HCAD 710 Exam 3 with 100% Correct Answers 2023

HCAD 710 Exam 3 with 100% Correct Answers 2023 Discharge - Correct answer-termination with cause, called being fired. happens when employee breaks rules dismissal - Correct answer-occurs for reasons related to performance reducing risk with termination - Correct answer-involve least risk are those which good cause is evident, HR supervisor must ensure policies have been followed, adherence to progressive discipline process is critical, all required documentation must be in place charge of discrimination - Correct answer-must be prepared a member of a protected class may file protection is fair policies consistently applied. must have documentation. employers must have prof of employee wrongdoing unemployment compensation - Correct answer-majority of emloyees who are fired seek unemployment benefits regardless of reason for being let go. nothing to lose. states have legal responsibility to determine eligibility constructive discharge - Correct answer-sometimes will assign extra work to employees to make their lives miserable until they quit. incorrectly conclude problem is solved without cost. significant risks with this. situations to avoid - Correct answer-constructive discharge is a problem when legal complaint filed that like was unbearable, resignation forced under extreme or intolerable conditions. allowed to resign instead of discharged. these expose organization to claims of constructive discharge. reasons for reducing employee counts - Correct answer-excess growth, new technology, reengineering, mergers and acquisitions, layoffs and terminations reeingineering - Correct answer-systematic redesign of a businesses core processes, starting with desired outcomes and establishing most efficient possible processes. incorectly called downsizing, rightsizing, reorganizing, repositioning, revitalizing, and modernizing. synonymous with eliminating jobs mergers, acquisitions and other affiliations - Correct answer-usually means loss of jobs. for profit systems likely to be specialized, not for profit systems are more diversified and carry unprofitable services for the sake of remaining full service to the communities they serve. in some parts of the country alliances and systems have saved rural hospitals but usually there are job losses mergers - Correct answer-lead to reduction in jobs as well as staff positions. managers left have increased control. employees can fear absorption and loss of identity with the other organization. happens even in a merger of so called equals. one organization absorbs another merger afermath - Correct answer-consolidation expenses can be higher, can require a long time to recover expenses through lower operating costs. human side is rarely given sufficient attention. emotional issues that can make or break a merger usually take a distant scond to financial issues supervisors and mergers - Correct answer-successful supervisors maintain a dialogue with employees, keep lines of communication open and provides best information that is available. honesty is an absolute requirement. once possibility of a merger comes out, employees may become uneasy considerations before layoffs - Correct answer-eliminate use of temporary employees, (impose hiring freese, close open positions) allows internal reallocation, if reductions are permanent management should offer voluntary termination incentive such as early retirement. groups or individuals cant be targeted. key employees may leave who goes and who stays - Correct answer-selection for layoff most accomplished by seniority, not a requirement unless contract governs it. seniority is fairest and safest means of determining who is let go and who stays. seniority - Correct answer-can be determined by time in the organzation, time in a dept, time within a particular task or job class or time within a dept bumping - Correct answer-occurs when job is eliminated, persons of greater seniority are allowed to displace or bump persons having lesser seniority frmo their posiins. process continues until person with least authority is laid off. can be simple or extremely complex depending on rules order for layoffs - Correct answer-guidlines governing order of reduction based work status. factors used must be consistent ( application as well) personnel dept should govern staff reductions. policies should be in place well before needed. if employees represented by a union a collective bargaining agreement needs to be in place. union will then decided who is laid off review of layoff plans - Correct answer-hr and legal must asess the layoff plan is not biased. charges of discrimination are likely if there is a pattern of gender, age, race layoffs. goal will be reduced personnel costs but retain best employees. rarely does this happen timing of layoffs - Correct answer-whn over tim morale decreases, teamwork becomes secondary to survival, lost morale replacd with anger, phased in layoffs are easier to administer, for employees more stressful other layoff considerations - Correct answer-most organizations employ a severance policy with layoffs that are permanent,. severance pay based off salary and length of service options to layoffs - Correct answer-severance pay, outplacement assistance, my sign waiver of right to sue. provide no guarantee of no legal action, employees should be given reason for layoffs with details,. surprises should be avoided no easy time - Correct answer-nothing easy about force reduction, managers and HR have easier time. feelings of anger and betrayal are normal. terminated employees face psychological stress and economic hardship trauma of layoffs - Correct answer-can be as traumatic as a death in the family, eap and other resources may be utilized to help ease the transition.. time heals all wounds unemployment compensation - Correct answer-if discharged for cause, not eligible for unemployment. if dismissed for reasons related to performance or laid off , eligible for compensation. any employee free to try to get unemployment. many claims are given favorable determinations. discharged employees citing hardship are frequently granted compensation contested claims - Correct answer-dept manager and HR attends if hearing before a judge, former employee attends, info all provide will be used in decision. will only contest claims that honestly appear unwarranted employee privacy - Correct answer-all terminations should be accomplished in private and near end of the work day. terminated employees allowed as much dignity as possible. must consider trust and caution closure - Correct answer-many companies have policy dismissed employees must be accompanied when returning to work stations/ HR collects keys, id cards and other company property. security delete access codes escorting employees - Correct answer-discharged employees should be escorted out of the building, occasionally should require presence of security. security should be discrete but ready outplacement - Correct answer-outplacement services often extended as part of service agreement made with manager or professional employee/ services that help prepare resumes, initiate job searches and secure employment. assistance toward new employment can be provided and will lessen feelings of betrayal or abandonment that employees experience when laid off. HR followup - Correct answer-should discuss issues related to benefits with departing employees, COBRA should be discussed and show how to apply for coverage. Unemployment should be discussed if applicable, secure signed release to give out reference info. explains how remaining vacation and sick time will paid out and who to talk to if any questions. survivors of reductions - Correct answer-need to keep organization running and pick up slack, thing of themselves as survivors, can feel overworked and overwhelmed more about survivors - Correct answer-can experience guilt, distrust management and wonder about own security, experience decrease in morale , productivity and employee loyalty survivors aftermath - Correct answer-critically needed staff may be lost due to insecurity of environment. feel more loyalty to occupation rather than to organization, if reduction in staff follows motivational program, effect is more demoralizing new organizational equilibrium - Correct answer-decreases in morale are followed by decrease in production. hr and management can provide valuable support to survivors, overarching goal is to allay fear and change focus of employees,supervisors must maintain close communications during reduction in force defining the problem - Correct answer-leaders should use resources effectively and efficiently to support and an organization and further its mission. board of directors is responsible for oversight and policy making for the organization. CEO is responsible for policy implementation and day to day operations setting the stage - Correct answer-ceo had been promoted to position, previous ceo had been removed. new ceo worked to reuild board and staff relations to rectify problems, renewed team spirit and cohesive relationships were emerging new employee proposed - Correct answer-new position of membership proposed by board member and accepted by the board. once approved, board member proposed past member be contacted/ but was from out of state and served on board prior to present ceos tenure, , board supported this rationalization - Correct answer-current ceo felt compelled to follow boards suggestion. proposed candidate was enthusiastic and had an impressive resume and estalished relationship with organization, hiring would save time and money CEO's mistake - Correct answer-board had responsibility for hiring, evaluation and firing of CEO. CEO had responsibility for filling and maintaining all other positions. ceo felt efforts to search would result in discord among the board. decided to trust the board and recommendation and hird past board member new employee begins - Correct answer-employment offer was accepted and board member relocated. probationary period (6 months) went by ok. after probationary period, insubordination and unwillingness to perform job responsibilites. deteriorated team atmosphere threatened ceos integrity problems mount. - Correct answer-documentation of offenses recorded and filed ( ignoring ceo and policies, using space after being told no, not calling in when late or absent, not performing job duties, not respecting chain of command, removing organization property, reporting inaccurate statements about ceo to board member who recommended him) board was negatively affected by actions moral and ethical issues - Correct answer-ceo had to resolve deteriorating conditions that involved moral and ethical issues, had to respond professionally and convincingly to BOD who had distant and fictionalized view of the situation. board member who proposed new member and new employee called board members behind the scene. during meetings board member was a force to be reckoned with hidden agenda - Correct answer-she was a rogue board member with personal agenda. personality over powered some board members and caused dissension among others. she had strategically placed this past board member to sabotage the organization and ceo. she planned to promote herslf responsibilities and issues - Correct answer-ceo had to staff and maintain cohesive team and use resources effectively and efficiently. moral issue was lying by the newly hired employee and board member competing issues - Correct answer-two conflicts of interest had to be resolved ( organization and board member, best interest of an individual) ceo believed ( golden rule, should assist employees in succeeding position) became delicate balance. BOD was in disarray conflicts - Correct answer-ceo had conflict of confidentiality, had to help employees understand enough to keep them focused on the mission and not become frustrated, . had to be balanced with document fact of a long term personal relationship between new employee and board member focus - Correct answer-had to keep employees focused on moving organization forward, ceo had to remain professional and not rely on personal business, . keep focused on truth. resolution- healing and lessons learned in painful process moral and ethical principles - Correct answer-applying 3 foundational ethical themes ( justice, caring, critique) ethic of critique continually questions situation and decision making process, ethic of justice asks questions about governance, ethic of caring focuses on demands of relationships from standpoint of actual regard ethic of critique - Correct answer-questions to be addressed- how did organization get to present situation, components reach present situation? what is motivator, history who holds official and unofficial power ethic of justice - Correct answer-what steps would successfully resolve present problem, sanctions appropriate for acting inviolation of what has been implemented as acceptable business behavior, was ignoring the problem an option. when guidelines ignored a price must be paid. ethic of caring - Correct answer-postulates level of caring that honors the dignity of each person and desire to see that person actualize a fully human life. relations must be considered( ceo and new employees, ceo and staff members, ceo and organizational members) important principles - Correct answer-equal respect ( golden rule)- benefit maximization ( trading welfare of some for welfare of others) balancing conflicts - Correct answer-ceos personal code of ethcics was a major factor in choices that were made. did not provide consistent responses when looked at from perspective of each relationship group, conflicted with principle of benefit maximazations. ceo faced challeng of finding acceptable balance for these conflicting rights and interests reality - Correct answer-ceo had to resolve problem of nunethical behavior displayed by unofficial leader of the board/ unethical leader was using charisma and influence to gain power corrupting influences of power - Correct answer-3 influences of power ( power is desired end an sought at any cost. holding power tempts unethical leader to use and organizations resources for self benefit. basis for false feedback and exalted self worth creatd. corresponding devaluation of others worth and avoidance of close contact with them) responsibilities - Correct answer-BOD is responsible for board member actions and sanctions, ceo responsibl,e for supporting the president of the board and execjutive committee by providing factual and timely info. As member of the board, ceo is responsible for providing data to board members so they can make decisions that are in the best interest of the organization analysis, ethical decision making - Correct answer-ceos duty to individual employees involves caring and helping subordinates grow. can choose to work with a problem employee. all decisions must be in accordance with established and provide course of action and support ceos personal code of ethics. true cost would be prolonged continuation of unsatisfactory job performance. benefit would be salvaged employee utilitarianism - Correct answer-compelling CEO to support actions that produced the greatest good for greatest number of individuals. terminate new employee but action conflicted with ceos personal code of ethics and miht lead to greater disarray on board of directors by terminating one of their own without extraordinary interventions being exhausted. rapid response might salvge some of the team atmosphere or allow a competent replacement to start addressing the workload that was accumulating. considerations - Correct answer-ceo was partly responsible for the situation by not following etablished policies and procedures for new hire. if reference had been checked it could have been avoided. board must bear responsibility ( didnt give known info and allowed board member to micromanage) need for resolution had to be a joint effort immediate problem - Correct answer-CEO had to establish a functional office team. lies constitute a grave breach of trust, trust is paramount, achieving teamwork, if an employee has no desire to be part of team everyone will fail The decision - Correct answer-CEo chose to terminate the employee in strict accordance with organizatios policies and procedures. this resulted in harm to one person, benefit for other staff members and benefit for the organization. allowed organization to minimize its losses and move on to hire a more qualified employee benefits from following procedures - Correct answer-documentation of reviews, corrective action steps and disciplinary actions protect the organization from liability an provides the board of directors with unquestionable reason to support ceos actions. decision required board to clearly separate responsibilites outcomes - Correct answer-board had to sanction and eventually remove board member who refused to abide by organizations policies. im their actions the board and ceo upheld duty to themselves to staff and organization post script - Correct answer-ignoring problem employee was never an option. such an action had possibility of ceo quitting.. people thanked ceo for not resigning and sparing organization pain and possibility of permanent damae why workers join unions - Correct answer-workers seek protection, sr managers make wrong assumptions about employees, common error is to assume main goal is economic. another error is to believe employees are lazy and must be constantly supervised real reasons - Correct answer-insecurity and lack of communications are significant drivers, employees want someone to listen to them, if workers think they arent being heard they will tun elsewhere, union organizers are very willing to listen nothing heard: all is well - Correct answer-classic error i if you hear nothig negative all is fine. information does not readily travel upward in the organizational structure. most sr managers know little about whats going on with people at the bottom