SHRMSCP reviewed in class practice questions

Which of the following statements are legal or illegal (label each one). Manager statement 1. "The law says unions can make promises because they can't keep them, but management can't make promises because we can keep them. But ask yourself, is the union's campaign promise a guarantee?" 2. "Your co-worker, Fred, told me the union invited him to a happy hour after work. Are you going?" 3. "If the union gets in, I won't be able to be flexible with your schedule." 4. "If the union is voted in, there could be a strike. Do you know how you will be paid during a strike?"

1. Legal 2. Illegal 3. Illegal 4. Legal

What is the appropriate role for an HR manager in an investigatory interview for a dischargeable offense? A. Assessor of risk involved for the organization should employee be discharged B. Champion of the employee's perspective and position C. Challenger of the evidence management provides D. Supporter of the evidence management provides

A. Assessor of risk involved for the organization should employee be discharged The role of HR is to manage legal and physical safety risks to the organization. HR should approach the situation and evidence objectively and calmly. HR needs to be ensure due process to employees who may be discharged and to review termination cases carefully.

When HR professionals are called upon to guide an organizational development intervention, they are filling the role of A. Change Agent B. Employee Advocate C. Strategic Planner D. Talent Manager

A. Change Agent

A retail operation has stores in five locations and a corporate office in which one HR director handles all HR functions. The organization has about 150 employees with plans to increase the number of stores to ten within the next five years. The only automated HR function is payroll. HR director spends 30% of available time adding, deleting and updating employee information. The HR director wants to reduce the amount of time spent on administrative functions and focus more on talent management, retention, and employee engagement. At a recent SHRM chapter meeting, a technology vendor conducted a demo of an HRIS. The human resource director believes a product like this would reduce the time spent on administrative functions and increase time spent on strategic activities. What would be the best way to handle management's concern about data security in an HRIS? A. Collaborate with internal IT professionals trusted by management to develop a security strategy. B. Request a contract from the HRIS vendor that assures that the system is secure. C. Arrange for a meeting between management and the HRIS vendor's security professionals to reassure management that the data is protected. D. Convince management to implement the system so they can have firsthand evidence of the security of the system.

A. Collaborate with internal IT professionals trusted by management to develop a security strategy. Involving trusted IT professionals shows the HR director's awareness of this management issue and uses collaboration to address the concerns. C is plausible because it brings in expert advice, but management will probably trust internal IT experts more than external experts.

An HR director's compensation team is trying to integrate a centralized compensation model across multiple offices. Employees are having trouble understanding what the changes in compensation mean to them, and the eastern office location does not want to be part of the centralized model because they believe that changes to compensation and bonuses will drive employees away. The organization is also dealing with other companies trying to poach their best employees by offering them higher salaries and more perks, so they cannot afford any additional turnover. What is the best way to handle the confusion regarding changes to the compensation model? A. Create a presentation that can be used by HR managers across the organization to communicate changes in compensation and bonuses B. Encourage senior leaders to make a public effort to promote the new compensation model C. Meet with managers at all regional offices to develop a strategy to announce the new compensation model D. Send an email to the staff including frequently asked questions about the new compensation model

A. Create a presentation that can be used by HR managers across the organization to communicate changes in compensation and bonuses

Which of the following is LEAST important in maintaining the integrity of data in an HRIS system? A. Customized reports B. Data security provisions C. User training D. Regular systems backups

A. Customized reports

A company has experienced a high degree of turnover during the past year. Senior leadership is concerned about the amount of turnover and worried that HR is not moving fast enough to fill these positions. The hiring managers say that the applicant pools have been weak lately and they have had trouble finding qualified applicants to hire from within the pools HR provides. HR has relied heavily on recruiting by word of mouth, which in the past has generated applicants that fit the company culture. The award for referrals that result in hiring has been popular with employees. What would be the most effective step to avoid unwanted turnover in the future? A. Develop and administer an employee satisfaction survey that solicits candid feedback about employee perceptions B. Schedule meetings with senior leaders to discuss the impact turnover has on their business and create a strategy to prevent future turnover C. Implement team-building activities to foster a collaborative work environment D. Conduct interviews with senior leaders about why they think turnover at the organization is so high

A. Develop and administer an employee satisfaction survey that solicits candid feedback about employee perceptions

Management has a history of poor communication with employees. They act with little input and offer little rationale for decisions. A senior manager wants to conduct an employee attitude survey, believing it will help improve morale. What would be the most important thing you would advise? A. Don't do the survey unless management commits to responding to results B. Conduct the survey as this will demonstrate interest in employee opinions. C. Ask an outside consultant to create a survey that will have more credibility than one created internally D. Focus on safer workplace issues, such as facility operations and amenities

A. Don't do the survey unless management commits to responding to results

An organization conducts a salary survey and finds that some of its key employees are underpaid. They want to raise the pay for these employees but are concerned about adding to their salary burden. Which of the following is their BEST option? A. Incentive pay B. Step-rate adjustments linked to performance C. Market-based increases D. Cost-of-living adjustments

A. Incentive pay

An employee reports sexual harassment by another employee to the manager. The employee wants the manager to keep their conversation confidential and not take any action. What should the manager do first? A. Investigate the employee's complaint B. Transfer the person who is doing the harassing C. Follow up with the employee in two weeks D. Honor the employee's request

A. Investigate the employee's complaint

A Taiwanese manufacturer of electronic components for major global brands has sites in several emerging economies, including Vietnam, Turkey, and Mexico, and in the U.S. What offshoring trend does this exemplify? A. Multidirectional shift in the flow of offshoring jobs to and from developed and emerging economies B. First use of offshoring by major global brands C. Shift in offshoring from low-tech products such as textiles to high-tech products such as electronics D. Demise of offshoring by firms based in developed countries

A. Multidirectional shift in the flow of offshoring jobs to and from developed and emerging economies The motivations for offshoring, and, consequently, where it is taking place and which firms are adopting it as a global strategy, are changing as a result of new globalization forces, principally the shift from developed to emerging economies. The flow of offshoring jobs is now going in both directions or, rather, in many directions at once.

What factors are typically used in succession planning? A. Performance appraisals, nominations and 360 assessments B. Legal considerations, environment and resources C. Observation, salary history, and education D. Information monitoring and modeling strategies

A. Performance appraisals, nominations and 360 assessments

An HR manager works in South Africa for a U.S.-based company and reports to the owner. The manager has recently had two experiences with the owner that have left the manager puzzled about the next best step. In the first instance, the owner ordered HR to terminate a local employee who had resisted the owner's marketing ideas. "Just find a reason and fire him," the owner says. In the second instance, the owner directs HR managers in all overseas operations to roll out a 360-degree assessment program. The owner believes this assessment approach has been very effective in the U.S. and will improve management performance in the company's remote operations. The HR manager has delayed responding to the owner about these two issues for a couple of days but must act soon. How should the HR manager advise the owner on the termination issue? A. Present the issue as a matter of risk management. B. Review the employee's records to see if there are grounds for termination. C. Tell the owner that this is not the way disagreements are handled in South Africa. D. Ask the company's lawyer to speak with the owner and change his mind.

A. Present the issue as a matter of risk management. This termination action is a risk that could harm the company. The company will probably be violating an employment contract and will be subject to economic penalties. The issue will also tarnish the employer brand in that country. B is unethical and a violation of HR's responsibilities to provide sound guidance to the organization's leader.

A scientist is hired to perform research at a pharmaceutical company. Which of the following in the MOST critical to include in the employment contract? A. Protection for trade secrets and confidential information B. Benefits provided by the company and dates of eligibility C. Severance provisions for involuntary resignation D. Noncompete requirements

A. Protection for trade secrets and confidential information

What would be the BEST way for a new global HR vice president to understand the perspective of the communities in which the organization operates? A. Require local HR managers to develop contacts and programs with local groups and report results and observations B. Include questions about community interests in annual employee surveys C. Interview repatriated assignees about their experiences D. Follow local media reports

A. Require local HR managers to develop contacts and programs with local groups and report results and observations The best way to understand a perspective is through two-way communications and shared experiences, such as volunteer or community involvement activities

Which of the following key factors is most important when selecting an employee reward/recognition program for the successful achievement of goals? A. The recipient's perception of the reward B. The timeliness of the reward C. The value compared to other company rewards D. The monetary value of the reward

A. The recipient's perception of the reward

What is the key to making a successful business case for a diversity and inclusion strategic initiative? A. linking it directly to the organization's unique mission, vision, and business objectives B. developing knowledge and skills in all employees through diversity training C. establishing the diversity and inclusion goals that are metric-driven D. sponsoring diversity teams that provide a range of perspectives and modes of thinking

A. linking it directly to the organization's unique mission, vision, and business objectives

A company currently spends over $1 billion in health-related areas. The company has multiple locations. The VP of HR has been tasked with: * Developing a strategy to improve employee health, reduce costs, and limit the company's risks. * Linking the health-care strategy to corporate strategy. How should the VP of HR develop a health-care (HC) strategy that will link with the corporate strategy? A. Benchmark the HC strategy against industry practices. B. Align the HC strategy with the organization's human capital vision and mission. C. Focus on developing the most cost-effective HC strategy. D. Focus on understanding and satisfying senior management's desires.

B. Align the HC strategy with the organization's human capital vision and mission.

Over five years, an employee has been promoted from Scientist I to Scientist II and then laterally moved to the operations department as Engineer III, a position more routine than previous jobs. The employee performed well in the previous position, but is performing poorly in the current one. What action should the employee's manager consider? A. Relocation B. Transfer C. Suspension D. Demotion

B. Transfer

Which of the following is an independent contractor? A. A temporary programmer who works every weekday morning in the data processing department for $21 an hour B. An auditor who performs a two week audit of the company's financial records each year C. A salesperson who has an office in her home and reports to a national sales manager D. An executive who has an employment contract with a company regarding change of control

B. An auditor who performs a two week audit of the company's financial records each year Primary factors determining independent contractor status include Does the individual own his/her own facilities or equipment? Is there an opportunity to make a profit or loss? Are the services available to others? How much supervision is exercised?

A company has been in rapid growth mode for 18 months and shows no signs of slowing down. Although this is good for business, the HR function has had trouble keeping up with the recruiting. The vice president of HR has received CEO approval for two new HR staff members: one new recruiter and one newly created diversity manager to align with the organization's mission of celebrating diversity and inclusion. The diversity manager will assist the company in improving the culture of diversity inside the office and creating a strong employment brand outside the office. The newly recruited workforce is made up primarily of Millennials, and more established managers see the Millennials' work habits as "lax." Other related events, the vice president notices, include: * A request to begin affinity groups at work (e.g., LGBT, women, ethnic groups). * A discrimination suit filed by a minority worker. * A request to terminate a disabled employee. It appears that the recent hiring increase has brought about an increase in intolerance. There are more issues of conflict in the workplace and less feeling of an organizational identity. What is the best action the vice president of HR can take to support the diversity manager in implementing this initiative? A. Ask the CEO to make a webcast explaining the importance of the diversity initiative. B. Conduct a culture audit. C. Advise management to slow hiring while the problem is being addressed. D. Instruct managers to begin including tolerance of diversity in performance appraisals and promotion decisions.

B. Conduct a culture audit. HR must understand fully the nature and scope of the cultural issues before designing a response. This demonstrates use of the Critical Evaluation competency. A involves leadership voicing its commitment and reasoning, but the first step is to understand the problems. C is probably unrealistic from a Business Acumen perspective and also fails to apply Leadership and Navigation to the situation. D is incorrect. Without sufficient attention to changing the organization's culture, this may only make matters worse.

Which of the following reporting analytics features of an HRIS provide high-level, real-time metrics that are configurable to user preferences and can be linked to organizational metrics? A. Ad hoc reports B. Dashboards C. e-HR reports D. Standard reports

B. Dashboards A dashboard provides leaders with high-level, real-time metrics that are configurable to user preferences. It allows leaders to link data to essential organizational metrics in order to make correlations between HR outcomes and the organization's strategic goals.

What is the primary advantage of using an intranet when communicating HR programs to employees? A. Employees are guaranteed to receive the information B. Ease of keeping the information up-to-date C. Increase in feedback about HR activities D. Ability to keep the information internal to the organization

B. Ease of keeping the information up-to-date One of the intranet's primary advantage as a communication medium is its ability to provide current and timely information. There are no guarantees that employees receive the information. Feedback could actually decrease or increase as a result of the intranet. Although intranets are supposed to be secure, employees may share information externally.

What positive outcome will results from coaching high-potential employees? A. Employees will change jobs less frequently B. Employees will contribute more effectively to the organization C. Employees will be less engaged in their current jobs D. Employees are more likely to leave the organization

B. Employees will contribute more effectively to the organization

If the goal of performance evaluation is to continually eliminate the lowest performers, the MOST appropriate system is A. Multi-Source rating B. Forced Ranking C. Management By Objectives D. Graphic Rating Scale

B. Forced Ranking

There are two parts to conducting an HR audit. One evaluates HR outcomes related to organizational goals and the second reviews A. Employee survey results B. HR compliance results C. HR's financial performance D. Current HR metrics

B. HR compliance results

As the Director of HR, you have been asked to develop a strategy of union avoidance. Which of the following actions would be most appropriate to help divert potential union organizing activity? A. Moving the firm to a right to work state B. Instituting a formal grievance procedure with binding arbitration as the final step C. Contracting out the work normally done by the potential bargaining unit D. Engaging in a constant communication strategy of anti union rhetoric

B. Instituting a formal grievance procedure with binding arbitration as the final step B is the most correct answer since the other responses are examples of Unfair Labor Practices. ULPs are sometimes categorized with the acronym TIPS. An employer cannot Threaten Interrogate, Promise or Spy

A retail operation has stores in five locations and a corporate office in which one HR director handles all HR functions. The organization has about 150 employees with plans to increase the number of stores to ten within the next five years. The only automated HR function is payroll. HR director spends 30% of available time adding, deleting and updating employee information. The HR director wants to reduce the amount of time spent on administrative functions and focus more on talent management, retention, and employee engagement. At a recent SHRM chapter meeting, a technology vendor conducted a demo of an HRIS. The human resource director believes a product like this would reduce the time spent on administrative functions and increase time spent on strategic activities. What is the first step the HR director should take to invest in an HRIS for the organization? A. Contact the vendor that presented at the SHRM chapter meeting and request a quote. B. Involve appropriate stakeholders to analyze an investment in an HRIS. C. Talk with several HR professionals to obtain feedback on the systems they use in their organizations. D. Create a business case to identify the reasons to implement an HRIS.

B. Involve appropriate stakeholders to analyze an investment in an HRIS. A business case will most likely be needed (D), but the case will be stronger with more perspectives and allies. As a first step, involving other stakeholders will improve the quality of the business case.

An organization is developing a program to train employees to operate a new robotics machine. Which level of learning has to be achieved to accomplish this goal? A. Knowledge B. Comprehension C. Application D. Analysis

C. Application

A business unit in a health-care organization conducts an employee satisfaction and engagement survey each year. Two measures have remained low across all departments: * Employees' perception as being valued by the organization * Leadership's understanding of the demands of employees' daily work Some departments are clear outliers in the data. The HR director and the department managers are uncertain why these measures have declined. To ensure that these factors do not affect the unit's ability to attract and retain the best talent, senior leadership has asked the HR director to partner with the department managers to put solutions in place. The goal is to improve the unit's results in the next 12 months, which is in line with the timing of the next satisfaction survey. What is the most effective way the HR director can engage the managers in the analysis of the survey data and the development of solutions? A. Facilitate discussions between department managers with similar survey results to determine where there may be common themes. B. Partner with department managers to form committees within and across departments to further interpret results and determine actions. C. Clearly communicate the goals of the next survey and request that each department manager work with employees to set measurable objectives to achieve the goals. D. Review department-level results with each manager in the business unit and develop action plans based on the analysis of the survey results.

B. Partner with department managers to form committees within and across departments to further interpret results and determine actions.

Which of the following is usually not a factor in organizational design? A. Business strategy B. Replacement planning C. Organizational culture D. Technology

B. Replacement planning Organizational Design will be driven by the business strategy and culture. The Implementation of technology can affect staffing and as a result organizational Structure. Replacement Planning is an outcome of Organizational Design since structure will influence the need for future leadership positions.

An organization conducts a confidential survey of employees to assess workplace satisfaction. Responses are received from 75% of employees, and, after analyzing comments, management requires mandatory retraining of all supervisors. What important step has the organization omitted? A. Responding to feedback B. Sharing feedback with employees C. Prejudging results D. Ensuring ease of response

B. Sharing feedback with employees

A KEY element in designing a successful talent management program involves A. Anticipated acquisitions and closings B. Strategic organizational goals C. Education levels of current management D. Age of current management

B. Strategic organizational goals

A German company has rules and policies that govern the behavior of its employees. It acquires a UK company that has few rules and policies and prides itself on a quick response to market opportunities. What is the MOST likely outcome of this acquisition? A. The German company will allow the UK company to operate as it likes B. The different approaches of the companies will be a source of discord C. The German company will become more flexible D. The UK company will adopt the rules and procedures of the German company.

B. The different approaches of the companies will be a source of discord

Ideally an organization's workforce should reflect A. The general profile of the industry B. The general profile of the community C. The general profile of the customer base D. The general profile of the government requirements

B. The general profile of the community An organization increases the ability to attract customers when the workforce mirror local diversity

The range maximum for any pay grade represents A Highest market value for jobs in a pay grade B. The highest value the organization places on the position C. Rate paid for a fully trained worker for any job in a pay grade D. Rate paid to the best performer in a job

B. The highest value the organization places on the position

Management decides that training supervisors to identify and prevent bullying is not necessary, and they do not fund a program budget. What does this illustrate? A. Precedence of global standardization in the organization's risk tolerance B. The organization's risk tolerance C. A risk avoidance management strategy D. Poor governance

B. The organization's risk tolerance

Which of the following economic factors is the MOST important determinant affecting pay for a specific job A. The unemployment rate in the local market B. The supply and demand for the skills required for the job C. Knowledge required to perform the job D. The profitability of the hiring firm

B. The supply and demand for the skills required for the job

If a needs analysis reveals that underlying performance problems cannot be solved by a training program, which of the following steps should be taken A. Training should be planned anyway B. The training staff should recommend alternative solutions C. External training professionals should be consulted D. Another training and needs analysis should be taken

B. The training staff should recommend alternative solutions

What is an appropriate and valuable way in which ERGs can be an organizational resource? A. They can provide an organization's greater diversity in its recruitment efforts B. They can provide valuable insights into the needs of new minority-based markets C. They can enhance the employer's brand and ability to attract high-potential talent D. They can satisfy affirmative action requirements to prevent discrimination?

B. They can provide valuable insights into the needs of new minority-based markets More companies are leveraging their workforces to reach diverse customers and communities. One way they are doing this is through the innovative use of employee resource groups (ERGs)—voluntary, employee-led groups made up of individuals who join together based on common interests, backgrounds or demographic factors such as gender, race or ethnicity.

Senior management at a company has determined that it must speed up the production of its most popular product. Doing so will involve changing some of the company's production processes. Why should HR conduct focus groups before a project plan is finalized? A. To present management's case that there is a need for dramatic change B. To encourage employees to ask question and express their reactions C. To influence those opposed to the tentative plan through peer pressure D. To present the plan orally before management communicates it in writing

B. To encourage employees to ask question and express their reactions

Generally, employees in an entitlement-oriented culture A. Feel less a part of the organization B. Are paid a bonus for exceptional performance C. Have less individual pressure to contribute D. Assume shared responsibility for benefits

C. Have less individual pressure to contribute

Do heterogeneous teams generally outperform homogenous teams? A. Yes, they get off to a fast start and maintain an advantage B. Yes, if they are well managed C. No, they are too difficult to manage and coordinate D. No, there are too many different perspectives

B. Yes, if they are well managed There are differences of opinions and approaches in heterogeneous teams. If the teams are well managed, these differences become value-added strengths. If the teams are not well managed, they can be difficult to coordinate and may not fulfill their goals

What company is using a corporate strategy of differentiation? A. A company sells in volume and offers discounts to its best customers B. The finished product is sold at a lower price than that of the competition C. A company develops a product that is uniquely easy to use and charges a premium price D. A company orders large quantities to get the greatest discount

C. A company develops a product that is uniquely easy to use and charges a premium price Differentiation focuses on setting a product or service apart by giving it unique characteristics that consumers value and for which they will pay a premium. The other options deal with ways to create a cost advantage.

A company has been in rapid growth mode for 18 months and shows no signs of slowing down. Although this is good for business, the HR function has had trouble keeping up with the recruiting. The vice president of HR has received CEO approval for two new HR staff members: one new recruiter and one newly created diversity manager to align with the organization's mission of celebrating diversity and inclusion. The diversity manager will assist the company in improving the culture of diversity inside the office and creating a strong employment brand outside the office. The newly recruited workforce is made up primarily of Millennials, and more established managers see the Millennials' work habits as "lax." Other related events, the vice president notices, include: * A request to begin affinity groups at work (e.g., LGBT, women, ethnic groups). * A discrimination suit filed by a minority worker. * A request to terminate a disabled employee. It appears that the recent hiring increase has brought about an increase in intolerance. There are more issues of conflict in the workplace and less feeling of an organizational identity. What is the first step the diversity manager should do to establish the new role in the organization? A. Meet with all of the Millennials in the office to determine what their needs are. B. Schedule a meeting with the executive team to discuss the departmental strategies. C. Align the departmental plan with the mission of the organization to celebrate diversity and inclusion. D. Prepare a plan to present to the executive team modeled on a plan used by the diversity manager's former employer.

C. Align the departmental plan with the mission of the organization to celebrate diversity and inclusion. It is imperative that the HR strategy cascade down from the organizational strategy to ensure alignment. This demonstrates Leadership and Navigation, championing HR's role within the organization's mission and vision. A focuses on one group, the Millennials, and so is not consistent with the manager's broader charge. B is a plausible action, but this should not be a first step. The diversity manager should first analyze the situation and be prepared to present ideas to the executive team. D is incorrect because D&I plans cannot be copied from one organization to another.

An HR manager works in South Africa for a U.S.-based company and reports to the owner. The manager has recently had two experiences with the owner that have left the manager puzzled about the next best step. In the first instance, the owner ordered HR to terminate a local employee who had resisted the owner's marketing ideas. "Just find a reason and fire him," the owner says. In the second instance, the owner directs HR managers in all overseas operations to roll out a 360-degree assessment program. The owner believes this assessment approach has been very effective in the U.S. and will improve management performance in the company's remote operations. The HR manager has delayed responding to the owner about these two issues for a couple of days but must act soon. How should the HR manager respond to the direction about implementing 360-degree feedback? A. Say that it's a good idea that is worth trying and learning from. B. Implement the system but review feedback before forwarding it to the home office. C. Call the owner to discuss why cultural differences may make implementing this approach difficult. D. Send a "Reply all" e-mail, explaining the academic grounds for the approach used in South Africa

C. Call the owner to discuss why cultural differences may make implementing this approach difficult. The HR manager needs to provide honest feedback that could help avoid an action that, at best, would not result in the desired outcome and, at worst, could damage employee engagement.

An HR manager has been told by senior management that no new programs can be added this year. However, the department just received its third complain related to a supervisor's lack of awareness about diversity. How can the HR manager best justify including a diversity training program in the business plan for the upcoming year? A. Postpone this objective until the next business planning cycle B. Don't list the program in the HR budget plan but fund it through other plan areas. C. Compare the cost of the program with possible avoided costs and present this information to management D. Make a management decision to include the program for compliance reasons

C. Compare the cost of the program with possible avoided costs and present this information to management HR business plans must align with organizational guidelines; managers cant make unilateral decisions.

For virtual jobs that require individuals to shift from project to project and to work on cross functional teams that change frequently, a job analysis should focus on A. Knowledge, skills and abilities to perform the job B. Tasks, duties and responsibilities needed to perform the job C. Competencies required and how they are assessed and maintained D. Essential job functions needed for the changing jobs

C. Competencies required and how they are assessed and maintained

Due to business conditions, a CEO calls for an immediate RIF. All functions are directed to follow the CEO's plan for the RIF. Meetings to inform selected workers are planned to occur with an HR manager and the site manager. However, rumors emerge, and names of selected employees become known. Site managers, inexperienced in RIFs, tell workers selected for reduction that they don't know why they were selected. During meetings, terminated workers are confused about how they could be fired (because they have always had good performance reviews and pay increases). How could the company have more effectively prepared the employees for the RIF? A. Post an announcement and send an e-mail to all employees about the business reasons for the RIF as soon as possible. B. Answer employee questions as they come up after the RIF. C. Conduct employee meetings and discuss the RIF and its causes as soon as the decision is made. D. Do not communicate the bad news to the employees until necessary.

C. Conduct employee meetings and discuss the RIF and its causes as soon as the decision is made. Employees should be informed face to face when this type of information is being communicated. Communication should be proactive and direct, include all employees, and come from leaders. This helps to mitigate rumors.

A business unit in a health-care organization conducts an employee satisfaction and engagement survey each year. Two measures have remained low across all departments: * Employees' perception as being valued by the organization * Leadership's understanding of the demands of employees' daily work Some departments are clear outliers in the data. The HR director and the department managers are uncertain why these measures have declined. To ensure that these factors do not affect the unit's ability to attract and retain the best talent, senior leadership has asked the HR director to partner with the department managers to put solutions in place. The goal is to improve the unit's results in the next 12 months, which is in line with the timing of the next satisfaction survey. To improve the business unit's employee engagement results within the next 12 months, what is the first thing the HR director should do? A. Communicate the survey results via an e-mail broadcast to the entire employee group in the business unit. B. Conduct focus groups with employees in the departments that had the greatest decline in the two measures. C. Coordinate a meeting with all department managers to review the survey results and determine next steps. D. Meet with senior leadership to better understand the goals and expectations for the next survey process.

C. Coordinate a meeting with all department managers to review the survey results and determine next steps.

An individual has accepted an international assignment where there is a high degree of similarity between the home and host location cultures, the expected level of interaction with the community and the length of stay is six months or less. The most appropriate type of pre-departure training for this individual is through A. Role plays and assessment center B. Language immersion and field experiences C. Country briefings and reading D. Simulations and sensitivity training

C. Country briefings and reading The rigor and intensity of the pre departure training should be based on length of assignment, cultural differences between the host and home country and level of Interaction expected. Given the short duration of the assignment, lack of cultural novelty, the training can be fairly limited in scope. Longer assignments with more cultural disparity and more interaction with others require more in-depth training, ideally with the opportunity to practice what is learned.

Which HRIS application can help HR move from transactional to transformational activities? A. Identifying potential succession management problems B. Supporting the use of virtual teams working around the globe C. Enlisting employees to update their benefits profiles and options D. Using the Internet to improve communication across time zones

C. Enlisting employees to update their benefits profiles and options All of these options benefit the organization, but using the self-service option that allows employees to update key information frees global HR professionals to focus on tasks that add more value to the organization.

When a company first begins to "go global", a general manager for a new venture is most likely to be A. A third country national B. Local national C. Headquarters country national D. Person hired away from the competition

C. Headquarters country national When a company first "goes global", with little previous international experience, it usually has no choice but to use the pool of current domestic employees as the source for international assignees.

Due to business conditions, a CEO calls for an immediate RIF. All functions are directed to follow the CEO's plan for the RIF. Meetings to inform selected workers are planned to occur with an HR manager and the site manager. However, rumors emerge, and names of selected employees become known. Site managers, inexperienced in RIFs, tell workers selected for reduction that they don't know why they were selected. During meetings, terminated workers are confused about how they could be fired (because they have always had good performance reviews and pay increases). Operations expresses serious concerns about the CEO's plans. How should HR respond to operations' concerns? A. Tell operations to provide HR with the necessary documentation to follow the CEO's plan. B. Meet with operations to make sure that they fully understand the CEO's plan to select RIF-affected workers. C. Help operations create a list of critical workers, and then ask the CEO to exclude these people. D. Listen carefully and sympathetically, but proceed as directed by the CEO.

C. Help operations create a list of critical workers, and then ask the CEO to exclude these people. HR is working to address operations' concerns as well as showing leadership in proactively offering sound reasoning to the CEO. Working collaboratively with operations is critical to this relationship, and advising the CEO of the joint decision and the reasoning will benefit all stakeholders.

What is the MOST likely outcomes of requiring all employees to be trained in business continuity and disaster recovery plans? A. Decreased risk of occurrence of risk events B. Decreased size of risk management budgets C. Increased confidence among organizational stakeholders D. Increased risk of poor public relations

C. Increased confidence among organizational stakeholders

According to the upstream/downstream metaphor for standardization versus localization, which of the following is more likely to be downstream A. Strategic Planning B. Decisions about HRIS C. Labor relations D. Leadership development programs

C. Labor relations Labor relations vary from country to country so that is the best candidate to be localized versus standardized

Chain of command refers to the A. Extent to which policies and procedures govern the rules of the organization B. Number of individuals who report to a supervisor C. Line of authority within an organization D. Balance between standardization and localization

C. Line of authority within an organization

The first step in strategic compensation planning is to identify the A. Size of the employee population B. Ratio of fixed and variable compensation C. Organizational objectives D. Job descriptions for each position

C. Organizational objectives

Which of the following may legally be stated in an organization's employee relations policy? A. Increased pay for remaining non union B. Plant closure if unionized C. Organizational opposition to unions D. Endorsement of a specific union

C. Organizational opposition to unions A company may communicate its philosophy about unionization to current employees and new hires. However the statement needs to be worded so it does not violate the NLRA.

Which training strategy is MOST likely to improve sales employees effectiveness A. Attending a carefully researched lecture on the need to extend credit to customers B. Attending a seminar on interaction between sales and other departments in the organization C. Playing the part of a salesperson who must close the deal in a role play episode D. Reading and studying the organization's sales manual

C. Playing the part of a salesperson who must close the deal in a role play episode

A soft drink company as bottling plants in Europe, Asia, and North America. Communication within each area is high, but there is less communication with headquarters. In this situation, the company's global identify can be described as A. Ethnocentric B. Polycentric C. Regiocentric D. Geocentric

C. Regiocentric The various regions function somewhat autonomously. Communication with the region is strong, but there is less communication with headquarters Ethnocentric means Home-country staffing policies are replicated in host countries Polycentric means policies are unique to each country Regiocentric means policies are developed and coordinated within regions. Geocentric means global policies are developed based on organizational impact and needs.

A customer service employee approaches the HR manager with an allegation that a coworker has engaged in illegal activity in the workplace. The organization has a zero tolerance policy for unethical and illegal workplace behavior. The HR manager assembles an investigation team, including himself, legal counsel, and the customer service department manager. The team interviews all individuals relevant to the investigation, including the accused employee. The accused employee denies the allegation. However, during his explanation of the events, he admits to violating a company policy regarding cell phone use at work. At the conclusion of the investigation, the team consensus is that the employee very likely conducted the illegal activity. However, many of the interview statements collected were soft (hearsay) accounts, and the investigation did not uncover definitive, objective proof (such as e-mails or records). The team discusses whether the employee should be terminated. They worry that allowing the employee to continue working will expose the organization to ethical and legal risks. At the conclusion of the investigation, the team consensus is that the employee very likely conducted the illegal activity. However, many of the interview statements collected were soft (hearsay) accounts, and the investigation did not uncover definitive, objective proof (such as e-mails or records). The team discusses whether the employee should be terminated. They worry that allowing the employee to continue working will expose the organization to ethical and legal risks. Based on the information available, how do you suggest the organization handle the situation? A. Allow the employee to remain employed until concrete evidence of illegal activity can be accumulated. B. Terminate the employee, citing the organization's zero tolerance policy for unethical and illegal behavior. C. Sanction the employee for violating company policy and issue a probationary warning, citing termination action if evidence of illegal behavior is discovered. D. Terminate the employee, citing his admission to violating a company policy.

C. Sanction the employee for violating company policy and issue a probationary warning, citing termination action if evidence of illegal behavior is discovered.

An HR manager is planning to outsource the creation of the employee newsletter, which has long been created by several HR staff with input from departments. What possible negative outcome should the manager consider? A. Increased cost of outsourcing B. Loss of control over strategic activity C. Staff management and attitude D. Loss of control over project schedule

C. Staff management and attitude

Which of the following is MOST important for an employee during the initial period of employment A. Employee handbook B. Pleasant working conditions C. Supervisory feedback D. Sympathetic coworkers

C. Supervisory feedback While there is truth to each one of these potential answers, the supervisor is in the best position to provide employee feedback on how they are progressing in their new role.

A company currently spends over $1 billion in health-related areas. The company has multiple locations. The VP of HR has been tasked with: * Developing a strategy to improve employee health, reduce costs, and limit the company's risks. * Linking the health-care strategy to corporate strategy. How should the VP develop the health-care strategy to ensure that it addresses the health needs of the employees? A. Listen to the water cooler talk from employees. B. Conduct focus groups with random samples of employees. C. Survey the entire workforce about health needs. D. Evaluate the data from the annual report on the employee assistance program.

C. Survey the entire workforce about health needs.

A company's management wants to terminate an employee who is continuing to make annoying and threatening phone calls to a co-worker at home despite receiving both verbal and written notices to stop this behavior. What is the most appropriate employee relations consultation? A. The behavior is not sufficiently pervasive to terminate the employee B. The company is automatically liable for the employee's behavior C. The company may terminate the employee D. The company must first complete all disciplinary steps

C. The company may terminate the employee

How could an organization properly use environmental scanning? A. To assess the effectiveness of the organization's pollution control system B. To evaluate internal conditions affecting human resource supply and demand C. To identify economic trends that could influence the organization's strategy D. To obtain an overall view of the organization's forecasting and inventory analyses

C. To identify economic trends that could influence the organization's strategy

An organization is faced with the challenge of offering robust benefits to retain top talent while staying within budget or cost constraints. Why is a benefit needs assessment a valuable undertaking? A. Assessment results help align the benefits strategy with the organizational brand. B. Data collected helps the organization address employee financial or health problems impacting productivity C. A benefit needs assessment would determine employee willingness to pay an increasing portion of the plan coverage D. A benefits package can have a positive impact on attracting, motivating, and retaining talent.

D. A benefits package can have a positive impact on attracting, motivating, and retaining talent. Assessment data should allow the organization to refine benefit offerings so the package is affordable yet valued by employees.

Which of the following is the best predictor of merger success? A. Interrelation of markets B. Financial projections C. Compatibility of products D. A talent management strategy

D. A talent management strategy

A company needs to fill new positions and also wants to work towards its affirmative action goals. Which of the following recruitment methods may be LEAST likely to help with those goals A. A state employment office B. Company recruiting C. A newspaper advertisement D. An employee referral program

D. An employee referral program

An employer is required to consult with an employee on reasonable accommodation for a disability when which of the following occurs A. The employer perceives that an employee has a disability B. An employee exhibits an unacceptable level of absenteeism C. An employee states the existence of a disability D. An employee requests an accommodation for a disability

D. An employee requests an accommodation for a disability

An automobile manufacturer has a reputation for being employee-friendly, charitable, and innovative. It is also consistently praised for its high profit margins and efficient operating model. The corporate office is located in a technologically robust city with strict ecofriendly regulations; it is a community that is unforgiving to socially unconscious companies. Because of recent increases in revenue, the CEO seeks investment opportunities and settles on one of the company's suppliers abroad. The supplier has been struggling financially, but the CEO believes the company will be able to leverage the supplier's existing resources and generate additional revenue. The CEO informs the company's leadership of the intent to purchase the supplier. This surprises the CHRO, because the supplier has been accused of committing human rights violations and damaging the environment in its home country. In fact, the company has been fortunate to have avoided negative attention from the public about this relationship. The CHRO is extremely concerned about the potential negative attention this transaction could create. The CHRO e-mails these concerns to the CEO and suggests that the company should stop using the supplier altogether and partner with a supplier that is socially conscious. However, the CEO responds by stating that the purchase will positively impact the company's bottom line, and nothing else matters. How should the CHRO respond to the CEO's statement that the purchase will have a positive impact on the company's bottom line? A. Agree, since the purchase will most likely increase the company's revenue by leveraging the supplier's customers and strategic partnerships. B. Agree, since the purchase will most likely strengthen the company's future value to all of its stakeholders. C. Send an e-mail reply and present the concept of the triple bottom line to the CEO. D. Ask that a working group be implemented to analyze the possible effects of the purchase.

D. Ask that a working group be implemented to analyze the possible effects of the purchase. Assembling a working group to analyze the purchase looks at the deal in its entirety, not just from an economic perspective. It demonstrates the Leadership and Navigation, Consultation, and Communication competencies. A focuses only on the economic component of the triple bottom line and ignores the values and risks associated with the environmental and social components. B is incorrect, as the purchase would probably produce only short-term and not sustainable benefit to the company. While C educates the CEO about the triple bottom line, it does not apply the concept to this choice.

What is a secondary risk? A. Risk events that occur as a consequence of other risks B. Risks that have a lower management priority C. Risk events that closely follow primary events D. Risk created by a risk management tactic

D. Risk created by a risk management tactic Secondary risks refers to risks that are created by the risk management strategy itself. Before they are implemented, strategies must be implemented to determine if they present secondary risk.

A company currently spends over $1 billion in health-related areas. The company has multiple locations. The VP of HR has been tasked with: * Developing a strategy to improve employee health, reduce costs, and limit the company's risks. * Linking the health-care strategy to corporate strategy. What can HR do to ensure that the new health-care strategy is understood and the benefit is used effectively by all employees? A. Develop and mail health-care brochures to each employee's home. B. Send a mass e-mail to all employees about the new health-care system. C. Conduct a health fair at each location and present the new benefit. D. At each location, introduce providers and lead Q&A sessions with all employees.

D. At each location, introduce providers and lead Q&A sessions with all employees.

Which of the following is NOT a characteristic of a step pay increase system A. Pay encourages longevity with the organization B. Bases rate on time in the job C. Tends to increase pay rates over time D. Bases pay on individual performance

D. Bases pay on individual performance These pay scales assign steps to reflect how long a person has been with the government department or company.

A U.K. trainer is conducting a program for a group of Spanish managers. Although they have some fluency in English, they are more comfortable with their native language. Which of the following actions should the trainer take to increase learning? A. Limit visual reinforcement of key ideas. B. Do not break up the flow of the course with frequent breaks. C. Use gestures as well as slow speech and simple sentences. D. Check frequently for understanding of key points.

D. Check frequently for understanding of key points.

An HR director's compensation team is trying to integrate a centralized compensation model across multiple offices. Employees are having trouble understanding what the changes in compensation mean to them, and the eastern office location does not want to be part of the centralized model because they believe that changes to compensation and bonuses will drive employees away. The organization is also dealing with other companies trying to poach their best employees by offering them higher salaries and more perks, so they cannot afford any additional turnover. Which of the following is the best move to socialize the eastern office into the new compensation program? A. Propose the average compensation rate in the organization be the baseline for the eastern office's new compensation rate B. Suggest that upper management meet with the eastern office about the need to align their compensation with the centralized model C. Research the maximum proportion of total salary that bonuses should account for by industry D. Conduct a market analysis of compensation rates in the eastern region for comparison to the eastern office rate.

D. Conduct a market analysis of compensation rates in the eastern region for comparison to the eastern office rate.

An organization recently revised its strategic business plan to enter a new vertical market. What is the MOST important thing the training department can do to support the initiative? A. Recruit salespeople with experience in the new vertical market B. Identify the cost of training associated with the new business plan C. Monitor the effects on the change on the workforce D. Determine how training can link to the business plan

D. Determine how training can link to the business plan

The most critical issue in forecasting demand for employees is A. Forecasting internal supply B. Estimating turnover patterns C. Determining external pipeline supply D. Determining the relationship with the organization's output

D. Determining the relationship with the organization's output

Which practice is most commonly found in dealing with red circle situations A. Assign the employee to a higher level job B. Cut the employee rate of pay to the maximum rate for that range C. Increase the responsibilities of the red circled employees in order to justify the higher salaries D. Freeze the employee rate until the salary structure is sufficiently revised

D. Freeze the employee rate until the salary structure is sufficiently revised

Senior management has determined that a reduction in force (RIF) is the only way that it can address financial difficulties. Which action would best minimize the impact of the downsizing on the organization and employee morale? A. Constructive discharge the least-productive employee B. Treat separation volunteers as terminations C. Imply a chance that terminated employees might be called back D. Grant additional benefits to employees who volunteer to be separated

D. Grant additional benefits to employees who volunteer to be separated

If a non-exempt employee gets Labor Day off with pay and then works ten hours each day for the rest of the week, how many hours of over time pay will he be entitled to under FLSA? A. Eight B. Forty C. Forty eight D. He is not eligible for any overtime pay

D. He is not eligible for any overtime pay

A plant manager says that the department has enough women and needs some men to do the heavy lifting. The HR manager should A. Report the plant manager for trying to violate EEO provisions B. Comply with the request and just hire men C. Rewrite the job description to ensure that only men are hired for those positions D. Hire the candidates who can do this job

D. Hire the candidates who can do this job

A customer service employee approaches the HR manager with an allegation that a coworker has engaged in illegal activity in the workplace. The organization has a zero tolerance policy for unethical and illegal workplace behavior. The HR manager assembles an investigation team, including himself, legal counsel, and the customer service department manager. The team interviews all individuals relevant to the investigation, including the accused employee. The accused employee denies the allegation. However, during his explanation of the events, he admits to violating a company policy regarding cell phone use at work. At the conclusion of the investigation, the team consensus is that the employee very likely conducted the illegal activity. However, many of the interview statements collected were soft (hearsay) accounts, and the investigation did not uncover definitive, objective proof (such as e-mails or records). The team discusses whether the employee should be terminated. They worry that allowing the employee to continue working will expose the organization to ethical and legal risks. At the conclusion of the investigation, the team consensus is that the employee very likely conducted the illegal activity. However, many of the interview statements collected were soft (hearsay) accounts, and the investigation did not uncover definitive, objective proof (such as e-mails or records). The team discusses whether the employee should be terminated. They worry that allowing the employee to continue working will expose the organization to ethical and legal risks. What additional information should be considered in the termination decision? A. What are the legal regulations regarding probationary employment? B. What does the organization's policy manual specify as the proper course of action? C. How many of the employees interviewed would be willing to testify if the accused employee legally challenges a termination? D. How has the organization handled similar situations in the past?

D. How has the organization handled similar situations in the past?

A primary benefit of establishing centers of excellence within the HR function is to A. Centralize administrative activities B. Increase communication across locations C. Ensure that corporate HR practices are followed D. Share HR best practices among locations

D. Share HR best practices among locations A "COE" model aligns specific expertise within the HR function to serve as 'internal consultants" in dealing with organizational challenges.

During labor negotiations, mediators provided by the Federal Mediation and Conciliation Service may: A. Impose decisions on both parties B. Require both parties to continue face to face negotiations C. Set up separate labor or management committees to examine more difficult issues D. Identify issues over which both parties disagree

D. Identify issues over which both parties disagree A mediator is a neutral and impartial person; mediators do not decide or judge, but instead becomes an active driver during the negotiation between the parties. A mediator uses specialized communication techniques and negotiation techniques to assist the parties in reaching optimal solutions. Mediation, however, is a voluntary and non-binding process - it is a creative alternative to the court system. Mediation often is successful because it offers parties the rare opportunity to directly express their own interests and anxieties relevant to the dispute. Mediation provides parties with the opportunity to develop a mutually satisfying outcome by creating solutions that are uniquely tailored to meet the needs of the particular parties

A retail chain's business model requires the handling of cash and credit/debit cards by a large number of cashiers who do not typically stay for long with the employer. What action reflect the appropriate priority for this risk? A. Build possible losses into profit margins B. Monitor losses and credit issues quarterly C. Raise cashier salaries to improve retention D. Implement immediate technical controls

D. Implement immediate technical controls

A company has experienced a high degree of turnover during the past year. Senior leadership is concerned about the amount of turnover and worried that HR is not moving fast enough to fill these positions. The hiring managers say that the applicant pools have been weak lately and they have had trouble finding qualified applicants to hire from within the pools HR provides. HR has relied heavily on recruiting by word of mouth, which in the past has generated applicants that fit the company culture. The award for referrals that result in hiring has been popular with employees. What would be the best way for HR to bring in more qualified applicants? A. Post job opening on internet job sites and examine the effect on the applicant pool B. Talk to senior leaders to figure out which types of jobs are most difficult to fill C. Investigate how other organizations are identifying quality applicants D. Interview hiring managers to determine the specific gaps in knowledge and skill that need to be addressed.

D. Interview hiring managers to determine the specific gaps in knowledge and skill that need to be addressed.

Which approach is most characteristic of succession planning? A. Local requirements are given the highest priority B. It is initiated as soon as it is clear a senior executive is leaving C. It focuses on issue likely to occur in the short term of less than a year D. It focuses on long term global issues

D. It focuses on long term global issues Succession planning takes a long-term, strategic review and considers the entire organization and its business conditions.

An automobile manufacturer has a reputation for being employee-friendly, charitable, and innovative. It is also consistently praised for its high profit margins and efficient operating model. The corporate office is located in a technologically robust city with strict ecofriendly regulations; it is a community that is unforgiving to socially unconscious companies. Because of recent increases in revenue, the CEO seeks investment opportunities and settles on one of the company's suppliers abroad. The supplier has been struggling financially, but the CEO believes the company will be able to leverage the supplier's existing resources and generate additional revenue. The CEO informs the company's leadership of the intent to purchase the supplier. This surprises the CHRO, because the supplier has been accused of committing human rights violations and damaging the environment in its home country. In fact, the company has been fortunate to have avoided negative attention from the public about this relationship. The CHRO is extremely concerned about the potential negative attention this transaction could create. The CHRO e-mails these concerns to the CEO and suggests that the company should stop using the supplier altogether and partner with a supplier that is socially conscious. However, the CEO responds by stating that the purchase will positively impact the company's bottom line, and nothing else matters. What ethical argument should the CHRO make for the company withdrawing from purchasing the supplier and seeking another supplier? A. It would help avoid negative publicity and potential lawsuits. B. It would help avoid potential strikes and disruptions to the supply chain. C. Building a partnership with a supplier that has similar ethical policies would lead to better products and services. D. It would allow for better products, more satisfied customers, and working communities that support the growth of the company.

D. It would allow for better products, more satisfied customers, and working communities that support the growth of the company. Creating an ethical supply chain will lead to better products, more satisfied customers, and communities that support the growth of the company. This demonstrates the Ethical Practice competency. A and B are economic, not ethical, arguments. A seeks to manage risks from negative publicity and potential lawsuits; B seeks to avoid costs associated with disruptions to productivity. While C mentions better products and services, it fails to mention the other possible benefits.

Which of the following should HR consider when defining the target audience for a training program? A. Number of training actually trained B. Incentives for completing the training program C. Peer group pressure to learn D. Knowledge and skill of participants

D. Knowledge and skill of participants

The value of workplace diversity programs in the future will be A. Less important as affirmative action diversity quotas disappear B. Less important because the available workforce will already reflect adequate diversity C. More important due to the increasing number of legally protected classes D. More important because the workforce is becoming increasingly diversified

D. More important because the workforce is becoming increasingly diversified

Greater flexibility for employees can be built into a vacation leave program by A. Providing more vacation time B. Assigning leave time based on seniority C. Having supervisors assign leave time D. Reducing the advance notice period

D. Reducing the advance notice period

During a non-work group lunch, an HR person overhears an HR colleague discussion a recent new hire's previous job experiences. The information is not sensitive, nor was the intention malicious. What should the HR person do? A. Ignore the occurrence since it was harmless B. Issue a written warning to protect the organization from potential liability under the Privacy Act C. Warn the employee that this information has been divulged D. Remind the colleague later that it is not ethical to divulge confidential information

D. Remind the colleague later that it is not ethical to divulge confidential information The colleague should be reminded that it is an HR professional's ethical duty to maintain the confidentiality of information gained in this manner. The action probably does not merit discipline and in itself does not pose a risk, although the colleague's habitual sharing of confidential information could pose a risk. Warning the employee may cause unnecessary alarm since the information is not sensitive

A chocolate company has three geographic divisions located in Belgium, Turkey, and Brazil. Each region has a self-sufficient set of functions. What is the primary value of this structure? A. Fewer employees are needed to staff the regions. B. Regions must be small to benefit from this functional approach. C. The centralized approach eliminates conflict D. The regions are more responsive to local conditions.

D. The regions are more responsive to local conditions. A decentralized, geographic approach enables each region to be close to markets and tailor products and services to match customer needs

Which of the following MOST accurately describes global talent acquisition? A. Simultaneously staffing multiple organizations in multiple countries B. Managing talent and skills to meet regional and local goals. C. Localizing staffing practices across differing regions D. Translating strategy into global staffing requirements.

D. Translating strategy into global staffing requirements. A global talent acquisition framework is driven by the organizational strategy and vision, which translates into global staffing requirements that guide the acquisition of talent

Which of the following best supports a business case for employee retention? A. Strong retention programs reduces potential for FMLA, ADA, and workers' compensation litigation B. Education and training expenditures are reduce C. Incentive based rewards are more effective at all organizational levels D. Turnover and talent shortages affect organizational performance.

D. Turnover and talent shortages affect organizational performance.

When is knowledge management MOST effective? A. When it develops new procedures and create organizational policies B. When it focuses on acquiring knowledge from outside sources and solving problems C. When the organization implements change and commits to employee development D. When it focuses on sharing organizational learning and reducing knowledge loss

D. When it focuses on sharing organizational learning and reducing knowledge loss Knowledge management programs typically focus on two key elements: expertise sharing and knowledge retention/reduction of knowledge loss due to employee attrition

An employee posts a message on a social networking site about a new product under development at the company? Can the employee be fired? A. No, the employee has the protection of the National Labor Relations Act B. No, the employee's statement is true C. Yes, if the employee used the company computer D. Yes, if the employee is sharing confidential information

D. Yes, if the employee is sharing confidential information An employee can be fired for sharing confidential company information. The company is best protected by comprehensive policies regarding electronic media.

A multinational organization allows its labor relationship to be managed entirely by the local subsidiary. This relationship is referred to as A. standardized B. laissez faire C. centralized D. hands-off

D. hands-off A hands-off approach is a locally responsive strategy. The industrial relationship is entirely locally managed.