Exam 13: Employee Rights and Discipline

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During her interview,Angela is told by her future manager that if she is a good employee,she will have a permanent job with the company.This situation is an example of an implied contract.

(True/False)

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Question 121

Whistle-blowing is a protected right of employees.

(True/False)

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Question 122

What are the key components of a good disciplinary model?

(Essay)

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Question 123

Which of the following actions is MOST likely to create a wrongful discharge claim?

(Multiple Choice)

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Question 124

The Workers' Adjustment Retraining and Notification Act (WARN)requires many employers to provide 60 days notice of plant closure and mass layoff.

(True/False)

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Question 125

Employees do not have the right to have an attorney present during an investigative interview.

(True/False)

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Question 126

An advantage of impairment testing is that:

(Multiple Choice)

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Question 127

It is estimated that _____ of employees in the United States work without benefit of an employment contract.

(Multiple Choice)

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Question 128

Compare and contrast employee rights and the employment-at-will doctrine.

(Essay)

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Question 129

Which of the following is NOT an example of how an implied contract may become binding?

(Multiple Choice)

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Question 130

Wrongful discharge is legal under the employment-at-will doctrine.

(True/False)

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Question 131

Which management group has the primary responsibility of developing disciplinary policies and procedures?

(Multiple Choice)

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Question 132

Progressive discipline results from using positive reinforcement instead of punishment to correct behavioral problems.

(True/False)

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Question 133

Which of the following acts financially rewards whistle-blowers who expose fraud related to governmental programs and wrongdoing related to consumer financial products or services?

(Multiple Choice)

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Question 134

The cornerstone and major benefit of mediation is that:

(Multiple Choice)

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Question 135

If a state law allows employees to examine their files,employers can insist that someone from HR,or a supervisor,be present to ensure that nothing is taken,added,or changed.

(True/False)

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Question 136

Which of the following statements is NOT true of whistle-blowing?

(Multiple Choice)

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Question 137

Showing 121 - 137 of 137

During her interview,Angela is told by her future manager that if she is a good employee,she will have a permanent job with the company.This situation is an example of an implied contract.

Whistle-blowing is a protected right of employees.

What are the key components of a good disciplinary model?

Which of the following actions is MOST likely to create a wrongful discharge claim?

The Workers' Adjustment Retraining and Notification Act (WARN)requires many employers to provide 60 days notice of plant closure and mass layoff.

Employees do not have the right to have an attorney present during an investigative interview.

An advantage of impairment testing is that:

It is estimated that _____ of employees in the United States work without benefit of an employment contract.

Compare and contrast employee rights and the employment-at-will doctrine.

Which of the following is NOT an example of how an implied contract may become binding?

Wrongful discharge is legal under the employment-at-will doctrine.

Which management group has the primary responsibility of developing disciplinary policies and procedures?

Progressive discipline results from using positive reinforcement instead of punishment to correct behavioral problems.

Which of the following acts financially rewards whistle-blowers who expose fraud related to governmental programs and wrongdoing related to consumer financial products or services?

The cornerstone and major benefit of mediation is that:

If a state law allows employees to examine their files,employers can insist that someone from HR,or a supervisor,be present to ensure that nothing is taken,added,or changed.

Which of the following statements is NOT true of whistle-blowing?

The Challenge of Human Resources Management

Strategy and Human Resources Planning

Equal Employment Opportunity and Human Resources Management

Job Analysis and Job Design

Expanding the Talent Pool: Recruitment and Careers

Employee Selection

Training and Development

Performance Management and the Employee Appraisal Process

Managing Compensation

Pay-For-Performance: Incentive Rewards

Employee Benefits

Promoting Safety and Health

The Dynamics of Labor Relations

International Human Resources Management

Creating High-Performance Work Systems

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