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WGU C201 Business Acumen Exam 2023 Guaranteed Success
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WGU C201 Business Acumen Exam 2023 Guaranteed Success
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MANAGING HUMAN CAPITAL C2021. Affective commitment:: A positive emotional attachment to the
organization and strong identification with its values and goals.
Employees of an animal shelter may be affectively committed to the
organization because of its goal of finding good homes for all pets.
Affectively committed employees stay with an organization because
they want to.
2. Normative commitment:: Feeling obliged to stay with an organization
for moral or ethical reasons. An employee whose expensive surgery
was just enabled by an employer's health plan and work leave policy
might feel a moral obligation to stay with the employer for at least a
few years to repay the debt. Normatively committed employees stay
with an organization because they feel they should.
3. Continuance commitment: Staying with an organization because of
perceived high economic (leaving would mean losing valuable stock
options) and/or social costs (coworker friendships) involved with
leaving. Continuance commitment leads employees to stay with an
organization because they feel that they have to.
4. The opposite of engagement might be thought of as?: employee burnout
5. Burnout: refers to "exhaustion of physical or emotional strength or
motivation usually as a result of prolonged stress or frustration.
6. Voluntary turnover: occurs when an employee chooses to leave the
organiza- tion for personal or professional reasons. Voluntary turnover
,methods include a written or verbal resignation, not reporting for work
as assigned, or retiring
7. External factors including high unemployment rates can influence
what type of turnover?: voluntary turnover
8. Involuntary turnover: occurs when the organization asks an employee
to leave due to factors including poor performance, restructuring,
downsizing, or a merger or acquisition.
9. Functional turnover: is the departure of poor performers.
10.Dysfunctional turnover: is the departure of effective performers the
company would have liked to retain.
11.Avoidable turnover: is turnover that the employer could have
prevented by addressing the cause of the turnover. Causes of
avoidable turnover include low pay, job stress, and poor work-life
balance.
12.Unavoidable turnover: is turnover that could not have been
prevented by the employer, such as resignations due to family needs,
serious illness, or death.
13.Organizations generally try to minimize turnover that is: voluntary,
dys- functional, and avoidable
,14.Voluntary: The employee chooses to leave for personal or
professional
15.Involuntary: The employer discharges the employee due to poor
performance, misconduct, or reorganization.
16.Functional: The departure of a poor performer that could benefit
the organi- zation.
17.Dysfunctional.: The departure of a successful employee whom the
company would have liked to retain.
18.Avoidable: Preventable turnover (e.g., turnover due to a lack of
promotion opportunities).
19.Unavoidable: Unpreventable turnover (e.g., turnover due to the
relocation of the employee's spouse).
20.optimal turnover: the turnover level that produces the highest long-
term levels of productivity and business improvement
21.Downsizing: is a permanent reduction of multiple employees
intended to improve the efficiency or the effectiveness of the firm
22.layoff: also known as a reduction in force, is a temporary reduction
of employ- ees
23.An implied employment contract occurs when: an employer's
personnel policies, handbooks, or other materials indicate that it will
only fire an employee for good cause or specify a procedural process
for firing.
24.When the economy is softer and fewer organizations are hiring: it is
, harder for employees to leave, and turnover rates are usually lower.
25.If the economy is good and jobs are plentiful: retaining all
employees is more difficult.
26. Developing a that addresses the causes
of turnover can improve the retention of critical employees and employees
in key positions-
: retention plan
27.Honesty in Recruiting: Giving potential employees realistic job
previews that communicate potentially undesirable as well as positive
aspects of the job and organization (e.g., a need for occasional travel
or late hours) during the recruiting process reflects honesty and
fairness. Research has found that the effects of a realistic preview on
voluntary turnover reduction occur through trust.102 Because unmet
expectations about the job and the organization can lead to
dissatisfaction, which leads to turnover,103 realistic job previews
increase the likelihood that expectations will be met and can thus
reduce subsequent turnover.104
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