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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Employee Motivation and Development | 20% | - Learning and Development
|
| Topic 2: Strategic Human Capital Management | 20% | - HRM and Business Strategy Alignment
|
| Topic 3: Talent Management Strategies | 25% | - Talent Acquisition and Retention
|
| Topic 4: Performance Management | 25% | - Performance Measurement and Improvement
|
| Topic 5: Maximizing Employee Contribution | 10% | - Organizational Effectiveness
|
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NEW QUESTION # 14
What is a primary focus of global leadership training?
Answer: B
Explanation:
A primary focus of global leadership training is cross-cultural collaboration. In a globalized business environment, leaders must be adept at working with diverse teams across different cultures. Training programs in this area aim to develop skills such as cultural awareness, communication, and adaptability.
These skills enable leaders to effectively manage and collaborate with employees from various cultural backgrounds, fostering an inclusive and cohesive work environment that can enhance global business operations and performance.
References:
Dessler, G. (2020).Human Resource Management. Pearson.
Black, J. S., Morrison, A. J., & Gregersen, H. B. (1999).Global Explorers: The Next Generation of Leaders.
Routledge.
NEW QUESTION # 15
What is a cost associated with avoidable voluntary turnover?
Answer: D
Explanation:
Avoidable voluntary turnover occurs when employees voluntarily leave the organization for preventable reasons, such as dissatisfaction with pay, management, or working conditions. According toHuman Resource Management, 16th Editionby Gary Dessler, one of the most significant costs associated with avoidable voluntary turnover islost talent.
Dessler explains that when experienced and high-performing employees leave, organizations lose valuable knowledge, skills, and institutional memory. This loss can negatively affect productivity, customer relationships, team morale, and overall performance. Additionally, replacing talented employees requires recruitment, selection, onboarding, and training costs, further increasing the financial impact.
Severance pay is typically associated with involuntary turnover, while reorganization and discipline costs relate to internal restructuring or performance management processes. These are not primary costs of voluntary turnover.
Therefore, the key cost linked to avoidable voluntary turnover is theloss of skilled and experienced talent.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Retention, Turnover, and Workforce Planning
NEW QUESTION # 16
Why do employees who exhibit continuance commitment choose to remain employed with an organization?
Answer: C
Explanation:
Organizational commitment is commonly categorized into affective, continuance, and normative commitment. According toHuman Resource Management, 16th Editionby Gary Dessler,continuance commitmentrefers to an employee's attachment to an organization based on theperceived costs associated with leaving, rather than emotional attachment or moral obligation.
Employees with continuance commitment remain because they believe leaving would result in significant economic or social losses, such as loss of salary, benefits, retirement plans, seniority, or difficulty finding comparable employment. Dessler explains that this type of commitment is calculated and cost-based; employees stay not because they want to or feel they ought to, but because they feel they have to.
Close relationships and strong identification with organizational values reflect affective commitment, while moral or ethical obligation reflects normative commitment. Since the question specifically refers to continuance commitment, the correct explanation is theperceived economic or social costs of leaving.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Engagement and Organizational Commitment
NEW QUESTION # 17
Which behavior from a manager qualifies as workplace bullying?
Answer: A
Explanation:
Workplace bullying is defined as repeated, unreasonable actions directed toward an employee that are intended to intimidate, degrade, or undermine them. According toHuman Resource Management, 16th Editionby Gary Dessler, bullying often involvespersistent behaviorssuch as exclusion, isolation, or deliberately withholding information necessary for an employee to perform their job.
Consistently ignoring emails and questions from one specific employee fits this definition because it represents ongoing, targeted behavior that can harm the employee's ability to work effectively and can cause emotional distress. Dessler highlights that bullying is distinguished from occasional irritation or isolated mistakes by its repetitive and targeted nature.
An irritated tone used in response to disruptive behavior may be poor communication but does not necessarily constitute bullying. Accidentally revealing personal information is a confidentiality breach, not bullying.
Documenting negative observations in a performance review is a legitimate management responsibility when done objectively and fairly.
Thus, the behavior that qualifies as workplace bullying isconsistently ignoring emails and questions from one particular employee.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Workplace Fairness and Employee Relations
NEW QUESTION # 18
What must an organization that incorporates an ethics and compliance program that follows the Federal Sentencing Guidelines for Organizations enable all employees to do?
Answer: B
Explanation:
* Federal Sentencing Guidelines for Organizations: These guidelines encourage organizations to implement effective ethics and compliance programs to prevent and detect violations of law.
* Anonymous Reporting: A critical component of these programs is providing a mechanism for employees to report unethical conduct without fear of retaliation. Anonymity ensures that employees feel safe to report misconduct.
* Encouraging Ethical Behavior: By enabling anonymous reporting, organizations foster an environment where ethical behavior is promoted, and issues can be addressed promptly.
* Protection for Whistleblowers: This measure protects whistleblowers from potential backlash and ensures that the organization can identify and mitigate unethical practices effectively.
References:
* Federal Sentencing Guidelines for Organizations, U.S. Sentencing Commission
* Ethics and Compliance Programs: A Resource Guide by the U.S. Department of Justice and the SEC
NEW QUESTION # 19
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