Exam 3 Review Class 28 11 26 Sang Hoon Han PhD Candidate CPA Department of Management and Human Resources Fisher College of Business The Ohio State University SLDS Complete exam arrangement by Fri 29th Students who requested SLDS Exam Accommodations please complete your exam arrangement by Fri 29th I can upload the individualized exams only to those who completed their exam arrangements 2 Exam 3 You must take it Otherwise you will get zero points for Exam 3 50 multiple choice questions 50 questions x 2pts 100 pts Closed book Bring your pencil and Buck ID for the exam Exam Time Tuesday 12 3 5 30PM 6 50PM same as class hours Schoenbaum 105 same classroom 3 Final Grade Exams 1 2 3 extra points 4 What have we learned so far Global HRM Gig Economy and HRM Human Capital and Social Capital Employee Turnover Motivation Leadership Conflict and Negotiation Teams and Influence Have both this review slide and the original lecture slides together side by side 5 Gig Economy and HRM 6 Gig Economy and HRM 7 Gig Economy and HRM 8 Gig Economy and HRM How do firms in the gig economy approach performance appraisal A Focus exclusively on process oriented evaluation B Rely on position based compensation C Implement result oriented performance evaluation D Minimize the importance of performance metrics E Prioritize employee tenure 9 Gig Economy and HRM Which of the following is an advantage of using gig workers A Increased training costs B Low flexibility in workforce management C Access to specialized skills D High benefits costs E High fixed pay Note Gig workers are not necessarily low skill part time workers 10 Human Capital and Social Capital Key takeaways of human capital 11 Human Capital and Social Capital 12 Human Capital and Social Capital 13 Human Capital and Social Capital 14 Human Capital and Social Capital 15 Human Capital and Social Capital 16 Human Capital and Social Capital True or false Individual level human capital e g KSAOs are readily employable resources for firms X For individual level KSAOs to become employable resources at the unit level emergence process is needed O By having strategically valuable human capital resources firms can enhance their competitive advantage O Firm specific human capital can produce employees concern for being held up by the current firm O Isolating mechanism is a process through which firms can retain valuable human capital O 17 Human Capital and Social Capital Key takeaways of social capital 18 Human Capital and Social Capital 19 Human Capital and Social Capital 20 Human Capital and Social Capital 21 Human Capital and Social Capital 22 Human Capital and Social Capital 23 Employee Turnover Individual level o Turnover prediction models Job dis satisfaction Process model Job embeddedness Content model Rational utility comparison o Turnover viewed as the outcome of negative affect o Turnover still viewed as the outcome of negative affect o But proposed linear sequence from dissatisfaction to quit o Turnover viewed as the product of cognition o Forces that keep a person stay e g firm specific human capital o Independent from an employee s self embeddedness o Dissatisfied employee may stay due to family embeddedness o Diverse paths Events that activate trigger a preexisting turnover plan Family embeddedness e g children s school Unfolding model e g pregnancy Unsolicited job offer o Negative view on turnover Focus on reducing preventing turnover 24 Employee Turnover True or false Process model suggested a linear sequence from dissatisfaction to Process model viewed turnover as the eventual outcome of quit O dissatisfaction O Content model suggested that turnover is the outcome of dissatisfaction X o Why Content model suggested that turnover is the outcome of According to content model dissatisfied employees always quit X According to content model dissatisfied employees may not quit if rational utility comparison the alternative job s utility is smaller than the current job s utility O 25 Employee Turnover 26 Employee Turnover Collective level o Functional vs Dysfunctional turnover Who leaves Low performer or high performer Who initiates turnover Employer or employee o Focus on managing turnover not necessarily reducing Reducing dysfunctional turnover e g high performer turnover Using functional turnover e g low performer turnover to complement selection practices Finding optimal level 27 Employee Turnover True or false A Firms can use turnover to complement their selection practices by letting low performers leave the organizations O B Organizations should reduce high performer s turnover O C Research on collective level turnover assumed that turnover can be positive for organizational performance O D Firms can have optimal level of turnover rates O 28 Motivation Extrinsic vs Intrinsic motivation Content theories Factors that motivate employees o Maslow s Need Hierarchy Theory o McClelland s Acquired Needs Theory o Self Determination Theory o Herzberg s Two factor Motivator Hygiene Theory Process theories Process by which factors influence motivation o Equity theory o Justice theory o Expectancy theory o Goal setting theory 29 Motivation 30 Motivation 31 Motivation 32 Motivation 33 Motivation 34 Motivation A company s employees are ensured safe working conditions However they are not provided with opportunities for achievement According to Herzberg s interpretation this results in A Neither dissatisfaction nor satisfaction B Moderate satisfaction C Dissatisfaction D Satisfaction E None of the above 35 According to Herzberg s Motivator Hygiene Theory which of the following is an example of motivating factor Motivation A Supervision B Working Conditions C Pay D Security E Growth 36 Motivation Equity Theory 37 Motivation Justice Theory 38 Motivation Expectancy Theory 39 Motivation Goal Setting Theory 40 Motivation Goal Setting Theory 41 Leadership Three approaches o Trait approach Born not something trained o Behavioral Approach How behave can be trained developed Task oriented leader behavior e g transactional Relationship oriented leader behavior e g empower ethical Transformational leader behavior e g inspire beyond self o Contingency Situational Approach e g Fiedler s model Limitations static fixed view just matching 42 Leadership 43 Leadership Leadership and HRM Top managers set the same HRM practices Different managers can interpret the same HRM practices differently communicate the same HRM practices differently implement the same HRM practices
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