Discussion: Organization’s Basic Benefits

Discussion: Organization’s Basic Benefits
Discussion: Organization’s Basic Benefits
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Permalink:
VERSION 1
Statutory benefits are:
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Optional benefits available to employees.
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The organization’s basic benefits package.
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Benefits provided under contract by external suppliers.
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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. Discussion: Organization’s Basic Benefits
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True
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False
The human resources specialty of labor relations was established for the purpose of dealing with labor unions. Discussion: Organization’s Basic Benefits
[removed]True
[removed]False
Federal and state wage-and-hour laws had little effect on the activities of the personnel department.
[removed]True
[removed]False
A professional employer organization (PEO) provides the means for some smaller organizations to obtain most of their human resource services externally.
[removed]True
[removed]False
The principal role of human resources may best be described as:
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Exerting control and direction over other organizational elements.
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Serving as the organization’s primary resource on employment-related legal issues.
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Providing service and advice to other organizational elements.
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Keeping all employees in line with policies and work rules.
The majority of chief executive officers (CEOs) ordinarily expect their human resource departments to:
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Supervise recruitment, administer compensation and benefits, and maintain personnel records.
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Provide advice and counsel on employee matters.
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Keep the organization out of employment-related legal trouble.
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All of the above.
The most effective reporting relationship for the human resources director is:
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Reporting to the chief operating officer (COO).
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Reporting to the organization’s financial executive.
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Reporting to the chief executive officer (CEO).
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Any of the above.
It is essential that every department manager be intimately familiar with all provisions of the organization’s benefits plans.
[removed]True
[removed]False
All of a health care organization’s training and development activities are usually centralized in human resources.
[removed]True
[removed]False
A health care organization’s employee pension fund is ordinarily managed by an outside specialist rather than by the organization’s HR department.
[removed]True
[removed]False
The payroll office, once a constant feature of HR departments, was removed from HR primarily because:
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Payroll became too much work for the human resource staff.
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Human resources lost a political struggle with the finance department for the control of the payroll activity.
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It was seen as more efficient to have payroll done by an outside service.
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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.
[removed]True
[removed]False
Under the provisions of the Employee Polygraph Protection Act (EPPA):
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At the option of an employer, all job applicants may be required to take polygraph tests.
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Routine use of polygraph tests is permitted in organizations that are concerned with nuclear power.
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An employee’s failure of a polygraph test must result in the employee’s discharge.
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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.
[removed]True
[removed]False
Of legislation in place prior to 1964, the regulations primarily affecting managers:
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Were non-existent.
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Affected only those managers working in financial capacities.
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Concerned only human resource managers.
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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.
[removed]True
[removed]False
The people-centered manager is must primarily focus on in getting the necessary work done through the efforts of people.
[removed]True
[removed]False
People-centered management is appropriate, and in fact essential for efficient operation, when:
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Most jobs are repetitive and routine, requiring the workers to follow the same few specific steps.
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The primary concern of the manager is to turn out a predetermined number of product units each day.
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When all of the group’s workers are assigned to specific fixed work stations.
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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.
[removed]True
[removed]False
VERSION 2
It has been repeatedly proven that most health care workers are primarily motivated by the promise of material rewards.
It is unnecessary for department managers to be knowledgeable of compensation practices as long as there is a capable HR department in the organization.
It is essential that every department manager be intimately familiar with all provisions of the organization’s benefits plans.
The payroll office, once a constant feature of HR departments, was removed from HR primarily because:
The Health Maintenance Organization (HMO) Act (1973) took precedence over all state regulations that presented any barriers to the formation of health maintenance organizations.
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.
The National Labor Relations Act had the principal effect of:
Labor Management Relations Act of 1947, commonly referred to as the Taft-Hartley Act, amended the National Labor Relations Act and:
Technological changes are always good for the organization because they almost always lead to reductions in the cost of delivering health care.)
A professional employer organization (PEO) provides the means for some smaller organizations to obtain most of their human resource services externally.
The most effective reporting relationship for the human resources director is:
Competition is increasing in health care in part because elements of a shrinking hospital system are struggling to acquire or retain a specific market share.
The “employment office” gradually evolved into “human resources” because:
Statutory benefits are:
The National Labor Relations Act (the Wagner Act):
Federal and state wage-and-hour laws had little effect on the activities of the personnel department.
Managers in some health care departments must necessarily address the needs of employees of greatly varying education and capabilities.
The most effective managers invest considerable effort in developing a one-top-one relationship with each employee.
The people-centered manager is must primarily focus on in getting the necessary work done through the efforts of people.
Maintaining a genuine open-door policy is easier for a first-line manager than for a higher-level manager because:

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