GR1 Practice Exam Questions with Answers Total Rewards Management Exam Certification

10% to 30%

30% to 50%

50% to 100%

100% to 300%

A portion of one's salary paid during reserve duty and military leave

A practice of paying a lump sum to employees during a company shutdown

A continuation of an employee's salary after termination

A continuation of a portion of an employee's salary to a beneficiary after the death of an employee

Job component

Ranking

Benchmark

Point factor

Avoid discussing them

Focus the entire appraisal on the areas that need attention

Balance every deficiency with a compliment, even if the compliments are for minor accomplishments

Provide specific information about deficiencies that affect performance

Salary

Piece rate

Hourly rate

Commissions

Deductible

Coinsurance

Coordination of benefits

Out-of-pocket expenses

Taxation has no effect on employee benefits; employers offer benefits for competitive reasons only.

Taxation is the primary reason that employers offer benefits; in the absence of tax incentives, employers would be unlikely to offer them.

Taxation affects the level of benefits offered, the source of benefits and the employer/employee cost-sharing basis.

Board of directors

Employees

Senior management

Candidates for employment

The organization's reason for existence

The optimal mix of reward elements

The organization's primary competitors

The organization's ability to pay for performance

Defined benefit plan

Death benefits

Defined contribution plan

Vision plan

There is no promise of a specific benefit at retirement.

Individual accounts must be maintained for each participant.

They are often integrated with government-sponsored programs.

Employees are at risk for financial resources.

The mission statement

The business strategy

The total rewards strategy

The organizational vision

Market adjustment

Longevity

Individual performance

Skills

The corporate mission

The business strategy

The compensation strategy

The corporate vision

Individual performance is unrelated to organizational performance.

The poor performance of just one individual will disrupt the performance of the entire organization.

Performance at every level should be aligned towards achievement of organizational goals.

Performance can only be accurately measured at the organizational level.

Plans for succession of roles and responsibilities of a particular position

Opportunities that promote career moves into competing organizations

Plans that may include advancement into more responsible positions within the organization

Opportunities for employees to apply for open positions during a reduction in force

They require complex actuarial calculations and assumptions.

The benefit is based on a formula that considers pay and service.

They generally provide better benefits to employees with longer service.

The employee assumes the risk for the investments.

Retirement plans

Unemployment insurance

Social security programs

Disability (occupational)

A contribution of money to a nonprofit entity where a company employee volunteers

A donation of vacation time to others facing emergency situations

An arrangement to ensure adequate coverage of service during employees' vacations

An executive loan to worthy organizations for a period of time

By each employee's pay grade

By what is available on the annual development schedule

By what is appropriate for the business and the job

By what the manager thinks the employee should have

Compressed work week

Work redesign

Career flexibility

Full-time work

To identify job families and career paths

To rate the performance of specific employees

To determine appropriate benefits options