ASSESSMENT
A nonexempt employee makes $20/hour and works 46 hours in a week. The organization pays nonexempt employees 1.5 times their regular rate of pay when they work more than 40 hours in a workweek. What are the employee's gross earnings for the workweek? $920.00 $980.00 $1,320.00 $1,380.00
$980.00 RATIONALE 40 hours at regular rate + Remaining hours at 1.5 times regular rate (40 x $20) + (6 x (1.5 x $20)) = $800.00 + (6 x $30) $800 + $180 = $980.00 For more information, refer to Module 4, Responsibility 3, Section 4.
What is the weighted average of the following salaries? $20,000 (2 incumbents) $30,000 (1 incumbent) $35,000 (2 incumbents) $40,000 (1 incumbent) $25,000 $30,000 $31,250 $35,000
30,000 RATIONALE The weighted average takes into consideration the number of incumbents who receive each salary. ($20,000 x 2) + ($30,000 x 1) + ($35,000 x 2) + ($40,000 x 1) = $180,000; $180,000 / 6 = $30,000. For more information, refer to Module 4, Responsibility 2, Section 3.
Which of the following organizations might benefit most from a temp-to-hire program? An organization that has had difficulty in finding and keeping a receptionist An organization whose business fluctuates from season to season An organization that does not have sufficient HR staff to administer payroll and benefits programs An organization that needs highly technical workers for one- to two-year assignments
An organization that has had difficulty in finding and keeping a receptionist Rationale An organization that has difficulty finding staff might benefit most from a temp-to-hire program. In this case, the organization can try out an employee, offering a position only when there is a good match between employee and job. An organization that does not have sufficient staff to administer HR programs might try leasing or outsourcing arrangements, while employers whose business fluctuates from season to season are probably best off hiring seasonal workers who will work only during the peak times. For more information, refer to Module 2, Responsibility 7, Section 8.
Based on comments in several exit interviews with employees from a specific department, an HR manager recommends additional management training to the department manager. The manager challenges this conclusion, claiming skills comparable to those of any other manager. What metrics could be used to support HR's interpretation of the situation? Results from the annual anonymous employee survey Comparison of demographics of employees in this department with a control group Analysis of turnover rates in comparable departments Comparison of department wages with average department wages
Analysis of turnover rates in comparable departments RATIONALE Turnover rates might show a disparately larger number of resignations from this department that could not be explained by other factors, such as workload or work type. An anonymous survey could not support department-level analysis. A difference in demographics or wage levels might not reflect on the manager but on the type of work done. For more information, refer to Module 5, Responsibility 4, Section 4
Which of the following would be MOST helpful to an organization in obtaining commitment from managers when planning major changes with the performance appraisal process? Evaluate the OD effort. Have HR coach the managers on the use of the new process. Ask the managers what changes they think should be made. Conduct intergroup activity interventions.
Ask the managers what changes they think should be made. Rationale The first stage of designing an OD intervention requires determining the target audience's readiness for the upcoming change. In this case, soliciting management's input is a way to diagnose their readiness and obtain commitment. Then, managers could be involved in the design, implementation, and evaluation of the new performance appraisal process. For more information, refer to Module 3, Responsibility 2, Section 5.
A knowledge-based organization is highly decentralized, with many small offices and many employees working remotely. Employees are task-oriented. What would be the best way to measure employee attitudes here? Focus groups Brief online survey Open door policy Mail-in, 30-item survey
Brief online survey Rationale An online assessment that could be completed and returned quickly, conveniently, and from a distance would be best. In a knowledge-based organization, the employees are probably technologically proficient and would prefer a brief online survey. An open door policy does not ensure a representative sample of attitudes. Focus groups will be impractical, given the organization's structure. For more information, refer to Module 5, Responsibility 4, Section 4.
Which of the following practices would help an organization collect the most useful information during an exit interview? Focus solely on the employee's reasons for leaving. Ask people to fill out a questionnaire and mail it to an anonymous mailbox. Carefully select the individual doing the interview on behalf of the organization. Have the employee's manager participate in the process.
Carefully select the individual doing the interview on behalf of the organization. RATIONALE Results will be influenced by the skills of the interviewer. HR may assume the role, but whoever does the interview should be objective and unbiased. For more information, refer to Module 2, Responsibility 17, Section 11.
An organization is having difficulty hiring engineers, yet their pay survey data indicates that they are paying 10% above the average for such employees. Which of the following options is the FIRST step the organization should take? Raise the starting salary for engineers. Offer current employees a bonus for successful referrals. Check when the data was gathered. Look to other recruitment sources and offer a signing bonus.
Check when the data was gathered. Rationale The organization needs to be sure that the data is accurate and timely. If it is outdated, they need to adjust it accordingly. For example, if inflation is 4% and the data is three years old, they are actually offering less than average. Once they have adjusted the starting salary, they may also want to look at other recruitment sources, offer signing bonuses, and ask current employees for referrals. For more information, refer to Module 4, Responsibility 5, Section 5.
A manufacturer experiences markedly lower capacity in one plant. The plant does not differ significantly in equipment, workforce size and skill, or processes. How could HR best assist operations in correcting this? Deliver quality training to plant supervisors. Collect and disseminate best practices from other plants. Review parts supplier management practices. Conduct a needs analysis in this plant.
Conduct a needs analysis in this plant. Rationale Capacity is a problem in achieving an expected level of output. Since lowered capacity can result from many factors, likely causes should be identified before applying solutions—such as quality programs, revised procedures, or training. HR can help operations by conducting a needs analysis to identify potential causes. For more information, refer to Module 1, Responsibility 4, Section 4.
Which of the following would be classified as an involuntary payroll deduction? Contributions to a flexible spending account Insurance premiums for medical and dental plans Court-ordered child support payments 401(k) contributions
Court-ordered child support payments RATIONALE A deduction, in the broadest sense, is any reduction from gross pay applied to an employee's paycheck to derive net pay. Deductions can be involuntary (required of the employee without his or her consent) or voluntary (initiated by the employee). For more information, refer to Module 4, Responsibility 3, Section 4.
An organization risked customer data when an employee had a laptop stolen from a locked car. What would be the most effective policy change to prevent similar events in the future? Customer data must not be removed from the work premises. All customer data must be stored on a removable flash drive, not on a computer's hard drive. All laptops must be secured with a unique password. Customer data must be stored in an encrypted format.
Customer data must be stored in an encrypted format. RATIONALE Customer data should be securely encrypted whenever it is stored on a device that leaves the premises. It is unreasonable and probably unproductive to prohibit use of data off premises. Passwords can be circumvented, and small flash drives can easily be lost. For more information, refer to Module 6, Responsibility 9, Section 6.
A supervisor hires a new employee, and, by the end of the first month, the employee is having performance problems. What is the FIRST thing the supervisor should do? Discuss performance issues with the employee. Put the employee on probation. Ask HR to terminate the employee. Place a written warning in the employee's personnel file.
Discuss performance issues with the employee. Rationale The first thing the supervisor should do is have an honest discussion with the employee. Performance discussions should be held when needed, not just as part of a yearly performance appraisal. The employee must understand what is expected and why present performance is not adequate. For more information, refer to Module 3, Responsibility 6, Section 8.
Which of the following statements BEST defines due process in discipline for a dischargeable offense? Due process is designed to communicate and protect an employee's Weingarten rights in a unionized workplace. Due process ensures that discipline cases for dischargeable offenses are reviewed by an attorney before action is taken. Due process is a feature of a progressive discipline system that incorporates peer review. Due process is designed to ensure th
Due process is designed to ensure that disciplined employees are treated fairly and afforded an opportunity to defend themselves. RATIONALE Due process is a principle that ensures that employees are informed of expectations and the consequences of failure to meet those expectations, are treated fairly and factually, and are allowed an opportunity to defend themselves and appeal the decision. Due process does not explicitly require peer review, nor is it limited to the setting of a unionized workplace. An attorney's review may be advisable but is not required to have fulfilled the obligation of providing an employee due process. For more information, refer to Module 5, Responsibility 7, Section 6.
Which of the following provisions in an employment contract is the most difficult to enforce? Employee behavior after termination Vacation and sick leave Employee grievance procedures Health benefits
Employee behavior after termination Rationale In terms of governing an employee's behavior after employment has ended, employment contracts can limit the ways in which an employee may use confidential or proprietary employer information or restrict the employee's right to compete with the employer. However, such noncompetition agreements are generally difficult to enforce. For more information, refer to Module 2, Responsibility 13, Section 9.
Which of the following activities is MOST likely to protect sensitive corporate data? Backing up data off site Encrypting employee computers and network communications Requiring polygraph testing Allowing data transfer to mobile devices
Encrypting employee computers and network communications RATIONALE Sensitive data can be protected by encrypting employee laptops, desktops, and network communications to ensure secure storage and sharing of confidential information. For more information, refer to Module 6, Responsibility 10, Section 6.
Which part of a job description explicitly states how an individual is to perform the job and can provide guidance as to whether the job can be performed with or without accommodation? Performance standards Essential functions Job status Job summary
Essential functions Rationale Essential job functions are those fundamental job-related duties that are necessary to a given position. As part of a job analysis, an employer should determine whether job functions are essential or marginal. For more information, refer to Module 2, Responsibility 4, Section 6.
Which of the following talent management training activities is best for senior managers? University courses Executive coaching Training seminars Conferences
Executive coaching RATIONALE Executive coaching may be the most effective means of developing talent managers at senior levels of the organization. Sessions can be tailored to the executives' needs and time restraints. For more information, refer to Module 3, Responsibility 9, Section 8.
What is a key reason for using technology to present benefits information? Facilitates access for employees, their spouses, domestic partners, parents, and dependents Improves satisfaction because plan participants are more knowledgeable Provides interactive features to explain complicated benefit areas Reduces the chance of outsourcing benefits administration
Facilitates access for employees, their spouses, domestic partners, parents, and dependents Rationale Benefits can help retain employees but only if employees know and take advantage of what the organization offers. Online access helps to engage those individuals using the benefit programs. For more information, refer to Module 4, Responsibility 7, Section 11.
Which of the following statements about EEO reporting requirements is true? The EEO report includes a breakdown on employees by race, gender, national origin, and sexual orientation. Form EEO-1 is due by September 30 of each year. Nonfederal contractors file an annual EEO report on a voluntary basis. All employers with at least 50 employees must file an annual AAP.
Form EEO-1 is due by September 30 of each year. Rationale Employers with 100 or more employees and federal contractors with at least 50 employees and federal contracts of $50,000 during a 12-month period are required to file an annual report. The report is due by September 30 of each year. The annual reporting form varies by industry and includes a breakdown of the workforce by race and gender. For more information, refer to Module 2, Responsibility 1, Section 3.
How can a benefits needs assessment improve an organization's ability to offer phased retirement and recruit and retain workers past traditional retirement age? Effective benefit communication strategies can be identified. Gap analysis and utilization review can identify what is important to older workers. Data collected will identify which employees can use Medicare as a primary health insurance provider. Strategies can be evaluated to facilitate knowledge transfer processes.
Gap analysis and utilization review can identify what is important to older workers. RATIONALE Assessment data should enable HR to develop a benefits package that is affordable to the organization as well as valued and used by older workers and other organizational employees. For more information, refer to Module 4, Responsibility 4, Section 5.
Grouping separate activities as a unit rather than individually is a possible limitation of which of the following appraisal methods? Graphic rating scale Essay Checklist Critical incident
Graphic rating scale Rationale The most commonly used category rating method is the graphic scale. The appraiser checks the appropriate place on the scale for each task listed. The limitation of this method is that sometimes separate activities may be grouped together and rated as a unit rather than individually. For more information, refer to Module 3, Responsibility 6, Section 8.
What should be done after an employee has admitted to substance abuse and agreed to seek professional help? The appropriate law enforcement officials should be notified. HR should ask the employee to submit to periodic drug testing. HR should monitor the situation to ensure that the employee is in treatment. The supervisor should put the employee on probation.
HR should monitor the situation to ensure that the employee is in treatment. RATIONALE The HR professional has a right to know that the employee is actually getting professional help but must maintain the confidentiality that exists between the employee and the counselor while showing the employee respect and support. The other options are punitive and are used only when other employees are in danger, treatment is refused, or substance abuse continues to be a problem even after intervention. For more information, refer to Module 6, Responsibility 5, Section 5.
A manager visits a subordinate's page on a social media Web site and sees there several insensitive remarks about minority coworkers. What is the manager's best course? Have a private conversation with the subordinate about expected behaviors. Ignore the situation since it is a matter of free speech. Revise policies to prohibit work discussions on social media Web sites. Issue a written warning to the employee for unprofessional behavior.
Have a private conversation with the subordinate about expected behaviors. Rationale An organization's policies can restrict employees from slandering the organization or disclosing proprietary information, but it cannot otherwise discipline for or control non-work speech. In fact, such actions could be seen as violating an employee's rights under the National Labor Relations Act. The manager should take the opportunity, however, to explain how these statements conflict with the organization's standards and undermine a positive work culture. For more information, refer to Module 1, Responsibility 10, Section 7.
An organization has made significant investments in recruitment and selection but still experiences high turnover rates among new employees during the first six months. Which of the following practices could improve new-hire retention? Inspire employees to embrace sustainability practices. Implement goal setting during the first month on the job. Increase the opportunity for long-term incentive rewards. Involve experienced employees as role models, mentors, or trainers.
Involve experienced employees as role models, mentors, or trainers. Rationale Assignment of more seasoned employees as role models, mentors, or trainers, shared and individualized learning experiences, and other socialization and onboarding practices help people to get to know one another and can help new hires become embedded in the organization and more likely to stay. For more information, refer to Module 2, Responsibility 15, Section 10.
Which of the following statements about the Labor-Management Relations Act (Taft-Hartley Act) is true? It prohibits employer observation of employees during working hours. It allows employers to file ULP charges against unions. It allows employers to circulate anti-union petitions. It gives preferential treatment to employees who support the union.
It allows employers to file ULP charges against unions. RATIONALE The Labor-Management Relations Act (LMRA), or Taft-Hartley Act, established a balance of power between union and management. Among other things, it allowed employers to file unfair labor practice charges against unions. For more information, refer to Module 5, Responsibility 1, Section 7.
To improve job satisfaction and motivate employees, a supervisor has informed staff that they will be given more independence and the opportunity to review their own work. Which of the following concepts is the supervisor using in this example? Job enlargement Job enrichment Job standardization Job evaluation
Job enrichment RATIONALE Job enrichment increases the depth of a job by adding responsibility for planning, organizing, controlling, and evaluation. This is also known as vertical integration. Examples of actions that increase job depth include giving employees more authority, increasing employees' accountability, and sharing feedback directly with employees. For more information, refer to Module 5, Responsibility 3, Section 3.
An organizational needs assessment focuses on needs of individual employees. gaps in employee learning. KSAs employees need in the future. departmental learning.
KSAs employees need in the future. Rationale An organizational needs assessment identifies skills, knowledge, and abilities employees will need in the future to meet the goals of the organization. For more information, refer to Module 3, Responsibility 2, Section 5.
A support staff employee comes to work with a new look: a pierced lip and eyebrow. Can HR discipline the employee for a violation of the written company dress code? No; any formal discipline violates the employee's rights to freedom of expression. Maybe; if the focus is kept on the business reasons for the dress code standards. No; this employee does not have direct contact with clients. Yes; body piercing is not considered socially acceptable in this work environment.
Maybe; if the focus is kept on the business reasons for the dress code standards. Rationale Companies do retain some rights to expect that employees be groomed and dressed in a manner appropriate for their positions, their workplace, and the community in which they work. However, personal appearance is a matter of personal taste and standards for acceptable business appearance undergo constant metamorphosis. Any dress code policy and enforcement of violations must eliminate the potential for racial, ethnic, or religious discrimination. Further, dress codes must be consistently enforced. Realistically, it is also prudent to consider the level of customer contact and the business reasons for the standards consistent with the company's image. In this case, it may be more appropriate to ask the employee to remove the lip and eyebrow jewelry while at work or when dealing face to face with customers rather than resorting to formal discipline. For more information, refer to Module 5, Responsibility 6, Section 6.
A highly talented and valued employee has a habit of belittling subordinates in meetings, which conflicts with the organization's values. What is the organization's best course of action? Ignore the situation to avoid the risk of losing the individual. Issue a formal warning and include it in the individual's personnel file. Consult with an attorney about grounds for termination. Meet with the individual to reinforce the organization's values and offer coaching.
Meet with the individual to reinforce the organization's values and offer coaching. RATIONALE The organization's failure to correct this behavior can damage morale and productivity. The goal is to retain the individual but change his or her behavior, so discussing the individual's deviation from the organization's expectations and offering coaching is the best first solution. The behavior, if it continues, may become a risk for the organization and at that point may become a discipline matter and possibly a reason for termination. For more information, refer to Module 1, Responsibility 9, Section 7.
Which of the following is an example of disparate treatment? All employees are required to take an intelligence test. Height restrictions are set for all security guards. A neutral staffing practice results in discrimination against protected groups. Members of a protected group are subject to stricter attendance rules.
Members of a protected group are subject to stricter attendance rules. Rationale Disparate treatment occurs when an employee who is a member of a protected group is treated differently from other employees; disparate impact occurs when a neutral practice results in unintentional discrimination for a protected group. For more information, refer to Module 2, Responsibility 18, Section 3.
A company and a union are attempting to arrive at a collective bargaining agreement, but employer representatives refuse to meet at reasonable times and have continually failed to provide information that the union thinks it needs to negotiate effectively. In frustration, the union members strike. Can management legally fire the striking workers and permanently replace them? No, because the employer is guilty of an unfair labor practice. Yes, because the union is guilty of an unfair labor practice. Yes, because the employer may replace workers when the strike is illegal. No, because a union cannot strike until a collective bargaining agreement is in place.
No, because the employer is guilty of an unfair labor practice. Rationale The company is guilty of an unfair labor practice (ULP) by refusing to bargain in good faith and respond to the union's request for information. When an employer is guilty of an unfair labor practice, the employer cannot permanently replace striking workers. At the conclusion of the strike, all striking workers are entitled to return to their jobs, even if that means terminating replacement workers. For more information, refer to Module 5, Responsibility 11, Section 9.
Which of the following would be considered attorney work product? Internal memos identified and preserved at the attorney's request Notes from interviews done at the attorney's request Conversations between attorney and client Motions prepared for a case
Notes from interviews done at the attorney's request Rationale Attorney work product includes reports and notes from investigations and interviews done at the attorney's request. Attorney work product is not subject to discovery (disclosure to the other side in a complaint). Conversations are not work product but are covered under attorney-client privilege and are excluded from disclosure. Preexisting materials identified and preserved as the result of an attorney request for litigation hold are discoverable. For more information, refer to Module 5, Responsibility 9, Section 1.
Many hourly employees do not come back after the first day on the job because they find it disappointing and/or overwhelming. What organizational practice could help to reduce this voluntary turnover? Team building Shift differential pay Onboarding Compressed workweeks
Onboarding. Rationale Onboarding acclimatizes new employees. It is key to creating a positive first impression with a new hire and building engagement. For more information, refer to Module 2, Responsibility 14, Section 10.
The project manager for a new HRIS system has become concerned about required training for managers who will use the new system to recruit and interview job applicants. Half of the managers missed the training, causing the project manager to reschedule and possibly reallocate resources. What is the BEST project planning tool to find out if this training delay will have a negative impact on the critical path of the project? PERT chart Pareto chart Gantt chart Fishbone chart
PERT chart Rationale The PERT chart is the best tool because it identifies which tasks can be delayed if resources need to be reallocated for a critical task. It also graphically follows sequential tasks in the project to determine their impact on the critical path. For more information, refer to Module 1, Responsibility 7, Section 2
A state legislature is holding a last-minute committee meeting on a bill that relates to employee assistance programs and privacy. What would be the MOST efficient way for HR professionals to communicate their position on the issue to the appropriate elected officials? Write a letter. Lobby the official. Place a phone call. Visit the official's office.
Place a phone call. Rationale HR professionals should actively use all of these options for communicating with their elected officials. However, in this instance, time is the mitigating factor. In order for HR professionals to have their voice heard in the fastest and most efficient way possible, placing a phone call should be the chosen method of communication. For more information, refer to Module 1, Responsibility 15, Section 10.
Management announced a new policy on the use of overtime. What is the best way to implement this policy? Provide policy training for managers and supervisors. Distribute video presentations of the policy to all employees. Create procedures for documenting the need for overtime use. Use test cases to evolve workable procedures.
Provide policy training for managers and supervisors. Rationale The best way to implement this new policy is to ensure through training that all managers and supervisors understand the policy and how it affects their decisions. Part of this training might be documentation procedures and explanations for why the policy is necessary, but explaining a reason and developing procedures will not be enough to effect change in manager/supervisor behavior. Using test cases to develop rules and procedures will take time and may create inconsistency. For more information, refer to Module 5, Responsibility 5, Section 5.
What event allows an alternate payee the right to receive all or some portion of a participant's benefits from a retirement plan? Lack of safe harbor for phased retirement Qualified domestic relations order (QDRO) Nondiscrimination requirements outlined in the plan Legal separation or divorce decree
Qualified domestic relations order (QDRO) Rationale Under most circumstances, the Employee Retirement Income Security Act (ERISA) and the Internal Revenue Code offer assurance that a participant's retirement benefits will remain available to provide financial support during retirement years by making it illegal for benefits to be assigned to another person. One important exception allows pension benefits to be assigned under a QDRO. A QDRO is any judgment or order that relates to the provision of child support, alimony payments, or marital property rights to a spouse, former spouse, child, or other dependent of a participant and is issued under state domestic relations law. For more information, refer to Module 4, Responsibility 6, Section 5.
A national nonprofit wants to partner with community-based organizations to distribute emergency aid quickly. What is the most likely source of risk for this enterprise? Reliability and integrity of partners Increased costs Donor perceptions Adequate supplies
Reliability and integrity of partners Rationale The most likely source of risk is the ability of the local partners to fulfill the task reliably and honestly. Lessening this risk calls for careful screening and selection of partners. Costs would probably decrease, and donations and supplies would probably not be affected by a change in distribution practices. For more information, refer to Module 1, Responsibility 17, Section 7.
Which of the following items should always be included in an offer letter? Status (full time, part time, regular, temporary, specific duration) Summary of the organization's reimbursement process Noncompete covenant Severance provisions
Status (full time, part time, regular, temporary, specific duration) Rationale An employment offer makes the hiring decision official and is formally communicated through an offer letter. Employment offers must be worded carefully, and they should clearly state the terms of the offer. Status is one of the items that should be specified. For more information, refer to Module 2, Responsibility 12, Section 9.
Which of the following is true of telecommuting? Telecommuting reduces turnover. Telecommuting decreases feelings of expendability. Productivity losses have been consistently reported. Workers' compensation does not apply to telecommuters.
Telecommuting reduces turnover. Rationale Telecommuting has reduced turnover in many situations due to the flexibility it affords workers. However, if not managed properly, telecommuters can feel isolated from the organization and vulnerable to layoffs. For more information, refer to Module 5, Responsibility 3, Section 3.
An organization with both unionized and nonunionized workers negotiates a union contract that includes additional payments and benefits for employees choosing early retirement. In exchange, starting wages are lowered by 10%. The overall effect will be a long-term reduction in payroll costs. What should HR say about the proposed contract? The contract terms may legally be claimed by the organization's nonunionized workers as well. The deal may cause similar expectations among nonunionized employees. Worker output will probably increase. It will not produce the expected decreases in labor costs in the affected units.
The deal may cause similar expectations among nonunionized employees. Rationale The proposed contract may cause similar expectations among nonunionized employees and create ill will and possibly lead to resignations among this group. While they have no legal claim on the benefits of this union contract, they may feel the organization can afford to extend the terms to them as well. It would appear that the contract aims at replacing older, more highly paid workers with younger, lower paid workers, which will lower labor costs in the long run, although there will be additional costs at first for recruiting, hiring, and training. Output will probably decline until these new workers attain the same level of expertise. For more information, refer to Module 1, Responsibility 11, Section 4.
An independent training consultant copyrights training material. What is the period of protection that the copyright provides? The life of the training consultant plus 70 years The life of the training consultant plus ten years 95 years 125 years
The life of the training consultant plus 70 years RATIONALE The copyright has a duration of the life of the consultant plus 70 years. For anonymous works and works made for hire, the period of protection lasts for 95 years from the first year of publication or 120 years from the year of creation, whichever expires first. For more information, refer to Module 3, Responsibility 1, Section 1.
Which of the following is a reason for a company to adopt a philosophy of managerial centralization? The organization needs collaboration among operating units. The organizational tasks are unique to the product and market factors of each operating unit. The staff of the organization's operating units is competent to perform organizational tasks. The organization's operating units have conflicting goals and strategies.
The organization's operating units have conflicting goals and strategies. Rationale Centralization is the degree to which decision-making authority is restricted to higher levels of management. Centralization is recommended when there are conflicting goals and strategies among operating units, there is a need for corporate-level economy of scale and uniform policy, or there are economic benefits in performing the work centrally. For more information, refer to Module 1, Responsibility 1, Section 4.
An employee is 30 minutes late, a first-time occurrence. An hour later, the supervisor comes to the employee's cubicle. After ten minutes of conversation about non-work topics, the supervisor raises the issue. The employee describes at length a problematic child-care situation, and the two discuss possible solutions. How could this disciplinary meeting have been improved? The supervisor should have waited for a second occurrence before acting. The supervisor should have described future disciplinary steps if the employee is late again. The supervisor should have avoided discussion of the cause and not engaged in problem solving. The supervisor should have gotten to the point more quickly and limited time for explanations and excuses.
The supervisor should have gotten to the point more quickly and limited time for explanations and excuses. RATIONALE The supervisor was right to address the infraction promptly and avoid future problems, but the supervisor should have gotten quickly to the point. Laying out the disciplinary system now would be excessive and create unnecessary stress for both. While the employee should be given a chance to speak, the focus should be on solutions, not excuses. For more information, refer to Module 5, Responsibility 6, Section 6.
Sexual harassment is prohibited because it is a violation of affirmative action regulations. Title VII of the Civil Rights Act of 1964. the Pregnancy Act of 1974. Executive Order 17066.
Title VII of the Civil Rights Act of 1964. RATIONALE Sexual harassment is prohibited by Title VII of the Civil Rights Act. For more information, refer to Module 2, Responsibility 1, Section 1.
Why is a records retention schedule a critical component in records management? To facilitate access to records needed for operational guidance To reduce training costs for employees involved with record keeping To ensure consistent administration and compliance with government requirements To ensure adequate storage space for employees to store personal computer files
To ensure consistent administration and compliance with government requirements RATIONALE A records management program helps to ensure that an organization files reports in a timely manner with the appropriate federal and state agencies and maintains evidence of such records for the required periods of time. Properly filing reports and maintaining records and regularly disposing of files at the end of the required time periods helps to protect the security and privacy of employee-related records while reducing the possibility of governmental fines and litigation exposure. For more information, refer to Module 2, Responsibility 19, Section 12
Which of the following should be considered when evaluating the long-term effectiveness of a recruitment program? Cost per applicant hired Turnover rate Time needed to fill a vacancy Quality of applicants
Turnover rate RATIONALE Long-term effectiveness of a recruitment program is measured by metrics such as performance of hires, turnover, absenteeism, and training costs. Short-term considerations include quantity and quality of applicants, cost per applicant hired, and time to fill a vacancy. For more information, refer to Module 2, Responsibility 9, Section 7.
An organization decides to use a lead pay philosophy with regard to compensation. What is most likely to occur as a result? The quality of resumes will decrease. Employment levels will decrease. The total cost of payroll will decrease. Turnover rates will decrease.
Turnover rates will decrease. RATIONALE Turnover rates should decrease as the organization pays higher salaries than the market. Employees should no longer leave the organization for higher wages. For more information, refer to Module 4, Responsibility 2, Section 2.
Which provision of a union contract can help a union with retention of members? Mandatory subjects Automatic dues checkoff Permissive subjects Union security and membership clauses
Union security and membership clauses RATIONALE Most unions prefer a union shop clause that states that when workers take jobs in a specific bargaining unit, they must join the union within a certain period of time. Union membership, in this case, is a legal condition for continued employment and agreed to by management as part of the collective bargaining process. This aids the union in membership retention. For more information, refer to Module 5, Responsibility 11, Section 9.
A full-time employee was on an approved FMLA leave for a serious health condition for 12 weeks, from September 1 to November 30. The employee requests another FMLA leave three months later to care for the birth of a child. Will the employee be eligible for the leave? Yes, because this leave is for a different reason than the first leave. No, the employee may be granted only 12 weeks in any 12 months. Yes, if the employer uses a calendar year vs. a rolling year system for tracking leaves of absence. No, there must be a six-month time period between leave requests.
Yes, if the employer uses a calendar year vs. a rolling year system for tracking leaves of absence. Rationale If the employer uses a rolling year (the clock starts when a leave begins), this employee would not be eligible for leave again until 12 months after the end of the first leave. The calendar year schedule would permit the employee to take the full 12 weeks as soon as a new calendar year begins. For more information, refer to Module 4, Responsibility 1, Section 5.
An emergency response plan should designate one person as the head coordinator. The PRIMARY responsibility of this person during a crisis is to assume authority across department borders. communicate with the media. identify critical documents to be secured. inform external contractors of the nature of the crisis.
assume authority across department borders. Rationale A recovery plan should identify a head coordinator who assumes control, often across department boundaries, and oversees the recovery plan that was developed. This person serves as the point person during the crisis. Other tasks are assigned to those who can handle them most efficiently. For more information, refer to Module 6, Responsibility 7, Section 5.
To be eligible for unemployment compensation, an unemployed worker must be available and actively seeking work. injured in a work-related accident. permanently disabled. terminated for misconduct.
available and actively seeking work. RATIONALE To qualify for unemployment insurance benefits in most states, an unemployed worker must be available and be actively seeking work, must not refuse suitable employment, must not have left the job voluntarily, must not be unemployed because of a labor dispute (except in Rhode Island or New York), must not have been terminated for misconduct, and must have worked a minimum number of weeks. For more information, refer to Module 4, Responsibility 1, Section 6.
In organizations instituting strategic performance management systems, employees should be rewarded equally regardless of the task performed. be evaluated annually rather than on a continuous basis. receive praise and recognition rather than monetary rewards. be told about performance expectations.
be told about performance expectations. RATIONALE The organization must communicate what it wants employees to do, and these behaviors have to be translated into performance standards. When performance standards are communicated, they must be defined so all employees understand the expected behavior. For example, if innovation counts, it must be identified and measured, and employees must be given clear examples of what represents innovation. For more information, refer to Module 3, Responsibility 7, Section 8.
An inexperienced manager believes that a problem employee must be terminated. In this situation, HR should coach the manager on handling problem employees and terminations effectively. handle the termination to ensure that all applicable government regulations are met. conduct a performance evaluation of the employee and encourage the manager to reconsider the termination. be present during the termination to ensure that correct procedures are followed.
coach the manager on handling problem employees and terminations effectively. Rationale It is vital to the continued success of new managers that their judgment be trusted and their skills be developed. Preparing this manager, through coaching, to handle this termination is the best way for HR to assist in the manager's development. For more information, refer to Module 3, Responsibility 9, Section 8.
To assess whether jobs are too narrowly defined and discourage creativity, HR should conduct a job analysis. sponsor a wage survey. rewrite the job specifications and descriptions. complete a job evaluation.
conduct a job analysis. Rationale Job analysis is a systematic study of jobs to determine what activities and responsibilities they include, their relative importance and relationship with other jobs, the personal qualifications necessary for performance of the jobs, and the conditions under which the work is performed. Three key elements included in a job analysis are knowledge, skills, and abilities. It answers questions about whether jobs are properly defined. For more information, refer to Module 2, Responsibility 3, Section 6.
A safety committee is responsible for completing the OSHA paperwork for accidents and illnesses. developing a safety reporting system. providing training for line managers. conducting area safety inspections and evaluating hazards.
conducting area safety inspections and evaluating hazards. RATIONALE The safety committee has an ongoing responsibility for conducting area safety inspections and evaluating hazards. They also review safety programs and recommend improvements. They do not provide safety training or complete OSHA forms. For more information, refer to Module 6, Responsibility 3, Section 3.
A learning curve that describes how most routine tasks are learned is called decreasing returns. s-shaped. a plateau. increasing returns.
decreasing returns. Rationale Routine tasks are learned rapidly at first, and then the rate of improvement slows. Learning to use a computer mouse is an example. For more information, refer to Module 3, Responsibility 3, Section 5.
Training activities differ from developmental activities in that developmental activities have a long-term focus and training activities provide immediate KSAs. developmental activities occur on the job and training activities occur away from the job. developmental activities provide immediate skills and training activities have a long-term focus. developmental activities manage the change process while training activities provide basic skills.
developmental activities have a long-term focus and training activities provide immediate KSAs. Rationale Developmental activities have a long-term focus on preparing for future responsibilities while increasing the capacities of employees to perform their current jobs. These activities are broader in scope than training activities. For more information, refer to Module 3, Responsibility 5, Section 6.
Exempt status would include a manager who makes less than $455 per week. receives overtime pay during a particularly busy work period. directs five people and has hiring and firing responsibility. is docked for less than one full day away from the job.
directs five people and has hiring and firing responsibility. Rationale Managers who manage at least two or more employees and have hiring and firing authority qualify for the executive exemption. For more information, refer to Module 4, Responsibility 1, Section 1.
The primary purpose of a safety self-audit is to assign roles and responsibilities in the event of an accident. ensure employee compliance with the organization's safety programs. eliminate unsafe acts. lower workers' compensation insurance premiums.
ensure employee compliance with the organization's safety programs. RATIONALE A safety self-audit is conducted by an employer to assure the organization that employees are following safety-related policies and procedures. Workers' compensation premiums are most directly affected by an organization's rate of injuries. Being prepared to handle an emergency is a good practice, but it is more related to procedures and training than to an audit. An audit can only capture evidence of compliance or noncompliance. Compliance alone, especially if policies and training are faulty, will not eliminate unsafe acts. For more information, refer to Module 6, Responsibility 2, Section 3.
The ideal role of HR in a termination scenario is to ensure that the employee's interests are presented and protected. act as prosecutor, presenting evidence from the investigation. implement the decisions of immediate supervisors/managers. ensure legal compliance and decrease risk to the organization.
ensure legal compliance and decrease risk to the organization. Rationale HR's role is to ensure a thorough and objective investigation that treats employees fairly while reducing the employer's risk. HR should not be prosecutor or adversary to the employee, nor should it represent the employee's interests first. HR should not simply approve the decisions of other managers/supervisors but should investigate their charges thoroughly and document the appropriateness of the termination. For more information, refer to Module 5, Responsibility 7, Section 6.
Talent management effectiveness is limited by functional silos in the HR department. a stable workforce. regular sharing of departmental information. a high level of employee engagement.
functional silos in the HR department. RATIONALE Talent management requires an open sharing of information and retention and engagement activities that result in a stable workforce. For more information, refer to Module 3, Responsibility 5, Section 6.
An employee who is extremely good at helping customers is not good at completing paperwork. In spite of this, the employee is rated highly in all performance categories. This performance appraisal error is referred to as halo effect. bias. recency. leniency.
halo effect. Rationale The halo effect occurs when an employee's excellent performance in one area causes the appraiser to also give the employee high ratings in all other areas. For more information, refer to Module 3, Responsibility 6, Section 8.
Adult learners are more open to new ideas and alternative options than are student learners. inclined to refer to past experiences and want opportunities to share them. motivated only by intrinsic rewards since self-satisfaction is most important. able to assess their own progress and do not need feedback from the instructor
inclined to refer to past experiences and want opportunities to share them. Rationale Adult learners are experience-based and have a wide variety of experiences to share. However, as a result of these experiences, they may have formed habits and assumptions that make them less open to new ideas. While self-satisfaction is important, so are external rewards. Adult learners want to know how they are progressing and want feedback. For more information, refer to Module 3, Responsibility 3, Section 5.
An advertising firm has experienced significant turnover among its writers. During exit interviews, writers have expressed dissatisfaction with rigid starting times, a lack of recognition for their work, and poor communication between managers and employees. The company can improve communication between management and employees by instituting an employee suggestion system. increasing employee challenges and responsibilities. directing employee concerns to the appropriate channel. providing flexible work hours.
instituting an employee suggestion system. Rationale An effective employee suggestion system can improve communication by offering employees the opportunity to provide management with ideas for improving the workplace or any of its processes. The system should be publicized, and suggestions should be collected and evaluated regularly. Rules and provisions for judging the merits of the suggestions are necessary. Improving communication must be the first step to acting on other concerns, such as flexibility and rewards. For more information, refer to Module 5, Responsibility 2, Section 4.
The PRIMARY goal of onboarding is to increase turnover but retain better quality employees. reduce loyalty to individual departments. allow companies to hire large groups of employees. integrate employees into the organization quickly.
integrate employees into the organization quickly. Rationale Effective onboarding integrates employees into the organization quickly and increases productivity. For more information, refer to Module 3, Responsibility 5, Section 6.
An employee with no statutory employment protection is terminated after three months of employment without cause or warning. This action shows malice on the part of the employer. is an example of negligent hiring. violates the public policy exception to employment-at-will. is acceptable under the common-law concept of employment-at-will.
is acceptable under the common-law concept of employment-at-will. RATIONALE Employment-at-will is a common-law principle stating that employers have the right to hire, fire, demote, and promote whomever they choose for any reason unless there is a law or contract to the contrary. Similarly, employees have the right to quit a job at any time. The public policy exception prohibits firing of employees for exercising their legal rights or fulfilling their legal obligations (e.g., jury duty). For more information, refer to Module 5, Responsibility 1, Section 1.
Employees are given a chance to indicate an interest in an announced position through job analysis. skill tracking. job posting. succession planning.
job posting. Rationale Job posting gives employees the chance to respond to announcements of positions. Skill tracking, succession planning, and job analysis are human resource activities that are not based upon an employee's stated interest in a position. For more information, refer to Module 2, Responsibility 8, Section 7.
A task assessment measures performance reviews of individual employees. future goals of the organization. conditions under which training will be developed. job requirements against employee performance.
job requirements against employee performance. Rationale A task assessment compares job requirements to employee knowledge and skills to identify areas needing improvement. For more information, refer to Module 3, Responsibility 2, Section 5.
A job description includes a bachelor's degree from a college or university and five to seven years' related experience as the education and experience requirements for a senior-level position. This is an example of a(n) essential function. job specification. performance standard. job competency.
job specification. RATIONALE A job specification spells out the qualifications necessary for an incumbent to be able to perform the job. Job specifications often include the experience, training, education, licenses, and certification required. For more information, refer to Module 2, Responsibility 5, Section 6.
Content validity is the extent to which a selection device measures personality traits that are related to job performance. experience as a predictor of job success. differences between good performers and poor performers. knowledge, skills, and abilities used on the job.
knowledge, skills, and abilities used on the job. Rationale Content validity involves testing that determines if employees can complete tasks that are part of the job. For example, a math test for a cashier tests the skills and knowledge needed to perform the job. For more information, refer to Module 2, Responsibility 11, Section 9.
The PRIMARY reason employee handbooks should be carefully reviewed is because they may be viewed by the company's competitors. provide new employees with an impression of the company. may be the primary method of employee communication.
may create an enforceable contract.may create an enforceable contract. RATIONALE While all the answers may be true, the most important reason to review employee handbooks is to avoid inadvertently creating permanent, enforceable contractual obligations. Employees will expect to receive the benefits and follow the procedures outlined in the handbook. Outdated benefits or procedures can create liability for the company. For more information, refer to Module 5, Responsibility 5, Section 5
A defined contribution program to which employers make a fixed contribution based on the employee's compensation is known as a thrift plan. money-purchase plan. profit-sharing plan. stock-ownership plan.
money-purchase plan. Rationale Money-purchase plans require employers to make mandatory payments (a fixed percentage of an eligible employee's compensation) to a retirement plan. For more information, refer to Module 4, Responsibility 6, Section 7.
An alternative dispute resolution (ADR) tool in which an organization determines who will resolve disputes is called ombudsperson. chosen officer. peer review. single designated officer.
single designated officer. Rationale An organization using the single designated officer approach to ADR designates and empowers a specific individual within the organization to investigate and resolve disputes. An ombudsperson cannot settle disputes but may forward them for resolution. In a chosen officer system, the employee selects an arbitrator from a group of individuals. Peer review uses a panel of trained managers and employees to hear and resolve complaints. For more information, refer to Module 5, Responsibility 8, Section 6.
Workforce planning is a technique used to help an organization reach its short- and long-term goals and objectives. One planning technique, the staffing needs analysis, consists of four steps that begin with a supply analysis. demand analysis. gap analysis. solution analysis.
supply analysis. Rationale The needs analysis is a four-step process that begins with a supply analysis (Where are we now?), followed by a demand analysis (Where do we want to be?), a gap analysis (What is lacking?), and a solution analysis (What can we afford?). For more information, refer to Module 2, Responsibility 2, Section 5.
An objective in broadbanding is to decrease the involvement of line managers in salary and promotion decisions. restrict employee movement between jobs. support the de-layering efforts of an organization. enhance the value of ranges in making pay decisions.
support the de-layering efforts of an organization. Rationale Surveys indicate that broadbanding reduces the number of job grades within an organization. This approach can be used to support de-layering efforts, which reduce the number of reporting levels within an organization. For more information, refer to Module 4, Responsibility 2, Section 3.
Health reimbursement accounts are funded by the employee, using pretax dollars. the employee, using after-tax dollars. both employers and employees. the employer.
the employer. Rationale Health reimbursement accounts are employer-funded plans that reimburse employees for eligible and substantiated health-care expenses. The employee does not contribute to the plan. For more information, refer to Module 4, Responsibility 6, Section 8.
OSHA's Form 300: Log of Work-Related Injuries and Illnesses must be completed within seven calendar days of learning of a recordable case. within eight hours of a work-related death. by a person who observed the injury or illness. by every employer who has at least one employee.
within seven calendar days of learning of a recordable case. Rationale OSHA's Form 300 requires employers with 11 or more employees to complete the report for each occupational illness or injury within seven calendar days from the time the employer learns of it. A work-related death or hospitalization of three or more employees must be reported to the nearest OSHA office within eight hours but recorded as indicated here. For more information, refer to Module 6, Responsibility 1, Section 2.