11. Few workers feel strong commitment to an organization pursuing a Bargain Laborer HR strategy.
12. In an organization pursuing the Bargain Laborer HR strategy, employees are expected to complete specific tasks in a prescribed way, which helps ensure coordination.
13. Autonomy is high in an organization pursuing a Bargain Laborer HR strategy.
14. Under a Bargain Laborer HR strategy low performing employees are usually allowed to stay employed as long as they meet minimum performance standards.
15. Identifying specific skills and abilities is not of critical importance for organizations employing a Bargain Laborer HR strategy.
16. Assessing organizational fit and dependability are important for an organization pursuing a Bargain Laborer HR strategy.
17. Under the bargain laborer HR strategy good employees are encouraged to remain employed and high performers have ample incentives to remain employed.
18. Organizations that follow the Bargain Laborer HR strategy set wage rates at the point necessary to attract workers and do not usually offer a premium to attract and retain highly skilled employees.
19. Employees are less likely to organize or join unions in an organization with the Bargain Laborer HR strategy because the employees do not expect to have a long-term relationship with the organization.
20. Work design under the Loyal Soldier HR strategy focuses on determining efficient production processes and then encouraging employees to follow prescribed methods of doing work.