utcome: Define human resource management and describe modern trends in the field 9>) Emplo-ers that focus on talent management are primaril- interested in retaining ........! A) educated wor*ers B) senior;le#el emplo-ees C) mission;critical emplo-ees D) wor*ers with global e perience Answer: C E planation: C) ,alent management;oriented emplo-ers put special emphasis on de#eloping and retaining mission;critical emplo-ees! "ission;critical wor*ers ma- or ma- not be educated, senior;le#el, or internationall- e perienced! Diff: + Chapter: 1& 'b%ecti#e: 1 )*ill: Concept =earning 'utcome: Define human resource management and describe modern trends in the field

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9A) 4oor attendance and #oluntar- turno#er are most li*el- characteristics of ........! A) decreasing emplo-ee engagement B) minimal %ob e pectations C) shrin*ing labor mar*ets D) poor super#ision Answer: A E planation: A) 4oor attendance, #oluntar- turno#er, and ps-chological withdrawal don<t %ust illustrate %ob withdrawal, the- also e emplif- diminished emplo-ee engagement! Boring %obs, low pa-, lac* of career prospects, and unsupporti#e management ma- be factors in decreasing emplo-ee engagement! Diff: + Chapter: 1& 'b%ecti#e: + )*ill: Concept 9:) A manager who fre@uentl- reminds emplo-ees how their efforts contribute to accomplishing the compan-<s goals will most li*el- ........! A) trigger creati#itB) minimi/e disagreements C) eliminate earl- retirements D) boost emplo-ee engagement Answer: D E planation: D) Engagement;supporting actions include ma*ing sure emplo-ees B1) understand how their departments contribute to the compan-<s success, B+) see how their own efforts contribute to achie#ing the compan-<s goals, and B0) get a sense of accomplishment from wor*ing at the firm! Diff: + Chapter: 1& 'b%ecti#e: + )*ill: Concept >&) ,he primar- purpose of Accenture<s sa-, sta-, and stri#e program is to ........! A) promote minorit- emplo-ees B) mentor newl- hired wor*ers C) assess emplo-ee engagement D) identif- training and de#elopment needs Answer: C E planation: C) ,he consulting firm Accenture uses a three part 8shorthand8 method to assess engagement: the- call it sa-, sta-, and stri#e! 4romotions, mentors, and training needs are not the primar- purpose of the program! Diff: + Chapter: 1& 'b%ecti#e: + )*ill: Concept

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>1) For man- emplo-ees, professional growth opportunities act as an incenti#e to remain with a firm because such programs indicate that a compan- cares about its wor*ers! Answer: ,$LE E planation: 2nade@uate career and professional de#elopment prospects prompt manemplo-ees to lea#e! Con#ersel-, a well;thought;out the training and career de#elopment program can pro#ide a strong incenti#e for sta-ing with the compan-! Diff: 1 Chapter: 1& 'b%ecti#e: 1 )*ill: Concept >+) According to research, the turno#er rate is relati#el- the same across all industries in the L!)! Answer: FA=)E E planation: ,urno#erIthe rate at which emplo-ees lea#e the firm;; #aries mar*edl- among indus;tries! ,hus, turno#er in the accommodation and food ser#ices industr- is chronicall- high, with o#er half the industr-<s emplo-ees #oluntaril- lea#ing each -ear! 2n contrast, #oluntarturno#er in the educational ser#ices industr- is about 1+1! Diff: 1 Chapter: 1& 'b%ecti#e: 1 )*ill: Concept >0) Boring %obs, low pa-, inade@uate super#ision, and poor wor*ing conditions are li*el- to lead to %ob withdrawal! Answer: ,$LE E planation: 7ob withdrawal occurs when emplo-ees mentall- and ph-sicall- separate themsel#es from their wor* en#ironments! Boring %obs, poor management, and low pa- are some of the man- reasons for %ob withdrawal! Diff: 1 Chapter: 1& 'b%ecti#e: 1 )*ill: Concept >() )tudies indicate that appro imatel- (&1 of the global wor*force is engaged! Answer: FA=)E E planation: )tudies, including one from the consulting firm ,owers4errin, concluded that onlabout +11 of the global wor*force is engaged, while almost (&1 is disengaged! Diff: 1 AAC)B: D-namics of the global economChapter: 1& 'b%ecti#e: + )*ill: Concept

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>6) 2B" initiated an on;demand staffing strateg- to meet the changing technological needs of its customers! Answer: ,$LE E planation: ,echnological change is occurring so fast that 2B" will soon need a wor*force with dramaticall- different s*ills than its wor*force has now, one capable of reacting to customers< changing needs at once, 8on demand!8 2B" chose to put in place an on;demand staffing strateg-, one that aims to ensure that its current emplo-ees get the training and coaching the- need to pla- roles in 2B"<s future! Diff: + Chapter: 1& 'b%ecti#e: 1 )*ill: Concept =earning 'utcome: Define human resource management and describe modern trends in the field >9) ,he final step in the coaching process re@uires the coach and the emplo-ee to agree on the problem and a change plan! Answer: FA=)E E planation: 4lanning is the second step of the coaching process, while follow;up is the last step! 4erhaps the most powerful wa- to get someone to change is to obtain his or her enthusiastic agreement on what change is re@uired! ,his re@uires reaching agreement on the problem and on what to change! Diff: + Chapter: 1& 'b%ecti#e: ( )*ill: Concept >>) 2nterpersonal communication s*ills are an essential element for effecti#e coaching! Answer: ,$LE E planation: Both the planning stage and the acti#e coaching stage re@uire interpersonal communication s*ills on the part of the coach! Effecti#e coaches are able to offer ideas and ad#ice in a wa- that the emplo-ee will listen, understand, and appreciate! Diff: + AAC)B: Communication abilities Chapter: 1& 'b%ecti#e: ( )*ill: Concept

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>A) )tudies indicate that traditional mentoring is less effecti#e for men than it is for women! Answer: FA=)E E planation: )tudies suggest that traditional mentoring is less effecti#e for women that it is for men! For e ample, in one sur#e- of emplo-ees who had 8acti#e mentoring relationships8 in one recent -ear, >+1 of the men recei#ed one or more promotions in the ensuing two -ears, compared with 961 of the women! Diff: 1 Chapter: 1& 'b%ecti#e: ( )*ill: Concept >:) Career de#elopment is the lifelong series of acti#ities that contributes to a person<s career e ploration, establishment, success, and fulfillment! Answer: ,$LE E planation: Career de#elopment refers to acti#ities such as wor*shops, education, and training that contribute to a person<s career establishment, success, and fulfillment! Diff: 1 Chapter: 1& 'b%ecti#e: 0 )*ill: Concept A&) A career is the occupational positions one holds at a single organi/ation! Answer: FA=)E E planation: ,he term career refers to the occupational positions a person has had o#er man-ears but not necessaril- at one organi/ation! Diff: 1 Chapter: 1& 'b%ecti#e: 0 )*ill: Concept A1) "ost -oung wor*ers entering the %ob mar*et toda- are hea#il- focused on their %ob and their emplo-er, unli*e bab- boomers who preferred to balance wor* and famil-! Answer: FA=)E E planation: Bab- boomersIthose retiring in the ne t few -earsItended to be %ob; and emplo-er;focused! ,hose entering the %ob mar*et now often #alue wor* arrangements that pro#ide more opportunities for balanced li#es! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept

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A+) )tudies suggest that firms that support their emplo-ees< career de#elopment are rewarded with emplo-ee commitment and longer retention rates! Answer: ,$LE E planation: Emplo-ers benefit from offering career de#elopment! ,he emplo-ees, armed with better insights about their occupational strengths, should be better e@uipped to ser#e the compan-! )upporting -our emplo-ees< career de#elopment ma- also boost emplo-ee commitment and support -our recruitment and retention efforts! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Compare and contrast different approaches to training and de#elopment A0) While career de#elopment ultimatel- should result in an emplo-ee who is more emplo-able, such programs often result in increased emplo-ee commitment! Answer: ,$LE E planation: Emplo-ees who wor* for firms that offer career de#elopment programs become more *nowledgeable, which ma*es them more emplo-able! 5owe#er, supporting an emplo-ee<s career de#elopment ma- also boost emplo-ee commitment! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Compare and contrast different approaches to training and de#elopment A() ,he emplo-ee, the manager, and the emplo-er e@uall- share the responsibilit- for an emplo-ee<s career de#elopment and career success! Answer: FA=)E E planation: Although the emplo-er and manager ha#e roles in guiding emplo-ees< careers, no emplo-ee should e#er abandon this tas* to others! ,he conse@uences of a bad choice Bor of no choice) are too se#ere to lea#e to others! ,he emplo-ee<s career success or failure is ultimatelthe emplo-ee<s responsibilit-! Diff: 1 Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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A6) "atching indi#idual strengths and wea*nesses with occupational opportunities and threats is a *e- to the career planning process! Answer: ,$LE E planation: For the emplo-ee, career planning means matching indi#idual strengths and wea*nesses with occupational opportunities and threats! 2n other words, the person wants to pursue occupations, %obs, and a career that capitali/e on his or her interests, aptitudes, #alues, and s*ills! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept A9) A career planning wor*shop helps emplo-ees identif- their interests, set career goals, and practice career s*ills! Answer: ,$LE E planation: A career planning wor*shop is 8a planned learning e#ent in which participants are e pected to be acti#el- in#ol#ed, completing career planning e ercises and in#entories and participating in career s*ills practice sessions!8 A t-pical wor*shop includes a self;assessment, an en#ironmental assessment, and goal;setting and action;planning segments! Diff: 1 Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers A>) $etirement preparation, succession planning, %ob posting, and management counseling are popular career management practices offered b- organi/ations around the world! Answer: ,$LE E planation: Marious emplo-er career practices include posting %ob openings, formal education, career;oriented performance appraisals, counseling b- managers, counseling b- 5$, retirement preparation, and succession planning! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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AA) 2n a career;oriented appraisal, a manager matches an emplo-ee<s strengths and wea*nesses with a feasible career path and de#elopmental needs, but the emplo-ee is not rated for actual %ob performance! Answer: FA=)E E planation: Career;oriented appraisals combine the ratings and feedbac* of performance appraisals with a discussion of the emplo-ee<s career de#elopment! 4erformance appraisals that are career;oriented are not %ust about telling someone how he or she has done but for lin*ing the emplo-ee<s performance, career interests, and de#elopmental needs into a coherent career plan! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Concept A:) ,he best opportunit- for discussing career;related issues with an emplo-ee is during the annual or semi;annual appraisal! Answer: ,$LE E planation: 4erformance appraisals are an opportunit- for discussing and lin*ing an emplo-ee<s performance, career interests, and de#elopmental needs into a coherent career plan! Diff: 1 Chapter: 1& 'b%ecti#e: 0 )*ill: Concept :&) ,he barriers for women to ad#ance at wor* are referred to as the glass ceiling because federal legislation has enabled women to earn an e@ual number of top;le#el positions as men! Answer: FA=)E E planation: ,he subtle barriers to the career progress of women are *nown as the glass ceiling because women can see the top positions but are pre#ented from reaching them! Although women constitute (&1 of the wor*force, the- ha#e onl- +1 of the top management %obs! Diff: 1 Chapter: 1& 'b%ecti#e: 0 )*ill: Concept :1) 7ob shoc* occurs when a new emplo-ee<s high e pectations confront the realit- of a boring %ob! Answer: FA=)E E planation: $ealit- shoc* refers to the phenomenon that results when a new emplo-ee<s e pectations meet the realit- of an unattracti#e wor* situation! Diff: 1 Chapter: 1& 'b%ecti#e: 0 )*ill: Concept

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:+) A focus on competiti#eness and moti#ation suggests that a compan- should promote on the basis of seniorit-! Answer: FA=)E E planation: 4robabl- the most important decision is whether to base promotion on seniorit- or competence, or some combination of the two! ,oda-<s focus on competiti#eness fa#ors competence! Diff: + Chapter: 1& 'b%ecti#e: 6 )*ill: Concept :0) Women constitute appro imatel- (&1 of the wor*force but hold less than +1 of top management positions! Answer: ,$LE E planation: )imilarl-, women still don<t ma*e it to the top of the career ladder in numbers proportionate to their numbers in L!)! industr-! Women constitute more than (&1 of the wor*force, but hold less than +1 of top management positions! Diff: + Chapter: 1& 'b%ecti#e: 6 )*ill: Concept :() An emplo-er<s promotion processes are free of the re@uirements imposed b- anti; discrimination laws! Answer: FA=)E E planation: 2n general, the emplo-er<s promotion processes must compl- with all the same antidiscrimination laws as do procedures for recruiting and selecting emplo-ees or an- other 5$ actions! Diff: 1 Chapter: 1& 'b%ecti#e: 6 )*ill: Concept :6) "an- L!)!firms are concerned about labor shortages because of the rapidl- rising number of +6;(( -ear olds in the wor*force and the small number of wor*ers near retirement age! Answer: FA=)E E planation: 2n the Lnited )tates, the number of +6; to 0(;-ear;olds is growing relati#elslowl-, and the number of 06; to ((;-ear olds is declining! )o, with man- emplo-ees in their 6&s and 9&s mo#ing toward traditional retirement age, emplo-ers face a longer;term labor shortage! Diff: + Chapter: 1& 'b%ecti#e: 6 )*ill: Concept

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:9) "ost emplo-ees who continue wor*ing after retirement age must do so because of their financial instabilit-! Answer: FA=)E E planation: 'nl- one;third of retirement age wor*ers who continue wor*ing do so for financial reasons! "ost of them wor* to remain acti#e! Diff: + Chapter: 1& 'b%ecti#e: 6 )*ill: Concept :>) Conducting a demographic anal-sis of emplo-ees is one of the first steps that a firm should ta*e when determining the labor and financial effects of retiring wor*ers! Answer: ,$LE E planation: A reasonable first step in planning for the effects of retiring wor*ers is to conduct numerical anal-ses of pending retirements! ,his should include a demographic anal-sis Bincluding a census of the compan-<s emplo-ees), a determination of the a#erage retirement age for the compan-<s emplo-ees, and a re#iew of how retirement is going to affect the emplo-er<s health care and pension benefits! ,he emplo-er can then determine the e tent of the 8retirement problem8 and ta*e fact;based steps to address it! Diff: + Chapter: 1& 'b%ecti#e: 6 )*ill: Concept :A) ,alent management is the process of attracting, selecting, training, de#eloping, and promoting emplo-ees through an organi/ation! Answer: ,$LE E planation: ,alent management refers to the 8process of attracting, selecting, training, de#eloping, and promoting emplo-ees through an organi/ation!8 ,he main thing dri#ing the talent management mo#ement is the a#ailabilit- of new talent management information s-stems! Diff: 1 Chapter: 1& 'b%ecti#e: 1 )*ill: Concept =earning 'utcome: Define human resource management and describe modern trends in the field

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::) ,he primar- purpose of talent management is to ensure that emplo-ees de#elop the s*ills the- need to e perience success throughout their careers! Answer: FA=)E E planation: ,alent management is li*e career management from the emplo-er<s point of #iew! ,he emplo-ee wants to align his or her s*ills, training, performance feedbac*, and de#elopment in such a wa- as to ha#e a successful career! With talent management, the emplo-er wants to integrate the same functions to ensure that it is using its corporate talent in the best possible wa-! Diff: + Chapter: 1& 'b%ecti#e: 1 )*ill: Concept =earning 'utcome: Define human resource management and describe modern trends in the field 1&&) Engaged emplo-ees are committed to accomplishing their %obs and achie#ing compangoals! Answer: ,$LE E planation: Emplo-ees who are engaged are ps-chologicall- in#ol#ed in, connected to, and committed to getting their %obs done! Diff: 1 Chapter: 1& 'b%ecti#e: + )*ill: Concept 1&1) 2n a brief essa-, discuss the roles and responsibilities of managers, mentors, and coaches in an emplo-ee<s career de#elopment! Answer: ,he manager should pro#ide timel- performance feedbac*, de#elopmental assignments and support! ,he manager should participate in career de#elopment discussions! ,he manager should support emplo-ee de#elopment plans! A coach focuses on teaching shorter;term %ob; related s*ills! A mentor helps emplo-ees na#igate longer;term career ha/ards! Diff: 0 Chapter: 1& 'b%ecti#e: 0, ( )*ill: )-nthesis =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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1&+) 5ow can firms benefit from both career planning programs and retirement planning programs? Answer: When emplo-ers pro#ide the tools, en#ironment, and s*ill de#elopment opportunities for emplo-ees, emplo-ees are better e@uipped to ser#e the compan- and build it to its potential! Career de#elopment ma- also culti#ate emplo-ee commitment! $etirement planning is no longer %ust for helping current emplo-ees slip into retirement, but it can also enable the emplo-er to retain, in some capacit-, the s*ills and brain power of those who would normall- retire and lea#e the firm! Emplo-ers see*ing to recruit andDor retain retirees need to ta*e se#eral steps! ,he general idea is to institute human resource policies that encourage and support older wor*ers! Kot surprisingl-, studies show that emplo-ees who are more committed and lo-al to the emplo-er are more li*el- to sta- be-ond their normal retirement age! Diff: 0 AAC)B: $eflecti#e thin*ing s*ills Chapter: 1& 'b%ecti#e: 1, 0 )*ill: )-nthesis =earning 'utcome: Define human resource management and describe modern trends in the field 1&0) 5ow has the ps-chological contract between emplo-ers and emplo-ees changed o#er time? 5ow can emplo-ers gain greater commitment from emplo-ees? Answer: ,he ps-chological contract in -ears past li*el- in#ol#ed hard wor* and lo-alt- on the part of the emplo-ee in e change for a secure position from the organi/ation! ,oda-, the ps-chological contract is temporar- because both parties recogni/e the indefinite nature of the business! Kow, emplo-ees are e pected to wor* hard and be lo-al while emplo-ed and in e change the compan- will pro#ide de#elopmental opportunities necessar- for the emplo-ee to mo#e on at some point in the future! Emplo-ees toda- tend to thin* of themsel#es as free agents, there to do a good %ob but also to prepare for the ne t li*el- mo#e, to another firm! 2n this en#ironment, man- emplo-ees e pect their emplo-ers to pro#ide an opportunit- for them to broaden their career options! ,he emplo-er can do man- things to impro#e the emplo-ee<s de#elopment and career prospects, from %ob postings and tuition reimbursement to career planning wor*shops! ,he main thing is that the emplo-er<s career de#elopment efforts, ta*en as a whole, should send the signal that the emplo-er cares about the emplo-ee<s career success, and thus deser#es the emplo-ee<s commitment! Diff: 0 Chapter: 1& 'b%ecti#e: 0 )*ill: Critical ,hin*ing =earning 'utcome: Define human resource management and describe modern trends in the field

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1&() What methods are a#ailable to firms that want to foster emplo-ee enagement and also support emplo-ees< career de#elopment needs? Answer: Engagement;supporting actions include ma*ing sure emplo-ees B1) understand how their departments contribute to the compan-<s success, B+) see how their own efforts contribute to achie#ing the compan-<s goals, and B0) get a sense of accomplishment from wor*ing at the firm! )ome e amples of supporting the career de#elopment needs of emplo-ees include posting %ob openings, supporting a formal education, pro#iding career;oriented performance appraisals, counseling b- managers, offering lateral, de#elopmental mo#es, counseling b- 5$, pro#iding retirement preparation, and succession planning! Diff: 0 Chapter: 1& 'b%ecti#e: +, 0 )*ill: )-nthesis =earning 'utcome: Define human resource management and describe modern trends in the field 1&6) Eou are considering a position as an entr-;le#el management trainee, but -ou want to *now what the compan- has to offer in the wa- of career de#elopment initiati#es! What are two inno#ati#e career de#elopment initiati#es that -ou would li*e to see at the compan-? E plain wh- -ou thin* the firm should implement -our two choices! Answer: )e#eral initiati#es ma- be named here! O 2ndi#idual budgets for emplo-ee de#elopment O 'nsite or online career centers with materials and wor*shops O 'pportunities for wor*ing in a #ariet- of positions O 'pportunit- to ta*e courses with nearb- colleges or through consultants O Career success teams for networ*ing and support O Career coaches O Career planning wor*shops Diff: 0 AAC)B: Anal-tic )*ills Chapter: 1& 'b%ecti#e: 0 )*ill: Critical ,hin*ing =earning 'utcome: Compare and contrast different approaches to training and de#elopment

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1&9) What steps can an emplo-er ta*e to enhance the career de#elopment needs and promotional prospects of its female emplo-ees? Answer: ,here are se#eral steps companies can ta*e to enhance the prospects for women! First, organi/ations should ta*e the career interests of women emplo-ees seriousl-! ,he- should identif- institutional barriers and eliminate them! For instance, re@uiring late e#ening meetings disproportionatel- affects women! Lnfortunatel-, man- career de#elopment programs are not consistent with the needs of minorit- and nonminorit- women! For e ample, man- such programs underestimate the role pla-ed b- famil- responsibilities in man- women<s li#es! )imilarl-, some programs assume that career paths are continuousN howe#er, the need to stop wor*ing for a time to attend to famil- needs often punctuates the career paths of man- people of color and women! 2nstituting career trac*s can enable women to periodicall- reduce their time at wor* while still remaining on a career trac*! Companies should impro#e the opportunities for networ*ing and mentoring! ,he- should eliminate the glass ceilingN though this is a difficult challenge! Finall-, companies can institute fle ible schedules to pro#ide women the opportunitto meet their obligations at home and at wor* successfull-! Diff: 0 AAC)B: "ulticultural and di#ersit- understanding Chapter: 1& 'b%ecti#e: 0, 6 )*ill: )-nthesis =earning 'utcome: Compare and contrast different approaches to training and de#elopment 1&>) What is realit- shoc*? What efforts can be ta*en b- an emplo-er to pre#ent realit- shoc*? Answer: $ealit- shoc* occurs when a new emplo-ee has high e pectations for a new %ob but then finds that the %ob is boring andDor unchallenging! Emplo-ers can pre#ent this b- pro#iding realistic %ob pre#iews and challenging first %obs! A realistic %ob pre#iew can help prospecti#e emplo-ees more accuratel- gauge whether the %ob is reall- for them and whether the %ob<s demands are a good fit with a candidate<s s*ills and interests! Diff: + Chapter: 1& 'b%ecti#e: 0 )*ill: Application

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1&A) 2n a brief essa-, discuss the four decisions that affect a firm<s promotion process! Answer: ,he first decision is whether to base promotions on seniorit- or competence or some combination of the two! A focus on competiti#eness and moti#ation fa#ors promotion based on competence! But when union or ci#il ser#ice regulations are in#ol#ed, seniorit- ma- be fa#ored! ,he second decision occurs if the firm chooses to base the promotional process on competence! 2f it does, the firm must then decide how to define and measure competence! 4ast performance is based on defining the %ob, setting standards, and appraising performance! For promotional purposes, the organi/ation must decide whether this past performance is also predicti#e of a candidate<s future performance! ,he third decision is whether the process is formal or informal! 2f the process is informal, emplo-ees ma- feel li*e one<s personal networ* is more important than performance! Formal procedures include formal promotion policies that are distributed to all emplo-ees! ,he- ma- also include a %ob;posting polic- and the use of emplo-ee @ualification briefs! ,he fourth decision is whether the promotion will be #ertical or hori/ontal or something else! ,his ma- be an issue if a compan- is downsi/ing! 4romotions can in#ol#e different t-pes of positions aside from super#isor- positions! Diff: 0 Chapter: 1& 'b%ecti#e: 6 )*ill: Application 1&:) What is talent management? What tools are a#ailable to firms that want to implement a talent management s-stem? Answer: ,alent management is the automated end;to;end process of planning, recruiting, de#eloping, managing, and compensating emplo-ees throughout the organi/ation!While emplo-ers ha#e long 8managed their talent8 without computeri/ed s-stems, talent management toda- is usuall- information technolog-Hbased! )e#eral software pro#iders offer speciali/ed talent management suites! ,he suites include and integrate underl-ing talent management components such as e;recruiting, e;training, performance re#iews, and rewards! Diff: 0 AAC)B: Lse of information technologChapter: 1& 'b%ecti#e: 1 )*ill: Application =earning 'utcome: Define human resource management and describe modern trends in the field

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11&) What are the characteristics of an effecti#e mentor? 5ow can a mentoring program help impro#e a firm<s retention rates? Answer: Effecti#e mentors set high standards, are willing to in#est the time and effort the mentoring relationship re@uires, and acti#el- steer protJgJs into important pro%ects, teams, and %obs! Effecti#e mentoring re@uires, and the le#el of trust reflects the mentor<s professional competence, consistenc-, abilit- to communicate, and readiness to share control! A mentoring program ma- help reduce in#oluntar- emplo-ee turno#er b- pro#iding an emplo-ee with a support s-stem for discussing issues, office politics, promotion opportunities, and performance goals! Diff: 0 AAC)B: Anal-tic )*ills Chapter: 1& 'b%ecti#e: 1, ( )*ill: )-nthesis =earning 'utcome: Discuss the roles that emplo-ees and emplo-ers pla- in managing careers

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