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| Section | Objectives |
|---|---|
| Topic 1: Performance Management | |
| Topic 2: Strategic Human Resource Management | |
| Topic 3: Human Resource Metrics and Analytics | |
| Topic 4: Compensation and Benefits | |
| Topic 5: Employee Relations and Labor Law | |
| Topic 6: Diversity, Equity, and Inclusion in the Workplace | |
| Topic 7: Workforce Planning and Talent Acquisition | |
| Topic 8: Employee Training and Development |
>> New Managing-Human-Capital Exam Question <<
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NEW QUESTION # 20
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 # 21
Which tools are used for the employee-relations functions of human resource management (HRM)?
Answer: D
Explanation:
* Labor Participation Programs: These programs encourage employee involvement in organizational decision-making, promoting better labor relations and a more engaged workforce.
* Employee Surveys: These are tools used to gather feedback from employees about their job satisfaction, work environment, and overall experience within the company. The data collected helps HR identify areas of improvement and address any concerns.
* Purpose in HRM: Both tools are crucial for understanding employee perspectives, improving communication, and fostering a positive work environment, which are central to effective employee relations.
* Benefits: Improved employee relations can lead to higher job satisfaction, reduced turnover, and enhanced organizational performance.
References:
* Society for Human Resource Management (SHRM) resources on employee relations
* Human Resource Management textbooks and best practices
NEW QUESTION # 22
Which scenario illustrates how a human resources (HR) department serves as an internal consultant for managers?
Answer: B
Explanation:
In this scenario, the HR department acts as an internal consultant by providing expert advice and guidance to the manager on handling a specific employee issue-repeated tardiness. The HR department helps the manager understand the appropriate protocol, ensuring that the manager's actions are consistent with company policies and legal requirements. This consultative role supports managers in making informed decisions and effectively addressing workplace challenges.
References:
* "Human Resource Management" by Gary Dessler
* Society for Human Resource Management (SHRM) resources on HR as an internal consultant
NEW QUESTION # 23
How can human resource managers increase procedural fairness in the hiring process?
Answer: A
Explanation:
Procedural fairness in the hiring process can be increased by implementing validated selection methods that are directly related to the job requirements. This includes using standardized tests, structured interviews, and job simulations that have been scientifically proven to predict job performance. These methods ensure that all candidates are evaluated consistently and objectively based on their qualifications and abilities relevant to the job, thereby reducing biases and enhancing the perceived fairness of the selection process.
References:
Dessler, G. (2020).Human Resource Management. Pearson.
Boudreau, J. W., & Cascio, W. F. (2017).Applied Psychology in Talent Management. Sage Publications.
NEW QUESTION # 24
A manager gives an employee a verbal warning for being tardy. The employee arrives late to work one more time the following week.
What is the next step if the manager is using progressive discipline?
Answer: C
Explanation:
Progressive discipline is a structured and systematic approach used by managers to address employee misconduct or performance issues by applying increasingly severe penalties for repeated offenses. According toHuman Resource Management, 16th Editionby Gary Dessler, progressive discipline is designed to give employees clear notice of unacceptable behavior and a fair opportunity to correct it before more serious action is taken.
The typical sequence of progressive discipline begins with averbal warning, followed by awritten warning, thensuspension, and finallyterminationif the behavior continues. In this case, the employee has already received a verbal warning for tardiness. When the employee arrives late again the following week, the manager must move to the next formal step in the disciplinary process. That step is issuing awritten warning, which formally documents the problem, specifies expectations for improvement, and warns the employee of possible future consequences if the behavior persists.
Skipping directly to harsher penalties such as suspension, demotion, or termination would violate the principles of fairness and due process emphasized in effective human resource management. Progressive discipline ensures consistency, legal defensibility, and transparency, while reinforcing organizational standards. Thus, based on established HRM practices, the correct next step after a verbal warning is awritten warning.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Discipline and Employee Relations
NEW QUESTION # 25
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