Deck 15: Communication During Organizational Exit

Question 1

Which of the following is an example of a social exchange rather than an economic exchange?

A) A coworker negotiates two days of vacation time next month to make up for working over the weekend.
B) The company gives you comp time so if you work through lunch you can leave early.
C) A coworker bought office supplies for your department last month, and you buy computer supplies for his department this month.
D) A coworker helped you with ideas to finish a project last week, so you take her to lunch one day.

Answer 1

D

Question 2

If an employee quit his job due to the comparison level, it would mean the employee:

A) did not think the pay was equal to the amount of work.
B) did not think the benefits were equal to those offered elsewhere.
C) thought he could get paid more working somewhere else.
D) thought the job did not pay what he was told it would pay.

Answer 2

A

Question 3

If an employee stays in a job she is unhappy with due to the comparison level of alternatives, it could mean that the employee thinks

A) she cannot make more money somewhere else.
B) she is being overpaid for the work she does.
C) the benefits are appropriate for her job.
D) the work conditions are what she expects.

Answer 3

A

Question 4

Which of the following is most likely not an example of a planned voluntary exit?

A) An employee quits to care for a parent who suddenly became very ill.
B) An employee quits when her children finish college.
C) An employee quits when his wife reaches her retirement age.
D) An employee quits when she finishes her graduate degree.

Question 5

Which of the following describes a likely pattern of communication prior to a planned exit?

A) The employee does not tell anyone except family members until just before quitting.
B) The employee has told most friends, family, and people at work in advance of quitting.
C) The employee does not tell anyone at work about the plan ahead of time.
D) The employee has asked people who know about the plan to keep it secret.

Question 6

Which of the following is an example of a shock leading to a voluntary exit?

A) An employee finds out that she has been significantly underpaid compared to colleagues.
B) An employee has been finding work more dissatisfying for some time.
C) An employee has finally finished a degree and even earned honors in the process.
D) An employee finds out that she has inherited a large sum of money.

Question 7

Which of the following communication patterns is unlikely to occur during a shock (e.g., being passed over for a promotion) that leads to exit?

A) The employee is secretive about looking for another job until one is secured.
B) The employee talks about the shock to family away from work.
C) The employee openly tells people weeks in advance about quitting.
D) The employee quits without providing an explanation to most coworkers.

Question 8

Which of the following is an example of gradual disenchantment leading to a voluntary exit?

A) An employee is very upset by the new supervisor and so quits.
B) An employee has been unexpectedly recruited for a job by another organization.
C) An employee is finally finishing a degree after years of night school.
D) An employee has become unhappy with a career choice over time.

Question 9

Which of the following could be a likely pattern of communication for gradual disenchantment?

A) The employee becomes less involved in the organization's communication network.
B) The employee spends more time talking to a supervisor about opportunities at work.
C) The employee becomes an important communication liaison for coworkers.
D) The employee spends more time talking to customers or clients at work.

Question 10

Employees who are leaving on good terms will often do the following except

A) be concerned that the remaining employees get along well after they leave.
B) try to pass on important information that they might need once the employee leaves.
C) be fairly ambiguous about their reasons for leaving with close friends.
D) try to find people to perform some of the duties they typically completed.

Question 11

Which of the following is a common problem with gaining useful information during an exit interview?

A) Employees are rushed and do not want to take the time to be interviewed.
B) Employees leave to quickly so there is not time to conduct them.
C) Employers avoid asking the questions that would give them useful information.
D) Employees provide less than truthful answers to keep future options open.

Question 12

Which of the following is a recommendation so that exit interviews will provide better information?

A) The employee's supervisor should conduct the interview because the employee has developed trust.
B) The interview should be conducted in a neutral spot with plenty of time.
C) The interviewer should defend the organization against incorrect information in responses.
D) The interview should only cover general attitudes and not specific incidents.

Question 13

Which of the following is a reason for a summary or immediate dismissal in most organizations?

A) a pattern of being late for work over a period of months
B) regularly failing to complete jobs in an efficient and timely manner
C) failing to notify a supervisor when missing a day of work due to illness
D) showing up to work while under the influence of alcohol

Question 14

Which of the following is a likely reason for progressive discipline rather than immediate dismissal?

A) regularly failing to complete jobs in an effective and timely manner
B) showing up to work while under the influence of alcohol
C) stealing supplies or money from the organization
D) being belligerent and defiant to request from a supervisor

Question 15

In progressive discipline, the problem-solving breakpoint occurs when a supervisor

A) notices that a subordinate makes a mistake that need fixing.
B) decides that a subordinate is doing poorly and needs retraining.
C) notices that a subordinate is not getting along with peers.
D) decides that a subordinate would be better at a different job.

Question 16

At the problem-solving breakpoint, the supervisor should do all of the following except

A) provide training to help the employee improve.
B) provide support and resources so the employee can succeed.
C) document the goals and performance of the employee.
D) begin advertising for a possible replacement employee.

Question 17

At the termination breakpoint, the supervisor has decided that

A) additional training is needed to help retain the employee.
B) the employee has the ability to succeed but lacks motivation.
C) additional training will not help the employee improve.
D) the employee needs additional support to avoid being fired.

Question 18

As the supervisor moves from the performance breakpoint to the termination breakpoint, the attribution about the cause of the employee's poor performance moves from

A) external problems with the situation to more serious problems in the situation.
B) internal problems with the employee to more serious problem with the employee.
C) internal problems with the employee to external problems with the situation.
D) external problems with the situation to internal problems with the employee.

Question 19

Which of the following is not generally recommend to be included as part of the termination meeting?

A) discussion of the employee's positive attributes and contributions to the company
B) at least two managers are present so that there is a witness to what happens
C) documentation of the employee's problems and failures are presented
D) discussion of final paychecks and other final actions like returning keys or uniforms

Question 20

Although it is important to focus on the employee who is being terminated, it is also important that the manager consider the rest of the coworkers because they

A) likely were the ones who pushed for the employee to be fired.
B) have a right to know why the employee was fired.
C) have to make sense of the situation with or without help from the manager.
D) likely want to have a say in the hiring of a replacement employee.

Question 21

Which of the following would not be a way for a supervisor to change the cost-benefit ratio for an employee so he or she leaves "voluntarily"?

A) assigning the employee to the least desirable jobs in the department
B) giving the employee fewer hours to work "due to budget restraints"
C) assigning the employee only the jobs he or she has been successful at in the past
D) telling the employee he or she would make more money at a competitor

Question 22

Which of the following would not be a way for peers to change the cost-benefit ratio for an employee so that he or she leaves "voluntarily"?

A) Peers exclude the employee from small talk and social events.
B) Peers give the employee more important responsibilities at work.
C) Peers stop providing extra help to the employee to get work done.
D) Peers talk about the benefits of working at another company.