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| Section | Weight | Objectives |
|---|---|---|
| Talent Management Strategies | 25% | - Talent Acquisition and Retention
|
| Performance Management | 25% | - Performance Measurement and Improvement
|
| Employee Motivation and Development | 20% | - Learning and Development
|
| Maximizing Employee Contribution | 10% | - Organizational Effectiveness
|
| Strategic Human Capital Management | 20% | - HRM and Business Strategy Alignment
|
>> Managing-Human-Capital Reliable Test Syllabus <<
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NEW QUESTION # 11
A recruiter requests that an applicant complete a document that requests information about the applicant s medical conditions and the medical conditions of their family members.
Which law did this recruiter violate?
Answer: C
Explanation:
The Genetic Information Nondiscrimination Act (GINA) of 2008 prohibits employers from requesting, requiring, or purchasing genetic information about an applicant or an employee, which includes family medical history. The act aims to prevent discrimination based on genetic information in both health insurance and employment. The recruiter's request for information about the applicant's medical conditions and those of their family members directly violates GINA.
References:
* Genetic Information Nondiscrimination Act of 2008, U.S. Equal Employment Opportunity Commission (EEOC) website
NEW QUESTION # 12
What is an example of the perception of personal loss leading to bias?
Answer: B
Explanation:
* Definition of Perception of Personal Loss:This refers to the feeling that one's own opportunities or status within the organization may be threatened by certain changes or policies.
* Bias Formation:When a manager believes that hiring a diverse workforce will limit future employment opportunities, this belief stems from a perception of personal loss. The manager might feel that their own prospects or advantages are at risk due to increased competition or changes in organizational priorities.
* Impact on Diversity and Inclusion:Such a bias can negatively impact the organization's diversity and inclusion efforts. It can lead to resistance against hiring diverse candidates and maintaining a homogenous workforce, which can limit the benefits that come from a diverse team.
* Addressing the Bias:It is important to educate and train managers to understand the value of diversity, which includes improved problem-solving, creativity, and performance. Overcoming this bias helps create a more inclusive environment that benefits everyone in the organization.
References:
SHRM: Understanding and Managing Bias in the Workplace
Diversity and Inclusion Best Practices by the Human Resources Professional Association (HRPA) Studies on the impact of diversity on organizational performance by McKinsey & Company
NEW QUESTION # 13
What is a benefit of internal recruiting?
Answer: B
Explanation:
Internal recruiting involves filling job vacancies with current employees from within the organization. One significant benefit of this approach is that it enhances employee engagement and morale. When employees see that the organization values their growth and offers opportunities for advancement, they are more likely to be motivated, committed, and loyal. This practice also reduces the time and cost associated with onboarding and training new hires, as internal candidates are already familiar with the company's culture and processes.
References:
* Dessler, G. (2020). Human Resource Management. Pearson.
* Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2019). Human Resource Management:
Gaining a Competitive Advantage. McGraw-Hill Education.
NEW QUESTION # 14
What is an advantage of a pay-for-performance plan?
Answer: A
Explanation:
Pay-for-performance plans link employee compensation directly to individual or organizational performance outcomes. According toHuman Resource Management, 16th Editionby Gary Dessler, a key advantage of pay- for-performance systems is that they serve as apositive reinforcement method, encouraging employees to perform at higher levels by rewarding desired behaviors and results.
Dessler explains that when employees clearly understand that superior performance leads to tangible rewards such as bonuses, incentives, or merit pay, they are more likely to align their efforts with organizational goals.
This reinforcement strengthens the connection between effort and reward, increasing motivation and accountability.
Pay-for-performance does not primarily focus on tenure or knowledge alone, nor does it rely on intrinsic motivation, which comes from internal satisfaction rather than external rewards. Instead, it leverages extrinsic rewards to motivate performance improvements. Therefore, the primary advantage highlighted in human capital management literature is its role as apositive reinforcement mechanism.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Incentive Pay and Employee Motivation
NEW QUESTION # 15
What makes an organization a closed union shop?
Answer: D
Explanation:
Aclosed union shopis a workplace in which employers agree to hire and employonly workers who are already members of a union. According toHuman Resource Management, 16th Editionby Gary Dessler, this arrangement gives unions significant control over workforce entry by restricting employment exclusively to union members.
Dessler explains that closed shops were once common but are now illegal in the United States under the Taft- Hartley Act. However, understanding the concept remains important for distinguishing it from other union arrangements, such as union shops and agency shops. In contrast, a union shop allows nonunion employees to be hired but requires them to join the union after a certain period.
Options involving voluntary union membership or nonunion-only policies do not define a closed shop.
Therefore, the defining feature of a closed union shop is that ithires and employs current union members exclusively.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Labor Relations and Union Structures
NEW QUESTION # 16
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