Q&A Hero

Q: Industrial democracy is primarily marked by: A) worker involvement in plant and corporate level decisions. B) union involvement in political rather than economic issues. C) managers who allow nonunion employees to vote on union issues. D) union representatives who hold executive positions on corporate boards.

Q: In Japan, workers at large corporations are represented by: A) business unions. B) work councils. C) enterprise unions. D) labor specialists.

Q: The lifelong employment policy in Japan has: A) encouraged cooperation between unions and management. B) significantly decreased employees' desire to unionize. C) created hostility between unions and management. D) reduced union influence and bargaining strength.

Q: Which of the following is the best comparison of the Japanese and U.S. labor relations systems? A) Japan's labor system promotes industrial democracy, while the U.S. labor system does not. B) The U.S. labor relations system fosters greater trust between unions and management than does the Japanese system. C) Japan's unions have been decreasing in number as lifelong employment policies become weaker, while U.S. unions in both the private and public sector are growing. D) Japan's labor relations system leads to close personal relationships among managers, union leaders, and workers, while the U.S. system tends to be adversarial.

Q: Additional Case 15.2 TimeTable, Inc. plans to expand its manufacturing facilities. It is considering expansion either here in the United States or in EuropeGermany, Sweden, Great Britain, or France. It may also look at Japan or China, but those are currently second-tier choices. In selecting a country, the CEO wants to avoid political involvement. While friendly toward unions, he doesn't want a union that is politically oriented. In fact, the CEO of TimeTable was once a union official. He went through a career change, earned an MBA, and moved into the executive management ranks about ten years ago. TimeTable has a strong positive working relationship with its union. Management feels the NLRB is wrong in its ruling about the Wagner Act and is aggressively building labor-management teams. The CEO of TimeTable is even considering giving the union a seat on the board of directors. Refer to Additional Case 15.2. Based on TimeTable's opinion of the Wagner Act, which country would be most appropriate? A) Sweden B) Germany C) France D) Great Britain

Q: Additional Case 15.2 TimeTable, Inc. plans to expand its manufacturing facilities. It is considering expansion either here in the United States or in EuropeGermany, Sweden, Great Britain, or France. It may also look at Japan or China, but those are currently second-tier choices. In selecting a country, the CEO wants to avoid political involvement. While friendly toward unions, he doesn't want a union that is politically oriented. In fact, the CEO of TimeTable was once a union official. He went through a career change, earned an MBA, and moved into the executive management ranks about ten years ago. TimeTable has a strong positive working relationship with its union. Management feels the NLRB is wrong in its ruling about the Wagner Act and is aggressively building labor-management teams. The CEO of TimeTable is even considering giving the union a seat on the board of directors. Refer to Additional Case 15.2. Based on TimeTable's CEO's attitudes about politically active unions, which country would be LEAST appropriate? A) China B) Japan C) Germany D) France

Q: Additional Case 15.2 TimeTable, Inc. plans to expand its manufacturing facilities. It is considering expansion either here in the United States or in EuropeGermany, Sweden, Great Britain, or France. It may also look at Japan or China, but those are currently second-tier choices. In selecting a country, the CEO wants to avoid political involvement. While friendly toward unions, he doesn't want a union that is politically oriented. In fact, the CEO of TimeTable was once a union official. He went through a career change, earned an MBA, and moved into the executive management ranks about ten years ago. TimeTable has a strong positive working relationship with its union. Management feels the NLRB is wrong in its ruling about the Wagner Act and is aggressively building labor-management teams. The CEO of TimeTable is even considering giving the union a seat on the board of directors. Refer to Additional Case 15.2. TimeTable's CEO's career experiences are similar to the CEOs of major corporations in which country? A) China B) Japan C) Sweden D) Great Britain

Q: French labor unions tend to be more politically than economically focused.

Q: What are some reasons that workers join unions in both the U.S. and other countries? How do labor unions and labor relations differ around the world?

Q: Which term refers to a firm's overall plan for dealing with labor unions? A) Labor relations strategy B) Union acceptance strategy C) Distributive bargaining strategy D) Collective bargaining strategy

Q: Union substitution and union suppression are two types of ________ strategies. A) union organization B) collective bargaining C) union avoidance D) decertification

Q: By the Bay, Inc. is a large company with over 500 employees and a massive employee involvement program. One of the labor-management teams deals with employee complaints. The team consists of six workers and two managers and is led by the HR director. This group is most likely: A) protected by state laws. B) bargaining for changes. C) sponsored by the NLRB. D) violating the Wagner Act.

Q: The union acceptance strategy is most likely to: A) take hold in small companies. B) prevent employees from joining unions. C) foster distrust among management and employees. D) result in cooperation between unions and employers.

Q: Management at Wilson Manufacturing worked with its union to create a strategic plan that reduced the workforce but gave the union a voice in management decisions and future expansion plans. This is most likely an example of a(n) ________ labor relations strategy. A) interactive bargaining B) union acceptance C) distributive bargaining D) collective bargaining

Q: Boden, the CEO of Dixon Paper, has filed for bankruptcy in order to reorganize his company and get out from under several very tough union contracts he negotiated two years ago during better times. Boden is most likely engaged in: A) union avoidance. B) union acceptance. C) union suppression. D) union substitution.

Q: Which of the following involves hardball tactics to prevent a union from organizing workers or to get rid of a union? A) Union suppression B) Union substitution C) Distributive bargaining D) Collective bargaining

Q: Franklin Manufacturing is concerned that the UAW may try to organize its production workers. To eliminate this possibility, managers have offered the employees job security policies, profit sharing, and open-door policies. Franklin Manufacturing is most likely practicing: A) union acceptance. B) union suppression. C) union substitution. D) integrative bargaining.

Q: A proactive human resource management approach to labor relations is also known as: A) union acceptance. B) union suppression. C) union substitution. D) union solicitation.

Q: What is the riskiest labor relations strategy? A) Union acceptance B) Union suppression C) Union substitution D) Integrative bargaining

Q: Additional Case 15.1 Billiards, Inc. makes collapsible pool cues and other billiard products. Tegau, the general manager, has called a management team meeting with Tammy, the director of HR; Gary, the VP of operations; Ramonia, the employee relations specialist; and Ryan, a labor relations consultant. Tegau wants ideas from her management team about what to do concerning the possible unionization of their workers. Tammy suggests that they do nothing, let the union conduct its vote, and if certified, treat it as a legitimate worker representative of the workers. Gary says the firm should begin aggressively opposing union organization. He thinks first-line supervisors should be brought in and told that if workers in their areas vote for the union, the supervisors will lose their jobs and the company might sell off the unionized part of the business. Ramonia suggests that Billiards, Inc. tell the employees about their current plans to upgrade employee benefits and working conditionsa project she's worked on for the last six months. Management decides to mildly oppose the union but the union is certified anyway. Tegau is now in her first contract negotiation. Ryan explains to the union that if they will accept flexible work rules, the employees can have more fulfilling jobs, the company will save money which it can spend on benefits, and the union will start with a positive relationship with the company. The union representative says "No way. We go on strike in ten days." Refer to Additional Case 15.1. Ramonia's idea is most likely a(n) ________ strategy. A) union avoidance B) union suppression C) union substitution D) union acceptance

Q: Additional Case 15.1 Billiards, Inc. makes collapsible pool cues and other billiard products. Tegau, the general manager, has called a management team meeting with Tammy, the director of HR; Gary, the VP of operations; Ramonia, the employee relations specialist; and Ryan, a labor relations consultant. Tegau wants ideas from her management team about what to do concerning the possible unionization of their workers. Tammy suggests that they do nothing, let the union conduct its vote, and if certified, treat it as a legitimate worker representative of the workers. Gary says the firm should begin aggressively opposing union organization. He thinks first-line supervisors should be brought in and told that if workers in their areas vote for the union, the supervisors will lose their jobs and the company might sell off the unionized part of the business. Ramonia suggests that Billiards, Inc. tell the employees about their current plans to upgrade employee benefits and working conditionsa project she's worked on for the last six months. Management decides to mildly oppose the union but the union is certified anyway. Tegau is now in her first contract negotiation. Ryan explains to the union that if they will accept flexible work rules, the employees can have more fulfilling jobs, the company will save money which it can spend on benefits, and the union will start with a positive relationship with the company. The union representative says "No way. We go on strike in ten days." Refer to Additional Case 15.1. Tammy's suggestion is most likely a(n) ________ strategy. A) union avoidance B) union suppression C) union substitution D) union acceptance

Q: Additional Case 15.4 Demetry is the president of a candle manufacturing company. He has heard that employees are considering trying to unionize. He is concerned about this and calls a meeting of upper-level managers and the HR department. Demetry wants to know what can be done in order to discourage a union. He is also concerned about the steps employees will take in unionizing. Demetry knows relatively little about unions. He started the company in his workshop for fun, and it grew into a business that he feels he can no longer control. Kaia, a production manager, strongly believes that the employees will manage to unionize and wants to identify areas where the company would be able to give-and-take during the bargaining. She suggests that the company discuss benefits for retired union workers. Karsten, an HR employee, also believes that the union will take hold. He suggests that Demetry not fight unionization and not coerce employees out of their support for the union. Karsten claims that showing such restraint may lead to a more harmonious and cooperative relationship between management and the union. Refer to Additional Case 15.4. Karsten would most likely explain to Demetry that at least ________ of the employees must sign an authorization card before a union certification election can occur. A) 15% B) 30% C) 45% D) 60%

Q: Additional Case 15.4 Demetry is the president of a candle manufacturing company. He has heard that employees are considering trying to unionize. He is concerned about this and calls a meeting of upper-level managers and the HR department. Demetry wants to know what can be done in order to discourage a union. He is also concerned about the steps employees will take in unionizing. Demetry knows relatively little about unions. He started the company in his workshop for fun, and it grew into a business that he feels he can no longer control. Kaia, a production manager, strongly believes that the employees will manage to unionize and wants to identify areas where the company would be able to give-and-take during the bargaining. She suggests that the company discuss benefits for retired union workers. Karsten, an HR employee, also believes that the union will take hold. He suggests that Demetry not fight unionization and not coerce employees out of their support for the union. Karsten claims that showing such restraint may lead to a more harmonious and cooperative relationship between management and the union. Refer to Additional Case 15.4. Karsten most likely believes in a strategy of: A) union avoidance. B) union substitution. C) union acceptance. D) union suppression.

Q: A firm with an employee involvement group led by a manager is in violation of the Wagner Act.

Q: A union acceptance strategy is typically characterized by flexible contract negotiations and positive labor-management relationships.

Q: What are the four ways labor relations strategies are available to management? What are the three phases of the labor relations process?

Q: ________ is a union avoidance strategy in which management becomes so responsive to employees' needs that it removes the incentives for unionization.

Q: A labor relations strategy in which management chooses to view the union as its employees' legitimate representative and accepts collective bargaining as an appropriate mechanism for establishing work-place rules is a(n) ________.

Q: A company's overall plan for dealing with labor relations is its ________.

Q: Union growth in small U.S. businesses has been rapid, as smaller businesses have quickly moved from adversarial to cooperative attitudes.

Q: Once a union gains the right to hold an election, management and the union are restricted in the actions they can take. However, management is permitted to: A) warn employees of dire consequences if the union wins. B) offer employees incentives for not voting for the union. C) secretly watch organizing meetings. D) send employees personal letters.

Q: In order for a company to hold a union certification election, the National Labor Relations Board requires a union to show that at least ________ of a company's employees want to be represented by a given union. A) 25% B) 30% C) 35% D) 40%

Q: At a certification election at General Car Automotive, a majority of employees vote for unionization. Alicia, a radio installer, did not vote for the union. Which of the following is true about this situation? A) Alicia will be represented by the union during collective bargaining with G.C.A. B) Alicia will be a unionized laborer because she works at a unionized firm. C) Alicia cannot reap any benefits that the union may acquire for workers. D) Alicia cannot join the union for another 12 months.

Q: Which term refers to all of the employees who are represented by a union that engages in collective bargaining with an employer? A) Work team B) Open shop C) Bargaining unit D) Certified representative

Q: Which of the following would most likely be considered a breach of good faith in labor contract negotiations? A) The union uses distributive bargaining. B) The parties do not negotiate permissive bargaining topics. C) The negotiations take place at the employees' place of business. D) One party does not give the other party a 60-day notice of termination of the labor agreement before it expires.

Q: The ability to get the other party to agree to the bargaining party's terms is: A) good faith bargaining. B) distributive bargaining. C) integrative bargaining. D) bargaining power.

Q: In a collective bargaining session, Perry, the union representative, is trying to convince Tom, management's representative, that if management does not accept the current wage terms, the union will go out on strike. Perry is using a(n) ________ strategy. A) good faith bargaining B) distributive bargaining C) integrative bargaining D) bargaining power

Q: In ________, one party focuses on convincing its counterpart that the cost of disagreeing with its terms is very high. It is often used when laborers are willing and able to sustain a long strike that will hurt the company. A) good faith bargaining B) distributive bargaining C) integrative bargaining D) decertification bargaining

Q: In a bargaining session, management's representative explains that if the union accepts job reductions, the company can pay higher wages and modernize the plant. This will enhance the company's competitiveness and helps ensure its ultimate survival. Management's strategy is an example of: A) distributive bargaining. B) integrative bargaining. C) union substitution. D) bargaining power.

Q: In ________, one party attempts to convince its counterpart that the benefits of agreeing with its terms are very high. It is similar to a large-scale problem-solving session. A) union suppression B) integrative bargaining C) distributive bargaining D) a union acceptance strategy

Q: Which of the following is NOT a mandatory bargaining topic? A) Benefits for retired union members B) Grievance procedures C) Job descriptions D) Parental leave

Q: In a union-management negotiation, labor wants seats on the company's board. Negotiations come to a halt and the contract cannot be finalized because of this point; the union wants it and management won't grant it. This negotiation is: A) at an impasse because of an unfair management practice. B) at an impasse because of an unfair labor practice on the part of the union. C) in a temporary slowdown due to management not negotiating in good faith. D) in a contractual breakdown and will result in an economic strike.

Q: Recently, employees walked out of their jobs at Sonnet Industries. They learned about some serious discipline meted out by the company against one of their co-workers and believed it to be unfair. The workers spontaneously quit work and went home. This action is known as a(n): A) wildcat strike. B) economic strike. C) intermediate strike. D) sympathy strike.

Q: When an employer shuts down a business before a labor dispute gets to a strike, the employer is: A) initiating a wildcat strike. B) in violation of the Wagner Act. C) using a lockout as a bargaining strategy. D) avoiding an economic strike by the workers.

Q: Which of the following is an advantage of union contract grievance procedures? A) Grievance procedures are managed by the HR labor relations specialist. B) Grievance procedures are quick and simple to implement. C) Employees who dislike an arbitrator's decision may strike. D) Employees are provided with a union steward.

Q: A(n) ________ is a third party who may help unions and management settle grievances. A) union steward B) management steward C) arbitrator D) grievance counselor

Q: What is the first step in the union grievance procedure? A) An employee submitting the grievance in writing B) An employee discussing the grievance with the union steward C) Management and labor discussing the grievance in a formal meeting D) Management and labor selecting a neutral arbitrator to settle the grievance

Q: Approximately ________ of union grievances reach the arbitration stage. A) 1% B) 15% C) 32% D) 50%

Q: Additional Case 15.1 Billiards, Inc. makes collapsible pool cues and other billiard products. Tegau, the general manager, has called a management team meeting with Tammy, the director of HR; Gary, the VP of operations; Ramonia, the employee relations specialist; and Ryan, a labor relations consultant. Tegau wants ideas from her management team about what to do concerning the possible unionization of their workers. Tammy suggests that they do nothing, let the union conduct its vote, and if certified, treat it as a legitimate worker representative of the workers. Gary says the firm should begin aggressively opposing union organization. He thinks first-line supervisors should be brought in and told that if workers in their areas vote for the union, the supervisors will lose their jobs and the company might sell off the unionized part of the business. Ramonia suggests that Billiards, Inc. tell the employees about their current plans to upgrade employee benefits and working conditionsa project she's worked on for the last six months. Management decides to mildly oppose the union but the union is certified anyway. Tegau is now in her first contract negotiation. Ryan explains to the union that if they will accept flexible work rules, the employees can have more fulfilling jobs, the company will save money which it can spend on benefits, and the union will start with a positive relationship with the company. The union representative says "No way. We go on strike in ten days." Refer to Additional Case 15.1. Ryan's negotiating strategy is called: A) an unfair labor practice. B) distributive bargaining. C) integrative bargaining. D) arbitration.

Q: Management at Carson Enterprises decides employees are taking breaks that are too long and limits all employees to 10 minutes a day. Labor files a grievance over this decision. This is a(n) ________ grievance. A) unfair management practice B) employee discipline C) contract interpretation D) economic

Q: Additional Case 15.3 Wear and Tear is a large manufacturer with about 250 employees. At the moment, they are in new contract negotiations with their union. Cole, the firm's labor relations specialist, is heading the negotiations for management. Natalie is labor's representative. Cole doesn't know if he likes working with Natalie. He was able to make her predecessor agree to his terms whenever they negotiated contracts. Natalie is tougher to deal with. She tends to emphasize what bad things can happen to Wear and Tear and to him if her point isn't granted. Negotiations have been going on for several days. Cole tells Natalie that if they will accept wage concessions, the company will give employees stock to compensate for the loss in wages. Natalie declines the offer and is unwilling to negotiate further. She reminds him that the contract expires in two days and that the workers will strike if they don't have a new contract by that time. Refer to Additional Case 15.3. Cole's negotiating strategy with Natalie's predecessor was most likely based on: A) distributive bargaining. B) bad faith negotiations. C) integrative bargaining. D) bargaining power.

Q: Additional Case 15.3 Wear and Tear is a large manufacturer with about 250 employees. At the moment, they are in new contract negotiations with their union. Cole, the firm's labor relations specialist, is heading the negotiations for management. Natalie is labor's representative. Cole doesn't know if he likes working with Natalie. He was able to make her predecessor agree to his terms whenever they negotiated contracts. Natalie is tougher to deal with. She tends to emphasize what bad things can happen to Wear and Tear and to him if her point isn't granted. Negotiations have been going on for several days. Cole tells Natalie that if they will accept wage concessions, the company will give employees stock to compensate for the loss in wages. Natalie declines the offer and is unwilling to negotiate further. She reminds him that the contract expires in two days and that the workers will strike if they don't have a new contract by that time. Refer to Additional Case 15.3. Which labor relations strategy is Natalie most likely using? A) A distributive bargaining strategy B) An integrative bargaining strategy C) A union acceptance strategy D) A bad faith bargaining strategy

Q: Additional Case 15.3 Wear and Tear is a large manufacturer with about 250 employees. At the moment, they are in new contract negotiations with their union. Cole, the firm's labor relations specialist, is heading the negotiations for management. Natalie is labor's representative. Cole doesn't know if he likes working with Natalie. He was able to make her predecessor agree to his terms whenever they negotiated contracts. Natalie is tougher to deal with. She tends to emphasize what bad things can happen to Wear and Tear and to him if her point isn't granted. Negotiations have been going on for several days. Cole tells Natalie that if they will accept wage concessions, the company will give employees stock to compensate for the loss in wages. Natalie declines the offer and is unwilling to negotiate further. She reminds him that the contract expires in two days and that the workers will strike if they don't have a new contract by that time. Refer to Additional Case 15.3. Cole's negotiating strategy with Natalie is most likely: A) a distributive bargaining strategy. B) one based on bargaining power. C) an integrative bargaining strategy. D) a union acceptance strategy.

Q: Additional Case 15.3 Wear and Tear is a large manufacturer with about 250 employees. At the moment, they are in new contract negotiations with their union. Cole, the firm's labor relations specialist, is heading the negotiations for management. Natalie is labor's representative. Cole doesn't know if he likes working with Natalie. He was able to make her predecessor agree to his terms whenever they negotiated contracts. Natalie is tougher to deal with. She tends to emphasize what bad things can happen to Wear and Tear and to him if her point isn't granted. Negotiations have been going on for several days. Cole tells Natalie that if they will accept wage concessions, the company will give employees stock to compensate for the loss in wages. Natalie declines the offer and is unwilling to negotiate further. She reminds him that the contract expires in two days and that the workers will strike if they don't have a new contract by that time. Refer to Additional Case 15.3. Cole's offer of stock for wage concessions is an example of what type of bargaining topic? A) Permissive B) Illegal C) Integrative D) Mandatory

Q: Additional Case 15.3 Wear and Tear is a large manufacturer with about 250 employees. At the moment, they are in new contract negotiations with their union. Cole, the firm's labor relations specialist, is heading the negotiations for management. Natalie is labor's representative. Cole doesn't know if he likes working with Natalie. He was able to make her predecessor agree to his terms whenever they negotiated contracts. Natalie is tougher to deal with. She tends to emphasize what bad things can happen to Wear and Tear and to him if her point isn't granted. Negotiations have been going on for several days. Cole tells Natalie that if they will accept wage concessions, the company will give employees stock to compensate for the loss in wages. Natalie declines the offer and is unwilling to negotiate further. She reminds him that the contract expires in two days and that the workers will strike if they don't have a new contract by that time. Refer to Additional Case 15.3. Natalie's refusal of Cole's offer and of further negotiations is most likely: A) illegal under the Wagner Act. B) an example of bargaining power. C) illegal according to the Landrum-Griffin Act. D) an impasse and legal because of the type of bargaining topic involved.

Q: Additional Case 15.4 Demetry is the president of a candle manufacturing company. He has heard that employees are considering trying to unionize. He is concerned about this and calls a meeting of upper-level managers and the HR department. Demetry wants to know what can be done in order to discourage a union. He is also concerned about the steps employees will take in unionizing. Demetry knows relatively little about unions. He started the company in his workshop for fun, and it grew into a business that he feels he can no longer control. Kaia, a production manager, strongly believes that the employees will manage to unionize and wants to identify areas where the company would be able to give-and-take during the bargaining. She suggests that the company discuss benefits for retired union workers. Karsten, an HR employee, also believes that the union will take hold. He suggests that Demetry not fight unionization and not coerce employees out of their support for the union. Karsten claims that showing such restraint may lead to a more harmonious and cooperative relationship between management and the union. Refer to Additional Case 15.4. Which of the following is a true assessment of Kaia's benefits proposal? A) The bargaining topic is mandatory and will be discussed in bargaining. B) The bargaining topic is illegal and cannot be discussed during bargaining. C) The bargaining topic is permissive and can be discussed if both sides agree. D) Bargaining topics should be focused on company politics rather than economic issues.

Q: The union grievance procedure begins with the submission of a formal letter by the employee to the union steward.

Q: The replacement of striking workers by employers was legal but rarely used until the 1981 air traffic controllers' strike.

Q: If a union wants to negotiate compensation, health insurance, and vacation schedules, management must enter into negotiation on those topics.

Q: Distributive bargaining and integrative bargaining are tactics used to increase bargaining power.

Q: Managers are permitted by law to show movies and distribute anti-union messages prior to a union certification election.

Q: Prior to a certification election, it is illegal for managers to try to persuade employees that they would be better off without a union.

Q: A minimum of 30% of the workforce must show an interest in unionizing to justify a certification election.

Q: Bargaining that focuses on convincing the other party that the cost of disagreeing with the proposed terms would be very high is referred to as ________.

Q: A contract interpretation grievance is based on union members' rights under the labor contract.

Q: ________ is bargaining that focuses on convincing the other party that the benefits of agreeing with the proposed terms would be very high.

Q: The last step in the grievance procedure is ________, a quasi-judicial process that is binding on both parties.

Q: A(n) ________ is a strike that takes place when an agreement is not reached during collective bargaining.

Q: Discuss at least two types of strikes and explain the costs that management and employees may face during a strike. What is the significance of the Railway Labor Act as it relates to strikes?

Q: Managers can eliminate the need for substantial amounts of employee discipline if selection, training, and performance appraisals are performed according to HR guidelines.

Q: How can performance appraisals best be used to minimize employee discipline problems? A) Setting reasonable standards for employees B) Requiring annual feedback to employees C) Emphasizing selection standards D) Implementing job banding

Q: Managers can most likely eliminate a substantial amount of employee discipline by: A) using headhunters to find new employees. B) implementing online orientation programs. C) designing challenging jobs for employees. D) requiring regular drug and alcohol tests.

Q: Your text gives four mistakes that managers should avoid when administering discipline to employees. What are they?

Q: Managing difficult employees is an important part of the discipline process. Identify three common employee problems that managers must deal with and the questions or issues managers should consider with each.

Q: ________ is either refusal to obey a direct order from a supervisor or verbal abuse of a supervisor.

Q: It is not uncommon for a supervisor to miss an employee's alcoholism because it is masked by other performance issues, such as poor attendance or poor job performance.

Q: Insubordination is allowable according to the courts when illegal activities or worker safety are a concern.

Q: It is inappropriate and also illegal to use discipline to correct poor performance when an employee has a physical or mental disability.

Q: When managers deal with poor attendance problems, they must treat each infraction the same regardless of the circumstances because of the current legal climate.

Q: Managers that suspect drug use is the source of an employee's performance problems, should most likely: A) refer the employee to an AA group. B) begin discipline procedures. C) interview co-workers. D) dismiss the employee.