Finals Flashcards
Pharmacist, of course have to be licensed and adhere to requirements for continuing education.
a. Hours
b. Licensed and registration
c. Compensation
d. Fringe benefits
Licensed and registration
A major issue is the number of hours per week, the number of days per week, evening and holiday work, and the time and methods of
payment for both regular and overtime work.
a. Hours
b. Licensed and registration
c. Compensation
d. Fringe benefits
Hours
The bulk of a person’s earnings come from a base salary or wage and incentives like bonuses.
Competitive wages must be paid to attract and retain competent personnel.
a. Hours
b. Licensed and registration
c. Compensation
d. Fringe benefits
Compensation
Health insurance
a. Hours
b. Licensed and registration
c. Compensation
d. Fringe benefits
Fringe benefits
These are important but can disrupt operations.
a. Hours
b. Vacation
c. Time off
d. Training
Time off
Each employee should be given adequate time to be familiarized with the job.
a. Hours
b. Vacation
c. Time off
d. Training
Training
Conflicts with employees will occur. The best course of action is to plan for them and establish a procedure
for handling grievances in an expeditious manner.
a. Grievances
b. Vacation
c. Time off
d. Training
Grievances
A major consideration in the staffing process is whether higher level positions can be filled from within
the pharmacy.
a. Hours
b. Vacation
c. Promotion
d. Training
Promotion
Clear written policies must be developed to make the termination as clear as possible from both an operational and legal standpoint.
a. Hours
b. Vacation
c. Termination
d. Training
Termination
Will be review of personnel performance.
a. Hours
b. Vacation
c. Personnel review
d. Training
Personnel review
Emphasizes personal qualities
a. Job description
b. Job analysis
c. Job specification
Job specification
Emphasizes the work elements to
be performed
a. Job description
b. Job analysis
c. Job specification
Job description
It provides the basis for selecting the right employees for each position in the pharmacy
a. Job description
b. Job analysis
c. Job specification
Job specification
A statement of the human qualifications necessary to do the job.
a. Job description
b. Job analysis
c. Job specification
Job description
A process of obtaining all pertinent job facts.
a. Job description
b. Job analysis
c. Job specification
Job analysis
One who is hired to perform task,
the completion of which is pre-
determined on the employment is
for the duration of the season
a. Seasonal employee
b. Substitute employee
c. Project employee
d. Casual employee
e. Contractual employee
f. Probationary employee
g. Regular employee
Seasonal employee
One who by nature of his job
performs tasks that are necessary
or desirable in the usual business
or trade of the employer.
a. Seasonal employee
b. Substitute employee
c. Project employee
d. Casual employee
e. Contractual employee
f. Probationary employee
g. Regular employee
Regular employee
One who is hired to fill a regular
position in the company but who
is to undergo a trial period
dictated by law to be no longer
than 6 months.
a. Seasonal employee
b. Substitute employee
c. Project employee
d. Casual employee
e. Contractual employee
f. Probationary employee
g. Regular employee
Probationary employee
One whose work is for a short
duration and the work
assignment may possibly be
related to the usual
business/trade of the employer.
a. Seasonal employee
b. Substitute employee
c. Project employee
d. Casual employee
e. Contractual employee
f. Probationary employee
g. Regular employee
Contractual employee
It is one whose period of employment has been fixed for specific project or phase
a. Seasonal employee
b. Substitute employee
c. Project employee
d. Casual employee
e. Contractual employee
f. Probationary employee
g. Regular employee
Project employee
Leadership set high standards of performance for themselves and expect others to have the same high standards.
a. Pacetting
b. Coaching style
c. Authorative style
d. Democratic style
e. Affirmative style
g. Coercive style
Pacetting
This uses collaboration and teamwork to gain buy-in from constituents
a. Pacetting
b. Coaching style
c. Authorative style
d. Democratic style
e. Affirmative style
g. Coercive style
Democratic style
Leaders in this style demand immediate compliance with orders and directive
a. Pacetting
b. Coaching style
c. Authorative style
d. Democratic style
e. Affiliative style
g. Coercive style
Coercive style
This leaders help employees improve performance over the long term
a. Pacetting
b. Coaching style
c. Authorative style
d. Democratic style
e. Affiliative style
g. Coercive style
Coaching style
leader develops the end vision while allowing the team to determine how to achieve the vision
a. Pacetting
b. Coaching style
c. Authoritative style
d. Democratic style
e. Authoritative style
g. Coercive style
Authoritative style
Focus on praise and belonging
a. Pacetting
b. Coaching style
c. Authorative style
d. Democratic style
e. Affiliative style
g. Coercive style
Affilliative style
can either be voluntary or involuntary upon reaching the retirement age of 65.
a. Transfer
b. Discharge
c. Promotion
d. Resignation
e. Lay-off
f. Retirement
Retirement
Shifting an employee to a new position to which both his status and responsibilities are increased.
a. Transfer
b. Discharge
c. Promotion
d. Resignation
e. Lay-off
f. Retirement
Promotion
Shifting an employee from one position to another without increasing his duties, responsibilities or pay.
a. Transfer
b. Discharge
c. Promotion
d. Resignation
e. Lay-off
f. Retirement
Transfer
This occurs due to a negative business condition.
a. Transfer
b. Discharge
c. Promotion
d. Resignation
e. Lay-off
f. Retirement
Lay-off
Insubordination is one cause for this
a. Transfer
b. Discharge
c. Promotion
d. Resignation
e. Lay-off
f. Retirement
Discharge
A formal oral reprimand about the consequences of failing to perform as expected, wherein there is an attempt in identifying and correct the problems
a. Verbal warning and counselling
b. Formal written warning
c. Final written warning
d. Suspension w/o pay
e. Termination dismissal
Verbal warning and counselling
Used for more serious errors or when verbal counseling is ineffective.
a. Verbal warning and counselling
b. Formal written warning
c. Final written warning
d. Suspension w/o pay
e. Termination dismissal
Formal written warning
The final disciplinary action prior to dismissal.
a. Verbal warning and counselling
b. Formal written warning
c. Final written warning
d. Suspension w/o pay
e. Termination dismissal
Final written warning
The temporary release of an employee from duty for 30-working days without salary.
a. Verbal warning and counselling
b. Formal written warning
c. Final written warning
d. Suspension w/o pay
e. Termination dismissal
Suspension w/o pay
Usually initiated by the heads of the department/unit.
a. Verbal warning and counselling
b. Formal written warning
c. Final written warning
d. Suspension w/o pay
e. Termination dismissal
Termination dismissal
