Health Admin: Test 3

Front 1

The process of locating quality candidates is:

Back 1

Recruitment

Front 2

Staffing does not involve:

Back 2

Planning for future human resource needs

Front 3

Human resource management is the responsibility of:

Back 3

The human resources department, the manager, personnel, and administration

Front 4

Functional authority is often granted the manager to ensure that the personnel department hires the most appropriate individual by:
a. Using proper screening techniques
b. Paying competitive wages
c. Both of the above
d. None of the above

Back 4

None of the above

Front 5

The process of attracting and seeking a pool of applications from which to choose a qualified candidate is known as:

Back 5

Recruiting

Front 6

To select a candidate, various screening methods may be used. Which of the following is not a screening method for identifying accounts payable clerks:
- Keyboarding test (especially the numeric keys)
- Determining if prior experience is applicable
- PC skill verification
- All of the above
- A and B only

Back 6

All of the above

Front 7

If the human resources department is involved when a manager believes it is best to fire an employee, this is most likely because:

Back 7

The human resources department has been granted authority to make the final decision

Front 8

Which of the following is not associated with an employment regulation:
a. Selecting a woman over a man because she is a woman
b. Hiring a handicapped individual that has the job skills
c. Dismissing employees who are older because they are eligible for Medicare
d. Paying individuals a similar wage for similar work performed
e. All of the above
f. None of the above

Back 8

All of the above

Front 9

Alternative work schedules is a:

Back 9

Recruitment technique, Employee satisfier, Staffing approach

Front 10

Analyzing the activities an employee performs to describe the job and determine if there are activities that need to be assigned elsewhere and evaluating whether the employee has the correct tools to get the job done is known as:

Back 10

Job analysis

Front 11

Managers are encouraged to develop skill requirements at a level higher than what is required to ensure:
a. There are individuals who can progress to management positions
b. To improve the performance of the job
c. To increase the salary paid for the position
d. A and B
e. None of the above

Back 11

None of the above

Front 12

The establishment of an internship, work-study, or cooperative program often occurs because:

Back 12

- The organization does not have a large pool of applicants to select from for a given job.
- It is a reliable approach to identifying qualified candidates for a position within an organization.

Front 13

Transfers differ from promotions in that they involve:

Back 13

- The employee taking another job in another department for similar pay.
- The employee taking another job to gain different skills.

Front 14

Open-ended questions should be used in an interview because:

Back 14

- They allow the candidate to expand upon their experiences.
- They allow the interviewer to judge how the individual has dealt with circumstances in the past.
- They allow the interviewer to hear how the individual responds to on-the-spot questions.

Front 15

Questions during an interview should be work related. The following topics may be considered unlawful, except those about:

Back 15

Degrees earned

Front 16

Assuming that the individual will behave in a certain manner in all situations because he/she did so in one situation is known as:

Back 16

Generalization

Front 17

An approach whereby coworkers conduct the initial interviews of candidates for a position and recommend one or more candidates to the manager is known as:

Back 17

Team interview

Front 18

A benefit of the team interviewing approach:

Back 18

The coworkers are likely to help the new individual succeed in the job if he/she was their recommended candidate

Front 19

Appraisals should not occur:
a. Annually
b. More often than annually
c. Every other year
d. Whenever performance indicates

Back 19

Every other year

Front 20

Most often the appraiser is:

Back 20

The subordinate’s immediate supervisor

Front 21

Appraisals provide opportunities to:
a. Identify development opportunities.
b. Identify skills the employee has that are unknown by the supervisor.
c. Identify other assignments for which the individual may be qualified.
d. Address weaknesses in performance.
e. All of the above

Back 21

All of the above

Front 22

Which is not another name for the appraisal:
a. Evaluation
b. Annual review
c. Mediation review
d. Merit rating

Back 22

Mediation review

Front 23

An appraisal approach whereby the supervisor tells the subordinate how he/she rated the subordinate and then allows the subordinate to tell the supervisor how he/she believes he/she should be rated, leaving the final determination to the supervisor, is:

Back 23

Tell and Listen/Listen and Tell

Front 24

An appraisal approach whereby the supervisor rates the employees based on a list of performance factors is know as:

Back 24

Graphic rating scale

Front 25

An appraisal approach whereby an individual’s peers may be involved in assessing one’s performance is known as:

Back 25

360 degree

Front 26

Employees find the appraisal process:

Back 26

- Beneficial feedback on their performance and an opportunity to advance one’s career with the organization
- Stressful and sometimes tense

Front 27

MBO means:

Back 27

Management by objectives

Front 28

Examples of benchmark jobs are:
a. Dietitian
b. Housekeeper
c. Registered nurse
d. Coder
e. All of the above

Back 28

All of the above

Front 29

The process of adjusting the rate of pay for jobs based on rate adjustments for benchmark jobs, where the job evaluation has given the non-benchmark job points similar to the benchmark job is known as:

Back 29

Ripple effect

Front 30

A promotion is when one:

Back 30

- Takes on a new assignment that results in a change in pay
- Takes on a new assignment that results in a higher level of status

Front 31

Influencing is a managerial function:
a. Whereby the supervisor evokes actions from others.
b. And is how the supervisor gets the work done through the help of his/her employees.
c. That requires developing employees.
d. And is a continuous activity that is connected to all other managerial functions.
e. All of the above

Back 31

All of the above

Front 32

Influencing is known as the following, except:
a. Leading
b. Mediation
c. Motivation
d. Directing
e. Actuating

Back 32

Mediation

Front 33

Influencing requires giving directives that:

Back 33

- Are understandable and reasonable.
- Are reasonable and intelligible.

Front 34

Using a suggestion approach to giving directives is consistent with:

Back 34

Permissive supervision

Front 35

Supervisors may encounter pushback from subordinates who have been given directives that are:

Back 35

Unethical

Front 36

Micromanaging is most closely associated with:

Back 36

Autocratic supervision

Front 37

Unity of command is an important concept within the function of influencing because:

Back 37

Employees may receive directives from more than one individual and they must make a decision about which directive is consistent with the goals of the organization.

Front 38

Consultative supervision may fail if:
a. Employees are unwilling to use their own initiative to begin action.
b. Approaches are considered a hoax or insincere.
c. The supervisor doesn’t take the subordinates’ input seriously.
d. A and B
e. All of the above

Back 38

All of the above

Front 39

In the 4Es approach, the stage that requires the manager to listen to concerns is the:

Back 39

Empathize stage

Front 40

An approach whereby the employees are given a process or function to control themselves, with limited supervisory intervention, is known as:

Back 40

Team management

Front 41

Typical reactions to change include:
a. Resistance
b. Hostility
c. Stress
d. Fear
e. All of the above

Back 41

All of the above

Front 42

Employees resist change because of:

Back 42

Perceived loss of security, status, and income.

Front 43

Approaches to dealing with change include all of the following except:
a. Over communicating.
b. Listing pros and cons of the changes.
c. Involving employees in discussing the changes that must occur to implement the change.
d. Bringing in consultants to explain the change.
e. None of the above.

Back 43

Bringing in consultants to explain the change.

Front 44

When a promotion is based on the length of time one has been employed in the organization, the promotion is most likely based on:

Back 44

Seniority

Front 45

The theory that allows individuals to self-govern their activities is known as:

Back 45

Laissez faire

Front 46

The leadership theory that embraces a holistic approach to managing employees for the long term is:

Back 46

Theory Y

Front 47

Using a “big stick” is generally associated with which management theory:

Back 47

Theory X

Front 48

The fact that unsatisfied needs cause human beings to behave in a certain manner is a principle of which motivational theory?

Back 48

Maslow’s Hierarchy of Needs

Front 49

Deficiency needs are:

Back 49

Physiological, safety, social

Front 50

Needs that focus on one’s desire to have a worthy self-image are known as:

Back 50

Growth needs

Front 51

Realizing one’s own potential or pursuing continued self development are known as:

Back 51

Self-actualization needs

Front 52

Existence needs are:

Back 52

Basic support resources

Front 53

Growth needs according to Alderfer’s ERG theory are:

Back 53

Creativity

Front 54

In Maslow’s Hierarchy social needs tie to Alderfer’s:

Back 54

Existence needs

Front 55

Higher order needs or motivators include:

Back 55

- Achievement
- Recognition

Front 56

Hygiene factors include:

Back 56

- Policies and Procedures
- Salary

Front 57

The achievement theory has three learned needs that include:

Back 57

nAch, nAff, and nPow

Front 58

Managers tend to have:

Back 58

nPow and nAch

Front 59

Estimating the probability of achieving an objective before exerting effort is a principle of the:

Back 59

Expectancy theory

Front 60

The ways an individual tends to interpret, understand, or define a situation are known as:

Back 60

Attitudes

Front 61

What is true about attitudes?

Back 61

They are altered by disastrous events

Front 62

To resolve problems of conflict and frustration, Managers should:

Back 62

Offer problem solving non-directive interviews

Front 63

A frustrated employee may:
a. Become aggressive
b. Change his/her behavior
c. Retreat and leave the organization
d. All of the above

Back 63

All of the above

Front 64

Today’s managers may supervise more than one generation of employees. These will not include:

Back 64

Post Y Gens

Front 65

The generation known for long-term employment with a single employer is:

Back 65

Silenters

Front 66

A primary reason for employing temporary employees is:

Back 66

- To provide flexibility in changing business processes
- To identify potential individuals with needed skills to hire