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business
fundamentals of human resource management

Questions and Answers of Fundamentals Of Human Resource Management

What are screening interviews? Where and why are they ordinarily conducted?
Why is it preferable for a department manager to respond directly to the majority of employees’ HR-related questions, rather than simply telling employees to “go ask Human Resources”?
List several elements of a hypothetical organizational development program. Explain how and why such a program differs from management development.
Why is it a common practice to outsource an organization’s Employee Assistance Program (EAP)?
Describe the objectives and activities of risk management. Is risk management essential in a contemporary health care organization? Why, or why not?
Advance an argument either for or against having the employee health and safety clinic located within an HR department.
Outline a long-term approach that you would recommend for narrowing a credibility gap that might exist between an organization’s HR department and its department managers.
Viewing the Family and Medical Leave Act from the perspective of a working department manager, describe the ways in which this legislation has affected a supervisor’s ability to manage.
Pose two hypothetical examples of situations in which a health care employer might legally require a polygraph (lie detector) test as a condition of either initial or continued employment.
What have been the primary effects of the Immigration Reform and Control Act on businesses?
What appears to have been the primary intended purpose of the Employee Retirement Income Security Act? Why was this legislation deemed to be necessary?
Well before the passage of the Americans with Disabilities Act, in some instances employers were required to provide reasonable accommodation of the limitations of an employee or applicant. When did
What is the intended goal of the right-to-know laws? In your opinion, have they been successful? Why or why not?
What is a bona fide occupational qualification? Provide at least two specific examples.
When and how was the Equal Employment Opportunity Commission established? What is its purpose?
Define and describe a contemporary bargaining unit as defined by the National Labor Relations Act. How, if at all, does it differ from a bargaining unit in 1935?
Why is 1964 and the passage of the Civil Rights Act (Title VII) a turning point in the evolution of HR? Stated differently, other than 1964 representing the beginning of a steady flow of regulations
What are the primary shortcomings of reengineering as it is practiced in contemporary health care organizations? How does reengineering differ from minor modification of existing practices?
What is organizational flattening? Why is it practiced?
What are the advantages of a decentralized organization for delivering HR services? What are the risks?
What are the primary areas of conflict between HR and department managers? How might these conflicts be reconciled?
How do the expectations of an organization’s CEO shape the model or manner in which HR services are delivered?
Describe how an HR department in a health care organization might evolve through different organizational models as a department grows and matures.
Which of the HR models appears most appropriate for managing personnel in a health care organization? Why?
Under what organizational circumstances could the following models of HR be successful in a health care organization: Clerical Model, Control Model, Industrial Relations Model, Legal Model,
What problems develop when the head of HR reports to any executive other than the chief executive officer?
What is the fundamental difference between a line activity and a staff activity? Provide two examples of each in a health care setting.
Why do experts contend that a primary characteristic of line personnel is present within a clearly defined staff activity such as HR or Finance?
Describe a specific outsourcing practice about which you are knowledgeable, and explain what you believe are the primary benefits achieved by having the services provided by outside persons rather
Comment on the following quotation from Up the Organization(Townsend, 1970): “Fire the whole personnel department. Unless your company is too large (in which case break it up into autonomous
Do you believe that changing the name of personnel to human resources substantially improved the image of the department or service area? Why?
Do you support or oppose the abolition of a central personnel department in favor of having individual managers assume the responsibility for all such activities for their own departments? Why?
Do you personally agree with changing the name from personnel to human resources? Why or why not?
Comment concerning the industry dropout phenomenon as it concerned earlier full-time human resources managers in health care. Is the somewhat derogatory label of “industry dropout” reasonably or
Why might some people consider the term fringe benefits to be misleading at best or completely erroneous at worst? Why is the value of these benefits most appropriately included as part of total
In your opinion, what were the two or three earliest changes that influenced the development of a centralized operation to address matters related to employees? Why?
In your opinion, what did senior managers in the past believe were the primary benefits of gathering a variety of employee-related tasks together to form an employment office?
With specific reference to activities found within health care organizations, describe how three departments or functional areas other than human resources might have evolved in a manner similar to
Describe how you believe the business of locating, hiring, and maintaining employees was accomplished before the establishment of an employment office. List the activities that were probably
Be able to suggest some future options for human resources
Know how senior managers can increase the value and strengthen the effectiveness of human resources
Understand how to advise department managers about adopting a proactive approach with human resources, suggesting how to approach human resources in a number of areas of concern
Be able to describe the characteristics of an effective human resources department
Be able to create a contract for consultant services
Know how to find a consultant
Appreciate the services that consultants provide
Understand the reasons for engaging consultants
Know about the different kinds of consultants
Understand how arbitrators are credentialed and selected
Be able to differentiate between arbitration and mediation
Know that arbitration is becoming more widely used in situations related to human resources
Appreciate the advantages of arbitration
Know the different variations of arbitration that are in use
Be able to cite the advantages of arbitration
Understand the process of arbitration
Understand the likely direction of labor relations for the coming years
Be able to trace the growth of official government concern for the social welfare of American workers
Have a brief review of human motivation theories
Understand assumptions about people that influence different approaches to management
Comprehend the emergence of scientific management and the development of other means for organizing and managing human enterprise
Understand the evolution of employee relations through three distinct philosophies: authoritarian, legalistic, and humanistic
Know the process by which employees can attempt to decertify an existing bargaining unit
Be able to advise a department manager when interacting with a union on a day-to-day basis
Know what statements and actions managers can and cannot legally make during a union organizing drive
Understand the activities that occur following the arrival of a petition for a representation election
Be able to identify the visible signs of union organization activities
Describe a department manager’s role in the union organizing process
Identify different bargaining units that are possible in a unionized health care facility
Know about health care’s unique treatment under prevailing labor laws
Appreciate why organizational managers prefer to remain union-free
Know why employees turn to unions
Understand the history of unionization
Understand why many healthcare organizations have not created succession plans
Recognize the importance of grooming a successor to take over as the next CEO
Understand the process of effective succession planning
Know about the factors that have motivated healthcare organizations to create succession plans
Appreciate the importance of creating a succession plan for an organization’s CEO
Understand the goals of succession planning
Appreciate that all managers and supervisors must be familiar with HR policies as well as the reasons why they exi
Understand how activities and decisions of a human resources nature can affect all employees and managers in an organization
Comprehend the ethical and moral aspects of human resource guidelines and decisions
Appreciate the importance of protecting individual employees during the hiring process
Know how procedures protect an organization
Understand the importance of following established procedures when hiring new employees
Be able to discuss the potential effects of a reduction on the survivors and suggest how management can address these issues
Understand related dimensions of termination, including unemployment compensation and employee privacy
Be familiar with a means for determining who is discharged and who remains in a layoff
Know the sequence of steps to consider before deciding to lay off personnel
Be prepared to discuss conditions that contribute to mass terminations or layoffs
Be able to explain the concept of constructive discharge
Understand the roles of human resources and department managers in terminating employees whether discharged for cause, dismissed for performance reasons, or laid off as a result of reductions in force
Appreciate the importance of complete, properly executed, and appropriately retained documentation
Know how and when to create, maintain, and purge anecdotal note files concerning employees
Appreciate an individual manager’s responsibilities relating to employment documentation
Understand the role of human resources in maintaining and safeguarding personnel files
Appreciate the legal implications of employment documentation
Be able to differentiate between the formal documentation that is required and the informal documentation that is optional but helpful
Appreciate the power of employee participation and involvement in avoiding potential problems
Know the causes and possible means to prevent violence in the workplace
Understand the actual and perceived hazards of personal relationships in the workplace

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