Practice Quiz

PHR Human Resources Exam Prep - Question List

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61. You’ve accepted a position as the HR manager with a small manufacturing organization. You were acquainted with the former HR manager and you’re excited to be following in his footsteps at his former company. From everything he has told you, the company had everything in line with respect to HR-related issues, -including safety issues, EEO reports, I-9 documentation, and sound compensation practices, etc. You are surprised when you then come across a documentation stating that the organization was cited for a “Serious Violation” three months earlier. You are concerned because you know that a serious violation is:
  1. The most serious category of violation recognized by the Department of Justice.
  2. One that the employer either knew about or should have known about.
  3. Unlikely to result in death, but is likely to result in serious injury.
  4. Considered by the EEOC to be deliberate and intentional.
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62. You’re the HR manager at your organization and report directly to the president (whose sister died of cancer about six months ago). One afternoon, an employee comes to you with a problem. Her sister (who lives out of state) has been diagnosed with a very aggressive form of cancer and has less than 6 months to live. The employee wants to spend the last few months of her sister’s life with her, to share time and care for her in her final days. The employee has already requested a leave of absence but was advised by an HR representative and her manager that this sort of leave isn’t covered under FMLA. Your department is going into its “busy season,” so her manager in unwilling to grant any other type of leave. She is concerned about how she will support herself while she is staying with her sister. She asks you whether it is possible for the company to call this a layoff and approve of her getting unemployment insurance. Sadly, she knows that her sister won’t live longer than six months, so unemployment insurance benefits would carry her through. After you express your concern and sympathy, which of the following responses would be the best?
  1. Tell the employee that it is up to the state, not the company, whether or not unemployment insurance will be granted and that, while you do sympathize with her situation on a personal level, it’s not possible for you to code the termination as a layoff.
  2. Tell the employee that it’s up to the state, not the company, whether or not unemployment insurance will be granted. However, as long as the president approves (and you’re pretty sure he will), you’re willing to code the termination as a layoff.
  3. As HR, your role is that of employee advocate, and you are willing to advocate on her behalf to the president. You are fairly confident that he will approve this request and will get back to the employee either way as soon as possible.
  4. You remind the employee, as gently as possible, that, as HR, your role is to ensure that all of the company’s policies and procedures are followed, and falsifying the termination code would be a violation of policy. As such, you just can’t code the termination as a layoff.
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63. A manager who you know fairly well, and with whom you have a good working relationship, leaves a voice mail message for you asking you to please call her back about a benefits question. You return her call, and she comes down to your office to speak with you in person. She explains that her former assistant, who left nearly a year and a half ago to go back to college, is about to run out of COBRA. She explains to you that he still is one semester away from earning his degree and can’t get decent health insurance through the college plan. She asks if you wouldn’t mind leaving him on COBRA, just for a few more months. You know that you’ve got to formulate a response that accomplishes a number of things, including providing accurate facts. Which of the following facts would be the most appropriate to share?
  1. You inform the manager that, under COBRA, former employees who are full-time students at the time that COBRA runs out are entitled to an extension for as long as the former employee remains a full-time student (up to 18 months).
  2. You inform the manager that although COBRA only requires an employer to continue benefits coverage for 18 months, the employer has the option to extend COBRA benefits for an additional 18 months.
  3. You inform the manager that COBRA can be continued for another 18 months, as long as the employee pays the company 110% of the monthly premium costs.
  4. You inform the employee that COBRA cannot be continued beyond 18 months in this particular situation, but there are other situation that would warrant an extension and that you would be happy to share that information with her.
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64. You’ve recently been promoted to a position as an HR generalist, and you’re anxious to get down to work. One day, a manger that you haven’t worked with before comes to you to talk about a problem he’s having with one of his direct reports. This employee happens to be an executive assistant, and he is a highly trusted and valued member of the department. He handles confidential information and is always looking to grow and learn. The employee feels, however, that he has been “held back” because he’s classified as non-exempt and therefore can’t join in with the team on special projects that require overtime or weekend work (there is no money in the budget for overtime hours). This employee ends up feeling excluded and less important. The manager wants you to help him find a way to reclassify the position as exempt. Which of the following responses would be the least appropriate?
  1. The manager should help the employee understand that he is truly a valued manager of the team.
  2. Based on the information the manager has given you, the position should be upgraded, but the title would have to be changed.
  3. The position should be evaluated to see how it changed since the last review and whether it should be upgraded.
  4. The manager should have a conversation with the employee about his career objectives.
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65.
What is conductive discharge?
  1. Employee is told to resign with positive feedback and a reference
  2. Employee is paid for at least 2 months after discharge
  3. Employee resigns due to poor behavior on the part of their employer
  4. Employee is no longer allowed on construction site
  5. None of the above
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