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SHRM-SCP EXAM QUESTIONS AND 100% CORRECT ANSWERS
Trompenaars and Hampden-Turner
Balanced scorecard - ANSWER a combination of performance measures directed toward the company's long and short-term goals and used as the basis for awarding incentive pay. help support a clear line of sight from strategic goals to strategic performance.
RIF and restructure considerations - ANSWER Structural, technological, financial, and legal issues
Consultation competency - ANSWER The ability to provide guidance to organizational stakeholders.
Due Process - ANSWER fair treatment through the normal judicial system, especially as a citizen's entitlement. laws are to be enforced only through accepted, codified procedures. It treats every individual according to the same terms and conditions of the relevant law
Benefits needs assessment - ANSWER The purpose of a needs assessment is to decide on a benefits package that will:
Match the overall organizational strategies
Support the organization's mission an vision
-employees needs are met
Histogram - ANSWER a bar graph showing a frequency distribution
cause and effect diagram - ANSWER A decomposition tool that helps trace an undesirable effect back to its root cause.
scatter diagram - ANSWER a graph showing the degree and direction of relationship
between two variables
input, process, output - ANSWER Describes the structure of an information processing program or other process. It is the most basic structure for describing a process.
Workforce Analysis Process - ANSWER Supply Analysis, Demand Analysis, Gap Analysis, Solution Analysis
CSR Maturity Curve - ANSWER compliance (tactical response), integration (integrated into reg functioning of bus) and transformation (orgs have redefined themselves, their brand to reflect a commitment to CSR)
Authoritative Leader- ANSWER Inspires people to pursue a vision, manages change, and produces a strongly positive performance climate
Best-of-Breed Approach- ANSWER The best-of-breed approach combines modules from several vendors to build an information system that is better suited to the requirements of an organization than a standard ERP system.
Burlington Industries, Inc. v. Ellerth - ANSWER U.S. court case that distinguished between supervisor harassment that culminates in tangible employment action and supervisor harassment that does not.
Faragher v. City of Boca Raton - ANSWER U.S. court case that distinguished between supervisor harassment that culminates in tangible employment action and supervisor harassment that does not.
Lechmere, Inc. v. NLRB - ANSWER case 1992 in which the U.S. Supreme Court held that an employer cannot be compelled to allow nonemployee organizers onto its business property.
Ledbetter v. Goodyear Tire and Rubber Company - ANSWER 2007 case in which the U.S. Supreme Court ruled that claims of sex discrimination in pay under Title VII were not
example: opportunities to modify and improve behavior may be forborne because the affiliative leader does not wish to hurt the relationship.
democratic leader encourages followers to collaborate and makes a decision by consensus. it is effective when the leader does not have a clear vision or when he expects much opposition to the change. team members must be competent; the leaders must have better communication skills. it is ineffective when time is scarce since building consensus requires some time and several meetings.
Pacesetting - ANSWER drives standards of performance high and presses people to live up to them. High competence and high internal motivation on the part of the team. Poor pace tends to result in a tired and discouraged staff. Leader focuses exclusively on the task at hand and does not give any time for motivating activities for the team such as feedback, relationship building, and rewards.
Coaching leader - ANSWER leader develops team members skills, believes that success comes from aligning org goals with employees personal and professional goals. When leaders are very skilled at strategic management, communication, motivating, and can manage their time to include coaching as a primary activity. Team members have to be open to being coached. Will not work well when employees resist change in performance.
Blake-Mouton Theory - ANSWER Hghest to lowest (R to L, Top to Bottom)
1: Team Leader
- Country Club
- Middle of the Road
- Authoritarian
- Improverished Leader
Team Leader (Blake Mouton Theory) - ANSWER High task, high relationship. Lead by positive examples, foster a team environment, and encourage individual and team development.
middle of the road managers - ANSWER midpoint task and relationship. get the work done, but not considered leaders.
authoritarian managers - ANSWER high task, low relationship. assume people will do what they are told without questions and usually do not encourage teamwork.
impoverished managers - ANSWER low task, low relationship. "delegate and disappear". become remote, often causing power plays.
country club managers - ANSWER low task, high relationships. establish safe environment and trust people to accomplish tasks. avoid punitive actions because the loss of a relationship is too great.
Situational Theories - ANSWER the effectiveness of a particular style of leader behavior depends on the situation.
Hershey and Blanchard's Situational Theory - ANSWER manager should consider an employee's psychological and job maturity before deciding whether task performance or maintenance behaviors are more important. Telling - when employee isn't motivated or competent. selling - when competent but still needs focus or motivation. participating
- competent works can be including in problem solving and coached on higher skills. delegating - very competent employees can benefit from higher levels of autonomy and self-direction.
Fiedler's Contingency Theory ANSWER leaders change the situation to make it more "favorable, more likely to produce good outcomes. Situation favorableness occurs when: relationships are strong, task structure and requirements are clear, leader can exert necessary power to reach group goals.
Path-Goal Theory-It describes that it is the leader's job to help the followers achieve their goals and provide direction and/or support to help ensure that those goals are in alignment with the overall goals of the group or organization. Directive-Aid in understanding by the employee what the task is and what it is to accomplish. Supportive-Try to meet employee relationship needs. Achievement - motivate through task levels of challenge. Participative - control and utilize more group resources
Theory Y managers - ANSWER Motivation is absolutely essential. Assume that, under the right conditions, employees are naturally motivated to work for reasons other than money. Theory Y leaders think employees detest rigid controls and inherently wish to achieve something.
Maslow's Hierarchy of Needs - ANSWER (level 1) Physiological Needs, (level 2) Safety and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5) Self Actualization
Herzberg's Motivation-Hygiene Theory ANSWER This is a need theory that differentiated between the concepts of motivator needs, which concern the nature of the work itself, and hygiene needs, which concern the physical and psychological contexts in which the work is performed. The theory posits that motivator needs must be met for motivation and job satisfaction to be high.
McClelland's Theory of Needs - ANSWER a theory that states achievement, power, and affiliation are three important needs that help explain motivation
self-determination theory - ANSWER a theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation. Also need autonomy, purpose
Expectancy Theory - Answer the theory that people will be motivated to the extent that they believe that efforts will lead to good performance, good performance will be rewarded, and they will be offered attractive rewards.
Vroom's Expectancy Theory - ANSWER Level of effort depends on expectancy, instrumentality, success will result in reward and valence, reward will be meaningful. All 3 factors must be address to create motivated employee.
attribution theory - ANSWER the theory that we explain someone's behavior by crediting either the situation or the person's disposition. Employees past successes or failures related to present level of motivation.
Heider/Weiner's Attribution Theory - ANSWER Success or failure attributed to internal factors (abilities, hard work), external factors (resources, external events)
Goal Setting Theory - ANSWER the theory that people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement
Lewin's Change Model - ANSWER unfreezing, changing, refreezing
Dreaded J curve ANSWER when change is introduced, typically a decline in performance than a slow return to previous levels. If change is effective and managed effectively a more rapid growth to a new level of performance.
Managing resistance employees ANSWER Empathy, communication, support. Often fear of unknown, comfort in status quo. 20%-30%
Managing neutral employees ANSWER Selling benefits, opportunities for involvement. 40%-60%.
Managing Welcoming employees - ANSWER Recognition, delegation, support. 20%-30% perceive benefits, increased challenge.
bureaucratic black belts - ANSWER know the org systems well and how to make things happen. They can educate leaders about how to gather support for an idea and help them avoid mistakes that may damage their credibility or prolong the process.
Tugboat pilots - good political instincts. Usually have history with org and can predict reaction. Often can point out other potential allies.
Benovolent bureaucrats - ANSWER willing to partner, but have their agenda. Need to be sure that agenda does not conflict with HR goals/Initiatives.
Polycentric - ANSWER take the view that native managers in the foreign offices best understand native personnel and practices, and so the home office should allow them to chart their own course. many best practices.
Regiocentric - ANSWER Subsidiaries are grouped into regions (Such as North America, Europe and Asia Pacific) Communication and coordination are high within the region but not as high between the region and headquarters.
Geocentric- ANSWER subsidiaries are neither mere satellites of HQ taking orders nor independent bodies setting their own course. HQ and branches form a network contributing the expertise to each other. team way, crossing borders
Global integration (GI) strategy- ANSWER consistency of approach, standardization of processes and common corporate culture across global operations
Local responsiveness (LR) strategy ANSWER Globalization strategy that focuses on tailoring to the needs of local markets and permits subsidiaries with the development of products, structures, as well as systems that are specific to their respective markets.
PAPA model risk prioritization matrix- ANSWER prepare not likely to happen but will move fast, act likely to happen and fast moving, park - slow moving and unlikely and adapt - slow materializing trends that may affect the org significantly- likelihood by speed of change matrix
Kaplan and Mikes's Categories of Risk - ANSWER 1. Internal and preventable.
- Strategy. inability to predict an outcome that an organization voluntarily accepts when it dedicates itself to a strategy
- External. outside the organization and beyond its control
uncertainty about such things as whether loans will be repaid or employees will be fully productive.
COSO Enterprise Risk Management — Integrated Framework (ERM Framework) -
ANSWER Strategy — risks that affect the ability of the organization to achieve its objectives
Operations — risks that affect the many ways in which the organization creates value
Financial reporting-risks that might impact the reliability and the timeliness of the information about the entity's financial performance and position
Compliance, risks resulting from the failure to comply with the prescriptions of laws and regulations
ISO risk management - ANSWER 1) establish context of risk
Identify and analyze risk
manage risks
evaluate
PESTLE analysis - ANSWER Political, Economic, Social, Technological, Legal, Environmental
Single loss expectancy (SLE)-ANSWER The expected monetary loss every time a risk occurs; calculated by multiplying asset value by exposure factor.
Annualized loss expectancy (ALE)-ANSWER The expected monetary loss for an asset due to a risk over a one-year period; calculated by multiplying single loss expectancy by annualized rate of occurrence.
Upside risk-ANSWER An opportunity arising out of uncertainty about outcomes. Optimize, share, enhance
Downside risk - ANSWER Risk being associated with a negative outcome. Threat. avoid, transfer, mitigate
MNE's - ANSWER multinational enterprises
Covering - ANSWER This is a defensive behavior where an organization recruits a diverse workforce but consciously or otherwise promotes assimilation rather than inclusion. The subtle (if unintended) message to recruits is "you are welcome despite of who you are, not because of who you are."
Gardenswartz and Rowe's D&I development strategy - ANSWER 1. Executive Commitment
- Preliminary Assessment
- Infrastructure creation
- System changes
- Training
- Measurement and evaluation
- Evolution and integration
Codetermination - ANSWER Form of corporate governance that requires a typical management board and a supervisory board and that allows management and employees to participate in strategic decision making.
dual system - ANSWER supervisory board with employee representation has authority to accept or reject the management board's decisions.
performance objectives - ANSWER observable behavior, a standard for behavior. a specific achievement required to meet a strategic goal.
Porter's Five Forces ANSWER threat of entry, threat of substitute, supplier power, buyer power, and competitive rivalry
threat of entry - ANSWER refers to the possibility that new competitors will enter the market
High threat: The management and workforce needs to be agile. Hr should review org's design to support fast decision making and response.
Threat of Substitutes - ANSWER dependent on how easy it would be for a competitor to come out with a close substitute or in the alternate, try to undercut them at the prices
forcing the organisation into price wars.
HR Must:
High Threat: Focus on cost efficient strategy.
Low Threat: Entrepreneurial culture development.
Supplier Power or Bargaining power of suppliers - ANSWER The extent to which the suppliers have leverage to decide what prices they will quote for the supplies.
High threat : job descriptions will have to include skills such as negotiation and risk and competencies such as : Ethical practice and relationship management.
Buyer Power - ANSWER the ability of buyers to influence the price they have to pay for something
HR may have to link reward practices to incentivise marketing and sales to behave in ways relevant to the org's strategic goals. Such as : Development long-term or sole-source relationships.
Competitive Rivalry - ANSWER the continuous cycle of competitive activity and competitive reaction that moves between firms as they strive to obtain a favorable market position
Leadership Competencies - ANSWER Leadership and Navigating
Ethical Practice
Business competency - ANSWER Business acumen
Consultation
Critical Evaluation
Interpersonal competency - ANSWER Relationship management
Global & Cultural Effectiveness
Communication
Value Chain - ANSWER Primary activities: R&D > Operations > Marketing/Sales >
Life Cycle on HR strategy: Growth - ANSWER Keen awareness of markets and customers
Managers must be strategic and focused
Competing demands for innovation and efficiency
Some degree of formalization required.
HR Must: Build up talent. Increase structure and policies. leaders to redefine their role. Job descriptions. Manage changes.
Life Cycle on HR strategy: Maturity - ANSWER Need for greater control
More formalization and complex reporting/decision making
Can lead to loss of contact with org's strategy.
HR Must: Create and retrain effective workforce
Set stable leadership through succession planning.
Put policies in place.
Communicate and enforce company culture.
Enhance channels of communication
Ensure formalization does not lose agility and innovation.
Consulting to other parts of org to solve problems that impact productivity.
Model awareness of external awareness - environmental scan.
Life Cycle on HR strategy: Renewal - ANSWER Could include RIF's to right source organization as it rebuilds.
Streamling structures and policies
Added responsibilities to job descriptions
Life Cycle on HR strategy: No Growth - ANSWER Revenue and workforce static or declining. Fewer opportunities for employee advancement arising. Compensation is stagnant.
HR Must: Keep an engaged workforce with fewer resources. Face increased turnover.
Provide HR services on dwindling budget.
Life Cycle on HR strategy: Decline - ANSWER Org shrinks in size and assets. In-fighting increases. May be a swing to more autocratic control.
HR Must: Reduce the workforce size.
Enterprise Resource Planning (ERP) - ANSWER Business management software, usually a suite of integrated applications, that a company can use to collect, store, manage and interpret data from many business activities.
CRM - Customer relationship management
MRP - Manufacturing Resource planning
FRM - Finance Resource Management
SCM - Supply Chain Management
HRM - Human Resource Management (HRIS)
OLAP (online analytical processing) - ANSWER Manipulate data to build business intelligence that supports strategic decisions. Analyze data much faster and in more ways. Stores data in a "cube"; the tool can easily find all different intersections of data. Can drill down or roll up.
Incremental budgeting - ANSWER A method in which additional or reduced funds are granted to a department based upon the reference point of the prior budget period, only incremental changes in the budget request are reviewed. Less time-consuming and does not recognize changes in business. AKA line-item budgetting.
Zero-based budgeting ANSWER a budgeting technique in which each department begins at zero each year and must justify every item in the budget, rather than adjusting the previous year's budget amounts. Time intensive at first. tends to reduce wasteful spending.
Activity based budgeting - ANSWER Budgeting approach that focuses on the budgeted cost of the activities necessary to produce and sell products and services. Funding may be allocated based on strategic significance.
Data source is income statement and balance sheet
Generally perceived as good or bad management
EBITDA - ANSWER Earnings before interest, taxes, depreciation, and amortization
Profitability ratio and is commonly used as measure of management performance
Consulting Model - ANSWER Define problem
Design and implement solution
Measure effectiveness
Sustain improvement
=manage change
Multi-criteria decision analysis (MCDA) - ANSWER Decision-making tool in which a team determines critical characteristics of a successful decision; a matrix is used to score each alternative and compare results.
Force Field Analysis : ANSWER A type of analysis in which factors that may influence an outcome in either the negative or the positive direction are listed and then assigned weights to indicate relative strengths. The group uses these factors to score different opportunities. Agree to pursue those showing favorability for change and avoid initiatives that face very strong resistance.
Kotter's Eight Steps for Leading Organizational Change - ANSWER The what - follow Lewin's steps.
The how - Follow Kotter's Techniques
1.Create a sense of urgency
- Assemble a strong guiding team
- Provide a clear vision
=Current state (Unfreeze)
- Over Communicate
- Empower action
- Ensure short-term success
=Transition state (move)
- Consolidate progress.
- Instituationalize
=New state (refreeze)
Eubanks Evidence based decision making - ANSWER Ask. Acquire. Appraise. Aggregate. Apply. Assess.
Become an HR Data Advocate: ANSWER 1) Cultivate a questioning attitude
Acquire fluency in scientific literature pertaining to HR
Collect data on an ongoing basis
Support arguments with evidence while communicating with stakeholders
Institutionalize the competence within the HR function
Mind mapping - ANSWER Starts the discussion with central ideas. Information organization technique in which group members write down related ideas and show logical relationships, and then group similar ideas. It organizes a large amount of data already collected.
Nominal Group Technique (NGT) - ANSWER Progresses in rounds where each member first puts forward his or her ideas. The rounds continue until no new ideas come out. The group discusses items, eliminates duplicates, and agrees on essential remaining ones.
Delphi Technique - ANSWER A decision making technique whereby the group members will not meet together but each in turn responds in writing to questions posed by the group leader. It is a cumulative procedure where the first person proposes information and the next person adds something different until a list can be compiled. In the second round, each person is asked to refine the list, comment on strengths and weaknesses, and identify new ideas. This will avoid group think.
