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| Section | Objectives |
|---|---|
| Topic 1: Analyzing Work and Human Resource Planning | - Workforce Planning
|
| Topic 2: Performance Management and Compensation | - Performance Systems
|
| Topic 3: Employee Relations and Workplace Safety | - Workplace Management
|
| Topic 4: The Role of Human Resource Management in Business | - Organizational Culture
|
| Topic 5: Training and Employee Development | - Employee Growth
|
| Topic 6: Strategic Human Resource Management | - HRM and Organizational Strategy
|
| Topic 7: Legal and Regulatory Requirements | - Employment Laws
|
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NEW QUESTION # 55
Employee A and Employee B are unable to reach an agreement on how to approach a project. Their manager instructs them to sit down and quickly reach a solution that will make both employees partially happy.
Which type of conflict management strategy has the manager instructed these employees to use?
Answer: C
Explanation:
The compromising conflict management strategy involves both parties giving up something to reach a mutually acceptable solution. In this scenario, the manager instructs Employees A and B to find a solution that will make both of them partially happy, which is characteristic of compromising. This approach is suitable when the conflict needs a quick resolution, and both parties have equal power and are willing to make concessions. It aims for a middle-ground outcome that provides partial satisfaction to both parties involved.
References:
* Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Xicom.
* Dessler, G. (2020). Human Resource Management. Pearson.
NEW QUESTION # 56
A manager and an employee go on a lunch break together. The manager tells the employee about another coworker that received discipline. The manager discloses to the employee that the coworker was reprimanded for poor performance.
Which part of this scenario involves an ethical dilemma?
Answer: D
Explanation:
* Confidentiality Breach:The manager discussing the disciplinary actions taken against another employee violates the principle of confidentiality. Disciplinary actions are private matters and should only be shared with those directly involved or authorized personnel.
* Professional Ethics:According to professional ethics, particularly in HR and management, sensitive information about employees should not be disclosed to others who do not have a legitimate need to know.
* Trust and Morale:Such disclosures can erode trust within the team and negatively impact morale, as employees might feel their privacy is not respected.
* Legal Implications:There could be potential legal implications if the disclosed information is used improperly or causes harm to the reputation of the disciplined employee.
References:
Society for Human Resource Management (SHRM) Code of Ethical and Professional Standards HR Confidentiality Policies and Best Practices
NEW QUESTION # 57
A manager and an employee go on a lunch break together. The manager tells the employee about another coworker that received discipline. The manager discloses to the employee that the coworker was reprimanded for poor performance.
Which part of this scenario involves an ethical dilemma?
Answer: D
NEW QUESTION # 58
Which characteristic of an employee demonstrates a strong person-organization fit?
Answer: D
Explanation:
Person-organization fit refers to the compatibility between an employee and the organization in terms of values, beliefs, and culture. An employee who demonstrates a strong person-organization fit shows deep commitment to the organization, aligning their personal values with the company's mission and culture. This commitment often leads to higher job satisfaction, better performance, and lower turnover rates.
References:
* "Organizational Behavior" by Stephen P. Robbins and Timothy A. Judge
* Articles on person-organization fit from the Society for Human Resource Management (SHRM)
NEW QUESTION # 59
Which step could a company take to prevent workplace violence?
Answer: B
Explanation:
Preventing workplace violence requires proactive identification and management of risk factors such as stress, substance abuse, emotional distress, and personal crises. According toHuman Resource Management, 16th Editionby Gary Dessler, one effective preventive measure is tooffer and publicize an employee assistance program (EAP).
Employee assistance programs provide confidential counseling and support services for employees dealing with personal or work-related problems, including stress, depression, financial issues, and family difficulties.
Dessler explains that EAPs help reduce the likelihood that unresolved personal problems escalate into aggressive or violent behavior at work.
By making employees aware of available support resources, organizations demonstrate concern for employee well-being while also reducing safety risks. Fitness centers, performance awards, and professional development opportunities may improve morale or engagement, but they do not directly address the emotional and psychological factors linked to workplace violence.
Therefore, the most appropriate step a company can take to prevent workplace violence is tooffer and publicize an employee assistance program.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Safety, Health, and Workplace Violence Prevention
NEW QUESTION # 60
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