Title: Human Resource Management
Course: Question Banks

Q: ________ is the process of identifying suitable candidates and encouraging them to apply for job openings in the organization.
- Firing
- Training
- Hiring
- Recruiting
A: Recruiting

Q: A major focus of the staffing activities is:
- negotiating group health insurance rates.
- discussing daily operations with line management.
- screening out candidates who are likely to sue the company for discrimination.
- protecting the company from lawsuits by satisfying legal requirements.
A: protecting the company from lawsuits by satisfying legal requirements.

Q: Human Resource Management is a multi-faceted process that includes:
- safety, labor relations, and marketing.
- compensation, health benefits, and accounting.
- Marketing, ethical compliance, and legal compliance.
- staffing, compensation, and training.
A: staffing, compensation, and training.

Q: HR today includes strategic initiatives like:
- product development.
- operations planning.
- financial planning.
- talent management.
A: talent management.

Q: HR departments strive to offer benefits that will appeal to workers, thus reducing:
- the risk of sick employees.
- employee independence.
- the risk of employee disobedience.
- the risk of losing corporate knowledge.
A: the risk of losing corporate knowledge.

Q: HR involves maximizing:
- employment.
- company revenues.
- operational stability.
- employee productivity.
A: employee productivity.

Q: Human resource professionals help Walt Disney World make sure it has enough qualified “cast members” to provide visitors with a “magical” experience. This is an example of:
- how human resource professionals utilize company jargon to make their intentions easy to understand for outsiders.
- how human resource specialists abide by the Americans with Disabilities Act.
- how human resource specialists ensure companies abide by ethics standards.
- how human resource management contributes to business success.
A: how human resource management contributes to business success.

Q: Employment anti-discrimination laws were enacted because people were treated unfairly based on characteristics unrelated to ability. What is the entity that enforces a number of federal anti-discrimination employment laws?
- Department of Housing and Urban Development
- Small Business Administration
- Occupational Health and Safety Administration
- Equal Employment Opportunity Commission (EEOC)
A: Equal Employment Opportunity Commission (EEOC)

Q: A restaurant chain hires two new restaurant managers. One manager is a woman, and one is a man. Both candidates are equally qualified for their positions. The restaurant chain owner wanted to save money and so he offered the job to the woman at a salary $10,000 lower than what he offered the man. This is a violation of The Equal Pay Act of 1963. Which entity, if notified, could enforce the Equal Pay Act of 1963 on behalf of these employees?
- Small Business Administration
- Chamber of Commerce
- Organizational Health and Safety Administration
- Equal Employment Opportunity Commission
A: Equal Employment Opportunity Commission

Q: Gabriela is a geologist working for an oil company. She joined the National Guard and was called to active duty to serve in Afghanistan for a year shortly afterward. The oil company said the job would be there for her upon her return. She served with distinction and upon returning home she contacted her old company. They informed her that the position had been filled and there was no open position for her. If the company does not uphold the USERRA law, Gabriela can call on what organization to fight for her employment rights?
- SBA: Small Business Administration
- EBSA: Employee Benefits Security Administration
- OHSA: Occupational Health and Safety Administration
- EEOC: Equal Employment Opportunity Commission
A: EEOC: Equal Employment Opportunity Commission

Q: HR managers must comply with laws when hiring, promoting, compensating, and firing employees. These laws include:
- Breach of Warranty of Habitability.
- Free and Appropriate Public Education Act.
- The Clayton Act
- Americans with Disabilities Act.
A: Americans with Disabilities Act.

Q: An architectural firm fired an architect after she was injured in a fall and filed a workers’ compensation claim. This is an example of a ________ and is illegal.
- effective firing practice
- regular layoff
- acceptable firing
- retaliatory discharge
A: retaliatory discharge

Q: An employee of a sports franchise is a Seventh Day Adventist. Seventh Day Adventists hold their worship services on Saturday. He has requested Saturdays off, but his requests have been denied. Because the company will not accommodate him, he is filing a complaint with the EEOC based on ________ discrimination.
- racial
- national origin
- cultural
- religious
A: religious

Q: National Labor Relations Act of 1935 legitimized and regulated labor unions. How is this act applied?
- The law forces employees to come to work every day even while negotiating.
- The law includes a right-to-work without joining a union.
- The law forces workers in certain industries to join a union.
- The law enforces collective bargaining in labor-management relations.
A: The law enforces collective bargaining in labor-management relations.

Q: The National Labor Relations Act was created to:
- protect companies from unfair labor practices by unions
- combat corruption in labor unions
- force more workers to join unions
- protect employees from retaliation should they join a union
A: protect employees from retaliation should they join a union

Q: Which law requires employers to maintain workplace conditions and adopt practices reasonably necessary to protect workers on the job?
- Fair Labor Standards Act of 1938
- Family and Medical Leave Act of 1993
- Equal Opportunity Act of 1972
- Occupational Safety and Health Act of 1970 (OSHA)
A: Occupational Safety and Health Act of 1970 (OSHA)

Q: The Family and Medical Leave Act (FMLA) requires organizations to:
- give twelve weeks of paid leave in the event of an adoption or birth.
- give twelve weeks of unpaid leave if an employee needs to provide care to a sick friend who is not related (family).
- give two weeks of paid leave in the event of an adoption or birth.
- give twelve weeks of unpaid leave in the event of an adoption or birth.
A: give twelve weeks of unpaid leave in the event of an adoption or birth.

Q: Under the Americans with Disabilities Act, employers must provide reasonable accommodation to an employee or applicant with a disability, unless this accommodation would cause significant difficulty or expense for the employer. Under this act, which of the following would be true?
- The employer must make accommodations and hire a prospective firefighter, whose job would require him or her to be able to run and perform other physical tasks, even though this prospective employee has a disability and requires the use of a wheelchair.
- An employer must allow an employee, diagnosed with a medical condition that causes uncontrolled seizures, to continue his or her job operating heavy machinery.
- An employer must allow an employee with PTSD to continue his or her warehousing job even though the noises in the facility cause him or her to have frequent panic attacks.
- An employer must provide a chair and shorter working hours, as medically requested, for an employee recovering from Cancer.
A: An employer must provide a chair and shorter working hours, as medically requested, for an employee recovering from Cancer.

Q: Immigration Reform and Control Act of 1986 requires employers to verify the identity and employment authorization of all new hires, whether they are citizens or noncitizens. Employers must:
- ensure that each employee is a citizen of the US.
- ensure that each employee has worked in the US previously.
- ensure that employee was born in the US.
- ensure each employee in the US completes Form I-9.
A: ensure each employee in the US completes Form I-9.

Q: As the new Director of Diversity and Inclusion at your company, part of your job is to educate others in your company about the importance of diversity for your business. What argument might you present to support your case that diversity is good for business?
- A diverse workforce makes it easier for businesses to quickly agree on solutions to complex problems because various ideas are presented.
- In a diverse environment, everyone feels more at ease. People form strong working relationships quickly and can accomplish more due to these relationships.
- A diverse workforce dramatically decreases the amount of interpersonal conflicts.
- Diverse teams lead to more innovative and effective ideas and implementations because diverse perspectives force people to go outside their normal paradigms of operation and consider other perspectives.
A: Diverse teams lead to more innovative and effective ideas and implementations because diverse perspectives force people to go outside their normal paradigms of operation and consider other perspectives.

Q: One of the benefits of diversity in the workplace is “localization.” What does localization mean?
- When diverse employees come together in one location, eventually the employees start to become very familiar with the local environment. They start to fit into the community and act like “locals.”
- This refers to a company that opens an office in a new county and then hires workers from the local community to fill many of the jobs within the business.
- Localization is when an organization only hires workers that are from the community that organization’s headquarters is located in.
- In a global marketplace, a company that employs a diverse workforce is better able to understand the demographics of the various consumer marketplaces it serves.
A: In a global marketplace, a company that employs a diverse workforce is better able to understand the demographics of the various consumer marketplaces it serves.

Q: One of the most common challenges to building a diverse workforce is:
- too much chatting and communicating.
- complex assumptions about other people.
- too many creative ideas.
- culture.
A: culture.

Q: In order to be strategic when participating in the recruiting process, HR professionals must ________.
- make sure each job candidate participates in drug testing
- create a healthy and safe work environment for each employee
- develop custom benefits packages for every new hire
- understand the labor market
A: understand the labor market

Q: Thomas has worked for ABC foods for 8 years as a cashier. He is always punctual, wonderful with customers, helpful to colleagues and often finds creative and effective solutions to problems that arise. When an area manager in the store retired, the company decided that Thomas would be an excellent person to fill that management role. The store director spoke to Thomas and encouraged him to apply for the management position. Thomas applied, went through the interview process and was selected for the management position. This is an example of:
- hiring an external candidate.
- hiring a diverse candidate.
- hiring a risky candidate.
- hiring an internal candidate.
A: hiring an internal candidate.

Q: Sally applied to Harris-Teeter Foods through their website. It took 2 hours to fill out the information online. This is an example of:
- a job advertisement.
- a job fair.
- a personal recruitment.
- online recruitment.
A: online recruitment.

Q: During the screening portion of the hiring process:
- managers develop a list of questions directly related to the job requirements.
- managers conduct a background check to confirm the information presented on the candidate's application.
- managers try to push as many candidates possible to the next hiring stage.
- managers strive to identify the best applicants at the lowest cost.
A: managers strive to identify the best applicants at the lowest cost.

Q: You are interviewing for a job as a barista at the local coffee shop. The manager interviewing you possess the following question: “You made a cup of coffee for a customer just as the customer ordered. When you hand the customer the coffee she says it doesn’t taste right and is not what she ordered. You know that you made exactly what she ordered but she is very certain that something is wrong with the coffee. What do you do?” This question is an example of a:
- behavioral interview question.
- illegal interview question.
- skills-based interview question.
- situational interview question.
A: situational interview question.

Q: In the evaluation portion of the hiring process:
- companies assesses how well the new employee is performing his or her job to see if the company should keep the employee on staff.
- it is conducted by the employee’s manager to provide feedback on performance and set goals for the coming year.
- companies assess how satisfied they are with their staff as a whole.
- companies assess the effectiveness of their selective hiring process.
A: companies assess the effectiveness of their selective hiring process.

Q: Today is Jerry’s first day at his new job as a cashier at the local grocery store. When he arrives in the morning one of his new colleagues explains that Jerry will spend some time watching his colleague use the cash register while the colleague explains what he is doing. Then, after break time, it will be Jerry’s turn to start acting as cashier, with his colleague right next to him to show him how to use the machine properly and conduct transactions with customers. Once he feels confident and learns this new skill, Jerry will be able to operate the cash register on his own. This is an example of:
- off-the-job training.
- professional development.
- personal development.
- on-the-job training.
A: on-the-job training.

Q: Gloria was just promoted to a new job in the assembly department at a small manufacturing company. Gloria’s manager wants her to gain the relevant knowledge, skills, and competencies she will need in order to become a productive member of the assembly team. Gloria’s manager will need to arrange or provide ________.
- overtime for Gloria
- a mentor for Gloria
- professional development for Gloria
- training for Gloria
A: training for Gloria

Q: Susie works as the assistant director in charge of fundraising for a large non-profit organization. Her company is transitioning to a new software system called the “Raiser’s Edge” and Susie has to learn how to use this new program quickly. The CEO decides it would be beneficial for Susie and her staff to go to a special training course for three days to learn how to use this new program. This is an example of:
- on-the-job training.
- professional development.
- mentorship.
- off-the-job training.
A: off-the-job training.

Q: Mike is a lawyer. In order for his law license to remain valid he must complete the required “minimum continuing legal education” hours - essentially keeping current in the field of law by participating in seminars and other learning opportunities throughout the year. This is an example of:
- on-the-job training.
- off-the-job training.
- mentorship.
- professional development.
A: professional development.

Q: Ahmed is a doctor who works both at a hospital and in private practice. He recently heard about a new technology that would allow him to improve medical record-keeping and prescription tracking for his patients. Ahmed is keen to evaluate this technology. What should Ahmed do to learn more?
- Post a comment on social media expressing his excitement about this possible new technology and hope someone will reply.
- Find the name of the new technology and purchase it—then he can figure out how to use it by playing with it a bit.
- Contact a sales rep and ask for a product demonstration.
- Participate in a professional development opportunity—he did hear about a conference coming up about technologies in the medical field.
A: Participate in a professional development opportunity—he did hear about a conference coming up about technologies in the medical field.

Q: When an organization’s employees participate in formal vocational education or technical training leading to a qualification or credential that is required to obtain or retain employment this is known as:
- on-the-job training.
- off-the-job training.
- mentorship.
- professional development.
A: professional development.

Q: The process of performance appraisal normally includes at least one of the following, which would be:
- completing employee tax forms necessary for the business to run smoothly.
- a process whereby the employee rates the performance of their peers on a scale of 1 to 10.
- assessing the ROI of a team’s entire staff.
- assessing the employee’s performance, including rating their strengths and weaknesses in achieving specific goals.
A: assessing the employee’s performance, including rating their strengths and weaknesses in achieving specific goals.

Q: A systematic and periodic process that assesses employee’s job performance and productivity in a specific organization, in relation to certain pre-established criteria and organizational objectives is known as:
- organizational behavior.
- employee engagement.
- talent needs assessment.
- performance appraisal.
A: performance appraisal.

Q: Sarah is an employee at Lala Incorporated, an apparel company. Sarah has been with the company for three years. Every year during the month of May, Sarah meets with her boss, Cathy, to review her performance over the last 12 months as an employee of the company. Cathy reviews Sarah’s goals that were established the previous year, discusses Sarah’s performance and whether she met her performance expectations, and sets goals for Sarah to accomplish over the coming year. This is known as:
- on-the-job training.
- employee assessment.
- professional development.
- performance appraisal or evaluation.
A: performance appraisal or evaluation.

Q: You just received an official job offer. Hurray! The offer states that the company will pay you $60,000 a year. As an exempt employee you understand that you will not be paid overtime even if you work more than 40 hours a week. This is an example of:
- time-rate.
- piece work.
- wages
- salary.
A: salary.

Q: Sabrina works as a shoe salesperson. She is paid a regular hourly rate of $9 per hour plus a shared commission of any sales that transpire while she is working her shift. This is an example of:
- salary plus bonus.
- straight commission.
- Straight wage
- salary plus commission.
A: salary plus commission.

Q: Mila was so excited to finally have a full time job again after a period of sporadic part time work. She was most excited about her new medical insurance, 401(k) retirement plan and the fact that the company will pay for a portion of her child care expenses. These are examples of:
- perks.
- wages.
- bonuses.
- benefits.
A: benefits.

Q: In the United States, the________ is the right of an employer to fire an employee or an employee to leave an organization at any time, without any specific cause. This principle gives both the employee and employer freedom to terminate the relationship at any time.
- mandatory employment principle
- right-to-work provision
- just cause principle
- employment-at-will principle
A: employment-at-will principle

Q: Involuntary termination is:
- resigning from your job—the employee quits the job.
- resigning from your job in order to start working a different job.
- being put on leave pending an internal or external investigation.
- losing your job—the employer fires the employee.
A: losing your job—the employer fires the employee.

Q: Which is true about at-will employment?
- Management must show just cause for termination, and in some cases, they must furnish written documentation to substantiate the reasons for terminating an employee.
- If employees wish to resign, they must supply written documentation to explain why they are leaving their job.
- Employers can force employees to work for them for specified amounts of time such as one year.
- Employers can fire employees at any time and without any reason
A: Employers can fire employees at any time and without any reason

Q: Employees that are terminated may or may not be rehired by the same employer. This is generally dependent on:
- the former employee’s prospects for employment elsewhere.
- whether the employee has an offer from a competitor of the former employer.
- whether or not the employee files an unfair termination claim with the EEOC..
- the relationship the employee had with the employer, the amount of notice given by the employee prior to departure, and the needs of the employer.
A: the relationship the employee had with the employer, the amount of notice given by the employee prior to departure, and the needs of the employer.

Q: Which of the following is a possible reason for a mutual-agreement termination?
- The employer wants the employee to quit but decides to terminate the employee in order to speed up the process.
- The company is downsizing and has eliminated the employee’s position.
- The employee felt they were being treated unfairly by management.
- The termination date was agreed upon in an employment contract before the employment starts.
A: The termination date was agreed upon in an employment contract before the employment starts.

Q: Some legitimate reasons a manager might layoff a high performing employee include:
- because the manager doesn’t like the employee.
- because the employee is expected to take time off to have a baby.
- because the employee has political opinions that differ from the manager’s.
- because revenues are down and they have to downsize—to cut costs by eliminating jobs.
A: because revenues are down and they have to downsize—to cut costs by eliminating jobs.

Q: Employees are most likely to change jobs because of:
- undesirable pay.
- poor work / life balance.
- they get bored and seek change.
- downsizing or the restructuring of an organization.
A: downsizing or the restructuring of an organization.

Q: A year ago, the engineering team at a company got a new boss to oversee them. Things were fine at first, but a few months, there was a disagreement between some of the team and the boss. The boss publicly undermined the team's work on a project to management and continued to micromanage them. The atmosphere continued to be tense and strained a year later. Some of the team interviewed with other companies, two team members received offers and handed in their resignations. This is an example of what human resources would call:
- a company layoff to tighten up resources.
- turnover because of poor work / life balance.
- turnover because of poor employee performance.
- turnover because of a poor relationship with a manager.
A: turnover because of a poor relationship with a manager.

Q: Job turnover is a continual challenge for human resources since it costs money and time to bring new employees into an organization. According to employee job turnover research, which of the following was discovered to be a main reason people leave a company?
- There were too few networking opportunities for employees.
- Perks, such as free food and drinks, were not provided.
- Employees decide to start their own companies.
- The external marketplace had better job opportunities.
A: The external marketplace had better job opportunities.

Q: There are several reasons why employee turnover may be high at some companies. To reduce this high turnover, companies may take a number of steps to retain employees. Some of these include:
- creating an unhealthy work environment.
- helping employees volunteer at local community charities.
- threaten to give employees poor references if they leave.
- offering competitive compensation.
A: offering competitive compensation.

Q: Employees are more likely to continue working for and working hard at companies that:
- have a good location (e.g., close to the employee's home).
- fulfill their need for status.
- provide wellness benefits like free healthy snacks and gym memberships.
- create a positive work environment and recognize employee contributions.
A: create a positive work environment and recognize employee contributions.

Q: Some strategies for reducing employee turnover include all EXCEPT:
- creating a positive work environment.
- involving employees in decision making.
- providing extra benefits such as flextime and subsidized food.
- enforcing a mandatory company exercise program.
A: enforcing a mandatory company exercise program.

Q: In order to recruit and retain personnel, an HR manager must:
- determine the firing process.
- interview for different jobs regularly.
- only hire employees from top universities.
- understand the labor market.
A: understand the labor market.

Q: In managing the recruitment process, an HR manager should identify a pool of qualified applicants by:
- selecting a consistent recruitment strategy for all open positions at the company, and hiring only external candidates.
- evaluating internal candidates only—this will help retain employees because they have an opportunity to be promoted.
- reaching out to top universities and professional organizations and create a list of top candidates from only those sources.
- evaluating and selecting both internal and external candidates based on job specifications which are the result of an analysis of the job/position.
A: evaluating and selecting both internal and external candidates based on job specifications which are the result of an analysis of the job/position.

Q: Area(s) that present a major challenge for human resource management include:
- the lack of a skilled and educated workforce.
- the ability to contain costs and keep wages low.
- the lack of people who want to work full-time jobs.
- employee turnover, increased competition of skilled and qualified workforce.
A: employee turnover, increased competition of skilled and qualified workforce.

Q: What challenge does “big data” bring to HR?
- Concerns over productivity and communication.
- Less of a paper trail for employees, frequently documents are digital.
- Concerns over the privacy of candidate data because HR systems are hacked often.
- Increased pressure for HR to use metrics and in-depth analysis for decision making and to justify return on investment for key expenditures.
A: Increased pressure for HR to use metrics and in-depth analysis for decision making and to justify return on investment for key expenditures.

Q: Some of the new twenty-first century challenges that Human Resources managers deal with include:
- training employees who don’t speak the same language.
- stopping competition from hiring their best employees.
- trying to find software solutions that meet their expanding needs.
- aging workforce, increased diversity, working from home, and advances in technology.
A: aging workforce, increased diversity, working from home, and advances in technology.

Q: Over the next ten years, 40% of the workforce will retire. For an HR manager, implications are that:
- younger generations are smarter than older generations.
- older workers are preferable to younger workers.
- they will have to quickly ramp up their hiring.
- the demographics of the labor pool is changing and there are not enough qualified people to fill those jobs that are left vacant.
A: the demographics of the labor pool is changing and there are not enough qualified people to fill those jobs that are left vacant.

Q: Manteo Machine is a mid-sized manufacturing company that builds customized aluminum components for luxury yachts. They have built a reputation for outstanding quality among their very discerning clientele and have installed their aluminum staircases, railings, towers and riggers onto yachts owned by sports stars, Hollywood icons and business giants. The HR manager sits in her office and looks out into the plant and sees a busy production floor filled with workers, most of whom have been there since the company opened its doors almost 30 years ago. As much as she has come to respect and care for the workers, she shakes her head with worry. Her situation currently being faced by those in the field of Human Resources is an indication that:
- The cost of health care that the business must absorb is lowering as the workforce ages.
- The number of younger workers who are available to replace retiring workers will be more than sufficient to meet the HR needs of businesses.
- Younger workers are not smart enough to replace older workers.
- changing demographics in the labor pool as well as competition for qualified workers are presenting significant challenges to HR managers.
A: changing demographics in the labor pool as well as competition for qualified workers are presenting significant challenges to HR managers.