, TESTBANK for Laboratory Operations and
Management Foundations of Practice Jeanne M.
Isabel
Notes
1- The file is chapter after chapter.
2- We have shown you few pages sample.
3- The file contains all Appendix and Excel sheet
if it exists.
4- We have all what you need, we make update
at every time. There are many new editions
waiting you.
5- If you think you purchased the wrong file You
can contact us at every time, we can replace it
with true one.
Our email:
,Chapter 1. Identifying Professionalism and Exploring Ethical Issues
Multiple Choice
1. After completion of a Medical Laboratory Scientist (MLS) or Medical Laboratory Technician
(MLT) program, the best time to take the certification exam is
A. when you feel ready.
B. at the end of the 5-year eligibility period.
C. after starting your first job.
D. as soon as possible.
ANS: D
Rationale: A study from 2015 confirmed that the longer the time between program completion
and taking the exam, the larger the decrease in scores.
DIF: 1
OBJ: 1.3
2. The function of the National Accrediting Agency for Clinical Laboratory Sciences (NAACLS)
is to
A. determine who is eligible to take an exam.
B. accredit laboratory education programs.
C. provide exams for graduates.
D. grant legal status to work in a state.
ANS: B
Rationale: A function of the NAACLS is to accredit medical laboratory profession programs.
DIF: 1
OBJ: 1.3
3. The usual path to follow to be eligible to work in some states is to
A. complete an accredited program, get certified, and then apply for licensure.
B. apply for a license to get into an accredited program, and then get certified.
C. complete an accredited program, apply for a license, and then get certified.
D. apply to be certified, apply to an accredited program, and then apply for a license.
ANS: A
Rationale: Once you have completed your program and passed the certification exam, you can
generally obtain a license through reciprocity.
DIF: 2
OBJ: 1.3
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
,4. Which of the following is considered professional behavior?
A. Following rules and policies
B. Demonstrating trusted judgment
C. Being punctual with task completion
D. All of the above
ANS: D
Rationale: Examples of professional behavior include being punctual, following rules and
policies, and demonstrating good judgment.
DIF: 2
OBJ: 1.1
5. Certification is associated with
A. standardization of educational programs.
B. personnel competency.
C. compliance with state law.
D. following procedures.
ANS: B
Rationale: Certification is achieved individually by passing an examination in an eligible
certification category.
DIF: 2
OBJ: 1.3
6. Professional behavior is learned through
A. mentoring by instructors.
B. observing clinical preceptors.
C. communicating with others.
D. all of the above.
ANS: D
Rationale: Professional behavior may be learned indirectly or directly from mentors, by
observing clinical preceptors, and by communicating with others.
DIF: 2
OBJ: 1.1
7. The primary benefit of interprofessional education is
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
, A. reading about other health disciplines.
B. discussing case studies.
C. scoring well on an examination.
D. performing collaborative patient care.
ANS: D
Rationale: Interprofessional education emphasizes collaboration among the various health-care
professionals to improve patient outcomes.
DIF: 2
OBJ: 1.4
8. All of the following are ethical principles of laboratory medicine except which one?
A. Autonomy
B. Justice
C. Competence
D. Beneficence
ANS: C
Rationale: The dominant ethical principles for laboratory professionals include autonomy,
beneficence, nonmaleficence, and justice.
DIF: 2
OBJ: 1.6
9. Which of the following is considered ethical behavior?
A. Not obtaining the patient’s informed consent
B. Reporting violations of legal requirements
C. Treating some staff more favorably
D. Taking credit for another’s work
ANS: B
Rationale: Some unethical behaviors include failing to obtain the patient’s informed consent,
treating some staff more favorably, and taking credit for someone else’s work.
DIF: 2
OBJ: 1.7
10. Licensure is associated with
A. state legislation.
B. personnel competency.
C. program standards.
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
, D. national laws.
ANS: A
Rationale: Licensure is a state requirement. Once you have completed your program and passed
the certification exam, you can generally obtain a license through reciprocity.
DIF: 2
OBJ: 1.3
11. Which of the following professional organizations serves members who are specialized in
one particular discipline?
A. American Society for Clinical Laboratory Science (ASCLS)
B. American Society for Clinical Pathology (ASCP)
C. Association for the Advancement of Blood & Biotherapies (AABB)
D. National Accrediting Agency for Clinical Laboratory Science (NAACLS)
ANS: C
Rationale: Some organizations, such as the ASCLS, ASCP, and NAACLS, serve a wide variety
of laboratory professionals. Other organizations, such as the AABB, specialize in just one area of
the laboratory.
DIF: 2
OBJ: 1.5
12. An observable behavior managers often use to evaluate professionalism is assessing how the
employee
A. writes objectives.
B. manages their time.
C. participates in surveys.
D. behaves outside of the workplace.
ANS: B
Rationale: One observable behavior that can be used to evaluate professionalism is the ability to
manage time.
DIF: 2
OBJ: 1.2
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
,Chapter 2 Effective Communication and Resolving Conflicts
1. An example of nonverbal communication is
A. smiling when someone says hello.
B. raising your voice to be heard over machinery.
C. answering the phone when it rings.
D. answering an email promptly.
Answer: A
Rationale: Communication may be verbal or nonverbal; nonverbal communication is primarily
body language.
DIF: 1
OBJ: 2.1
2. What is one foundational and effective way managers can build trust with employees and
staff?
A. Smile when you walk by.
B. Ask how their day is going.
C. Bring small gifts, such as snacks, to work.
D. Maintain an open-door policy.
Answer: D
Rationale: Effective communication is more than a quick smile or snacks. Use an open-door
policy to give employees your undivided attention, engage in meaningful discussions, and show
you care.
DIF: 2
OBJ: 2.3
3. During an evaluation, your employee stops talking, slouches, avoids eye contact, and
begins breathing rapidly. As the manager, you notice these signs of nonverbal
communication, and your next step is to
A. continue with the evaluation so that it will be over more quickly.
B. tell them they can ask questions at the end of the evaluation.
C. use active listening skills to find out why the employee is becoming visibly upset.
D. stop the evaluation and ask if they would like to reschedule it.
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
,Answer: C
Rationale: Noticing and addressing this employee’s distress in the moment, rather than ignoring
it or putting off the evaluation until later, is an example of using active listening to improve
mutual understanding.
DIF: 2
OBJ: 2.4
4. You are a manager, and an employee comes to you in confidence and asks for a raise
because they are in the process of getting a divorce. The employee starts crying and telling
you very personal details about their significant other. What do you do?
A. Tell them you are going to call human resources for help.
B. Kindly explain that you will review their paperwork and see if they are eligible for a raise.
C. Let them finish their story, then call human resources to ask for documentation on the
supportive services the employer offers.
D. Talk with the employee and try to calm them down, and then ask if they would like help
exploring what supportive services the employer offers.
Answer: D
Rationale: If an employee comes to a manager in a distraught situation, the manager can use
active listening skills to try to calm the employee. A manager should never assume what the
employee wants or needs because there are professional boundaries that must be respected.
Instead, there should be a transparent discussion about the help the manager is available to give.
DIF: 2
OBJ: 2.5
5. As a manager, you hear one of your employees answer the phone saying, “Yeah, what?”
What do you do?
A. Hold an emergency staff meeting and discuss how to answer the phone.
B. Talk with the department leaders and ask them to review proper phone etiquette.
C. Schedule a meeting with the employee and discuss their phone etiquette with them in private.
D. Send an email to all employees that outlines the policies and procedures on proper phone
etiquette.
Answer: B
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
,Rationale: Being transparent with department leaders and allowing them to take the lead on
dealing with certain employees will help the manager build strong interpersonal relationships
with their staff.
DIF: 3
OBJ: 2.6
6. Managers know conflicts are a matter of when, not if, in any high-paced, stressful job
environment, such as a medical laboratory. Per the text, we know collaboration is the best-
case scenario. In most conflicts, what is the best way to begin to collaborate on a solution?
A. Separate the employees to hear their sides of the story.
B. Ask the employees what they think the problem is.
C. Ask the employees what they want out of this discussion.
D. Tell the employees what your solution is.
Answer: B
Rationale: A manager should be a mediator. Allowing each employee to say what they think the
problem is brings everyone to equal ground. Oftentimes, misunderstandings will be discovered,
and the employees can come to a natural conclusion that suits all sides of the argument.
DIF: 3
OBJ: 2.7
7. While walking through the cafeteria on your lunch break, you overhear one of your
employees making a demeaning remark about another employee to a group. As their
manager, what is your most appropriate course of action?
A. Allow the two employees to work things out on their own.
B. Recognize that you have no authority as a manager during employees’ free time.
C. Meet with the employee who made the remark immediately after lunch to address this
microaggression.
D. Contact human resources to file a complaint on behalf of the employee who was targeted.
Answer: C
Rationale: Microaggressions are daily, commonplace, and subtle comments, behaviors, and
attitudes that can, over time, lead to burnout and eventual toxicity in the workplace. It is
appropriate for managers to intervene on behalf of the person who was bullied, beginning with
the person who perpetrated the microaggression to ensure they understand the impact of their
behavior.
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
, DIF: 2
OBJ: 2.8
8. You have an employee who has been exhibiting consistent “toxic” behavior. For example,
they yell at colleagues when they make a mistake, say mean things to and about others, and
often leave early without informing anyone. Per the policies and procedures, the employee
has been written up four times, with no improvement, and must now be terminated. As the
manager, how should you prepare?
A. Tell the employee at the end of their shift that their services are no longer required.
B. Ask a human resources representative and security to join the meeting in a private room.
C. Ask human resources and security to talk with the employee.
D. Talk with the employee privately in your office and ask them what you can do to help them
succeed.
Answer: B
Rationale: First, policies and procedures must be followed. Second, based on this employee’s
history of toxic behavior, it would be best to have representatives from human resources and
security participate in the meeting as a precaution.
DIF: 2
OBJ: 2.9
9. You have a scheduled meeting with human resources (HR) to discuss an employee’s
disciplinary action documentation, in which you have recommended termination. You
anticipate that the HR representative will want to know why the employee should be
terminated. What documentation and support should you bring with you to this meeting?
A. The employee so that they can share their side of the story
B. Witnesses who are familiar with the employee’s behavior
C. Your notes and documentation dating back to when the employee was first hired
D. The corrective action documentation and the policies and procedures applicable to this
scenario
Answer: D
Rationale: Corrective action documentation and the applicable policies and procedures are
relevant in this scenario.
DIF: 1
OBJ: 2.10
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
Management Foundations of Practice Jeanne M.
Isabel
Notes
1- The file is chapter after chapter.
2- We have shown you few pages sample.
3- The file contains all Appendix and Excel sheet
if it exists.
4- We have all what you need, we make update
at every time. There are many new editions
waiting you.
5- If you think you purchased the wrong file You
can contact us at every time, we can replace it
with true one.
Our email:
,Chapter 1. Identifying Professionalism and Exploring Ethical Issues
Multiple Choice
1. After completion of a Medical Laboratory Scientist (MLS) or Medical Laboratory Technician
(MLT) program, the best time to take the certification exam is
A. when you feel ready.
B. at the end of the 5-year eligibility period.
C. after starting your first job.
D. as soon as possible.
ANS: D
Rationale: A study from 2015 confirmed that the longer the time between program completion
and taking the exam, the larger the decrease in scores.
DIF: 1
OBJ: 1.3
2. The function of the National Accrediting Agency for Clinical Laboratory Sciences (NAACLS)
is to
A. determine who is eligible to take an exam.
B. accredit laboratory education programs.
C. provide exams for graduates.
D. grant legal status to work in a state.
ANS: B
Rationale: A function of the NAACLS is to accredit medical laboratory profession programs.
DIF: 1
OBJ: 1.3
3. The usual path to follow to be eligible to work in some states is to
A. complete an accredited program, get certified, and then apply for licensure.
B. apply for a license to get into an accredited program, and then get certified.
C. complete an accredited program, apply for a license, and then get certified.
D. apply to be certified, apply to an accredited program, and then apply for a license.
ANS: A
Rationale: Once you have completed your program and passed the certification exam, you can
generally obtain a license through reciprocity.
DIF: 2
OBJ: 1.3
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
,4. Which of the following is considered professional behavior?
A. Following rules and policies
B. Demonstrating trusted judgment
C. Being punctual with task completion
D. All of the above
ANS: D
Rationale: Examples of professional behavior include being punctual, following rules and
policies, and demonstrating good judgment.
DIF: 2
OBJ: 1.1
5. Certification is associated with
A. standardization of educational programs.
B. personnel competency.
C. compliance with state law.
D. following procedures.
ANS: B
Rationale: Certification is achieved individually by passing an examination in an eligible
certification category.
DIF: 2
OBJ: 1.3
6. Professional behavior is learned through
A. mentoring by instructors.
B. observing clinical preceptors.
C. communicating with others.
D. all of the above.
ANS: D
Rationale: Professional behavior may be learned indirectly or directly from mentors, by
observing clinical preceptors, and by communicating with others.
DIF: 2
OBJ: 1.1
7. The primary benefit of interprofessional education is
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
, A. reading about other health disciplines.
B. discussing case studies.
C. scoring well on an examination.
D. performing collaborative patient care.
ANS: D
Rationale: Interprofessional education emphasizes collaboration among the various health-care
professionals to improve patient outcomes.
DIF: 2
OBJ: 1.4
8. All of the following are ethical principles of laboratory medicine except which one?
A. Autonomy
B. Justice
C. Competence
D. Beneficence
ANS: C
Rationale: The dominant ethical principles for laboratory professionals include autonomy,
beneficence, nonmaleficence, and justice.
DIF: 2
OBJ: 1.6
9. Which of the following is considered ethical behavior?
A. Not obtaining the patient’s informed consent
B. Reporting violations of legal requirements
C. Treating some staff more favorably
D. Taking credit for another’s work
ANS: B
Rationale: Some unethical behaviors include failing to obtain the patient’s informed consent,
treating some staff more favorably, and taking credit for someone else’s work.
DIF: 2
OBJ: 1.7
10. Licensure is associated with
A. state legislation.
B. personnel competency.
C. program standards.
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
, D. national laws.
ANS: A
Rationale: Licensure is a state requirement. Once you have completed your program and passed
the certification exam, you can generally obtain a license through reciprocity.
DIF: 2
OBJ: 1.3
11. Which of the following professional organizations serves members who are specialized in
one particular discipline?
A. American Society for Clinical Laboratory Science (ASCLS)
B. American Society for Clinical Pathology (ASCP)
C. Association for the Advancement of Blood & Biotherapies (AABB)
D. National Accrediting Agency for Clinical Laboratory Science (NAACLS)
ANS: C
Rationale: Some organizations, such as the ASCLS, ASCP, and NAACLS, serve a wide variety
of laboratory professionals. Other organizations, such as the AABB, specialize in just one area of
the laboratory.
DIF: 2
OBJ: 1.5
12. An observable behavior managers often use to evaluate professionalism is assessing how the
employee
A. writes objectives.
B. manages their time.
C. participates in surveys.
D. behaves outside of the workplace.
ANS: B
Rationale: One observable behavior that can be used to evaluate professionalism is the ability to
manage time.
DIF: 2
OBJ: 1.2
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
,Chapter 2 Effective Communication and Resolving Conflicts
1. An example of nonverbal communication is
A. smiling when someone says hello.
B. raising your voice to be heard over machinery.
C. answering the phone when it rings.
D. answering an email promptly.
Answer: A
Rationale: Communication may be verbal or nonverbal; nonverbal communication is primarily
body language.
DIF: 1
OBJ: 2.1
2. What is one foundational and effective way managers can build trust with employees and
staff?
A. Smile when you walk by.
B. Ask how their day is going.
C. Bring small gifts, such as snacks, to work.
D. Maintain an open-door policy.
Answer: D
Rationale: Effective communication is more than a quick smile or snacks. Use an open-door
policy to give employees your undivided attention, engage in meaningful discussions, and show
you care.
DIF: 2
OBJ: 2.3
3. During an evaluation, your employee stops talking, slouches, avoids eye contact, and
begins breathing rapidly. As the manager, you notice these signs of nonverbal
communication, and your next step is to
A. continue with the evaluation so that it will be over more quickly.
B. tell them they can ask questions at the end of the evaluation.
C. use active listening skills to find out why the employee is becoming visibly upset.
D. stop the evaluation and ask if they would like to reschedule it.
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
,Answer: C
Rationale: Noticing and addressing this employee’s distress in the moment, rather than ignoring
it or putting off the evaluation until later, is an example of using active listening to improve
mutual understanding.
DIF: 2
OBJ: 2.4
4. You are a manager, and an employee comes to you in confidence and asks for a raise
because they are in the process of getting a divorce. The employee starts crying and telling
you very personal details about their significant other. What do you do?
A. Tell them you are going to call human resources for help.
B. Kindly explain that you will review their paperwork and see if they are eligible for a raise.
C. Let them finish their story, then call human resources to ask for documentation on the
supportive services the employer offers.
D. Talk with the employee and try to calm them down, and then ask if they would like help
exploring what supportive services the employer offers.
Answer: D
Rationale: If an employee comes to a manager in a distraught situation, the manager can use
active listening skills to try to calm the employee. A manager should never assume what the
employee wants or needs because there are professional boundaries that must be respected.
Instead, there should be a transparent discussion about the help the manager is available to give.
DIF: 2
OBJ: 2.5
5. As a manager, you hear one of your employees answer the phone saying, “Yeah, what?”
What do you do?
A. Hold an emergency staff meeting and discuss how to answer the phone.
B. Talk with the department leaders and ask them to review proper phone etiquette.
C. Schedule a meeting with the employee and discuss their phone etiquette with them in private.
D. Send an email to all employees that outlines the policies and procedures on proper phone
etiquette.
Answer: B
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
,Rationale: Being transparent with department leaders and allowing them to take the lead on
dealing with certain employees will help the manager build strong interpersonal relationships
with their staff.
DIF: 3
OBJ: 2.6
6. Managers know conflicts are a matter of when, not if, in any high-paced, stressful job
environment, such as a medical laboratory. Per the text, we know collaboration is the best-
case scenario. In most conflicts, what is the best way to begin to collaborate on a solution?
A. Separate the employees to hear their sides of the story.
B. Ask the employees what they think the problem is.
C. Ask the employees what they want out of this discussion.
D. Tell the employees what your solution is.
Answer: B
Rationale: A manager should be a mediator. Allowing each employee to say what they think the
problem is brings everyone to equal ground. Oftentimes, misunderstandings will be discovered,
and the employees can come to a natural conclusion that suits all sides of the argument.
DIF: 3
OBJ: 2.7
7. While walking through the cafeteria on your lunch break, you overhear one of your
employees making a demeaning remark about another employee to a group. As their
manager, what is your most appropriate course of action?
A. Allow the two employees to work things out on their own.
B. Recognize that you have no authority as a manager during employees’ free time.
C. Meet with the employee who made the remark immediately after lunch to address this
microaggression.
D. Contact human resources to file a complaint on behalf of the employee who was targeted.
Answer: C
Rationale: Microaggressions are daily, commonplace, and subtle comments, behaviors, and
attitudes that can, over time, lead to burnout and eventual toxicity in the workplace. It is
appropriate for managers to intervene on behalf of the person who was bullied, beginning with
the person who perpetrated the microaggression to ensure they understand the impact of their
behavior.
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
, DIF: 2
OBJ: 2.8
8. You have an employee who has been exhibiting consistent “toxic” behavior. For example,
they yell at colleagues when they make a mistake, say mean things to and about others, and
often leave early without informing anyone. Per the policies and procedures, the employee
has been written up four times, with no improvement, and must now be terminated. As the
manager, how should you prepare?
A. Tell the employee at the end of their shift that their services are no longer required.
B. Ask a human resources representative and security to join the meeting in a private room.
C. Ask human resources and security to talk with the employee.
D. Talk with the employee privately in your office and ask them what you can do to help them
succeed.
Answer: B
Rationale: First, policies and procedures must be followed. Second, based on this employee’s
history of toxic behavior, it would be best to have representatives from human resources and
security participate in the meeting as a precaution.
DIF: 2
OBJ: 2.9
9. You have a scheduled meeting with human resources (HR) to discuss an employee’s
disciplinary action documentation, in which you have recommended termination. You
anticipate that the HR representative will want to know why the employee should be
terminated. What documentation and support should you bring with you to this meeting?
A. The employee so that they can share their side of the story
B. Witnesses who are familiar with the employee’s behavior
C. Your notes and documentation dating back to when the employee was first hired
D. The corrective action documentation and the policies and procedures applicable to this
scenario
Answer: D
Rationale: Corrective action documentation and the applicable policies and procedures are
relevant in this scenario.
DIF: 1
OBJ: 2.10
Copyright © 2025 by F.A. Davis Company
All rights reserved. This material is protected by copyright. No part of it may be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without written permission from the publisher. Use of
this content outside your academic institution is expressly prohibited and enforceable by law.
