HREAP REVIEWER (LATEST) GRADED A+, Exams of Nursing

Download HREAP REVIEWER (LATEST) GRADED A+ and more Exams Nursing in PDF only on Docsity! HREAP REVIEWER (LATEST) GRADED A+ Labor Standard Answer - Refer to the Philippine Law that provides the minimum requirements regarding work conditions, work hours, wages, benefits and other employment conditions that are being implemented by the management. Labor Relations Answer - The goal of labor relations is to strike a proper balance between the protection of worker rights versus the exercise of management prerogatives. By the employer in accordance with law and to achieve industrial peace. Section 3. Art. 13 Answer - The state shall promote the full protection of labor, local and overseas, organized and unorganized and promote full employment and equality of employment opportunities for all. (Guarantee the right of all workers to self-organization, they shall be entitled to security of tenure.) Article 3. Declaration of Basic Policy Answer - The state shall afford protection of labor, promote full employment, ensure equal work opportunities regardless of sex, race or creed. Article. 4 Construction in favor of labor Answer - All doubts in the implementation and interpretation of the provisions of this Code, including its implementing rules and regulations, shall be resolved in favor of labor. The four fold test Answer - - Selection and engagement of the employee - Payment of wages, - Power of dismissal - Control test (most important element) if all of these are present then there is an employer and employee relationship. Min wage Answer - Lowest amount of wage that an employer will pay to an employee. (Floor bc the employer and employee can negotiate to a much higher wage) Overtime, Holiday, Premium, Night Shift, Differential pay Answer - at least 25% for overtime work rendered on a holiday or rest day > If it is holiday and at the same time rest day of an employee it will be 50% > Overtime is not presumed. Art. 93 Answer - COMPENSATION FOR REST DAY, SUNDAY OR HOLIDAY Art. 86 Answer - Night Shift Differential, not less than 10% if u work between 10am to 6am Art. 94 Answer - Right to holiday pay - Double pay or 200% if the employee work on a holiday, 100% if not. - Every worker shall be paid regular wage during regular holiday except establishment with less than 10 employees 13th Month pay and Bonus PD No. 851 Answer - >Not later than dec 24 every year >1/12 of the basic salary of an employee within the calendar year (multiply your basic salary by the no. of months you have worked for the entire year then divide it by 12) PD 442, Art 95. Service Incentive Leave Answer - Every employee who has rendered at least 1 year id service shall be entitled to a yearly service incentive leave of 5 days with pay. R.A No. 9710, Sec. 18. Special Leave Benefits for Woman Answer - A woman employee who rendered at least 6 months for the last 12 months should be entitled to a special leave benefit for 2 months with full pay based on her gross monthly compensation following surgery caused by gynecological disorders. Section 8. Parental Leave Answer - 7 days leave every year for the solo parent who has rendered service of at least 1 year RA No. 8187 Paternity Leave Act of 1996. Answer - Sec. 2. 7 days with full pay for the first four deliveries of a legitimate spouse. RA 9262 Anti - violence against women and their children act 0f 2004 Answer - Sec. 43 Entitled to leave - paid leave absence up to 10 days in addition to other paid leaves under Labor Code and Civil Service Rules Compensation to Personnel Answer - Operative Functions; determination of adequate and equitable remuneration of personnel for their contribution to organization's objectives. Maintaining Good Industrial Relation Answer - Operative Functions; intended to reduce strife, promote industrial peace, provide fair deal to workers and establish industrial democracy. Record Keeping Answer - Operative Functions; personnel manager collects and maintains information concerned with the staff of the organization. Personnel Planning and Evaluation Answer - Operative Functions; evaluation of performance, personnel policy of an organization and its practices, personnel audit, morale, survey and performance appraisal. Human Resource Planning Answer - can be defined as the process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization. Forecasting Answer - Human Resource Planning Activities; projecting future manpower requirements Inventory of Present Manpower Resources Answer - Human Resource Planning Activities; assessing the extent to which these resources are employed optimally Anticipating Manpower Problems Answer - Human Resource Planning Activities; projecting present resources into the future and comparing them with the forecast of requirements to determine their adequacy, both quantitatively and qualitatively. Planning Answer - Human Resource Planning Activities; preparation of the necessary programs of requirements, selection, training, development, utilization, transfer, promotion, motivation and compensation to ensure that future manpower requirements are properly met. Forecasting Demand for Human Resources Answer - Steps in Human Resource Planning; Human resource planning starts with the estimation of the number and type of personnel required at different levels and in different departments. Analysis of Organizational Plans and Objectives Answer - Steps in Human Resource Planning;Human resource planning is a part of the overall plan of an organization. Plans concerning technology, production, marketing, finance, expansion and diversification give an idea about the volume of future work activity. Each plan can further be analyzed into sub-plans and detailed programs. It is also necessary to decide the time horizon for which human resource plans are to be prepared. The future organization structure and job design should be made clear and changes in the organization structure should be examined so as to anticipate its manpower requirements. Estimating Manpower Gaps Answer - Steps in Human Resource Planning; Net human resource requirements or manpower gaps can be identified by comparing demand and supply forecasts. Such a comparison will reveal either deficit or surplus of human resources in future. Deficits suggest the number of persons to be recruited from outside whereas surplus implies redundant to be redeployed or terminated. Similarly, gaps may occur in terms of knowledge, skills and aptitudes. Employees deficient in qualifications can be trained whereas employees with higher skills may be given more enriched jobs. Forecasting Supply of Human Resources Answer - Steps in Human Resource Planning;to deal with allocation of persons to different departments depending upon the work-load and requirements of the departments. While allocating manpower to different departments, care has to be taken to consider appointments based on promotions and transfers. Allocation of human resources should be so planned that available manpower is put to full use to ensure smooth functioning of all departments. Matching Demand and Supply Answer - Steps in Human Resource Planning; t is one of the objectives of human resource planning to assess the demand for and supply of human resources and match both to know shortages and surpluses on both the side in kind and in number. This will enable the human resource department to know about overstaffing or understaffing. The short-range or immediate future Answer - HR Planning Three Periods; may refer to current situation and experiences and may even concern issues such as overtime and replacements. If there has been previous planning for human resource such plans can serve as a guide in the immediate future. If not, a beginning should be made at once. The long-range future Answer - HR Planning Three Periods; could be five years, while 10 to 15 years span could be used for a perspective plan. Long-range plans must be made on the basis of various trends in the economy and in the labor market, and on long-term trends of production in the company. The mid-range Answer - HR Planning Three Periods; has a different time span in various companies. It can be as short as a few months or as long as several years. Most would agree upon a 2-3 years period as a mid-range. HR Information System Answer - system that maintains, collect, and analyzes data relating to human resources of the organization. HRIS includes the information relating to employees, their abilities, qualifications, potentialities, creative instincts, age, pay scales, various jobs in the organization, their required skills and qualifications to do them, the number of employees and executives manning various positions, organizational objectives, policies and procedures, etc. Recruitment Answer - Means search of the prospective employee to suit the job requirements as represented by job specification- a technique of job analysis. It is the first stage in selection, which makes the vacancies known to a large number of people and the opportunities that the organization offers. In response to this knowledge, potential applicants would write to the organization. The process of attracting people to apply in called recruitment. Internal Sources Answer - Sources of Recruitment; Refers to the recruitment from within the company. The various internal sources are promotion; transfer, past employees and internal advertisements. External Sources Answer - Sources of Recruitment; Refers to the practice of getting suitable persons from outside. Casual Caller or Unsolicited Applications Answer - external sources of recruitment; Can be claimed when the organizations, which are regarded as good employers, draw a steady stream of unsolicited applications in their offices Media Advertisement Answer - external sources of recruitment; When advertisement in newspapers or trade and professional journals is generally used when qualified and experienced personnel are not available from other sources managers, supervisors, and teams; tuition reimbursement programs; customer service training; performance management; harassment prevention training; 360-degree reviews (multi-rater feedback system); career coaching. Employee Development Answer - Is a key contributor to a company's competitive advantage by helping employees understand their strength, weaknesses and interests and by showing them how new jobs and expanded job responsibilities are available to them to meet their personal growth needs. This helps retain valuable managers who might otherwise leave to join clients or competitors. It is also important for all employees, not just managers. Development Answer - Refers to formal education, job experiences, relationships and assessment of personality and abilities that help employees prepare for the future. Increasing Productivity: Answer - NEED AND IMPORTANCE OF TRAINING; Instruction can help employees increase their level of performance on their present job assignment. Improving Quality: Answer - NEED AND IMPORTANCE OF TRAINING; Better- informed workers are less likely to make operational mistakes. Quality increases may be in relationship to a company product or service, or in reference to the intangible organizational employment atmosphere. Helping a Company Fulfill its Future Personnel Needs Answer - NEED AND IMPORTANCE OF TRAINING; Organizations that have a good internal educational programmed will have to make less drastic manpower changes and adjustments in the event of sudden personnel alternations. Improving Organizational Climate Answer - NEED AND IMPORTANCE OF TRAINING; An endless chain of positive reactions results from a wellplanned training programmed. Production and product quality may improve; financial incentives may then be increased, internal promotions become stressed, less supervisory pressures ensue and base pay rate increases result. Improving Health and Safety Answer - NEED AND IMPORTANCE OF TRAINING; Proper training can help prevent industrial accidents. A safer work environment leads, to more stable mental attitudes on the part of employees. Managerial mental state would also improve if supervisors now that they can better themselves through company-designed development programs. Obsolescence Prevention: Answer - NEED AND IMPORTANCE OF TRAINING; Training and development programmed foster the initiative and creativity of employees and help to prevent manpower obsolescence, which may be due to age, temperament or motivation, or the inability of a person to adapt him to technological changes. Personal Growth Answer - NEED AND IMPORTANCE OF TRAINING; Employees on a personal basis gain individually from their exposure to educational experiences. Again, Management development programs seem to give participants a wider awareness, an enlarged skin, an enlightened altruistic philosophy, and make enhanced personal growth possible. On-The-Job Training Methods Answer - This type of training is imparted on the job and at the work place where the employee is expected to perform his duties. It enables the worker to get training under the same working conditions and environment and with the same materials, machines and equipment's that he will be using ultimately after completing the training. This follows the most effective methods of training the operative personnel and generally used in most of the individual undertaking. Job Experience Answer - On-The-Job Training Methods; This is the oldest method of on-the-job training. Learning by experience cannot and should not be eliminated as a method of development, though as a sole approach; it is a wasteful, time consuming and inefficient. In some cases, this method bas proved to be very efficient though it should be followed by other training methods to make it more meaningful. Coaching Answer - On-The-Job Training Methods; On-the-Job coaching by the superior is an important and potentially effective approach is superior. The technique involves direct personnel instruction and guidance, usually with extensive demonstration. Job Rotation Answer - On-The-Job Training Methods; The major objective of job rotation training is the broadening of the background of trainees in the organization. If a trainee is rotated periodically from one job to another job, he acquires a general background. The main advantages are: it provides a general background to the trainee, training takes place in actual situation, competition can be stimulated among the rotating trainees, and it stimulates a more cooperative attitude by exposing a man to other fellow problem and view-points. Special Projects Answer - On-The-Job Training Methods; This is a very flexible training device. The trainee may be asked to perform special assignment; thereby he learns the work procedure. Sometime a task force is created consisting of a number of trainees representing different functions in the organization. Apprenticeship Answer - On-The-Job Training Methods; Under this method, the trainee is placed under a qualified supervisor or instructor for a long period of time depending upon the job and skill required. Wages paid to the trainee are much less than those paid to qualified workers. This type of training is suitable in profession, trades, crafts and technical areas like fitter, turner, electrician, welders, carpenters etc. Vestibule Training Answer - On-The-Job Training Methods; Under this method, actual work conditions are created in a class room or a workshop. The machines, materials and tools under this method is same as those used in actual performance in the factory. This method gives more importance to learning process rather than production. Multiple Management Answer - Emphasizes the use of committees to increase the flow of ideas from less experience managers and to train them for positions of greater responsibility. The McCormick & Company of Baltimore, U.S.A. developed the program. The company claims that the plan has increased employee efficiency, reduced labor turnover and absenteeism, and enabled the company to pay higher wages than those prevailing in the area and industry. In this method; a junior board authorized to discuss any problem that the senior board may discuss, and its members are encouraged to put their mind to work on the business a whole, rather than too concentrate to their specialized areas. Compensation Plan (CP) Answer - Under RA No. 6758 is an orderly scheme for determining rates of compensation of government personnel. It was crafted to attract, motivate and retain good and Cost of Living Answer - Factors Affecting Wage and Salary Administration; t is always expected that there has to be adjustment in pay rates in accordance with prevailing cost of living. The changes in the cost-of-living affect purchasing power of the person. Trade union also considers this as a base for collective bargaining on wage issues. Trade Union's Bargaining Power Answer - Factors Affecting Wage and Salary Administration; Generally, the mechanism for fixing of wages for majority of worker is collective bargaining or negotiation, and collective bargaining and negotiations depends upon the trade union's strength, it may dictate its terms on wage fixation and revision over a period of time and vice versa. Job Requirements: Answer - Factors Affecting Wage and Salary Administration; From the organizational perspective appropriate job analysis and job evaluation exercise is a base for the wage determination and revision. It is quite obvious also that wages to be paid to the workers should be in accordance with the duties, responsibilities and the efforts likely to be put for job performance. Management Attitude: Answer - Factors Affecting Wage and Salary Administration; Attitude of employer or management towers the working community of the organization does influence in wage determination and revision at an appropriate time. Some reputed and professional organization does prefer to pay wage in accordance with their reputation or prestige of an organization in the market. Legislative Considerations Answer - Factors Affecting Wage and Salary Administration; it do provide protection to the working community by fixing bottom line for wage payments. The state legislative frame work regulates wages and provides for certain benefits to the workers. Legislation like Minimum Wages Act of 1936, provides for statutory minimum wages to be prevails in the industrial organization. Psychological and Social Factors Answer - Factors Affecting Wage and Salary Administration; Psychologically person perceives wages and compensation package as sole parameter for success or failure in the life. Compensation package plays significant role in the employees' pride, moral, motivation and psychological engagement and involvement in the work. Socially and ethically also people feel that "equal work should carry equal pay" i.e. wage should be in accordance with efforts and workers should not be felt like being cheated. 1. Time rate wage system; and 2. Piece rate wage system. Answer - Methods of Wage Payments Wage plan should contain following ingredients: Answer - 1. It should be simple and understandable 2. It should be capable of easy computation 3. It should be capable of motivating the employees 4. It should be attractive enough for new talent in the organization. 5. It should be fair, just and stable to all the employees. The Labor Code of the Philippines Answer - otherwise known as Presidential Decree No. 442, governs all employee-employer relations, their rights and obligations. Payroll Salary Compensation and Benefits in the Philippines as provided under the Labor Code of the Philippines and other relevant laws. Payroll Salary Compensation, Benefits, Wage and Wage-Related Benefits Overview Answer - At least the minimum wage per region and/or sector (RA 6727 or Wage Rationalization Act). Holiday wage and overtime pay for work during holidays or rest days Overtime pay when working in excess of 8 hours Service Incentive Leave: 5 days of vacation per year of service Parental leaves (Maternity, Paternity and Solo parent leaves) Other Leaves 13th month pay Separation pay Performance appraisal Answer - Is the systematic evaluation of the individual with respect to his performance on the job and his potential for development. Performance appraised is concerned with determining the differences among the employees working in the organization. Establishing Performance Standard Answer - Steps in Appraising Performance; . While designing a job and formulating a job description, performance standards are usually developed for the position. This standard should be very clear and not vague, and objective enough to be understood and measured. This standard should be discussed with the supervisors to find out which different factors are to be incorporated. Weights and points to be given to each factor and these then should be indicated on the Appraisal Form, and later on used for appraising the performance of the employees. Communicating Performance Expectations to Employees: Answer - Steps in Appraising Performance; Their jobs and jobs-related behavior should be clearly explained to them. It should be noted that job related behaviors are those critical behavior that constitute job success. The employee should not be presumed to guess what is expected of him. It should be noted that here communication means that the standards have been transmitted to the employee and he has received and understood them a two-way communication, i.e., transference of information from the manager to the subordinate regarding expectations, and feedback from the subordinate to the manager that this information has been received and understood in same context and contents. Measuring Actual Performance Answer - Steps in Appraising Performance; to determine what actual performance is, it is necessary to acquire information about it we should be concerned with how we measure and what we measure. Four sources of information are frequently used to measure actual performance: personal observation, statistical reports, oral reports and written reports. Comparing Actual Performance with Standards Answer - Steps in Appraising Performance; By doing so the potentiality for growth and advancement of an employee can be appraised and judged. Efforts are made to find out deviations between standard performance and actual performance. Discussing the Appraisal with the Employee Answer - Steps in Appraising Performance; Under these discussion good points, weak points, and difficulties are indicated and discussed so that performance is improved. The information that the subordinate receives about his performance assessment has a great impact of his self-esteem and on his subsequent performance. Conveying good news is considerably less difficult for both the manager and the subordinate than when performance has been below expectations. Initiating Corrective Action Answer - Steps in Appraising Performance; Immediate corrective action can be of two types. One is immediate and deals predominantly with symptoms. The other is basic and delves into causes. Immediate corrective action is often described as putting out fires whereas basic corrective action gets to the source of deviation and seeks to adjust the difference permanently. Coaching and counseling may be done or special assignments and projects may be set. Persons may be deputed for formal training courses, and decision-making responsibilities and authority may be delegated to the subordinates. Attempts may also be made to recommend for salary increases or promotions, if these decisions become plausible No Uniform Standards Answer - Limitations of Performance Appraisal; The standards used for appraisal purpose are not uniform within the same organization. This makes the rating unscientific. Similarly the rating is done on the basis of an overall impression, which is not proper. Absence of Effective Participation of Employees Answer - Limitations of Performance Appraisal; In performance appraisal effective participation of concerned employee is essential. In many methods of appraisal, he is given a passive role. He is evaluated but his participation or self-evaluation is rather absent. Resistance of Employees to Appraisal Answer - Limitations of Performance Appraisal; Employees oppose the system as they feel that the system is only for showing their defects and for punishing them. The managers resist the system as they are not willing to criticize their subordinates or have no capacity to guide them for selfimprovement or self-development. Paperwork Answer - Limitations of Performance Appraisal; Some supervisors feel that performance appraisal is paperwork. They make such complaints because many a times, performance appraisal reports are found only in the files rather than rendering any practical use. Fear of Spoiling Relations Answer - Limitations of Performance Appraisal; Performance appraisals may also affect superior-subordinate relations. As appraisal makes the superior more of a judge rather than a coach, the subordinate may look upon the superior with a feeling of a suspicion and mistrust. Stereotyping Answer - Limitations of Performance Appraisal; This implies forming a mental picture of a person on the basis of his age, sex, caste or religion. It results in an over-simplified view and blurs the assessment of job performance. Negative Approach Answer - Limitations of Performance Appraisal; Performance appraisal loses most of its value when the focus of management is on punishment rather than on development of employees. individual Differences Answer - Limitations of Performance Appraisal; Some people are more distinct while some are very liberal in assigning the factors, points or number to the employees. They are unable to maintain a fair distinction between two individuals. It also nullifies the utility. Job Analysis Answer - Is a systematic study of how a job discovers its specifications, skill requirements, etc. for wage-setting, recruitment, training, or job simplification purposes. Job Description Answer - It is a list of job's duties responsibilities, reporting relationships, working conditions, and supervisory responsibilities. Job Specification Answer - It is a list of human requirements that is the requisite education, skills, personality, and so on and another product of a job analysis. Work Activities Answer - types of information via the job analysis; The specialist collects information about the job's actual work activities, example: cleaning, selling, teaching and may also include the how, why and when the worker performs each activity. Human Behaviors Answer - types of information via the job analysis; Specialists may collect information about human behaviors like sensing, communicating, deciding and writing. Machine, Tools, quipment and Work Aids Answer - types of information via the job analysis; This category includes information regarding tools used, materials processed, knowledge dealt with or applied, and services rendered. Performance Standards Answer - types of information via the job analysis; The employer may also want information about the job's performance standards, management will use the standards to appraise employees. jOb Context Answer - types of information via the job analysis; Included here is information about such matters as physical working conditions, work schedule, and the organizational and social context for instance, the number of people with whom the employee would normally interact. Planning the Job Analysis Answer - types of information via the job analysis; it is the systematic process of establishing need and then working out the best way to meet the need, within a strategic framework that enables you to identify priorities and determine your operational principles especially job analysis. Preparing and Introducing Job Analysis Answer - types of information via the job analysis; There are a vast number of different techniques in identifying jobs and methodology processes that HR can use to ensure an employee is performing at their best. hUman Requirements Answer - types of information via the job analysis; This includes information regarding the job's human requirements, such as job-related knowledge of skills and required attributes. STRUCTURED INTERVIEWS Answer - Follow a systematic approach where employees are interviewed accurately and consistently, following a present format. UNSTRUCTURED INTERVIEWS Answer - Without a present structure, with no specific questions. Questionnaires Answer - Used for job analysis, collect data about all aspects that influence how a job is completed, including both internal and external factors. Observation Answer - This method enables job analysts to observe employees in their daily routines. GATHER JOB ANALYSIS DATA Answer - CONDUCTING THE JOB ANALYSIS; the following are Job Analysis Data that must be collected information on the following areas: DUTIES AND TASK Answer - CONDUCTING THE JOB ANALYSIS; The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include frequency, duration, effort, skill, complexity, equipment, standards, etc. TOOLS AND EQUIPMENT Answer - CONDUCTING THE JOB ANALYSIS; Some of duties and tasks are performed using specific equipment and tools. RELATIONSHIPS Answer - CONDUCTING THE JOB ANALYSIS; Supervision given and received. Relationships with internal or external people. ENVIRONMENT Answer - CONDUCTING THE JOB ANALYSIS; This may have a significant impact on the physical requirements to be able to perform a job. REQUIREMENTS Answer - CONDUCTING THE JOB ANALYSIS; The knowledge, skills, and abilities (KSA's) required to perform the job. The Responsibility Charting Theory Answer - There are three (3) basic assumptions in any role, they are: 1. Role Conception - what a person thinks his/her job is and how the person has been taught to do