This test has a time limit of 2 hours.You will be notified when time expires, and you may continue or submit. Warnings appear when half the time, 5 minutes, 1 minute, and 30 seconds remain.
Statutory benefits are:
Optional benefits available to employees.
The organization’s basic benefits package.
Benefits provided under contract by external suppliers.
Benefits required by state and federal law.
Many the personnel departments’ image problems were owing to the performance and behavior of personnel practitioners who were not fully prepared for the times.
The human resources specialty of labor relations was established for the purpose of dealing with labor unions.
Federal and state wage-and-hour laws had little effect on the activities of the personnel department.
A professional employer organization (PEO) provides the means for some smaller organizations to obtain most of their human resource services externally.
The principal role of human resources may best be described as:
Exerting control and direction over other organizational elements.
Serving as the organization’s primary resource on employment-related legal issues.
Providing service and advice to other organizational elements.
Keeping all employees in line with policies and work rules.
The majority of chief executive officers (CEOs) ordinarily expect their human resource departments to:
Supervise recruitment, administer compensation and benefits, and maintain personnel records.
Provide advice and counsel on employee matters.
Keep the organization out of employment-related legal trouble.
All of the above.
The most effective reporting relationship for the human resources director is:
Reporting to the chief operating officer (COO).
Reporting to the organization’s financial executive.
Reporting to the chief executive officer (CEO).
Any of the above.
It is essential that every department manager be intimately familiar with all provisions of the organization’s benefits plans.
All of a health care organization’s training and development activities are usually centralized in human resources.
A health care organization’s employee pension fund is ordinarily managed by an outside specialist rather than by the organization’s HR department.
The payroll office, once a constant feature of HR departments, was removed from HR primarily because:
Payroll became too much work for the human resource staff.
Human resources lost a political struggle with the finance department for the control of the payroll activity.
It was seen as more efficient to have payroll done by an outside service.
The most applicable knowledge and expertise became centered in activities having to do with accounting and finance.
The National Labor Relations Act (1935) established a number of rules for the conduct of both unions and employers in labor organizing and situations.
Under the provisions of the Employee Polygraph Protection Act (EPPA):
At the option of an employer, all job applicants may be required to take polygraph tests.
Routine use of polygraph tests is permitted in organizations that are concerned with nuclear power.
An employee’s failure of a polygraph test must result in the employee’s discharge.
Any employer is permitted utilize polygraph testing as long as the employees to be tested are selected at random.
If the same subject is covered by federal legislation as well as by state laws, the federal law always takes precedence over the state law.
Of legislation in place prior to 1964, the regulations primarily affecting managers:
Affected only those managers working in financial capacities.
Concerned only human resource managers.
Were essentially limited to the Fair Labor Standards Act and the National Labor Relations Act.
It is strongly recommended that all managers describe their management styles in detail to their employees so the employees will know what to expect.
The people-centered manager is must primarily focus on in getting the necessary work done through the efforts of people.
People-centered management is appropriate, and in fact essential for efficient operation, when:
Most jobs are repetitive and routine, requiring the workers to follow the same few specific steps.
The primary concern of the manager is to turn out a predetermined number of product units each day.
When all of the group’s workers are assigned to specific fixed work stations.
Tasks are irregular and varied and output scheduling is difficult.
The most effective managers invest considerable effort in developing a one-top-one relationship with each employee.
- CLICK HERE AND ORDER NOW……………………….