Managing Human Resources 8Th Edition Gomez Mejia Test Bank Full Chapter PDF

Managing Human Resources 8th
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Managing Human Resources, 8e (Gomez-Mejia et al.)
Chapter 6 Managing Employee Separations, Downsizing, and Outplacement
1) An employee separation occurs when:

A) employee turnover reaches maximum capacity.
B) global competition increases beyond labor supply.
C) an employee ceases to be a member of an organization.
D) technologies are introduced into a new industry.
Answer: C
Diff: 2
AACSB: Analytical thinking
Skill: Concept
LO: 6.1: Understand what employee separations are
2) A company wants to know the rate at which employees voluntarily leave the firm. The
company most likely needs to:
A) measure its turnover rate.
B) conduct an HR audit.
C) implement a diversity audit.
D) track reasons for discharges.
Answer: A
Diff: 1
Skill: Concept
3) Companies most likely attempt to manage their turnover rates because of:
A) potential problems associated with public relations.
B) legal requirements regarding layoff notifications.
C) inadequate affirmative action plans.
D) high employee replacement costs.
Answer: D
Diff: 2
Skill: Concept
4) The costs of employee separations primarily depend upon which of the following?
A) Whether the employee was a member of a protected class or not
B) Whether the employee had a voluntary separation
C) Whether the employee will be replaced or not
D) Whether the employee was a new hire
Answer: C
Diff: 2
Skill: Concept
1
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5) Which of the following is a recruitment cost associated with employee replacement?
A) Outplacement
B) Reference checks
C) Orientation
D) Advertising
Answer: D
Diff: 1
Skill: Concept
6) Which of the following factors is the LEAST common reason for turnover among Chinese
workers?
A) Lack of development opportunities
B) Manager-employee relationships
C) Insufficient compensation
D) Tedious work
Answer: B
Diff: 2
AACSB: Diverse and multicultural work environments
Skill: Concept
7) Which of the following is a selection cost of employee replacement?

A) Advertising
B) Outplacement
C) Search firm fees
D) Reference checks
Answer: D
Diff: 1
Skill: Concept
8) Martin is reviewing HR's costs for interviewing, testing, and checking references for new
hires. Martin is most likely reviewing the ________ costs of employee replacement.
A) training
B) selection
C) separation
D) recruitment
Answer: B
Diff: 2
Skill: Application
2
9) Which of the following is a replacement cost associated with training new employees?
A) Employment testing
B) Outplacement services
C) Recruiter time
D) Lost productivity
Answer: D
Diff: 2
Skill: Concept
10) Which of the following is the most significant separation cost for employers?
A) Search firm fees
B) Lost productivity
C) Outplacement assistance
D) Compensation
Answer: D
Diff: 1
Skill: Concept
11) The time and cost of exit interviews are part of the ________ costs of an employee
separation.
A) recruitment
B) selection
C) training
D) separation
Answer: D
Diff: 1
Skill: Concept
12) Which term refers to an employee's final interview following separation?

A) Exit interview
B) Follow-up interview
C) Appraisal interview
D) Outplacement interview
Answer: A
Diff: 1
Skill: Concept
3
13) Your company is planning a layoff. As you explain the process to the management team, you
tell them that outplacement assistance is available, which means that the:
A) employee will receive a final interview.
B) company will help departing employees find new jobs.
C) company will measure the rate of employee separations.
D) company can terminate the relationship with the employee for any reason.
Answer: B
Diff: 2
Skill: Application
14) What is the primary reason for holding exit interviews?

A) Providing counseling to departing employees
B) Assisting departing employees with job-search skills
C) Determining the reason for the employee's departure
D) Allowing the employee's co-workers to provide feedback
Answer: C
Diff: 3
Skill: Concept
15) Carlie quit her job as a data analyst at APEX Designs, and she is scheduled to participate in
an exit interview. Which of the following individuals would be the most appropriate to conduct
Carlie's exit interview?
A) Subordinate
B) Co-worker
C) HR representative
D) Immediate supervisor
Answer: C
Diff: 2
Skill: Concept
16) Sanford Enterprises provides outplacement assistance through its HR department. The firm is
most likely attempting to:
A) lower unemployment insurance taxes.
B) help departing employees find jobs.
C) improve employee motivation.
D) comply with EEOC rules.
Answer: B
Diff: 2
Skill: Application
4
17) Which of the following is most likely true about employee separations?
A) Salary savings often outweigh other separation costs.
B) Innovation declines as people take their ideas with them.
C) The best workers tend to quit, so workforce quality declines over time.
D) Most separations are due to unfair employment practices by the employer.
Answer: A
Diff: 3
Skill: Concept
18) Which of the following is most likely a benefit of employee separations for employers?
A) Employees are grouped into teams.
B) The workforce becomes more homogenous.
C) Surviving employees work more conscientiously.
D) They open doors for promotion within the company.
Answer: D
Diff: 3
Skill: Concept
5
Additional Case 6.1
Central Enterprises is suffering an economic downturn, and the workforce needs to be reduced.
Upper-level managers are debating the costs and benefits of various employee separations. Brian
argues that the company needs to make immediate cuts to both management and labor. The cuts
need to be made in such a way that the scope of the company and its markets are not affected.
The firm needs to do more with fewer people according to Brian.
Other managers want to take a long-term, less traumatic approach. According to Natalie, the firm
has time to consider the problems and gradually reduce the workforce rather than making sudden
staff cuts. Natalie points out that 35% of the workforce is over age 62.
The VP of HR, LaTisha, wants the least disruptive reduction process possible. LaTisha just
finished a major labor negotiation with the union and is not ready for another. She points out that
turnover has been fairly high. Along with considering workforce reductions, LaTisha wants to
know why people are leaving the company voluntarily.
19) Refer to Additional Case 6.1. To answer LaTisha's question about why people are leaving,
the company should most likely institute:
A) outplacement services.
B) orientation sessions.
C) exit interviews.
D) appraisals.
Answer: C
Diff: 2
AACSB: Reflective thinking
Skill: Application
20) Yao-Huan is reviewing the rate at which employees have been leaving his firm. He is
reviewing the firm's turnover rate.
Answer: TRUE
Diff: 1
Skill: Concept
21) A firm with an extremely high turnover rate compared to other firms in the same industry
most likely needs to address HR issues.
Answer: FALSE
Diff: 2
Skill: Concept
6
22) The costs to replace a departing employee primarily include: recruitment, selection, and
long-term health care benefits.
Answer: FALSE
Diff: 2
Skill: Concept
23) Selection costs include relocation costs, training costs, orientation, and severance pay.
Answer: FALSE
Diff: 2
Skill: Concept
24) Marissa quit her current employer for a new job. She is talking with the director of HR about
why she left. Marissa is most likely receiving outplacement assistance.
Answer: FALSE
Diff: 2
Skill: Concept
25) When conducting exit interviews, the interviewer should be one of the employee's former
supervisors.
Answer: FALSE
Diff: 2
Skill: Concept
26) Web-based exit interviews are used by firms that assume former employees may prefer to
avoid face-to-face interaction.
Answer: TRUE
Diff: 2
AACSB: Information technology
Skill: Concept
27) Employee separations can stimulate innovation and create opportunities for workplace
diversity.
Answer: TRUE
Diff: 1
Skill: Concept
7
28) The termination of an employee's membership in an organization is referred to as ________.
Answer: employee separation
Diff: 2
Skill: Concept
29) The rate of employee separations in an organization is referred to as ________.

Answer: turnover rate
Diff: 1
Skill: Concept
30) The purpose of a(n) ________ is to find out the reasons why the employee is leaving or to
provide counseling and/or assistance in finding a new job.
Answer: exit interview
Diff: 1
Skill: Concept
31) A program in which companies help their departing employees find jobs more rapidly by
providing them with training in job-search skills is called ________.
Answer: outplacement assistance
Diff: 2
Skill: Concept
32) Hernando is working with management to calculate the costs of employee turnover. What
issues or costs should Hernando raise to management?
Answer: Summary of suggested answer - The details of the answer will vary, but the costs
should include:
• Recruitment - ads, recruiter time, etc.
• Selection - interviewing, testing, relocation, etc.
• Training - orientation, lost productivity, trainer's time, etc.
• Separation - benefits, unemployment, exit interview, etc.
Diff: 3
Skill: Application
8
33) What problems are frequently associated with early retirement programs? How can HR
minimize such problems? What benefits might a firm experience from such employee
separations?
Answer: Summary of suggested answer -
Problems -
• too many participate
• employees leave who you want to keep
• leaving employees become competitors, some employees feel coerced into participation by
their managers
Solutions -
• set criteria to restrict the total number eligible
• plan to hire back, as consultants, any good employees who got away
• explain to managers what they can and cannot say
• don't start changing performance evaluations, lower raises, or hint at possible layoffs to older
employees
Benefits -
• reduced labor costs
• replacement of poor performers
• increased motivation
• opportunity for greater diversity
Diff: 3
Skill: Synthesis
9
Additional Case 6.3
MedEquip, a medical services company with 500 employees, has experienced an extensive
business downturn, and a layoff is necessary. MedEquip managers expect a layoff to be
problematic because the firm made verbal commitments to workers for lifetime employment.
You are an HR consultant brought in to assist with the layoff. The firm has also hired a PR
specialist to handle the press releases and public communications about the layoff. Although
MedEquip is a large company, the firm has built a family atmosphere. Corporate headquarters is
located in a small community of about 10,000 people.
The firm is planning to implement a layoff of 20% of its hourly and managerial employees.
Because of time demands and financial pressures, the layoff will occur in 30 days. The firm
plans to use work performance as the layoff criterion. Three areas of the business will be
affected: MIS, facilities, and accounting. Management is concerned about security in these areas.
Olivia, a middle manager who will not be laid off, has decided to hold group meetings with the
units affected by the layoff. Employees will not receive information in writing regarding the
layoff to avoid litigation issues. Instead, affected employees will receive verbal communications
from Olivia about the layoff. Employees at the firm who are not losing their jobs will receive e-
mails that summarize the current situation at MedEquip.
34) Refer to Additional Case 6.3. Which of the following questions is LEAST relevant to
MedEquip at this time?
A) How will MedEquip's community reputation be affected?
B) How can MedEquip maintain the morale of surviving employees?
C) How do MedEquip's competitors handle employee security during layoffs?
D) What policies exist regarding separation pay for laid-off MedEquip employees?
Answer: C
Diff: 3
Skill: Synthesis
10
35) Your CEO asks you, as the director of HR, to lead a layoff planning session. What layoff
alternatives are available to the firm? If layoffs are necessary, what separation costs would the
firm most likely incur?
Alternatives:
• change employment policies using attrition and/or a hiring freeze
• redesign jobs using bumping
• job sharing, reducing hours, etc.
• change pay and benefits policies, such as pay freezes, pay cuts, profit sharing, and training.
Separation Costs:
• separation pay
• benefits
• unemployment insurance costs
• exit interviews
• outplacement
Diff: 3
Skill: Synthesis
36) Resignations and retirements are examples of:

A) essential downsizing measures.
B) involuntary separations.
C) voluntary separations.
D) discharges.
Answer: C
Diff: 1
Skill: Concept
LO: 6.2: Gain mastery in identifying types of employee separations
37) Studies show that approximately ________ of voluntary employee separations are avoidable.
A) 20%
B) 40%
C) 60%
D) 80%
Answer: D
Diff: 1
Skill: Concept
11
38) Voluntary separations may include:
A) early retirements.
B) hiring freezes.
C) discharges.
D) job redesigns.
Answer: A
Diff: 1
Skill: Concept
39) Similar to a quit, a ________ is initiated by the employee, but in this case the employee is
unlikely to search for another job.
A) layoff
B) retirement
C) discharge
D) buyout
Answer: B
Diff: 1
Skill: Concept
40) Sara is 57 years old and she has been a division manager for Elf Cookies for 32 years.
Recently, the business has seen an increase in efficiency and has a surplus of labor. Elf Cookies
is offering employees who are 55 and older, and who have worked for the company for over 30
years, specific benefits and financial incentives to retire within the next 60 days. Sara does so.
She has:
A) quit.
B) been bought out.
C) taken early retirement.
D) been discharged.
Answer: C
Diff: 1
Skill: Application
12
41) The decision to terminate an employee is management's role. HR's primary role is to:
A) implement outplacement services immediately.
B) serve as the employee's advocate against management.
C) make certain the employee receives due process.
D) document poor performance so the termination can be justified.
Answer: C
Diff: 3
Skill: Concept
42) Alex is a first-line supervisor with an employee who has a performance problem. After
coaching the employee with no improvement, Alex decides to terminate the employment
relationship. Which term refers to this type of separation?
A) Layoff
B) Discharge
C) Rightsizing
D) Early retirement
Answer: B
Diff: 2
Skill: Application
43) Bertha wishes to discharge one of her poorly performing employees. She has tried
progressive discipline with no effect. She asks you, the HR manager, what she must do to
discharge the employee. You should most likely tell her the policy and procedures, and then ask
her if she has ________ in order to protect the company from a wrongful discharge suit.
A) documented the inappropriate behavior
B) given sixty days notice as required by law
C) used non-progressive disciplinary actions
D) analyzed the department's diversity levels
Answer: A
Diff: 3
Skill: Application
13
44) Delmus' performance reports have been increasingly poor, and he seems to have negative
relationships with other workers in his department. His line manager has taken him aside twice to
discuss his behavior and work and has offered him time to improve, but there has been very little
positive progress. Management decides to end the employment relationship with Delmus. This is
an example of a:
A) layoff.
B) quit.
C) discharge.
D) buyout.
Answer: C
Diff: 2
Skill: Application
45) The primary difference between a layoff and a discharge is:

A) a layoff is an involuntary separation and a discharge is a voluntary separation.
B) a layoff is a voluntary separation and a discharge is an involuntary separation.
C) a discharge occurs when the company's strategy forces it to reduce its workforce and a layoff
occurs when there is a poor fit between the employee and the organization.
D) a layoff occurs when the company's strategy forces it to reduce its workforce and a discharge
occurs when there is a poor fit between the employee and the organization.
Answer: D
Diff: 3
Skill: Critical Thinking
46) Layoffs are most likely to occur because:

A) the firm offers lucrative incentives to reduce the workforce.
B) adequate documentation exists of the worker's poor performance.
C) a poor fit exists between the employee and the company.
D) the company's strategy forces a reduction in its workforce.
Answer: D
Diff: 2
Skill: Concept
14
47) All of the following are primary reasons for layoffs EXCEPT:
A) mergers
B) misconduct
C) global competition
D) technology advancements
Answer: B
Diff: 2
Skill: Concept
48) Dixon Enterprises needs to reduce its long-term workforce. The firm wants to reduce the
scale and scope of its business to improve financial performance. The company is most likely:
A) conducting a layoff.
B) downsizing.
C) buying out the workforce.
D) rightsizing.
Answer: B
Diff: 2
Skill: Concept
49) If a business is downsizing, it is most likely:

A) offering training and development opportunities to new hires.
B) improving worker efficiency through reorganization.
C) reducing the size and scope of the business.
D) offering early retirements to older workers.
Answer: C
Diff: 2
Skill: Concept
50) A firm with too many management layers and bureaucratic work processes would most
likely benefit from:
A) rightsizing.
B) discharges.
C) downsizing.
D) early retirements.
Answer: A
Diff: 2
Skill: Concept
15
51) The major difference between downsizing and rightsizing is that:
A) rightsizing reduces the size and scope of a business, while downsizing reorganizes the
business.
B) more workers are likely to lose their jobs during rightsizing than during downsizing.
C) downsizing reduces the size and scope of a business, while rightsizing reorganizes the
business.
D) rightsizing attempts to improve financial performance, while downsizing attempts to increase
efficiency.
Answer: C
Diff: 3
Skill: Application
Additional Case 6.1

52) Refer to Additional Case 6.1. Brian would most likely advocate a strategy of:
A) attrition.
B) downsizing.
C) rightsizing.
D) early retirements.
Answer: C
Diff: 2
16
Additional Case 6.4
Organizers, Inc. has implemented new business technologies that require fewer employees. Paul,
the firm's CEO, sees the need to eliminate some middle managers and institute work teams to
eliminate ineffective or unnecessary work processes. He believes that such changes won't be
costly to the business. Most of the middle managers have been with the company anywhere from
10-15 years but are a long way from retirement.
One specific problem that Paul recognizes involves Zena, an upper-level manager. Zena has been
coming to work late, missing deadlines on assignments, and refusing to complete an important
assignment. Paul has warned Zena personally about the consequences for further actions and has
even meted out several proscribed disciplinary actions against Zena. Her work habits have not
improved, and Paul feels he may have to take further action.
53) Refer to Additional Case 6.4. By Paul's estimation, Organizers, Inc. most likely needs to do
which of the following to improve efficiency?
A) Implement internship opportunities
B) Perform a large-scale layoff
C) Downsize
D) Rightsize
Answer: D
Diff: 2
Skill: Application
54) Recent studies have shown that 80% of voluntary separations are unavoidable.
Answer: FALSE
Diff: 1
Skill: Concept
55) A quit and a retirement are similar types of employee separations since both are initiated by
the employee.
Answer: TRUE
Diff: 1
Skill: Concept
56) Employers can force an employee to retire if the employee is 65 years of age or older.
Answer: FALSE
Diff: 1
Skill: Concept
17
57) Involuntary separation results from one of two conditions: 1) economic necessity or 2) a poor
fit between the employee and the organization.
Answer: TRUE
Diff: 1
Skill: Concept
58) Rightsizing is synonymous with downsizing.

Answer: FALSE
Diff: 2
Skill: Concept
59) ________ is a separation that occurs when an employee decides, for personal or professional
reasons, to end the relationship with the employer.
Answer: Voluntary separation
Diff: 1
Skill: Concept
60) A separation that occurs when an employer decides to terminate its relationship with an
employee due to economic necessity or a poor fit between the employee and the organization is
called ________.
Answer: involuntary separation
Diff: 1
Skill: Concept
61) ________ is a company strategy to reduce the scale and scope of its business in order to
improve the company's financial performance.
Answer: Downsizing
Diff: 2
Skill: Concept
62) The process of reorganizing a company's employees to improve their efficiency is referred to
as ________.
Answer: rightsizing
Diff: 2
Skill: Concept
18
63) ________ is an employment policy designed to reduce the company's workforce by not
refilling job vacancies that are created by turnover.
Answer: Attrition
Diff: 2
Skill: Concept
Additional Case 6.4

64) Refer to Additional Case 6.4. Paul believes strongly in trying to provide lifetime employment
and will use a layoff only as a last resort. What would be the best strategy to reduce middle
management?
A) Offering early retirement to employees in middle management.
B) Instituting a pay freeze only for employees in middle management.
C) Encouraging employees in middle management to take voluntary time off for at least 60 days.
D) Developing HR policies regarding the use of pay incentives to encourage middle managers to
quit.
Answer: D
Diff: 3
Skill: Synthesis
19
65) What is an involuntary separation? What are some examples of involuntary separations?
How can the difficulties of involuntary separations be managed with outplacement programs?
Answer: An involuntary separation occurs when management decides to terminate its
relationship with an employee due to (1) economic necessity or (2) a poor fit between the
employee and the organization. Involuntary separations are the result of very serious and painful
decisions that can have a profound effect on the entire organization and especially on the
employee who loses his or her job. A discharge results from poor performance or a failure to
change unacceptable behavior. Layoffs are large-scale discharges related to economic necessity
and the individual does not necessarily have a direct cause for his/her discharge. These can affect
the whole organization. Downsizing/rightsizing is the concept of getting the organization smaller
in scope (downsizing) or getting it to a more efficient size (rightsizing). An outplacement
program can help a firm control the disruption caused by layoffs and other employee separations.
The most important of these goals are (1) reducing the morale problems of employees who are
about to be laid off so that they remain productive until they leave the firm, (2) minimizing the
amount of litigation initiated by separated employees, and (3) assisting separated employees in
finding comparable jobs as quickly as possible. In addition, providing an outplacement service
can help keep the remaining employees focused on their work.
Diff: 3
Skill: Synthesis
66) One of the most popular alternatives to layoffs is:

A) inducing quits.
B) offering early retirement.
C) providing outplacement services.
D) transferring workers to other plants.
Answer: B
Diff: 2
Skill: Concept
LO: 6.3: Have familiarity with managing early retirements
67) What are the two primary features of early retirement programs?
A) Exit interviews and open windows
B) Open windows and financial incentives
C) Outplacement services and financial incentives
D) Health-care benefits and lump-sum payments
Answer: B
Diff: 2
Skill: Concept
20
68) Elizabeth is a 59-year-old account representative at a large bank. Due to the increasing
popularity of online banking, the bank has more employees than it needs. Recently, the bank has
offered early retirement to account representatives between the ages of 55 and 65 who have been
with the company for a minimum of 15 years. Four employees, including Elizabeth, meet these
requirements. It is most likely that:
A) the bank is violating the Equal Pay Act by forcing female employees to retire.
B) the bank is violating the Age Discrimination Act by forcing Elizabeth to retire.
C) Elizabeth has received poor performance appraisals for many years.
D) Elizabeth must make her decision by a specific date.
Answer: D
Diff: 3
Skill: Application
69) It is most likely true that early retirement programs:

A) can substantially reduce the size of a company's workforce.
B) usually drive stock prices up because of the reduced overhead.
C) have minimal effect on reducing the size of a company's workforce.
D) typically require little effort from HR to generate large financial returns.
Answer: A
Diff: 3
Skill: Concept
70) Which of the following is a common problem with early retirement programs?
A) Insufficient management participation
B) Short-term cash flow issues for the firm
C) Excessive unplanned health-care costs
D) Too much participation by eligible employees
Answer: D
Diff: 3
Skill: Concept
71) A firm can best manage participation in an early retirement program by:
A) restricting the program to areas of the business with a redundancy of employees.
B) outsourcing highly skilled employees to competing firms.
C) offering the program only to employees with poor performance appraisals.
D) requiring participating employees to sign no-compete agreements.
Answer: A
Diff: 3
Skill: Concept
21
72) Teresa, a manager at FSE Manufacturing, wants to help employees make decisions about
early retirement. As an HR manager, you should most likely caution Teresa that certain
behaviors on her part will appear coercive. Which of the following activities should Teresa most
likely avoid in this situation?
A) Suddenly lowering an employee's performance appraisals which have been good over past
years
B) Discussing the specific details of the early retirement program with the employees
C) Offering older employees the opportunity to bump younger employees
D) Implementing an across-the-board pay cut
Answer: A
Diff: 3
Skill: Application
73) The key to avoiding lawsuits over early retirement programs is to:
A) give preferential treatment to protected-class individuals.
B) treat all employees the same regardless of their age.
C) study the probable impact on the local community.
D) implement layoffs on a regular basis.
Answer: B
Diff: 2
Skill: Concept
22
Additional Case 6.1
74) Refer to Additional Case 6.1. What relatively quick, but less traumatic, reduction strategy is
suggested by the make-up of the workforce?
A) Rightsizing
B) Employee training
C) A job redesign program
D) An early retirement program
Answer: D
Diff: 2
23
Additional Case 6.2
Terra Alta employs nearly 15,000 workers worldwide. The firm wants to reduce its workforce
through an early retirement program. The firm has hired you to organize and implement the
program.
Employees over age 58 are eligible, but managers don't want to lose key older employees.
Program eligibility should be limited to a short period of time. Terra Alta managers need a fairly
accurate estimate of how many employees will participate in the program.
Terra Alta expects a legal and humane program that avoids litigation issues. Employees should
have an accurate picture of their future if they decide to accept early retirement.
75) Refer to Additional Case 6.2. How could Terra Alta most likely prevent key, older workers
from leaving?
A) Restricting eligibility to areas with redundant employees
B) Establishing an immediate hiring freeze
C) Lowering the eligibility requirements
D) Shortening the eligibility time frame
Answer: A
Diff: 3
76) Refer to Additional Case 6.2. To avoid any legal problems, what would you most likely
recommend?
A) Offer minority employees larger severance packages to minimize discrimination concerns.
B) Tell managers not to treat older workers any differently than they have in the past.
C) Implement a hiring freeze at the same time as early retirement is offered.
D) Avoid giving more than 30 days advance warning of a layoff.
Answer: B
Diff: 3
77) Refer to Additional Case 6.2. How could Terra Alta best manage the number of participants
in the early retirement program?
A) Guarantee jobs to key employees and implement job redesign.
B) Survey senior employees and fine tune incentive packages.
C) Hire retirees as part-time consultants with stock options.
D) Develop an estimate based on industry data.
Answer: B
Diff: 3
24
78) Early retirement programs generally are offered by a business for only a short period of time
and consist of financial incentives to encourage senior employees to retire earlier than they had
planned.
Answer: TRUE
Diff: 2
Skill: Concept
79) Early retirement programs are simple ways to make small reductions in a firm's workforce.
Answer: FALSE
Diff: 1
Skill: Concept
80) A firm that tells employees that if they don't take early retirement they may still lose their
jobs due to future layoffs is most likely open to age discrimination charges.
Answer: TRUE
Diff: 2
Skill: Concept
81) A company can save up to 20% of its payroll during lows in its business cycle by instituting
a profit-sharing compensation program.
Answer: TRUE
Diff: 2
Skill: Concept
82) ________ is an employment policy designed to reduce the company's workforce by not
hiring any new employees into the company.
Answer: Hiring freeze
Diff: 1
Skill: Concept
25
Additional Case 6.2
Terra Alta employs nearly 15,000 workers worldwide. The firm wants to reduce its workforce
through an early retirement program. The firm has hired you to organize and implement the
program.
Employees over age 58 are eligible, but managers don't want to lose key older employees.
Program eligibility should be limited to a short period of time. Terra Alta managers need a fairly
accurate estimate of how many employees will participate in the program.
Terra Alta expects a legal and humane program that avoids litigation issues. Employees should
have an accurate picture of their future if they decide to accept early retirement.
83) Refer to Additional Case 6.2. Given Terra Alta's desires, which of the following would be
the most appropriate HR policy?
A) Creating a formula that accelerates retirement eligibility for low performing workers
B) Implementing outplacement service programs for retiring employees
C) Mandating a leave of absence for all employees near retirement
D) Establishing a 30-day open window for early retirement
Answer: D
Diff: 3
Skill: Synthesis
84) A layoff is typically implemented by an organization when:

A) alternative methods for reducing labor costs are unavailable.
B) most employees have less than 15 years of experience.
C) the firm employs fewer than 100 workers.
D) outplacement services are successful.
Answer: A
Diff: 2
Skill: Concept
LO: 6.4: Learn practices for managing layoffs
85) Once a firm has decided to reduce its workforce through voluntary means, its next choice is:
A) whether to discharge employees.
B) if it should downsize or rightsize.
C) what outplacement services to offer.
D) if any alternative strategies are available.
Answer: C
Diff: 2
Skill: Concept
26
86) The least disruptive way to cut labor costs is through:
A) layoffs.
B) attrition.
C) job redesign.
D) hiring freezes.
Answer: B
Diff: 1
Skill: Concept
87) Springtime Water has recently lost a small number of employees through quits and
retirements. The company has decided not to replace these employees. Marion is most likely
reducing its workforce by:
A) outplacement.
B) attrition.
C) rightsizing.
D) downsizing.
Answer: B
Diff: 1
Skill: Application
88) Which of the following alternatives to layoffs is LEAST intrusive on the day-to-day
management of a business?
A) Making changes in job design
B) Implementing a pay freeze
C) Changing benefits policies
D) Modifying employment policies
Answer: D
Diff: 2
Skill: Concept
89) A "rings of defense" strategy in terms of employment security and workforce reductions is
when a firm:
A) freezes employee wages to avoid laying off workers.
B) uses contingency workers for a flexible workforce.
C) implements job sharing in order to keep workers.
D) provides job security for its core employees.
Answer: D
Diff: 2
Skill: Concept
27
90) An example of a change in employment policy that will help reduce the size of a company's
workforce is:
A) reducing work hours.
B) implementing training.
C) offering profit sharing.
D) cutting part-time employees.
Answer: D
Diff: 2
Skill: Concept
91) Farley Enterprises wants to reduce its labor costs in the LEAST disruptive method that is
available. Which of the following is most appropriate?
A) Layoffs
B) Attrition
C) Paycuts
D) Relocation
Answer: B
Diff: 2
Skill: Application
92) Which of the following is an employment policy that serves as an alternative to layoffs?
A) Job sharing
B) Hiring freeze
C) Demotions
D) Pay freeze
Answer: B
Diff: 1
Skill: Concept
93) Transferring and relocating employees are both ways to reduce employee costs through
which function?
A) Employment policies
B) Pay and benefits policies
C) Job design methods
D) Outsourcing methods
Answer: C
Diff: 1
Skill: Concept
28
94) Cuts in overtime pay, profit sharing, and encouraging employees to take leave days are all
ways to reduce employee costs in what area?
A) Employment policies
B) Pay and benefits
C) Job design
D) Training
Answer: B
Diff: 1
Skill: Concept
95) Steve's job has been eliminated. Steve, a senior employee, will take a job in a different unit
from an employee with less seniority. Steve's employer is most likely using the practice of:
A) attrition.
B) bumping.
C) job redesign.
D) rightsizing.
Answer: B
Diff: 2
Skill: Application
96) Which term refers to reconfiguring one job into two part-time jobs?
A) Job sharing
B) Job enlargement
C) Rightsizing
D) Bumping
Answer: A
Diff: 1
Skill: Concept
29
97) You are the head of an HR department for a large department store. The general manager,
Frank, comes to you claiming that a pay freeze is needed in order to reduce costs to the store.
Frank wants to freeze pay for the retail staff but not for department line managers. What would
be your most appropriate response?
A) The strategy will encourage the retail staff to advance towards higher positions.
B) The pay freeze should be the same across the board.
C) A layoff would be a much better solution.
D) The firm should institute a ring of defense.
Answer: B
Diff: 3
Skill: Application
98) A company that institutes profit sharing can save approximately ________ of its payroll
costs during downturns in the business cycle.
A) 50%
B) 35%
C) 20%
D) 5%
Answer: C
Diff: 1
Skill: Concept
99) Which of the following is a long-term pay policy that can protect jobs and control labor costs
by linking compensation to production?
A) Internships
B) Overtime pay
C) Profit sharing
D) Early retirement
Answer: C
Diff: 1
Skill: Concept
30
100) Goodwin, Inc. has recently proposed a plan to base 15% of employees' salaries upon their
accomplishment of specific performance goals. Goodwin, Inc. is most likely proposing what type
of pay policy?
A) Profit sharing
B) Variable pay
C) Pay freezing
D) Bumping
Answer: B
Diff: 2
Skill: Application
101) Which of the following requires employers to inform employees of impending layoffs?
A) ERISA
B) Title VII
C) EO 11426
D) WARN Act
Answer: D
Diff: 1
Skill: Concept
102) According to the WARN Act, which of the following must provide warning of an
impending layoff?
A) All federal contractors
B) All employers regardless of size
C) Any employer laying off more than 25 workers
D) Any employer with more than 100 employees
Answer: D
Diff: 2
Skill: Concept
103) Workers of companies with over 100 employees are entitled to ________ if they are not
given 60 days advance warning in cases of a mass separation.
A) 30 days income
B) 60 days income
C) 90 days income
D) continuing health benefits
Answer: B
Diff: 2
Skill: Concept
31
104) Critics of the WARN Act argue that employees should not be given notification because:
A) litigation is more likely to occur.
B) employees will demand more pay.
C) employee productivity is likely to decline.
D) competitors may try to hire departing workers.
Answer: C
Diff: 2
Skill: Concept
105) York Enterprises is a unionized firm on the verge of conducting layoffs. Which of the
following factors is most likely the primary determinant in layoff decisions?
A) Age
B) Salary
C) Seniority
D) Performance
Answer: C
Diff: 2
Skill: Concept
106) The use of seniority as a layoff criterion:

A) is not common among most modern organizations.
B) tends to impact women and minorities more than other groups.
C) tends to be the most difficult layoff criterion to implement.
D) is the only safe option in today's HRM legal environment.
Answer: B
Diff: 3
Skill: Concept
107) The use of seniority as a layoff criterion has some drawbacks, including:
A) adverse impacts on white males.
B) the frequent contests from unions.
C) the loss of top performers.
D) documentation difficulties.
Answer: C
Diff: 2
Skill: Concept
32
108) The use of performance as a layoff criterion:
A) usually protects firms from discrimination suits.
B) disproportionately affects women and minorities.
C) tends to eliminate older workers rather than younger workers.
D) can be problematic due to inconsistent management documentation.
Answer: D
Diff: 3
Skill: Concept
109) Glenda has been an employee at your curtain manufacturing company for over 6 years.
During the past six months, Glenda's productivity has decreased by almost 15 percent as
documented by her manager. In addition, you need to reduce the workforce in order to trim
employee costs. Your best option is to:
A) bump Glenda from her job with a younger employee.
B) use performance as the basis for laying off Glenda.
C) force Glenda to take early retirement.
D) offer Glenda incentives to quit.
Answer: B
Diff: 3
Skill: Application
110) When implementing a layoff, employees should first be informed:

A) through a company memo.
B) by their supervisor over the phone.
C) in a work unit meeting with HR present.
D) by their supervisor in a face-to-face meeting.
Answer: D
Diff: 2
AACSB: Written and oral communication
Skill: Concept
111) The information given in the initial meeting between a manager and an employee who is
being laid off should include:
A) reasons why the employee is being laid off.
B) time for the employee to debate the layoff.
C) comments about the employee's recent appraisal.
D) how much severance pay the employee will receive.
Answer: D
Diff: 3
33
112) While no time is a good time for a termination, the best time seems to be:
A) midweek.
B) Friday afternoon.
C) during vacation.
D) early in the workweek.
Answer: A
Diff: 1
Skill: Concept
113) As the head of the HR department for a large technology-production company, you have
been notified that the company is preparing for a mass layoff. Which of the following should be
your greatest priority in preparing for the layoff?
A) Delaying notification to employees
B) Limiting contact with the media
C) Coordinating media relations
D) Organizing outplacement services
Answer: C
Diff: 2
Skill: Application
114) Which of the following is most common among survivors of a layoff?

A) Increased diversity
B) Improved morale
C) Increased absenteeism
D) Improved productivity
Answer: C
Diff: 2
Skill: Concept
115) Management can most likely minimize problems with the remaining workforce after a
layoff by:
A) explaining the financial reasons for the layoff.
B) minimizing communication to eliminate rumors.
C) initiating close supervision of the remaining workers.
D) preparing for litigation with former and current employees.
Answer: A
Diff: 3
Skill: Concept
34
116) Which of the following is LEAST likely to be associated with layoff survivors?
A) Performance concerns
B) Compensation losses
C) Work group changes
D) Additional tasks
Answer: B
Diff: 2
Skill: Concept
117) Which of the following actions by an HR manager would most likely improve the morale of
layoff survivors?
A) Avoiding discussion of the firm's financial issues
B) Mandating new work procedures
C) Encouraging workers to set goals
D) Discussing outplacement options
Answer: C
Diff: 2
Skill: Concept
35
Additional Case 6.1
118) Refer to Additional Case 6.1. Which of the following layoff alternatives would LaTisha
most likely support?
A) Implementing a hiring freeze
B) Instituting pay cuts
C) Offering job sharing
D) Retraining workers
Answer: A
Diff: 3
36
Additional Case 6.3
MedEquip, a medical services company with 500 employees, has experienced an extensive
business downturn, and a layoff is necessary. MedEquip managers expect a layoff to be
problematic because the firm made verbal commitments to workers for lifetime employment.
You are an HR consultant brought in to assist with the layoff. The firm has also hired a PR
specialist to handle the press releases and public communications about the layoff. Although
MedEquip is a large company, the firm has built a family atmosphere. Corporate headquarters is
located in a small community of about 10,000 people.
The firm is planning to implement a layoff of 20% of its hourly and managerial employees.
Because of time demands and financial pressures, the layoff will occur in 30 days. The firm
plans to use work performance as the layoff criterion. Three areas of the business will be
affected: MIS, facilities, and accounting. Management is concerned about security in these areas.
Olivia, a middle manager who will not be laid off, has decided to hold group meetings with the
units affected by the layoff. Employees will not receive information in writing regarding the
layoff to avoid litigation issues. Instead, affected employees will receive verbal communications
from Olivia about the layoff. Employees at the firm who are not losing their jobs will receive e-
mails that summarize the current situation at MedEquip.
119) Refer to Additional Case 6.3. Given the situation at MedEquip, which of the following
statements is most likely true?
A) MedEquip must offer laid-off employees 60 days of income to avoid WARN Act violations.
B) MedEquip is in violation of the WARN Act and must extend the layoff deadline by 30 days.
C) MedEquip is not subject to the WARN Act because the business is not bankrupt.
D) MedEquip is not subject to the WARN because the business is too small.
Answer: A
Diff: 3
Skill: Application
120) Refer to Additional Case 6.3. As an HR consultant, you should most likely recommend:
A) escorting affected employees off-site as soon as they are notified.
B) holding the large group termination session at the end of the week.
C) requiring surviving employees to start working overtime and weekends.
D) informing employees that they will be laid off through a corporate memo.
Answer: A
Diff: 3
37
Additional Case 6.4
121) Refer to Additional Case 6.4. Paul's actions regarding Zena are most likely an example of:
A) discrimination.
B) forced retirement.
C) progressive discipline.
D) a ring of defense.
Answer: C
Diff: 2
Skill: Application
122) A firm's overall HR strategy influences its employee workforce reduction strategy.
Answer: TRUE
Diff: 1
Skill: Concept
123) Generally, the first alternative to layoffs that companies use to reduce their labor costs is to
redesign existing jobs.
Answer: FALSE
Diff: 2
Skill: Concept
124) Changes in job design may include: job sharing, rings of defense, bumping, and job
relocation.
Answer: FALSE
Diff: 2
Skill: Concept
38
125) WARN requires employers with 200 or more employees to give 100 days' warning of
layoffs of more than 10% of its employees.
Answer: FALSE
Diff: 2
Skill: Concept
126) One of the most commonly used layoff criterion is job seniority.
Answer: TRUE
Diff: 1
Skill: Concept
127) Basing a layoff on performance can be a legal hazard for an employer if the employee's
performance has not been well documented over a period of time.
Answer: TRUE
Diff: 2
Skill: Concept
128) In a termination meeting, a manager should interject personal remarks and discuss future
opportunities for the employee to soften the blow of job loss.
Answer: FALSE
Diff: 2
Skill: Concept
129) Companies should communicate the reasons for a layoff and provide some emotional
support to the survivors of a layoff in order to help them manage their layoff stress.
Answer: TRUE
Diff: 2
Skill: Concept
130) In order to reassure surviving employees of recent layoff information, they should be
informed of the reasons for the layoff and how it occurred.
Answer: TRUE
Diff: 2
Skill: Concept
39
131) A federal law requiring U.S. employers with 100 or more employees to give 60 days'
advance notice to employees who will be laid off as a result of a plant closing or a mass
separation of 50 or more workers is the ________.
Answer: Worker Adjustment and Retraining Notification Act (WARN) of 1988
Diff: 2
Skill: Concept
132) As the director of HR, you have the responsibility of implementing a layoff for a medium-
sized company. List the key issues that must be settled in the implementation.
Key issues -
• notifying employees
• explaining WARN
• developing layoff criteria
• communicating to laid-off employees
• coordinating media relations
• maintaining security
• reassuring survivors
• deciding whether or not to offer outplacement
Diff: 3
133) How can a firm maintain the morale of employees who survive a layoff? How can
outplacement services improve the morale and self-esteem of displaced workers?
• Jobs may be redesigned or enriched to keep the employees interested in their jobs.
• Survivors should be given the reasons for the layoff and how the layoff process occurred.
• Emotional support by small-group discussions, large-group pep talks, or even a party can be
held in order to bolster the confidence and camaraderie of the employees.
Outplacement programs usually provide counseling to help employees deal with the emotions
associated with job loss–shock, anger, denial, and lowered self-esteem. Because the family may
suffer if the breadwinner becomes unemployed, sometimes family members are included in the
counseling as well.
Diff: 3
Skill: Synthesis
40
134) Companies provide outplacement to terminated workers for a number of reasons, such as:
A) meeting federal requirements.
B) decreasing unemployment taxes.
C) lowering absenteeism among remaining workers.
D) reducing morale problems associated with laid-off workers.
Answer: D
Diff: 3
Skill: Concept
LO: 6.5: Recognize the role of outplacement
135) Which of the following typically handles outplacement activities?

A) External consultants hired by the firm
B) Local employment agencies
C) HR specialists at the firm
D) Federal agencies
Answer: A
Diff: 2
Skill: Concept
136) The use of outplacement services among large corporations serves all of the following goals
EXCEPT:
A) minimizing litigation.
B) implementing HR strategies.
C) protecting the firm's reputation.
D) helping separated workers find jobs.
Answer: B
Diff: 2
Skill: Concept
137) Anita, an HR manager, has been asked to design a job-search assistance program as part of
her employer's outplacement services. Which of the following skills would LEAST likely be
addressed in the program?
A) Resume writing
B) Career planning
C) Downsizing
D) Interviewing
Answer: C
Diff: 1
Skill: Application
41
138) An important goal of outplacement services for laid-off workers is to help them remain
productive, pending their layoff.
Answer: TRUE
Diff: 2
Skill: Concept
139) Job-search assistance and emotional support are two functions of a firm's job design
services.
Answer: FALSE
Diff: 1
Skill: Concept
42
Another random document with
no related content on Scribd:
The Project Gutenberg eBook of Principles and
practices of agricultural analysis. Volume 2 (of 3),
Fertilizers
This ebook is for the use of anyone anywhere in the United States
and most other parts of the world at no cost and with almost no
restrictions whatsoever. You may copy it, give it away or re-use it
under the terms of the Project Gutenberg License included with this
ebook or online at www.gutenberg.org. If you are not located in the
United States, you will have to check the laws of the country where
you are located before using this eBook.
Title: Principles and practices of agricultural analysis. Volume 2 (of

3), Fertilizers
Author: Harvey Washington Wiley
Release date: December 17, 2023 [eBook #72438]
Language: English
Original publication: Easton: Chemical Publishing Co, 1894
Credits: Peter Becker and the Online Distributed Proofreading Team

at https://www.pgdp.net (This file was produced from
images generously made available by The Internet Archive)
*** START OF THE PROJECT GUTENBERG EBOOK PRINCIPLES

AND PRACTICES OF AGRICULTURAL ANALYSIS. VOLUME 2 (OF
3), FERTILIZERS ***
PRINCIPLES AND PRACTICE
OF
AGRICULTURAL ANALYSIS.
A MANUAL FOR THE ESTIMATION OF
SOILS, FERTILIZERS, AND
AGRICULTURAL PRODUCTS.
FOR THE USE OF ANALYSTS, TEACHERS, AND

STUDENTS
OF AGRICULTURAL CHEMISTRY.
VOLUME II.
FERTILIZERS.
BY HARVEY W. WILEY,
Chemist of the U. S. Department of Agriculture.
EASTON, PA.,
Chemical Publishing Co.,
1895.
COPYRIGHT, 1895,
By Harvey W. Wiley.
PREFACE TO VOLUME SECOND.
In this volume an attempt has been made to treat the subject of
fertilizers and fertilizing materials in the manner followed in the first
volume with soils. The general principles of fertilizer manufacture
and application have been presented in so far as they seemed to
throw light on the rational method of examination and analysis. The
standard methods of analysis in use in this and other countries, have
been presented with sufficient fullness for the guidance of the skilled
worker, and the information of the student. To those who make use
of a book only for routine work or for preparation for an examination,
this volume, as its predecessor, will be found to have little attraction.
This fact, however, will not be a cause of regret to the author whose
purpose has been, avowedly, to present to the busy worker and
student a broad view of a great subject which each one does not
have the time to search out for himself.
It is a matter of regret, however, that the contents of the volume
have again exceeded all expectations. It was found impracticable to
secure any greater condensation without departing from the
purpose, and impairing the completeness of the work. When work is
done with no prospect of financial compensation, it is gratifying to
find it appreciated, and the author will be content to have this volume
meet with as kindly a reception as has been accorded volume one.
Harvey W. Wiley.
Washington, D. C.,
End of July, 1895.
TABLE OF CONTENTS OF
VOLUME SECOND.
PART FIRST.
PHOSPHATES AND PHOSPHATIC FERTILIZERS.
Introduction, pp. 1-4.—Natural fertilizers; Waste matters as

fertilizing materials; Valuation of fertilizing ingredients.
General Analytical Processes, pp. 4-15.—Taking samples;
Fertilizing minerals; Mixed fertilizers; French methods of taking
samples; Sampling stable manures; Preparation of sample in
laboratory; French and German methods; Drying fertilizer samples;
Moisture in acid phosphates.
Analysis of Mineral Phosphates, pp. 15-39.—Constituents to be
determined; Direct estimation of phosphoric acid; Official method;
Preparation of solution; Use of tartaric acid; Determination of water
and organic matters; Carbon dioxid; Soluble and insoluble matter;
Silica and insoluble bodies; Estimation of lime; Ammonium oxalate
method; Immendorff method; Estimation of iron and alumina; The
acetate and Hess methods; Methods of Jones and Crispo;
Geological Survey method; Method of Marioni and Fasselli; Method
of Krug and McElroy; Method of Wyatt; Estimation of magnesia; of
sulfuric acid; of fluorin.
General Methods for Phosphoric Acid, pp. 39-57.—Preliminary
considerations; Estimation as stannic phosphate; Water soluble acid;
Citrate insoluble acid; Total phosphoric acid; Norwegian methods;
German experiment station methods; Soluble phosphoric acid;
Swedish methods; Dutch methods; Errors in molybdate method;
Color of pyrophosphate; Solution in sulfuric acid.
The Citrate Method, pp. 57-70.—General principles; Halle
method; Swedish method; Methods adopted at the Brussels
Congress; Dutch method for citrate soluble acid; Comparative
accuracy of citrate and molybdate methods.
Basic Phosphatic Slags, pp. 70-86.—History and manufacture;
Composition; Molecular structure; Solubility; Separation and solution;
Estimation of total acid; Alternate method; Halle method of analysis;
Dutch method; Estimation of citrate soluble acid in basic slags;
Wagner’s shaking and digesting apparatus; Estimation of caustic
lime in slags; Detection of adulteration.
Volumetric Determination of Phosphoric Acid, pp. 86-106.—
Classification of methods; Uranium method; Preparation of sample;
Precipitation of the phosphoric acid by magnesium citrate;
Composition of magnesium citrate solution; Solution of ammonium
magnesium phosphate; Preparation of standard solutions; Verifying
standard solutions; Conduct of the analysis; Phosphoric acid in
superphosphates; Determination of soluble and reverted phosphoric
acid; Conclusions.
Titration of the Yellow Precipitate, pp. 106-118.—Pemberton’s
method; Conduct of the analysis; Reactions; Calculation of results;
Comparison with Official method; Titration as a lead compound;
Water soluble acid; Estimation of phosphoric acid in presence of a
large excess of iron; Emmerton method; Method of Dudley and
Noyes; The Jones reductor; The volumetric silver method.
Technical Determination of Phosphoric Acid, pp. 118-125.—
Desirability of methods; Reagents employed; Conduct of the
molybdenum method; Conduct of the citrate method; Treatment of
mineral phosphates and basic slags; Analysis of superphosphates.
Miscellaneous Notes on Phosphates and Phosphatic Fertilizers,
pp. 126-150.—Time required for precipitation; Examination of the
pyrophosphate; Iodin in phosphates; Chromium in phosphates;
Estimation of Vanadium; Fluorin in bones; Note on separation of iron
and alumina from phosphoric acid; Ammonium citrate soluble acid;
Influence of time and strength of solvent on solution; Arbitrary
Determination of reverted phosphoric acid; Digestion apparatus of
Huston; Huston’s mechanical stirrer; Citrate method with small
percentage of phosphoric acid; Direct precipitation of the citrate
soluble phosphoric acid; Availability of phosphatic fertilizers; Direct
weighing of the molybdenum precipitate.
Chemistry of the Manufacture of Superphosphates, pp. 150-156.
—Reactions with phosphates; with fluorids; with carbonates; with
iron and alumina; with magnesium compounds; Determination of
quantity of sulfuric acid; Phosphoric acid superphosphates;
Authorities cited in Part First.
PART SECOND.
NITROGEN IN FERTILIZERS AND
FERTILIZING MATERIALS.
Kinds of Nitrogen in Fertilizers, pp. 161-169.—Determination of

state of combination; Microscopic examination; Seeds and seed
residues; Fish scrap; Dried blood and tankage; Horn, hoof, and hair;
Ammoniacal nitrogen; Nitrogen in guanos; Nitric nitrogen.
Methods of Analysis, pp. 169-192.—Classification of methods;
Official methods; Combustion in copper oxid; Official volumetric
method; Mercury pump; Combustion furnace; Process of
combustion; Method of Johnson and Jenkins; Calculating results;
Reading barometer; Tension of aqueous vapor; Aqueous tension in
solutions of potassium hydroxid; Tables for calculating results; Soda-
lime process; Official French method; The ruffle soda-lime method;
Official ruffle method; Boyer’s ruffle method.
Moist Combustion Process, pp. 192-220.—Historical; Method of
Kjeldahl; Theory of the reactions; Preparation of reagents; Dutch
kjeldahl method; Halle kjeldahl method; Official kjeldahl method;
Distillation apparatus; Patrick’s distilling flask; Modification of the
kjeldahl process; Method of Wilfarth; Method of Asboth; Method of
Jodlbaur; Dutch jodlbaur method; Halle jodlbaur method; Official
method for nitric nitrogen; Method of Scovell; Gunning method;
Reactions of the gunning method; Official gunning method; Gunning
method adapted to nitrates.
Determination of Nitrogen in Definite Forms of Combination, pp.
221-231.—Introductory considerations; Nitrogen as ammonia;
Method of Boussingault; Determination of thiocyanates; Separation
of albuminoid nitrogen; Separation of nitric nitrogen; Separation of
ammoniacal nitrogen; Ulsch method for mixed fertilizers; Method of
Schlöesing-Wagner; Schmitt’s modified method; Krüger’s method.
Sodium Nitrate, pp. 231-247.—Functions of sodium nitrate;
Commercial forms of Chile saltpeter; Percentage of nitrogen in Chile
saltpeter; Adulteration of Chile saltpeter; The Halle zinc-iron method
for estimating nitrogen in Chile saltpeter; French method; Gantter’s
volumetric method; Method of difference; Application of Chile
saltpeter to the soil; Taking samples of soil to determine nitric
nitrogen; The nitrifiable solution; Quantity of Chile saltpeter per acre;
Consumption of Chile saltpeter; Authorities cited in Part Second.
PART THIRD.
Potash in Fertilizing Materials and Fertilizers, pp. 248-266.—
Introduction; Forms of potash; Organic sources of potash; Tobacco
stems and waste; Cottonseed hulls and meal; Wood ashes;
Fertilizing value of ashes; Sugar beet molasses; Residue of wineries;
Destruction of organic matter; Ignition with sulfuric acid; Potash in
mineral deposits; Occurrence and history; Changes in potash salts in
situ; Kainit; Carnallit; Polyhalit; Krugit; Sylvin; Sylvinit; Kieserit;
Schönit; Potassium sulfate; Potassium magnesium carbonate;
Potash in factory residues; Quantity of potash salts used.
Methods of Analysis, pp. 266-289.—Classification of methods;
Platinic chlorid method; Official method; Alternate official method;
Solution of organic compounds; Factors for calculation; Halle potash
method; Dutch method; Swedish method; Method of the German
Kali syndicate; Method for high grade potash salts; Barium oxalate
method; de Roode method for kainit; Calcium chlorid method; Rapid
control method; Determination from metallic platinum; Errors in
platinum method; Effect of concentration on accuracy; Differences in
form of crystals of potassium platinochlorid; Recovery of the platinum
waste.
Estimation of Potash as Perchlorate
,
pp. 289-301
.—General principles; Caspari’s method of preparing perchloric
acid; Kreider’s method; Keeping properties of perchloric acid; The
analytical process for determining potassium as perchlorate;
Removal of sulfuric acid; Applicability of the process; Accuracy of the
process; Authorities cited in Part Third.
PART FOURTH.
Miscellaneous Fertilizers, pp. 302-324.—Classification; Forms of
lime; Application of lime; Action of lime; Analysis of lime; Gypsum, or
land plaster; Analysis of gypsum; Common salt; Green vitriol; Stall
manures; Hen manure; Guanos and cave deposits; Official French
method for phosphoric acid in guanos; Leather waste; Wood ashes;
Analysis of wood ashes; Method of analysis used in this laboratory;
Official method for estimating alkalies in wood ashes; Statement of
results; Authorities cited in Part Fourth; Index.
ILLUSTRATIONS TO
VOLUME SECOND.
Page.
Figure 1. Apparatus for crushing mineral fertilizers 5
“ 2. Plate grinder for minerals 6
“ 3. Shaking apparatus for superphosphates 60
“ 4. Shaking machine for ammonium magnesium phosphate 64
“ 5. Rössler ignition furnace 65
“ 6. Wagner’s digestion apparatus for slags 79
“ 7. Jones’ reduction tube 115
“ 8. Huston’s digesting apparatus 142
“ 9. Huston’s mechanical stirrer 145
“ 10. Mercury pump and azotometer 174
“ 11. Moist combustion apparatus of the Halle agricultural laboratory 201
“ 12. Distillation apparatus of Halle agricultural laboratory 203
“ 13. Distilling apparatus 208
“ 14. Schlöesing-Wagner apparatus 229
“ 15. Halle nitric acid apparatus 234
“ 16. Gantter’s nitrogen apparatus 237
“ 17. Geological relations of the potash deposits near Stassfurt 258
VOLUME SECOND.
EXAMINATION OF FERTILIZING MATERIALS,
FERTILIZERS, AND MANURES.
PART FIRST.
PRELIMINARY TREATMENT AND PHOSPHATES.
1. Introduction.—In the first volume the principal plant foods occurring in soils have been
named and the methods of estimating them described. As fertilizers are classed those materials
which are added to soils to supply supposed deficiencies in plant foods, or to render more
available the stores already present. There is little difference between the terms fertilizer and
manure. In common language the former is applied to goods prepared for the farmer by the
manufacturer or mixer, while the latter is applied to the stores accumulated about the stables or
made elsewhere on the farm. Thus it is common to speak of a barnyard or stall manure and of a
commercial fertilizer.
One of the objects of the analysis of soils, as described in the first volume of this work, is to
determine the character of the fertilizer which should be added to a field in order to secure its
maximum fertility.
One purpose of the present part is to determine the fitness of offered fertilizing material to
supply the deficiencies which may be revealed by a proper study of the needs of the soil.
2. Natural Fertilizers.—In the succession of geologic epochs which has marked the natural
history of the earth there have been brought together in deposits of greater or less magnitude
the stores of plant food unused by growing crops or which may once have been part of
vegetable and animal organisms. Some of these deposits have been mentioned in the first
volume, paragraphs 11, 12, and 18.
For a full description of the extent and origin of these deposits the reader is referred to works
on economic geology. These deposits are the chief sources of the commercial fertilizers which
are offered to the farmers of to-day and to which the agricultural analyst is called upon to devote
much of his time and labor. The methods of determining the chemical composition and
agricultural value of these deposits, as practiced by the leading chemists of this country and
Europe, will be fully set forth in the following pages.
3. Waste Matters as Fertilizing Materials.—In addition to the natural products just
mentioned the analyst will be called on also to deal with a great variety of waste materials
which, in the last few years, have been saved from the débris of factories and abattoirs, and
prepared for use on the farm. Among these waste matters may be mentioned, bones, horns,
hoofs, hair, tankage, dried blood, fish scrap, oil cakes, ashes, sewage, and sewage precipitates,
offal of all kinds, leather scraps, and organic débris in general.
It is important, before beginning an analysis, to know the origin of the substances to be
determined. As has already been pointed out in volume first the process which would be
accurate with a substance of a mineral origin might lead to error if applied to the same element
in organic combination. This is particularly true of phosphorus and potash. A simple microscopic
examination will usually enable the analyst to determine the nature of the sample. In this
manner, in the case of a phosphate, it would at once be determined whether it was bone,
mineral, or basic slag. The odor, color, and general consistence will also aid in the
determination.
4. Valuation of Fertilizing Ingredients.—Perhaps there are no more numerous and
perplexing questions propounded to the analyst than those which relate to the value of fertilizing
materials. There is none harder to answer. As a rule these questions are asked by the farmer,
and refer to the fertilizers put down on his fields. In such cases the cost of transportation is an
important factor in the answer. The farther the farmer is removed from the place of fertilizer
manufacture the greater, as a rule, will be the cost. Whether the transportation is over land or by
water also plays an important part in the final cost. The discovery of new stores of fertilizing
materials has also much to do with the price. This fact is especially noticeable in this country,
where the price of crude phosphates at the mines has fallen in a few years from nearly six
dollars to three dollars and forty-three cents per ton[1]. This decrease has been largely due to
discoveries of vast beds of phosphatic deposits in Florida, North Carolina, Tennessee, and
Virginia. The state of trade, magnitude of crops, and the vigor of commerce also affect, in a
marked degree, the cost of the raw materials of commercial fertilizers.
5. Trade Values of Fertilizing Ingredients in Raw Materials and Chemicals.—The values
proposed by the Massachusetts Experiment Station are given below.[2]
Cents per
pound.
Nitrogen in ammonia salts, 19
“ “ nitrates, 14½
Organic nitrogen in dry and fine-ground fish, meat, blood,
and in high-grade mixed fertilizers, 18½
“ “ “ cottonseed meal, linseed meal,
and castor pomace, 15
“ “ “ fine-ground bone and tankage, 16½
“ “ “ fine-ground medium bone and tankage, 15
“ “ “ medium bone and tankage, 12
“ “ “ coarse bone and tankage, 7
“ “ “ hair, horn shavings, and coarse
fish scraps, 7
Phosphoric acid soluble in water, 6
“ “ soluble in ammonium citrate, 5½
“ “ in fine bone and tankage, 5½
“ “ in fine medium bone and tankage, 4½
“ “ in medium bone and tankage, 3
“ “ in coarse bone and tankage, 2
“ “ in fine-ground fish, cottonseed meal,
linseed meal, castor pomace, and wood-ashes,5
“ “ insoluble (in ammonium citrate) in
mixed fertilizers, 2
Potash as high-grade sulfate, and in mixtures
free from muriate, 5
“ “ muriate, 4½
The manurial constituents contained in feed stuffs are valued as follows:
Organic nitrogen, 15
Phosphoric acid, 5
Potash, 5
The organic nitrogen in superphosphates, special manures, and mixed fertilizers of a high
grade is usually valued at the highest figures laid down in the trade values of fertilizing
ingredients in raw materials; namely, eighteen and one-half cents per pound, it being assumed
that the organic nitrogen is derived from the best sources; viz., animal matter, as meat, blood,
bones, or other equally good forms, and not from leather, shoddy, hair, or any low-priced, inferior
form of vegetable matter, unless the contrary is evident. In such materials the insoluble
phosphoric acid is valued at two cents a pound. These values change as the markets vary.
The scheme of valuation prepared by the Massachusetts station does not include phosphoric
acid in basic slags. By many experimenters the value of the acid in this combination,
tetracalcium phosphate, is fully equal to that in superphosphates soluble in water and
ammonium citrate. It would perhaps be safe to assign that value to all the phosphoric acid in
basic slags soluble in a five per cent citric acid solution.
Untreated fine-ground phosphates, especially of the soft variety, so abundant in many parts
of Florida, have also a high manurial value when applied to soils of an acid nature or rich in
humus. On other soils of a sandy nature, or rich in calcium carbonate, such a fertilizer would
have little value. The analyst in giving an opinion respecting the commercial value of a fertilizer,
must be guided not only by the source of the material, its fineness or state of decomposition,
and its general physical qualities, but also by the nature of the crop which it is to nourish and the
kind of soil to which it is to be applied.
GENERAL ANALYTICAL PROCESSES.

6. Taking Samples.—It is impracticable to give definite directions for taking samples of
fertilizers which will be applicable to all kinds of material and in all circumstances. If the chemist
himself have charge of the taking of the sample, it will probably be sufficient to say that it should
accurately represent the total mass of material sampled. Generally the samples which are
brought to the chemist have been taken without his advice or direction and he is simply called
upon to make an analysis of them.
Figure. 1.
Apparatus for Crushing Mineral Fertilizers.
7. Minerals Containing Fertilizing Materials.—When possible, the samples should be

accompanied by a description of the mines where they are procured and a statement of the
geologic conditions in which the deposits were made. As large a quantity of the material as can
be conveniently obtained and transported should be secured. Where a large quantity of mineral
matter is at hand it should first be put through a crusher. Many forms of crusher, driven by hand
and other power, are on the market. Among these may be mentioned the Alden, Blake,
Bisworth, Forster, and Lipsay machines.[3] They are all constructed essentially on the same
principle, the pieces of mineral being broken into small fragments between two heavy vibrating
steel plates. The general form of these instruments is seen in Fig. 1.
The fragments coming from the crusher can be reduced to a coarse powder by means of the
iron plate and crusher shown in Fig. 2.
Where only a small quantity of mineral is at hand the apparatus just mentioned may be used
at once after breaking the sample into small fragments by means of a hammer.
Finally the sample, if to be dissolved in an acid or soluble materials only, is reduced to a
powder in an iron mortar until it will pass a sieve with a one or, better, one-half millimeter circular
mesh. The powder thus obtained must be stirred with a magnet to remove all iron particles that
may have been incorporated with the mass by abrasion of the instruments employed.
If a complete mineral analysis of the sample is to be secured, the material freed from iron, as
above described, is to be rubbed to an impalpable powder in an agate mortar.
Figure. 2.
Plate Grinder for Minerals.
8. Mixed Fertilizers.—In fertilizing materials in bulk, the first requisite is that they shall be
thoroughly mixed so that a given volume of the material may represent, practically, definite
quantities of the materials sampled. The finer the material is, in the original state, and the more
thoroughly it has been mixed, the better the sample will be. If the sample be already in sacks it
will be sufficient to take portions by means of the ordinary trier, such as is used for sampling
sugar and other substances. This consists of a long metal implement such as would be formed
by a longitudinal section of a tube. The end is pointed and suited for penetrating into the sack
and the materials contained therein. On withdrawing it, the semi-circular concavity is found filled
with the material sampled. Samples in this way should be taken from various parts of the sack
and these samples well mixed together and a subsample of the amount necessary to be taken
to the laboratory can then be obtained.
9. Method of the French Experiment Stations.—In the method employed by the French
Experiment Stations it is directed that in no case should stones or other foreign particles be
removed from the fertilizer sampled, but they should enter into the sample taken in, as nearly as
possible, the same proportions as they exist in the whole mass.
In the case of stones or other solid masses which are to be sampled, as many samples as
possible should be taken from all parts of the heap and these should be reduced to a coarse
powder, thoroughly mixed together and sampled.
In case the material is in the form of a paste, if it is homogeneous, it will be sufficient to mix it
well and take the sample directly; but in case there is a tendency for the pasty mass to separate
into two parts, of which the one is a liquid and the other, more of a solid consistence, it may be
well to take samples from each in case they can not be thoroughly incorporated by stirring.
10. Method of the French Association of Sugar Chemists.—The method adopted by the
French sugar chemists directs that the sample should be taken from the fertilizer in bulk or from
a portion used for industrial purposes.[4] The sample for analysis is to be taken from the above
sample after it has been sent to the laboratory. The method of taking should be varied according
to the condition of the substances to be analyzed.
The large sample selected from the goods delivered to commerce having been delivered at
the laboratory, the analytical sample is taken as follows:
When the industrial sample, more or less voluminous, reaches the laboratory, the chemist is
to begin by taking a note of the marks, labels, and descriptions found thereon, and of the nature
and state of the package which contains it, and the date of its arrival. All this information should
be entered upon the laboratory book and afterwards transcribed on the paper containing the
results of the analysis, as well as the name of the person sending it. This having been done, the
sample is to be properly prepared in order that a portion may be taken representing exactly the
mean composition of the whole.
If it is in a state of fine powder, such as ground phosphates and certain other fertilizers, it is
sufficient to pass it two or three times through a sieve with meshes one millimeter in diameter,
taking care to break up the material each time in order to mix it and to pulverize the fragments
which the sieve retains. The whole is afterwards spread in a thin layer upon a large sheet of
paper, and a portion is taken here and there upon the point of a knife until about twenty grains
are removed, and from this the portion subjected to analysis is afterwards taken.
If the sample comes in fragments, more or less voluminous, such as phosphatic rocks or
coarsely pulverized guanos containing agglomerated particles, it is necessary first to reduce the
whole to powder by rubbing it in a mortar or in a small drug mill. It is next passed through a
sieve of the size mentioned above and that which remains upon the sieve pulverized anew until
all has passed through. This precaution is very important, since the parts which resist the action
of the pestle the most have often a composition different from those which are easily broken.
When the products to be analyzed contain organic materials, such as horn, flesh, dry blood,
etc., the pulverization is often a long and difficult process, and results in a certain degree of
heating which drives off some of the moisture in such a way that the pulverized product is at the
last drier, and, consequently, richer than the primitive sample. It is important to take account of
this desiccation, and since the pulverization of a mass so voluminous can not be made without
loss, the determination of the total weight of the sample before and after pulverization does not
give exact results.
In such a case it is indispensable to determine the moisture, both before and after
pulverizing, and to calculate the analytical results obtained upon the pulverized sample back to
the original sample.
In order to escape this necessity, as well as the difficulties resulting from the variations in
moisture during transportation, some chemists have thought it better to always dry the
commercial products before submitting them to analysis, and to report their results in the dry
state, accompanied by a determination of the moisture, leaving thus to the one interested the
labor of calculating the richness in the normal state, that is to say, in the real state in which the
merchandise was delivered.
In addition to the fact that this method allows numerous chances of errors, many substances
undergoing important changes in their composition by drying alone, it has been productive of the
most serious consequences. The sellers have placed their wares on the market with the
analysis of the material in a dry state, and a great number of purchasers have not perceived the
fraud concealed under this expression so innocent in appearance. It is thus that there has been
met with in the markets guano containing twenty-five per cent of water, which was guaranteed to
contain twelve per cent of phosphoric acid, when, in reality, it contained only eight per cent in
the moist state.
11. Barn-Yard Manures.—The sampling of stall and barnyard manures is more difficult on
account of the fact that the materials are not homogeneous and that they are usually mixed with
straw and other débris from the feed trough, and only the greatest care and patience will enable
the operator to secure a fair sample.
In the case of liquid manures the liquid should be thoroughly stirred before the sample is
taken.
Frear points out the difficulty of securing representative samples of stall manure and
describes methods of removing it.[5] The stall manure sampled had been piled in the cattle-yard
for a time and the cattle were allowed to run over the heaps for an hour or two each day. Pigs
were also allowed free access to the heaps in order to insure a more perfect mixture of the
ingredients.
Twenty-nine loads of 3,000 pounds each were taken from the exposed heap and thirty-four
loads of 2,000 pounds each were taken from the covered heap. From each load were removed
two carefully selected portions of ten pounds each, which were placed in separate covered
boxes numbered A and B. When the sampling was completed these boxes were covered. After
being removed to the laboratory the boxes were weighed and the contents thoroughly mixed.
Two samples of twelve liters volume each, were drawn from each box. One-third of this was
chopped in a large meat chopper and the other two-thirds taken into the laboratory without being
cut. These samples, on entering the laboratory, were weighed and dried at a temperature of 60°.
Smaller samples were then drawn from each of these and ground in a drug mill for analysis.
Duplicate samples taken in this way, while they did not give absolutely concordant results,
showed a near approximation. A more careful sampling on the line proposed would, in all
probability, secure absolutely agreeing results in duplicate samples.
12. Preparation of Sample in Laboratory.—The method of preparing mineral fertilizers for
analysis has been given under directions for sampling. Many difficulties attend the proper
preparation of other samples, and the best approved methods of procedure are given below:
According to the directions given by the Association of Official Agricultural Chemists the
sample should be well intermixed, finely ground, and passed through a sieve having circular
perforations one millimeter in diameter.[6] The processes of grinding and sifting should take
place as rapidly as possible so that there may be no gain or loss of moisture during the
operation.
13. Method of the French Agricultural Stations.—The manner of proceeding
recommended by the French stations varies with the fertilizer.[7] If it is not already in the form of
a powder it is necessary to pulverize it as finely as possible by rubbing it up in a mortar. In
certain cases, as with superphosphates, the material should be passed through a sieve having
apertures of one millimeter diameter, all the larger parts being pulverized until they will pass this
sieve.

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Managing Human Resources 8th

Edition Gomez-Mejia Test Bank

1) An employee separation occurs when:

7) Which of the following is a selection cost of employee replacement?

12) Which term refers to an employee's final interview following separation?

14) What is the primary reason for holding exit interviews?

29) The rate of employee separations in an organization is referred to as ________.

36) Resignations and retirements are examples of:

45) The primary difference between a layoff and a discharge is:

46) Layoffs are most likely to occur because:

49) If a business is downsizing, it is most likely:

Additional Case 6.1

58) Rightsizing is synonymous with downsizing.

Additional Case 6.4

66) One of the most popular alternatives to layoffs is:

69) It is most likely true that early retirement programs:

84) A layoff is typically implemented by an organization when:

106) The use of seniority as a layoff criterion:

110) When implementing a layoff, employees should first be informed:

114) Which of the following is most common among survivors of a layoff?

135) Which of the following typically handles outplacement activities?

Title: Principles and practices of agricultural analysis. Volume 2 (of

Author: Harvey Washington Wiley

Release date: December 17, 2023 [eBook #72438]

Original publication: Easton: Chemical Publishing Co, 1894

Credits: Peter Becker and the Online Distributed Proofreading Team

*** START OF THE PROJECT GUTENBERG EBOOK PRINCIPLES

FOR THE USE OF ANALYSTS, TEACHERS, AND

Introduction, pp. 1-4.—Natural fertilizers; Waste matters as

Kinds of Nitrogen in Fertilizers, pp. 161-169.—Determination of

GENERAL ANALYTICAL PROCESSES.

7. Minerals Containing Fertilizing Materials.—When possible, the samples should be

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