Strategic HR Management Concepts and Frameworks, Exams of Human Resource Management

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SHRM Senior Certified Professional SCP

2024 Exam Questions and Answers 100%

Pass | Graded A+

David Mungai [Date] [Course title]

SHRM Senior Certified Professional SCP

2024 Exam Questions and Answers

100% Pass | Graded A+

Trompenaars and Hampden-Turner - Answer>> 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 Benefit 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 -meet employee needs Histogram - Answer>> a bar graph depicting a frequency distribution

Faragher v. City of Boca Raton - Answer>> U.S. court ruling that distinguished between supervisor harassment that results in tangible employment action and supervisor harassment that does not. Lechmere, Inc. v. NLRB - Answer>> 1992 case in which the U.S. Supreme Court ruled that an employer cannot be compelled to allow nonemployee organizers onto the 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 timely because discrimination charges were not filed with the EEOC within the required 180-day time frame. Dedicated HR - Answer>> HR structural alternative that allows organizations with different strategies in multiple units to apply HR expertise to each unit's specific strategic needs. ADDIE model - Answer>> Analysis Design Development Implementation Evaluation Balanced scorecard - Answer>> Performance management tool that depicts an organization's overall performance, as measured against goals, lagging indicators, and leading indicators. coercive leadership - Answer>> leader imposes vision or solution on the team and demands team follow directive. effective during crisis for immediate and clear action. ineffective at other times when it can damage employees sense of ownership in their work and motivation.

authoritative leadership - Answer>> leader proposes a bold vision or solution and invites the team to join this challenge. Effective when there is no clear path and when proposal is compelling and captures teams imagination. team members have a clear goal and understand their roles in the effort. they are encouraged to contribute their own ideas and take risks. ineffective when leader lacks real expertise. affiliative leadership - Answer>> leader creates strong relationships with and inside the team, encouraging feedback. The team members are motivated by loyalty. effective at all times but especially when a leader has inherited a dysfunctional and dispirited team that needs to be transformed. leader must have strong relationship building and management skills. in effective when used alone. example: opportunities to correct and improve performance may not be taken because the affiliative leader fears damaging a relationship. democratic - Answer>> leader invites followers to collaborate and commits to acting by concensus. effective when leader does not have a clear vision or anticipates strong resistance to change. team members must be competent; leaders must have strong communication skills. ineffective when time is short, since building concensus takes time and multiple meetings. pacesetting - Answer>> sets high standards for performance and challenges followers to meet those expectations. effective when team highly competent and internally motivated. ineffective if pace is excessive and employees become tired and discouraged. leader may focus exclusively on task and not give enough time for activities that motivate team like feedback, relationship building, and rewards.

country club managers - Answer>> low task, high relationships. create secure environment and trust individuals to accomplish goals. avoid punitive actions so not to jeopardize relationships. 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 isnt 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 - Answer>> A theory that states that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization. Directive - help the employee understand the task and its goal. Supportive - Try to fulfill employee's relationship needs. Achievement - motivate by setting challenging goals. Participative - provide more control over work and leverage group expertise through participative decision making.

legitimate power - Answer>> Created formally - through title and position in hierarchy. Effective: can save time in decision making and focus team on org's goals. limits: insufficient if leader is not competent and effective. reward power - Answer>> power that comes from the ability to provide rewards or favors. effective: can appeal to teams individual motivators. Limits: only useful when leader has access to and can give meaningful rewards. expert power - Answer>> power that is based on the special knowledge, skills, and expertise that a leader possesses. effective: improve teams efforts by offering advice, guidance. Can win respect for the team. limits: can create dependency and weaken teams initiative or discourage their own contributions. referent power - Answer>> power that comes from the force of a leaders personality - subordinates' and coworkers' respect, admiration, and loyalty. effective: appeals to social needs of individuals and desire for affiliation. Will weaken if leader is not competent, effective, fair. coercive power - Answer>> results from managers' authority to punish their subordinates. effective: likely to get immediate results. limitations: damages team members motivation and self- direction over time. Theory X and Theory Y - Answer>> A motivation theory that suggests that management attitudes toward workers fall into two opposing categories based on management assumptions about worker capabilities and values. Theory X - Answer>> Motivation is irrelevant. Assumes that workers are basically lazy, error-prone, and extrinsically motivated

lead to good performance, that good performance will be rewarded, and that 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 (skills, diligence), external factors (resources, market 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 - Answer>> good political instincts. Usually have deep history with org and predict reactions. They can point out other potential allies. Benovolent bureaucrats - Answer>> willing to partner, but have their own agenda. Must make sure that agenda doesn't compromise HR goals/Initiatives. Wind surfers - Answer>> willing to partner, but only to share in any success. add little value to initiative or gaining support, simply want to attach themselves to it. Human capital return on investment - Answer>> hows the amount of profit derived from investments in labor. Human Capital Value Added - Answer>> shows the operating profit per full-time employee. Workforce Analysis Process - Answer>> Supply Analysis, Demand Analysis, Gap Analysis, Solution Analysis

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 satellites taking orders nor independent bodies setting their own course. HQ and branches participate in a network each contributing expertise. team way, transcending 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 emphasizes adapting to the needs of local markets and allows subsidiaries to develop unique products, structures, and systems. 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.

2. Strategy. (uncertainty that an organization willingly accepts when it commits to a strategy)
3. External. (outside the organization and beyond its control)

uncertainty whether loans can be repaid or employees will be fully productive. COSO Enterprise Risk Management—Integrated Framework (ERM Framework) - Answer>> Strategy—risks that affect the organization's ability to achieve its objectives Operations—risks that affect the myriad ways in which the organization creates value Financial reporting—risks that affect the accuracy and timeliness of information about the organization's financial performance and condition Compliance—risks associated with meeting the requirements of laws and regulations ISO risk management - Answer>> 1) establish context of risk

2. Identify and analyze risk
3. manage risks
4. evaluate PESTLE analysis - Answer>> Political, Economic, Social, Technological, Legal, Environmental Single loss expectancy (SLE) - Answer>> Expected monetary loss every time a risk occurs; calculated by multiplying asset value by exposure factor. Annualized loss expectancy (ALE) - Answer>> 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 that arises out of uncertainty about outcomes. Optimize, share, enhance

Regiocentrism - Answer>> typical of global organizations, which have a bias toward the home country. Geocentrism - Answer>> characteristic of transnational organizations, networks of highly integrated equals Covering - Answer>> This defensive behavior occurs when 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

2. Preliminary Assessment
3. Infrastructure creation
4. System changes
5. Training
6. Measurement and evaluation
7. 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>> describes the risk that potential competitors will enter the industry High threat: Management and workforce must be nimble. Hr must examine the org's structure to suport rapid decision making and response. Threat of Substitutes - Answer>> based on how easy it is for a competitor to offer a similar product or service at a lower price, forcing the organization into competing on price. HR Must: High Threat: Develop a strategy that promotes cost efficiency. Low Threat: Focus on developing entrepreneurial culture. Supplier Power or Bargaining power of suppliers - Answer>> The suppliers' ability to influence the prices they charge for supplies. High threat: job descriptions must include skills such as negotiation and managing risk and competencies like: Ethical practice and relationship management. Buyer Power - Answer>> the ability of buyers to affect the price they must pay for an item HR may need to align compensation practices to motivate marketing and sales toward behaviors important to the org's strategic objectives. Like: Development long-term or sole-source relationships. Competitive Rivalry - Answer>> the ongoing set of competitive actions and competitive responses that occur among firms as they maneuver for an advantageous market position

Maturity - Answer>> Market saturated with customers and growth occurs only through introduction of new products or customer groups or acquisitions. Profit margins narrow. Efficiency becomes more important. Renewal/no growth/decline - Answer>> Demand will decrease because no longer a need or it is satisfied more effectively by something or someone new.

1. Renew: change offerings, where they compete or how they compete. If successful, revenues rise. Must return to innovative roots.
2. Take no action and accept continued low revenue.
3. Take no action and experience a decline in revenue that will make it impossible to compete or operate. Life Cycle on HR strategy: Introduction - Answer>> Little structure or formal policies. May not have dedicated HR - or outsourced. HR must: focus on talent acquisition, help define and create a culture, control risk. 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 be loss of connection with org's strategy. HR Must: Build and retrain productive workforce Establish stable leadership through succession planning.

Implement policies. Communicate and reinforce company culture. Improve channels of communication Make sure formalization doesnt cost agility and innovation. Consulting to other parts of org to solve problems that affect productivity. Model awareness of external awareness - environmental scan. Life Cycle on HR strategy: Renewal - Answer>> May mean 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 decline. Fewer opportunities for employee advancement arise. Compensation is static. HR Must: Maintain engaged workforce with fewer resources. Deal with increased turnover. Deliver HR services on shrinking 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)