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NEW QUESTION # 37
What is a job analysis?
Answer: D
Explanation:
Job analysis is a systematic process that involves identifying and documenting the essential tasks, responsibilities, and behaviors required for a job. It also assesses the qualifications, skills, and knowledge needed to perform those tasks effectively. The outcome of a job analysis includes detailed job descriptions and specifications, which are used for various HR functions such as recruitment, selection, training, performance appraisal, and compensation.
"Job and Work Analysis: Methods, Research, and Applications for Human Resource Management" by Michael T. Brannick, Edward L. Levine, and Frederick P. Morgeson Society for Human Resource Management (SHRM) guidelines on job analysis
NEW QUESTION # 38
Which factor influences employees' attitudes about workplace safety?
Answer: D
Explanation:
Employees' attitudes toward workplace safety are strongly shaped by leadership behavior and organizational culture. According toHuman Resource Management, 16th Editionby Gary Dessler, one of the most influential factors in shaping safety attitudes ismanagement's visible commitment to safety, particularly through positive reinforcement of safe behaviors and hazard reporting.
Dessler explains that when leaders actively encourage employees to report unsafe conditions without fear of retaliation and recognize those who do so, employees perceive safety as a core organizational value. This perception increases safety awareness, compliance with safety rules, and employee participation in safety initiatives. In contrast, if leadership ignores or discourages hazard reporting, employees may believe productivity is valued more than safety, which weakens safety attitudes.
Factors such as compensation, attendance policies, or career development opportunities may affect motivation or satisfaction, but they do not directly shape employees' perceptions of safety priorities. Leadership behavior sends a powerful signal about what truly matters in the organization. Therefore,positive reinforcement by leadership for reporting potential hazardsmost directly influences employees' attitudes about workplace safety.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Safety and Health
NEW QUESTION # 39
What is a cause of an employee leaving an organization that the organization could have avoided?
Answer: B
Explanation:
Employee turnover can be classified as either avoidable or unavoidable. According toHuman Resource Management, 16th Editionby Gary Dessler,avoidable turnoveroccurs when employees leave for reasons that management can influence or control, such as dissatisfaction with pay, supervision, working conditions, or career opportunities.
Compensation issues are a common and preventable cause of voluntary turnover. Dessler notes that when employees perceive pay as unfair or uncompetitive, they are more likely to leave for better opportunities.
Organizations can address this through market-based pay structures, merit increases, and transparent compensation policies.
In contrast, retirement and pursuing a new career are typically unavoidable, as they are driven by personal life stages or individual career choices beyond organizational control. Performance-related separations are usually involuntary and initiated by the employer rather than the employee.
Therefore, the cause of employee departure that an organization could have avoided iscompensation issues.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Retention and Turnover
NEW QUESTION # 40
Which type of benefit is typically more secure for unionized workers than for nonunionized workers?
Answer: B
Explanation:
Unionized workers typically enjoy more secure benefits compared to nonunionized workers, with guaranteed pensions being one of the most secure. Unions negotiate defined benefit pension plans that promise a specified monthly benefit at retirement, which is often based on factors such as salary history and years of service.
These plans provide financial security for employees upon retirement and are less common in nonunionized workplaces, where defined contribution plans like 401(k)s are more prevalent.References:
* Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2019). Human Resource Management:
Gaining a Competitive Advantage. McGraw-Hill Education.
* Freeman, R. B., & Medoff, J. L. (1984). What Do Unions Do?. Basic Books.
NEW QUESTION # 41
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: A
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 # 42
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