HCAD 710 EXAM 3 QUESTIONS WITH
VERIFIED ANSWERS. A+ GRADE
2025/2026.
Discharge - ANS termination with cause, called being fired. happens when employee breaks
rules
dismissal - ANS occurs for reasons related to performance
reducing risk with termination - ANS involve least risk are those which good cause is evident,
HR supervisor must ensure policies have been followed, adherence to progressive discipline
process is critical, all required documentation must be in place
charge of discrimination - ANS must be prepared a member of a protected class may file
this.best protection is fair policies consistently applied. must have documentation. employers
must have prof of employee wrongdoing
unemployment compensation - ANS majority of emloyees who are fired seek unemployment
benefits regardless of reason for being let go. nothing to lose. states have legal responsibility to
determine eligibility
1 @COPYRIGHT 2025/2026 ALLRIGHTS RESERVED
,constructive discharge - ANS sometimes will assign extra work to employees to make their
lives miserable until they quit. incorrectly conclude problem is solved without cost. significant
risks with this.
situations to avoid - ANS constructive discharge is a problem when legal complaint filed that
like was unbearable, resignation forced under extreme or intolerable conditions. allowed to
resign instead of discharged. these expose organization to claims of constructive discharge.
reasons for reducing employee counts - ANS excess growth, new technology, reengineering,
mergers and acquisitions, layoffs and terminations
reeingineering - ANS systematic redesign of a businesses core processes, starting with
desired outcomes and establishing most efficient possible processes. incorectly called
downsizing, rightsizing, reorganizing, repositioning, revitalizing, and modernizing. synonymous
with eliminating jobs
mergers, acquisitions and other affiliations - ANS usually means loss of jobs. for profit
systems likely to be specialized, not for profit systems are more diversified and carry
unprofitable services for the sake of remaining full service to the communities they serve. in
some parts of the country alliances and systems have saved rural hospitals but usually there are
job losses
mergers - ANS lead to reduction in jobs as well as staff positions. managers left have
increased control. employees can fear absorption and loss of identity with the other
organization. happens even in a merger of so called equals. one organization absorbs another
merger afermath - ANS consolidation expenses can be higher, can require a long time to
recover expenses through lower operating costs. human side is rarely given sufficient attention.
emotional issues that can make or break a merger usually take a distant scond to financial
issues
2 @COPYRIGHT 2025/2026 ALLRIGHTS RESERVED
, supervisors and mergers - ANS successful supervisors maintain a dialogue with employees,
keep lines of communication open and provides best information that is available. honesty is an
absolute requirement. once possibility of a merger comes out, employees may become uneasy
considerations before layoffs - ANS eliminate use of temporary employees, (impose hiring
freese, close open positions) allows internal reallocation, if reductions are permanent
management should offer voluntary termination incentive such as early retirement. groups or
individuals cant be targeted. key employees may leave
who goes and who stays - ANS selection for layoff most accomplished by seniority, not a
requirement unless contract governs it. seniority is fairest and safest means of determining
who is let go and who stays.
seniority - ANS can be determined by time in the organzation, time in a dept, time within a
particular task or job class or time within a dept
bumping - ANS occurs when job is eliminated, persons of greater seniority are allowed to
displace or bump persons having lesser seniority frmo their posiins. process continues until
person with least authority is laid off. can be simple or extremely complex depending on rules
order for layoffs - ANS guidlines governing order of reduction based work status. factors
used must be consistent ( application as well) personnel dept should govern staff reductions.
policies should be in place well before needed. if employees represented by a union a collective
bargaining agreement needs to be in place. union will then decided who is laid off
review of layoff plans - ANS hr and legal must asess the layoff plan is not biased. charges of
discrimination are likely if there is a pattern of gender, age, race layoffs. goal will be reduced
personnel costs but retain best employees. rarely does this happen
timing of layoffs - ANS whn over tim morale decreases, teamwork becomes secondary to
survival, lost morale replacd with anger, phased in layoffs are easier to administer, for
employees more stressful
3 @COPYRIGHT 2025/2026 ALLRIGHTS RESERVED
VERIFIED ANSWERS. A+ GRADE
2025/2026.
Discharge - ANS termination with cause, called being fired. happens when employee breaks
rules
dismissal - ANS occurs for reasons related to performance
reducing risk with termination - ANS involve least risk are those which good cause is evident,
HR supervisor must ensure policies have been followed, adherence to progressive discipline
process is critical, all required documentation must be in place
charge of discrimination - ANS must be prepared a member of a protected class may file
this.best protection is fair policies consistently applied. must have documentation. employers
must have prof of employee wrongdoing
unemployment compensation - ANS majority of emloyees who are fired seek unemployment
benefits regardless of reason for being let go. nothing to lose. states have legal responsibility to
determine eligibility
1 @COPYRIGHT 2025/2026 ALLRIGHTS RESERVED
,constructive discharge - ANS sometimes will assign extra work to employees to make their
lives miserable until they quit. incorrectly conclude problem is solved without cost. significant
risks with this.
situations to avoid - ANS constructive discharge is a problem when legal complaint filed that
like was unbearable, resignation forced under extreme or intolerable conditions. allowed to
resign instead of discharged. these expose organization to claims of constructive discharge.
reasons for reducing employee counts - ANS excess growth, new technology, reengineering,
mergers and acquisitions, layoffs and terminations
reeingineering - ANS systematic redesign of a businesses core processes, starting with
desired outcomes and establishing most efficient possible processes. incorectly called
downsizing, rightsizing, reorganizing, repositioning, revitalizing, and modernizing. synonymous
with eliminating jobs
mergers, acquisitions and other affiliations - ANS usually means loss of jobs. for profit
systems likely to be specialized, not for profit systems are more diversified and carry
unprofitable services for the sake of remaining full service to the communities they serve. in
some parts of the country alliances and systems have saved rural hospitals but usually there are
job losses
mergers - ANS lead to reduction in jobs as well as staff positions. managers left have
increased control. employees can fear absorption and loss of identity with the other
organization. happens even in a merger of so called equals. one organization absorbs another
merger afermath - ANS consolidation expenses can be higher, can require a long time to
recover expenses through lower operating costs. human side is rarely given sufficient attention.
emotional issues that can make or break a merger usually take a distant scond to financial
issues
2 @COPYRIGHT 2025/2026 ALLRIGHTS RESERVED
, supervisors and mergers - ANS successful supervisors maintain a dialogue with employees,
keep lines of communication open and provides best information that is available. honesty is an
absolute requirement. once possibility of a merger comes out, employees may become uneasy
considerations before layoffs - ANS eliminate use of temporary employees, (impose hiring
freese, close open positions) allows internal reallocation, if reductions are permanent
management should offer voluntary termination incentive such as early retirement. groups or
individuals cant be targeted. key employees may leave
who goes and who stays - ANS selection for layoff most accomplished by seniority, not a
requirement unless contract governs it. seniority is fairest and safest means of determining
who is let go and who stays.
seniority - ANS can be determined by time in the organzation, time in a dept, time within a
particular task or job class or time within a dept
bumping - ANS occurs when job is eliminated, persons of greater seniority are allowed to
displace or bump persons having lesser seniority frmo their posiins. process continues until
person with least authority is laid off. can be simple or extremely complex depending on rules
order for layoffs - ANS guidlines governing order of reduction based work status. factors
used must be consistent ( application as well) personnel dept should govern staff reductions.
policies should be in place well before needed. if employees represented by a union a collective
bargaining agreement needs to be in place. union will then decided who is laid off
review of layoff plans - ANS hr and legal must asess the layoff plan is not biased. charges of
discrimination are likely if there is a pattern of gender, age, race layoffs. goal will be reduced
personnel costs but retain best employees. rarely does this happen
timing of layoffs - ANS whn over tim morale decreases, teamwork becomes secondary to
survival, lost morale replacd with anger, phased in layoffs are easier to administer, for
employees more stressful
3 @COPYRIGHT 2025/2026 ALLRIGHTS RESERVED
