HRM

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Across
  1. 5. Shocks are expected or unexpected __________ that arouse turnover intentions.
  2. 6. Employees who jump ships and aim for higher-level positions every time they change jobs are able to reach this position faster.
  3. 8. Before termination, organizations can use disciplinary measures of increasing _________ to forewarn employees.
  4. 12. This is equivalent to job control.
  5. 13. Those who experience work-family enrichment can manage this skillfully.
  6. 14. People with positive emotions are more able to do this.
  7. 16. A negative consequence of emotional labor.
  8. 19. In a good ________, people have more job alternatives.
  9. 21. Derailed executives failed partially because of these.
  10. 22. This person was suspended by US Postal Service for her counterproductive behavior.
  11. 24. This might be threatened when supervisors hear employee voice.
  12. 25. This can be spilled over on a daily basis.
  13. 27. Those who telecommute need to manage this skillfully.
  14. 29. People who believe that their job loss situation can be reversed are less likely to experience this.
  15. 34. This person can give a legally-binding decision in ADR.
  16. 36. When an employee leaves, this type of cost grows.
  17. 37. A type of positive emotions.
  18. 39. Sadder people have a more _________ assessment of the constraints and limitations of a situation.
  19. 40. This psychological factor alters the relationship between openness to change and voice.
  20. 43. Ford has in-house training to help employee gain this.
  21. 44. Individuals who are not laid off.
  22. 46. The number of components in “on-the-job embeddedness”.
  23. 48. Survivors of layoffs are angry that the organization condemns the ______.
  24. 49. In this type of staffing approach, home-country employees are preferred.
  25. 50. Not wanting to leave a community that has good schools, clinics, and transportation is an example of this component of embeddedness.
  26. 52. A type of negative emotions.
  27. 53. These can be devised in emotional labor training.
  28. 55. The type of fairness that entails the implementation of a decision.
  29. 58. Agreeable individuals have more mobility options because they enjoy greater social ______.
  30. 59. A characteristic of a high-femininity culture.
  31. 61. Among this Big Five traits, this is the most likely to cause expatriate maladjustment.
  32. 62. A fair procedure should have this.
  33. 64. This organization lost in an arbitration case against its workers.
  34. 65. Job change decisions partially depend on whether the government is willing to give this.
Down
  1. 1. Neglect is a type of destructive and ________ response.
  2. 2. When psychological _________ is strong, people feel comfortable with saying and doing things that are socially risky.
  3. 3. Many organizations shortened expatriate assignments to lower this.
  4. 4. A type of ADR that involves a neutral person facilitating the discussion.
  5. 7. Victims of layoffs lose this.
  6. 9. People need to feel _______ before they will execute a job change decision.
  7. 10. Following this can lead to subsequent turnover.
  8. 11. In a _____ power distance culture, people fully accept that some people are more powerful than others.
  9. 15. Many ______ wanted to have flexible work schedules to continue further training.
  10. 17. Traditionally seen as one of the major reasons why people change jobs.
  11. 18. Employee assistance programs can help employees with this type of problems.
  12. 20. Expatriates were found to have increased consumption of this in their first year aboard.
  13. 23. Employees with positive emotions are more likely to display this.
  14. 26. Many repatriates experience this.
  15. 28. A major emotional response to terrorist attacks.
  16. 30. This orientation of highly conscientious people predisposes them to become silent at work.
  17. 31. A type of counterproductive work behehavior.
  18. 32. A program designed for those who return from overseas assignments.
  19. 33. Emotional labor is a type of this.
  20. 35. Expatriates often possesses this type of motivation.
  21. 38. An open internal labor market creates job opportunities for these people.
  22. 41. In this type of work week, employees work for fewer days but longer hours on those days.
  23. 42. Work-family conflict and family-work conflict differ in their _______ of effects.
  24. 45. Job mobility that is not upward or downward.
  25. 47. Individuals with a strong sense of family _______ are less likely to report family-work conflict.
  26. 51. Family-work conflict is likely to be more serious in _____-career couples.
  27. 54. This organization is known for looking after its employees very well.
  28. 56. An individual difference that still can be trained.
  29. 57. Voice opportunity that is not going to make a difference.
  30. 60. This type of survivor response helps organizations adapt and improve.
  31. 63. Cultural ___________ is key to expatriate success.