Employment Law Exam Questions
Course Introduction
Employment Law explores the legal framework governing the relationship between employers and employees. The course examines key topics such as employment contracts, workplace rights and obligations, anti-discrimination laws, wage and hour regulations, health and safety standards, wrongful termination, and collective bargaining. Students will analyze relevant statutes, regulations, and case law to understand how employment law shapes modern workplaces and protects both employee and employer interests. Practical applications and contemporary issues in the field will be discussed to equip students with the knowledge to navigate and address real-world employment law challenges.
Recommended Textbook
Human Resource Management 6th Edition by H.
John Bernardin
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14 Chapters
794 Verified Questions
794 Flashcards
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Page 2
Chapter 1: Strategic Human Resource Management in a Changing Environment
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53 Verified Questions
53 Flashcards
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Sample Questions
Q1) The value chain analysis can be used to:
A)refocus the organization on its core competencies and the requirements of the customer base.
B)focus on understanding customer needs and expectations.
C)describe the extent to which a business has a competitive advantage.
D)formulate strategies that place it in a favorable position relative to other companies in the industry.
E)understand customer needs and expectations.
Answer: A
Q2) Strategic capability represents the business's ability to manage organizational systems and people in order to match customer and strategic needs.
A)True
B)False
Answer: False
Q3) One of the six steps for creating a workforce scorecard is to develop supporting HR management and measurement systems.
A)True
B)False
Answer: True
Page 3
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Chapter 2: The Role of Globalization in HR Policy and Practice
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Sample Questions
Q1) Explain the differences between licensing and franchising,licensor and franchiser,and licensee and franchisee.Use examples to illustrate.
Answer: Licensing is when a firm (licensor)leases the right to use its intellectual property (includes patents,formulas,patterns,copyrights,trademarks,brand names,methods,and procedures)or proprietary property to another firm (licensee)for a fee.Pepsi is an example of a licensor.Heineken is a licensee to Pepsi when it buys the right to bottle Pepsi in the Netherlands.Pepsi supplies the syrup,Heineken adds the water.But Heineken cannot alter the Pepsi syrup for the local taste.In franchising,the franchiser sells the right to another firm,called the franchisee,to operate the business under the name of the franchiser for a fee.The difference between a license and a franchise is the control over the operation.McDonald's is a good example of a franchiser.Examples are fast-food chains such as McDonald's,Dairy Queen,Domino's Pizza,and KFC,which have franchised restaurants worldwide.
Q2) What differentiates domestic HR from international HR?
Answer: The domestic and international HR differ in the complexity involved in operating in different countries with different cultures,politics,and laws and regulations.
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Page 4
Chapter 3: The Legal Environment of Hrm: Equal Employment Opportunity
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Sample Questions
Q1) Retaliation is a special form of disparate impact.
A)True
B)False Answer: False
Q2) One of the "affirmative defense" strategies recommended for organizations is to detail the sanctions for violators and protection for those who make any charges.
A)True
B)False Answer: True
Q3) The Fisher test can be used to ascertain the relationship between two categorical variables and two levels.
A)True
B)False Answer: True
Q4) The 80 percent or four-fifths rule derives from the EEOC's Uniform Guidelines on Employee Selection Procedures.
A)True
B)False Answer: True
Page 5
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Chapter 4: Work Analysis and Design
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Q1) A primary outcome of work analysis will be the ability to
A)identify candidates for promotion
B)determine the activities that make up a job
C)identify the key elements of the corporate culture
D)Test the organization's compensation practices
E)Investigate and document individual employee competencies
Q2) List the chronological steps in effective work analysis.
Q3) In the qualitative method,job is described in a descriptive,nonnumerical manner.
A)True
B)False
Q4) If a selection test results in adverse impact one of the means of defense for the organization is to present valid job analysis data that shows the test is related to successful performance on the job.
A)True
B)False
Q5) The data and products of work analysis provide the foundation for all activities within HRM.
A)True
B)False
Q6) Describe the Job Characteristics Model.
Page 6
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Chapter 5: Human Resource Planning and Recruitment
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Sample Questions
Q1) Which of the following reconciles the forecast of labor supply and demand?
A)Action programming
B)Gap analysis
C)Control and evaluation
D)Environmental scanning
E)Labor demand forecast
Q2) List the actions organizations can take to manage diversity effectively.
Q3) All of the following are effective downsizing strategies with the exception of:
A)Understanding that downsizing may be painful, however, it is the best solution when supply is higher than demand.
B)Ensuring that employees are involved in the process and perceive it to be fair.
C)Understanding that attention needs to be paid to not only those who leave, but to those who stay.
D)Be certain to continue to communicate with employees throughout the process.
E)Consider the options of reductions in compensation, work hours or retraining as alternatives to downsizing.
Q4) List the three essential steps for recruitment planning.
Q5) List the six steps in trend analysis.
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Page 7
Chapter 6: Personnel Selection
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Sample Questions
Q1) Please describe the strategy a manager should use who has been asked to establish an employee selection testing program.
Q2) List the five-factor model (FFM)to describe personality.
Q3) The level of reliability can be represented by a consistency of measurement.
A)True
B)False
Q4) A selection method that has low cost per hire and results in hiring employees who have significantly higher productivity rates,has high utility and validity.
A)True
B)False
Q5) Personnel selection applies only for promotions.
A)True
B)False
Q6) Achievement,dependability,order,and cautiousness,as subfactors of conscientiousness (C)help improve the prediction of job performance.
A)True
B)False
Q7) List the most common assessment exercises and explain any two.
Page 8
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Chapter 7: Performance Management and Appraisal
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Sample Questions
Q1) Benchmarking is the process of gauging the internal practices and activities within a firm to an external reference or standard.
A)True
B)False
Q2) To ensure a supportive and creative atmosphere for the feedback session,the rater should:
A)Have one-way conversation with the ratee
B)Include several employees at once to brainstorm
C)Allow the employee to discuss their concerns in a two-way conversation
D)Keep the duration of the performance meeting as short as possible
E)Continue to take phone calls and accept interruptions from your staff during the meeting.
Q3) The more precise the definition and measurement of performance,the more difficult it becomes for a manager to effectively and fairly appraise performance.
A)True
B)False
Q4) What are the administrative concerns that must be addressed in performance appraisal system? Provide a description of each.
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Chapter 8: Training and Development
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Sample Questions
Q1) How is it determined when training is needed and when might training not be appropriate?
Q2) Which of the following is MOST likely to be included in a new-hire orientation program?
A)Product knowledge training, skill gap analysis, process work flow
B)Company history, policies and procedures, employee introductions
C)Product knowledge training, communication skills, interpersonal skills
D)Listening skills, creative problem solving, motivational skills
E)Conflict resolution, EEO laws, and listening skills
Q3) At which stage of the training process would it be critical to understand the influence of the characteristics of adult learners and learning principles?
A)Assessment
B)Development
C)Analysis
D)Evaluation
E)Learning objective
Q4) What are the benefits of developing learning objectives for a training program?
Q5) What are the different ways of making content meaningful so as to increase retention?
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Chapter 9: Career Development
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Questions
Q1) Describe at least three problems that repatriates face in their companies and suggest how the company might solve the problem.
Q2) Mentoring involves someone who:
A)Monitors an employee's performance in doing their job and provides a ranking of performance
B)Develops an employee in a particular area, for instance providing training in an area of identified deficiency
C)Takes a personal interest in an individual's career and who guides and sponsors the individual
D)Provides training in areas of interest to an employee
E)Develops multiple networking relationships in order to allow an employee to positively transition from one organization to another due to downsizing
Q3) Gen Y employees are looking for stability and finding jobs that will pay them the highest level of compensation regardless of the content of the job.
A)True
B)False
Q4) List a few advantages and problems of E-mentoring.
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11
Chapter 10: Compensation: Base Pay and Fringe Benefits
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Sample Questions
Q1) What is comparable worth? How is it different from equal pay as defined by the Equal Pay Act?
Q2) The __________ pension plan guarantees a specific payment based on a percentage of pre-retirement income.
A)accumulation
B)defined contribution
C)defined benefit
D)profit sharing
E)401K
Q3) Explain the demerits of the traditional approach to pay.
Q4) You have a business in south Florida.The minimum wage under the FLSA is $7.50/hour.Florida has set its minimum wage at $8.00/hour.You are required to pay your secretary:
A)Base pay of $7.50 plus benefits
B)Market rate regardless of if it is lower than either minimum standard
C)Base pay of $8.00/hour and minimum of $7.50/hour in medical benefits
D)Premium pay of $7.50/hour
E)Base pay of $8.00/hour
Q5) Explain the few ways in which reward systems can influence a company's success (or failure).
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Chapter 11: Rewarding Performance
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Q1) List the factors to be considered in designing a gain-sharing program.
Q2) Which of the following is TRUE regarding group incentive plans?
A)Increased interest in PFP has resulted in a declining number of group incentive plans.
B)The use of group plans is particularly effective when cooperation and teamwork are less essential.
C)Group plans are most useful when tasks are so interrelated that it is difficult to identify a measure of individual output.
D)There is increasing evidence that group incentives do NOT increase productivity.
E)Individual plans are generally preferable to group plans when tasks are interrelated and teamwork is essential.
Q3) What are the limitations of the individual and group-based pay plans?
Q4) In which of the following ways do incentive plans differ from merit pay plans?
A)They rely on countable results as basis for setting PFP rate.
B)They use performance appraisal data as the basis for the increase.
C)They use standard hours rather than labor costs to determine incentive pay.
D)They have less union support.
E)Are illegal under the Fair Labor Standards Act.
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Chapter 12: Managing the Employment Relationship
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Q1) One alternative to layoffs is work-sharing programs,in which employees voluntarily reduce the number of hours or days per week they work in order to cut labor costs while maintaining their gainful employment.
A)True
B)False
Q2) The decision to retire can be influenced by both economic conditions and personal characteristics.
A)True
B)False
Q3) __________ is a perception of fair rule,laws or policies that allocate valued rewards and punishments.
A)Distributive justice
B)Procedural justice
C)People (employee)justice
D)Demanded justice
E)Defined justice
Q4) What are the differences between punishment and discipline approaches to handling employee misconduct? All things considered,which is the better approach? The definition of both approaches should be evident in your answer.
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Chapter 13: Labor Relations and Collective Bargaining
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Sample Questions
Q1) Which of the following statements regarding unions is FALSE?
A)Unions tend to not get involved in productivity improvement programs.
B)Union membership has dropped substantially in the 1980s.
C)Union influence is much greater outside of the U.S., particularly in Europe.
D)Unions put constraints on many HR decisions such as compensation, promotion, demotion, and termination.
E)Employees believe that unions can actually improve conditions and, in particular, can have an impact at their own workplace.
Q2) The NLRA has described what constitutes unfair labor practices by employers.List a few of these prohibited activities.
Q3) While it is true that unionized workers have higher base pay than non-unionized workers,the same cannot be said for the level of benefits received by unionized workers,who generally have fewer benefits than their peers in nonunion organizations.
A)True
B)False
Q4) Briefly discuss the two perspectives on the effects of labor unions.
Q5) Discuss several criticisms of the arbitration process and offer strategies designed to combat these criticisms.
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Page 15
Chapter 14: Employee Health and Safety
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Sample Questions
Q1) Discuss some of the major responsibilities of OSHA.
Q2) Merit Voluntary Protection Programs:
A)is the most demanding and most prestigious of the OSHA voluntary protection programs.
B)are designed for worksites with Star level quality safety and health protection to test alternatives to current Star eligibility and performance requirements.
C)motivate other companies to achieve excellent safety and health results in the same outstanding way.
D)is by far the most effective employee approach to safety.
E)is required under Workers Compensation.
Q3) A discretionary penalty of up to $7,000 may be enforced for each serious OSHA violation.
A)True
B)False
Q4) Discuss the four areas that organizations can use to reduce or eliminate unsafe behaviors at work.
Q5) Highlight some of the Workers' Compensation law applying to employers.
Q6) What is the purpose of OSHA?
Q7) Highlight the conditions under which the law does not provide compensation.
Page 16
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