SHRM-CP Exam 2022

A construction company with 75 field employees determines that the best way to improve communication with employees and efficiency in tracking employees' working hours is to provide each field employee with a smartphone. Each employee has a company e-mail account that can be accessed through the smartphone, enabling the employee to receive e-mail in a timely fashion. Additionally, the employee uses the smartphone to track hours worked at each job location. A benefit to the employee is not having to complete and turn in time sheets at the end of the week, since time tracking is in real time. These phones should be used for business only and turned into the supervisor at the end of the workday. The company has made a significant financial investment in the smartphones and some employees are very familiar with the phones. However, a small group of employees have not used this type of technology and are not computer-literate. Even prior to the implementation of the phones, this group is demonstrating negative and resistant behavior. The HR director has been assigned the responsibility of distributing the smartphones to the employees and providing the necessary training and resources for the employees to be proficient in using the phones within 30 days. 1. Given the varying technology proficiency of the employees, which is the most effective training method the HR director should use to facilitate the change? A) Provide instructor-led, hands-on training sessions for employees based on their knowledge levels revealed during the needs assessment. B) Rely on the supervisors to conduct a learning needs assessment and then train their employees on gaps. C) Conduct a needs assessment and provide prerecorded videos on how to use the phones for employees to watch. D) Distribute the phones and instruction manuals to the employees and then gather information to determine learning needs. 2. An employee refuses to use the smartphone and continues to submit paper time sheets. Which action should the HR director take to bring about the desired change in the employee's behaviors? A) Send an e-mail to the employee stating that this is a violation that could result in immediate employment termination. B) Allow the employee to continue submitting the paper time sheets for now, and give the employee a new target date by which to make the change. C) Contact the employee's supervisor to determine why the employee is not using the phone and how the supervisor has addressed the issue. D) Contact the employee to understand why the employee is not using the phone; identify solutions to overcome the obstacles. 3. The HR director is receiving feedback from several employees that other employees are playing games, texting, and using social media on their phones during working hours. How should the HR director respond to the feedback? A) Share the feedback with supervisors and ask them to tell employees to not use smartphones for personal use during work hours. B) Request that supervisors keep the smartphones and give them to employees only at the beginning and end of shifts to clock in and out. C) Investigate the feedback to determine its validity, create a policy regarding smartphone use, and meet with employees to review the policy. D) Locate, review, and distribute a generic phone use policy that prohibits using the smartphones for nonbusiness purposes during work hours. 4. Which action should the HR director take to create shared ownership and accountability with business leaders for the smartphone change's success? A) Develop and release to all business leaders the proposed corporate strategy for distributing the smartphones and training employees. B) Involve business leaders to get feedback on and finalize the strategy for distributing the smartphones and training employees. C) Request business leaders to develop a smartphone distribution and training strategy for their business units give feedback. D) Send an e-mail requesting that business leaders share their top concerns about the smartphone change.

1. A) Provide instructor-led, hands-on training sessions for employees based on their knowledge levels revealed during the needs assessment. 2. D) Contact the employee to understand why the employee is not using the phone; identify solutions to overcome the obstacles. 3. C) Investigate the feedback to determine its validity, create a policy regarding smartphone use, and meet with employees to review the policy. 4. B) Involve business leaders to get feedback on and finalize the strategy for distributing the smartphones and training employees.

The CEO of a manufacturing organization has multiple domestic locations and wants to expand operations to a new country, although the organization has no experience with manufacturing internationally or dealing with expatriate issues. The CEO decides to acquire a small manufacturing company in the new country. The acquired company has grown significantly in recent years and is struggling to deal with its growing pains. Also, many of the managers only have a few years of management experience. Cost savings are anticipated from acquisition, as it would allow for restructuring and resizing the workforce. Employees fear that these changes will cost many of them their jobs, including transitioning domestic jobs to the location in the new country. The VP of HR believes that a fully integrated workforce strategy, including leadership training design is needed. The HR manager in the new location has just resigned, and the VP of HR wants the position filled from the corporate office so that control and consistency is retained between the home country and the new location. 1. Which is the best first step for the VP of HR to take to assist in preparing a new workforce strategy? A) Research the local and country labor laws and customs in order to prepare a workforce strategy and make all decisions solely B) Engage a consultant with expertise in local and country laws and customs to help prepare a workforce strategy C) Contact the organization's local sales representative for advice on the local labor force and how best to approach integrating the organizations D) Use the organization's current workforce strategy as a guide to develop a workforce strategy for the new location 2. Which action should HR take first that would allow for retention of the greatest number of employees? A) Increase all employees' compensation so the organization will be a market leader in all locations B) Research Hofstede's value dimensions to appeal to the dimension of uncertainty avoidance C) Collaborate with leaders to develop a customized approach to retention for each key employee D) Offer employees seniority-based incentives to remain until the acquisition is complete 3. Which action should HR take first when designing a leadership training and development plan for the newly acquired facility? A) Implement the domestic leadership development plan as a model, as this is now one company and everyone should develop the same skill sets B) Interview the former president of the newly acquired facility for an assessment of staff leadership needs and, based on that, implement the plan C) Conduct a full gap analysis between current and future leadership needs of the new facility and then design a plan to meet those needs D) Ask the newly acquired employees what type of training they feel they need in order to best integrate with the rest of the organization 4. Which action should HR take to improve morale after the implementation of efficiencies occur and the resulting reductions in force take place? A) Implement team building that focuses on communication and redesigning the group structure and process for the remaining employees B) Provide employees with specific examples of behaviors that are appreciated as well as those that will not be tolerated C) Track annual employee survey results for significant changes in employee attitudes over the course of the next two years D) Ensure that the company's wages and benefits are internally equitable at all locations, increasing them as necessary

1. B) Engage a consultant with expertise in local and country laws and customs to help prepare a workforce strategy 2. C) Collaborate with leaders to develop a customized approach to retention for each key employee 3. C) Conduct a full gap analysis between current and future leadership needs of the new facility and then design a plan to meet those needs 4. A) Implement team building that focuses on communication and redesigning the group structure and process for the remaining employees

The IT Director of a research organization has created an innovative software application that has been a great success; it has won several awards and has received recognition from industry leaders. Over time, the IT Director has bragged about the success of the program, stating that no one else could have come up with this idea. Even though the organization's mission is to be a learning organization with a strong commitment to knowledge sharing, the IT Director has refused to share knowledge of the application with anyone else in the organization for fear of losing power and control. The organization's leadership won't confront the IT Director about this because there is no contingency plan if he were to get upset and quit. While the IT team reports to the IT director, he has no direct supervisor. Recently, the HR Manager received a verbal complaint that the IT director openly yelled at the IT team during a meeting, intimidating staff and making them feel worthless. Upon examining the issue, the HR Manager learns that the IT Director constantly overworks employees and treats them in an intimidating manner. The HR Manager discovers that the IT Director has created a culture of being uncollaborative by explicitly telling the rest of the IT team not to share any of the department's secrets. Furthermore, the IT team has been told to lie about the status of certain projects by stating that work is being done when in fact it is not. 1. Which solution should the HR Manager suggest to reinforce the organization's commitment to being a learning organization? A) Encourage the IT team to ignore the IT Director and start sharing knowledge with the rest of the team. B) Request that the leadership hold a company-wide meeting to reiterate the mission of being a learning organization, and build performance metrics and incentives around the mission. C) Send out a company-wide e-mail acknowledging that the actions of the IT Director are not indicative of the organization's mission. D) Terminate the IT Director for creating an environment that is against the company's mission. 2. Which strategy would help assess and correct the collaboration issues the IT department is facing? A) Evaluate work relationships between employees and departments, clarify work expectations and reporting relationships, and assess the gap in operating expectations. B) Analyze existing resources, job descriptions, and salaries. C) Design and develop a performance management plan for each employee. D) Hold a team meeting with the IT department and ask for strategy proposals. 3. Which key problems affecting the IT department should the HR Manager present to the organization's leadership? A) Lack of innovation within the IT department B) Deficiencies in knowledge, skills, and abilities of the employees in the IT department C) Process-related problems because of inefficient systems D) Behavioral and cultural problems, specifically related to communication, leader-employee relationships, workplace atmosphere, and collaboration 4. Which approach should the HR Manager recommend to the organization's leadership to address the IT Director's behavior? A) Provide both verbal and written feedback to the IT Director, hold consistent meetings, stress the importance of accountability, and ensure that the IT Director's job description is aligned with the organization's mission. B) Terminate the IT Director to avoid any escalation of complaints, as there is no chance of correcting his behavior. C) Suggest that someone from the HR team hold a weekly coaching session with the IT Director to offer negative feedback. D) Suggest that someone from the HR team directly manage the performance of the IT Director.

1. B) Request that the leadership hold a company-wide meeting to reiterate the mission of being a learning organization, and build performance metrics and incentives around the mission. 2. A) Evaluate work relationships between employees and departments, clarify work expectations and reporting relationships, and assess the gap in operating expectations. 3. D) Behavioral and cultural problems, specifically related to communication, leader-employee relationships, workplace atmosphere, and collaboration 4. A) Provide both verbal and written feedback to the IT Director, hold consistent meetings, stress the importance of accountability, and ensure that the IT Director's job description is aligned with the organization's mission.

A hospital has recently seen a significant increase in the turnover of nurses. Many recent hires have left to work at a nearby privately run clinic. This is puzzling since there have been rumors about this clinic's financial outlook. The HR business partner for the hospital has been asked to design and oversee a recruitment campaign to attract ten new nurses and an additional five nurse trainees. One of the measures of success that has been given to the HR business partner is that these new hires need to remain with the hospital for a minimum of 18 months. The hospital is looking to have these individuals onboarded within six weeks. While trying to manage recruiting and hiring, the HR business partner keeps thinking about the hospital's retention issue. In reviewing exit interview information, the business partner has noticed a trend: Many of the nurses who have left indicated that the private clinic has a more modern location, better hours, and great employee facilities that include a gym. Hospital leadership has also been criticized, in particular, the hospital administrator, for her negative attitude and lack of recognition. Over lunch with an HR acquaintance who works at the private clinic, the business partner inquires about how the clinic has been so successful in attracting and retaining staff. To the HR business partner's surprise, the colleague shares that much of the feedback she hears as to why people leave the hospital is the hospital's wage and benefits structure. The business partner realizes that he has his hands full in addressing the many issues in order to achieve his hiring objectives, improve retention, and decrease turnover. 1. What is the first step the HR business partner needs to take to attract and hire for the vacant positions? A) The HR business partner should engage a recruitment agency that specializes in contingent workers. B) The HR business partner needs to establish a time line for meeting the six-week due date that includes when and how he will advertise the positions and create an advertisement to attract individuals whose values align with those of the hospital. C) The HR business partner should engage a local recruiting agency for advice on creating an advertisement that will attract people who are less likely to leave the hospital. D) The HR business partner should ask his colleagues in the hospital HR group what the historical recruiting process is and follow that approach to save time and increase the chances of success. 2. How might the HR business partner go about addressing the broader trends uncovered in the exit interviews and from his colleague? A) The HR business partner should communicate the results to all managers individually and seek their input and feedback. B) The HR business partner should not give credence to the feedback received during exit interviews. C) The HR business partner should view this as an opportunity to look for a new job, as he will not be successful in changing the culture of the organization. D) The HR business partner should recap the trends for the hospital's leadership team and recommend specific changes in programs and practices. 3. The leadership team agrees with many of the HR business partner's recommendations on how to address the employee engagement issues. What is the best approach for the HR business partner to take as he begins to tackle this task? A) The HR business partner should let the leadership team determine the best course of action for the hospital and implement what they decide. B) The HR business partner should advise that the leadership team take a wait-and-see approach and suggest that they not do anything. C) The HR business partner should rely on the leadership team to develop and implement a strategy. D) The HR business partner should work with the leadership team to develop a complete strategy to improve and sustain employee engagement. 4. As the deadline approaches, the HR business partner has not met the hiring goal. What should the HR business partner do next? A) The HR business partner should attempt to recruit the clinic's employees by sharing the rumors about the clinic's questionable future. B) The HR business partner should take a proactive approach and meet with the hospital administrator to review success to date, renegotiate the deadline, and propose a strategy to fill the last few positions. C) The HR business partner should still try to meet the deadline. However, if the goal is not accomplished, then the HR business partner should inform the administrator on the day of the deadline. D) The HR business partner should tell the administrator that the hiring is complete and, on the date of orientation, explain that three of the nurses have declined the offer.

1. B) The HR business partner needs to establish a time line for meeting the six-week due date that includes when and how he will advertise the positions and create an advertisement to attract individuals whose values align with those of the hospital. 2. D) The HR business partner should recap the trends for the hospital's leadership team and recommend specific changes in programs and practices. 3. D) The HR business partner should work with the leadership team to develop a complete strategy to improve and sustain employee engagement. 4. B) The HR business partner should take a proactive approach and meet with the hospital administrator to review success to date, renegotiate the deadline, and propose a strategy to fill the last few positions.

A global consulting firm hires a director of business development from outside the organization, much to the disappointment of one of the managers in the department who also applied for the position. This manager complains bitterly about the decision to go outside of the firm, and continues to exhibit disruptive and angry behavior. The manager feels unfairly treated and believes the newly hired director has less experience. Two months later, the new director of business development has made changes that most of the team are quite excited about. Unfortunately, this does not include the disappointed manager. This manager openly criticizes the director's ideas, even escalating this criticism to the CEO. The disappointed manager comes to HR to discuss options in the company. The new director has also come separately to HR regarding the continued hostility from this manager and also about a new employee on the global sales team, who tends to be introverted and does not interact with the rest of the team. The new sales employee has no problems with attaining sales goals, but the director does not see them as a "team player" and asks the HR manager for assistance with how best to deal with both of these situations. 1) What response should the HR manager provide to the disappointed and angry manager? A. Acknowledge the disappointed managers viewpoint, and allow to vent as much as needed so that it does not impact their work or damage credibility. B. Show empathy for the manager's disappointment, confirm that the process was objective, and provide specific deficiencies from their interview for the job. C. Indicate that the disappointed managers approach is not acceptable and that this is an example of the type of attitude that led to not getting the job. D. Tell the disappointed manager that the process was fair and resigning or moving to another organization is an option for them. 2) What should the HR manager recommend the director of business development do to build the relationship with the disappointed manager? A. Meet with the manager to understand their concerns, explain that bypassing the directors authority is not acceptable, and encourage the manager to share ideas for the benefit of the department. B. Discipline the manager for going over the directors head to the CEO and work to promote the directors ideas even more vigorously with the manager and the rest of the team. C. Since it is important for the director to have the full trust of the department, the director should seek consensus and implement only changes that are fully supported by all team members. D. In order to avoid conflict, the director should not respond to the criticism but should ask the CEO to deal with the manager on their behalf. 3) What should HR recommend as the best approach for the director to take in regard to the sales employees lack of interaction with the rest of the team? A. Spend time with the sales employee, interacting the same way they do with all the other team members. B. Hold an optional off-site team-building activity inviting the entire team to get to know the sales employee better. C. Isolate the sales employee to prevent any distractions, so they can concentrate on contacting new and existing clients. D. HR should talk privately and candidly with the sales employee and explain how their behaviors are impacting the department.

1. B. Show empathy for the manager's disappointment, confirm that the process was objective, and provide specific deficiencies from their interview for the job. 2. A. Meet with the manager to understand their concerns, explain that bypassing the directors authority is not acceptable, and encourage the manager to share ideas for the benefit of the department. 3. A. Spend time with the sales employee, interacting the same way they do with all the other team members.

A company has been giving its employees automatic pay increases annually. Recently production has decreased, resulting in less profit. The president tasks HR with implementing a new goal-oriented pay plan to incentivize employees to increase production. HR designs a pay-for-performance plan and trains supervisors. HR also sends an e-mail to all employees explaining the change, referring employees with questions to their supervisor. As part of the new program, goal development is handled by supervisors. However, some supervisors feel that the change in pay philosophy is unnecessary and tell employees that the new pay plan will not work. Twelve months pass and upon review of performance evaluations, HR finds that some appraisals lack goals and do not objectively measure employees' work performance. The results are recommended pay increases that are subjective and unsubstantiated by metrics. Rumors that pay increases will be provided to employees who are favorites begin to impact morale and work production continues to decline. Leadership is disappointed with the results of using a pay-for-performance system. HR is instructed to temporarily revert to the original pay plan and complete a further analysis of its continued viability. Employees are satisfied; however, the reputation of the company and HR has suffered due to this rollout. Production has not increased and profits are still low. 1. HR still believes that the cause of decreased production is the absence of incentive pay. Which recommendation should the HR Manager include in a business case for an incentive pay program that would convince leaders while rebuilding HR's credibility? A) Assess the organization's turnover rate along with supervisors' input and employee opinions on exit questionnaires. B) Gather data on the number of employees, profits for the preceding year, and the current pay structure. C) Analyze data related to the organization's mission, strategy, goals, size, industry, location, and talent availability. D) Review the current payroll budget, the turnover rate, employee input on the pay philosophy, and leadership goals. 2. The President and the HR Manager agree on a 90-day period to address the problems related to workforce morale and the new pay plan. Which is the best first step for the HR Manager to identify the root cause of the morale issues in order to develop a plan to address them? A) Advise leadership to revert to the original pay plan and communicate to employees the way forward. B) Research morale at other businesses similar to this company and how they implement change initiatives. C) Talk with the employees to understand their concerns and how supervisors supported the change efforts. D) Eliminate the performance appraisals because they have been inaccurate and take time away from production. 3. Which approach should HR take first to encourage better alignment between the organization and the employees in order for them to accept and sustain the new pay system? A) Train supervisors on how to provide feedback and respond to employee dissatisfaction in regard to ratings. B) Communicate the desired outcomes and company-wide production goals and include the immediate supervisors' input. C) Publish the compensation philosophy and pay increase matrix to increase understanding of the plan. D) Identify organizational and departmental goals, specific employee performance and behaviors, and meaningful metrics. 4. Which first step should the HR Manager take to change the current perceptions of HR with the company's managers? A) Recommend reinstatement of the prior pay plan with minimal communication. B) Notify all employees about the retraction of the new pay plan to avoid employee complaints and supervisor dissatisfaction. C) Publish HR's mission, vision, and values statements, HR services, and the names of HR staff and their availability. D) Communicate the organization's mission, vision, and strategy and HR's role in support of the organization's and employees' success.

1. C) Analyze data related to the organization's mission, strategy, goals, size, industry, location, and talent availability. 2. C) Talk with the employees to understand their concerns and how supervisors supported the change efforts. 3. D) Identify organizational and departmental goals, specific employee performance and behaviors, and meaningful metrics. 4. D) Communicate the organization's mission, vision, and strategy and HR's role in support of the organization's and employees' success.

An HR manager receives a call from an employee who indicates that he feels harassed and needs to talk to someone immediately. The employee alleges that his supervisor treats him differently. The employee also accuses his supervisor of logging onto the employee's computer and making program changes and sending inappropriate messages to others. When HR asks for proof, the employee indicates that all evidence has been deleted by the supervisor. The employee also shares his belief that other employees, including the marketing manager, are trying to discredit him. The employee further accuses the supervisor of making sexual advances toward him. HR speaks with the supervisor, who reports that there have been problems with the employee for some time. There have been several warnings, and the employee's behavior is becoming more erratic. The supervisor wants to proceed with termination of the employee. The supervisor is concerned that if nothing happens she will see high-performing employees leave. The HR manager mentions the accusations of harassment. The supervisor angrily yells "This employee is crazy!" and storms out of the HR manager's office. The employee leaves work at the end of his shift, gets into a car accident, and sustains minor injuries that will cause several days of absence from work. As proof of temporary disability, the employee forwards the physician's notes. The notes, however, also refer to symptoms of mental illness. 1) What is the best response the HR manager should provide to the supervisor's request to terminate the employee? A. Proceed with the next step in the disciplinary process, termination, but do not share the employee's allegations. B. Explain to the supervisor that the HR Manager is busy this week but will help the supervisor with the request next week. C. Meet the supervisor halfway in her request and suspend the employee until more information is obtained. D. Tell the supervisor that allegations have been made by the employee and HR must wait for the outcome of the investigation. 2) What corrective action should the HR manager recommend be taken in reference to the patient information included by mistake in the physician's notes? A. Hold the information in a special file so it will be readily accessible if needed in the future. B. Report to the physician that health information was inappropriately disclosed and request an amended report. C. Include the information in the investigation, as it is critical to the investigation's outcome. D. Send a copy of the note to the physician's office and request that they be careful next time. 3) Three employees have now come forward indicating that if they are forced to work with the employee making the accusations, they will quit. What is the best first step the HR manager should take to prevent this from happening? A. Ask specific questions of the three employees to determine if investigating their concerns is warranted. B. Send the employees back to work, as the employees have no right to threaten that they will resign. C. Agree with the employees and advise them that the employee making the accusations will be soon be terminated. D. Suggest that the employees provide written statements regarding their concerns. 4) What approach should the HR manager take to address the supervisor's outburst during the initial conversation? A. Send the supervisor home immediately for the rest of the day because of the inappropriate actions. B. Follow the supervisor and confront her promptly about her outburst. C. Arrange to meet with the supervisor at a later time and in private to address her outburst. D. Ignore the supervisor's reaction, attributing it to stress from the situation.

1. D. Tell the supervisor that allegations have been made by the employee and HR must wait for the outcome of the investigation. 2. B. Report to the physician that health information was inappropriately disclosed and request an amended report. 3. A. Ask specific questions of the three employees to determine if investigating their concerns is warranted. 4. C. Arrange to meet with the supervisor at a later time and in private to address her outburst.

Imposter syndrome

A feeling that one's success is due to luck, not hard work or skill; can lead individuals to feeling unfit for their current role.

Which best describes the relationship between strategic planning process and environmental scanning? A) Environmental scanning is done as part of the strategic planning process B) The environmental scan is performed by one function, and another function completes strategic planning C) The environmental scan is optional if the organization does strategic planning D) The environmental scan is completed instead of strategic planning

A) Environmental scanning is done as part of the strategic planning process An organization will conduct a SWOT analysis as part of its strategic planning process. In order to accurately assess the company's threats and opportunities, the company must have an understanding of factors outside of the organization. The environmental scan focuses on external factors and, when done in conjunction with strategic planning, provides useful information upon which the company can base its decisions.

An organization has experienced significant turnover among its creative writers. During exit interviews, the writers have expressed dissatisfaction with rigid starting times, a lack of recognition for their work, and poor communication between managers and employees. How should the organization incorporate the social well-being aspect in its action plan to address the issue? A) Establish a work/life program that allows flexibility. B) Gauge the level of stress of the writers. C) Adjust the organizational culture to support these challenges. D) Consider the overall health issues this has caused.

A) Establish a work/life program that allows flexibility. The social aspect of employee well-being focuses on work relationships, work/life balance, equity, respect, and connectedness.

Which is an accurate statement about employment at-will? A) It is uncommon in most parts of the world. B) Most contracts contain employment at-will clauses. C) Verbal contracts are generally sufficient. D) Most union contracts contain employment at-will clauses.

A) It is uncommon in most parts of the world. Most countries reject the notion of at-will employment, so contracts generally are required, often within a set time frame from the point of hire. Verbal contracts may be accepted in some countries, but many require a written contract or written details of employment. Terms of employment vary greatly from country to country.

What type of learners acquire knowledge most effectively through a hands-on approach? A) Kinesthetic learners B) Visual learners C) Auditory learners D) Synthesis learners

A) Kinesthetic learners Kinesthetic learners, also known as tactile learners, learn best through a hands-on approach. They prefer to actively explore the physical world around them. They may find it hard to sit still for long periods and may become distracted by their need for activity and exploration.

Privacy

An individual's right to freedom from intrusion (by viewing, monitoring, reading, etc.) into matters, actions, or information that is personal.

According to international labor standards, which offering is most fundamental to the employment relationship? A) Flextime B) Fair Wages C) Telework D) Breaks

B) Fair Wages Fair wages, labor rights, a living wage, and a standard workday are all fundamental in international labor law standards. Telework, flextime, and a one-hour lunch break are all incentives and optional based on an organization's practices.

Which organizational structure is best described as being divided according to a linear process? A) Hybrid organization B) Functional organization C) Product organization D) Geographic organization

B) Functional organization A functional organization is organized according to a linear process, for example, design, supplies, procurement, manufacturing, sales and marketing, distribution, and customer service.

Which is the best way to demonstrate the impact of an employee training and development initiative? A) Surveying employee attitudes toward the initiative B) Measuring change over the course of the initiative C) Tying the initiative to employee survey results D) Monitoring social media activity related to the initiative

B) Measuring change over the course of the initiative Effectiveness is demonstrated by conducting accurate analysis at the beginning of the initiative and measuring change over its course.

What pay system ties pay to the volume of the work performed by the individual? A) Person-based B) Productivity-based C) Time-based step-rate D) Performance-based

B) Productivity-based A productivity-based system rewards quantity of work, and outputs are accurately measured. This system may sacrifice quality without careful supervision. It may also lead to inflexibility in the workforce because employees may want to stay in the job where they can earn the most rather than move to a more-challenging job.

Which type of globalization is characterized by large populations from emerging countries moving abroad for better employment opportunities? A) Globalist immigration B) The diaspora C) Demographic dichotomy D) International assignees

B) The diaspora The diaspora refers to a mass migration of voluntary emigrants from their homelands to multiple destinations. The demographic dichotomy describes the trend of a younger workforce in emerging economies while developed countries are experiencing an aging workforce. International assignees and globalists are types of global assignments.

An HR Specialist is analyzing salary survey data for the same position across multiple, similarly sized locations to produce an average salary. Which measure will be most useful? A) Mode B) Weighted mean C) Median D) Unweighted mean

B) Weighted mean A weighted mean is more informative because it can take into account different costs of living in each location. A weighted mean in this case would divide the sum of salaries at each location multiplied by the cost-of-living factor for that location by the number of sites. An unweighted mean would sum the wages in all locations and divide by the number of employees. The average salary for the two methods could look very different, depending on the variation in the cost of living. A median salary would be a salary equidistant from the highest and lowest salaries; this would not reflect differences in the cost of living. A mode would be the salary that appears most often in the range; in addition to the cost-of-living issue, the mode could be affected by differences in tenure-for example, a tenured workforce with many employees at the top of the salary range for that position.

Confidentiality

Treatment of personal information that has been disclosed to another person or organization.

Employee resource group (ERG)

Voluntary group for employees who share a particular diversity dimension (race, religion, ethnicity, sexual orientation, etc.); also known as affinity group or network group.

Self-determination Needs Theory

Individuals are motivated by innate needs, such as competence (McClelland's achievement) and relatedness (McClelland's affiliation) but also by needs for: Autonomy, or the need to feel that one has control over one's life. Purpose, or the sense that one's actions have effects beyond the individual or the workplace.

McClelland Needs Theory

Individuals are motivated by three basic desires: Achievement (accomplishment) Affiliation (feeling part of a group) Power (influence or control over others)

Hersey-Blanchard Situational Leadership

Leaders adapt their behaviors to meet the evolving needs of team members. Like Blake-Mouton, the behaviors involve tasks and relationships. As team members grow in skill and experience, leaders supply the appropriate behavior: Telling when the employee is not yet motivated or competent. Selling when the increasingly competent employee still needs focus and motivation ("why are we doing this"). Participating when competent workers can be included in problem solving and coached on higher skills. Delegating when very competent team members can benefit from greater levels of autonomy and self-direction.

Fiedler's Contingency Theory

Leaders change the situation to make it more "favorable," more likely to produce good outcomes.

Blake-Mouton Theory of Leadership

Leadership involves managing: Tasks (work that must be done to attain goals). Employees (relationships based on social and emotional needs). Five types of managers, only one of which (team leader) is considered a leader: Country club managers (low task, high relationship) create a secure atmosphere and trust individuals to accomplish goals, avoiding punitive actions so as not to jeopardize relationships. Impoverished managers (low task, low relationship) use a "delegate-and-disappear" management style. They detach themselves, often creating power struggles. Authoritarian managers (high task, low relationship) expect people to do what they are told without question and tend not to foster collaboration. Middle-of-the-road managers (midpoint on both task and relationship) get the work done but are not considered leaders. Team leaders (high task, high relationship) lead by positive example, foster a team environment, and encourage individual and team development.

Servant Leadership Theory

Leadership theory in which the leaders' goal is to serve the needs of their employees; emphasizes the sharing of power.

Transformational Leadership

Leadership theory that emphasizes a leader's ability to inspire employees to embrace change; leaders encourage and motivate employees to innovate and seek out changes that can add value and growth to the organization.

Transactional Leadership

Leadership theory that emphasizes a leader's preference for order and structure; focuses on control and short-term planning.

Leader-Member Exchange Theory

Leadership theory that focuses on a two-way relationship between leaders and chosen employees; the leader mentors selected team members and gives them access to more information and resources in order to strengthen levels of trust and support.

Emergent Theory

Leadership theory that states that leaders are not appointed but emerge from the group, which chooses the leader based on interactions.

Trait Theory

Leadership theory that states that leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics and personality traits.

Vroom Expectancy Theory of Motivation

Level of effort depends on: Expectancy. (With reasonable effort, the employee can succeed.) Instrumentality. (Success will result in a reward.) Valence. (The reward is meaningful to the employee.)

Integrity

Maintaining consistency between one's values and one's actions.

Theory X/Theory Y

Motivation theories dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant or absolutely critical.

Expectancy Theory

Motivation theory that states that effort increases in relation to one's confidence that the behavior will result in a positive outcome and reward; includes Vroom's theory.

Needs Theory

Motivation theory that states that individuals are motivated by a desire to satisfy certain needs and that understanding these needs allows leaders to offer the right incentives and create the most motivational external environments; includes self-determination and theories of Maslow, Herzberg, and McClelland.

Attribution Theory

Motivation theory that states that the way a person interprets the causes for past success or failure is related to the present level of motivation; includes theories of Heider and Weiner.

Neurodiversity

Refers to a workforce that approaches problems using different conceptual thought approaches that may stem from atypical brain structure, for example, attention deficit disorder (ADD), attention-deficit/hyperactivity disorder (ADHD), and anything categorized as existing on the autism spectrum (autism spectrum disorder, or ASD).

Conflict of interest

Situation in which a person or organization may benefit from undue influence due to involvement in outside activities, relationships, or investments that conflict with or have an impact on the employment relationship or it's outcomes.

Legitimate power

Power that is created formally, through a title or position in the hierarchy that is associated with the rights of leadership.

Expert power

Power that is created when a leader is recognized as possessing great intelligence, insight, or experience.

Reward power

Power that is created when the leader can offer followers something they value in exchange for their commitment.

Coercive power

Power that is created when the leader can punish those who do not follow.

Code of conduct

Principles that guide decision making and behavior in an organization.

Authenticity

Ability to stay true to values and maintain integrity in both personal and professional lives and, from an organizational perspective, approach to forming and maintaining relationships with colleagues and others in the organization.

Cultural taxation

Additional workload that is generated for members of an underrepresented group due to their requested participation in DE&I efforts.

Authoritative leadership approach

The leader proposes a bold vision or solution and invites the team to join this challenge.

Herzberg's Motivation-Hygiene Theory

Behavior is driven by intrinsic factors (innate desires) and extrinsic factors (workplace hygiene). Intrinsic factors: challenging work, meaningful impact of work, recognition. Extrinsic factors: job security, pay, conditions

Which task is vital when assessing strategic objectives? A) Ensuring that there is control of drift in each business unit's strategy B) Communicating the intent and purpose of the strategic initiatives C) Comparing the outcome of strategic initiatives to outlined metrics D) Obtaining stakeholder feedback to determine strategy success

C) Comparing the outcome of strategic initiatives to outlined metrics During the evaluation phase of strategic planning, strategic objectives are assessed to determine if the results are in line with the metrics that were defined at the start of strategic planning. Control of drift is one of the critical success factors that organizations successful at strategy have mastered. Soliciting stakeholder feedback is a necessary task when communicating strategy. Depending upon the initiative, it may not be a requirement for evaluating strategy. During the implementation stage, translating intent to specific plans and communicating the value or purpose of initiatives are critical. Assessing or evaluating strategic objectives is the next phase of the process, in which outcomes are compared to defined metrics.

The creation of a global compensation and benefits strategy that ignores local differences in culture is most likely to occur in what global management approach? A) Polycentric B) Geocentric C) Ethnocentric D) Regiocentric

C) Ethnocentric In an ethnocentric approach, headquarters maintains tight control over international operations. Subsidiaries have little autonomy and key positions are held by headquarters personnel. A strong headquarters bias often blinds management to the subtleties of cross-cultural differences.

If an organization's competitive advantage is cost leadership, which practice is most likely? A) Promoting a customer service mentality to foster customer rapport B) Investing profits in research and product development C) Mass-producing product to meet general market needs D) Designing a detailed market development plan

C) Mass-producing product to meet general market needs An organization that uses cost leadership or organizational excellence tends to increase efficiency and productivity.

A security-conscious organization requires all new hires to complete training on security policies and conducts annual armed intruder drills for all employees. What risk management strategies is this company using? A) Sharing and optimizing B) Avoidance and enhancement C) Prevention and mitigation D) Detection and prevention

C) Prevention and mitigation The organization is trying to prevent some risks from occurring through training new hires and mitigating the impact of any risk events that do occur by practicing certain procedures.

Under which circumstances would it be important for an HR manager to age data? A) When determining a solution for market rates having outpaced organizational pay structures B) When comparing the organization's internal job descriptions in order to position them in appropriate job families C) When trying to understand the organization's current pay competitiveness and where it needs to be D) When recognizing the need for a globally consistent and efficient job evaluation system

C) When trying to understand the organization's current pay competitiveness and where it needs to be In order to make data sources consistent with one another, aging of data is needed. Aging data from surveys and comparing it to where the organization is allows an understanding of how close you are to your compensation philosophy (lag, match, or lead) for the organization's salary structure.

Pacesetting leadership approach

The leader sets a model for high performance standards and challenges followers to meet these expectations.

Situational Theories

Category of leadership theories that states that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors; includes Hersey-Blanchard situational leadership, Fiedler's contingency theory, and path-goal theory.

Behavioral Theories

Category of leadership theories that states that leaders influence group members through certain behaviors; includes Blake-Mouton theory.

Bribery

Exchange of anything of value to gain greater influence or preference.

The chief financial officer is primarily responsible for which two functions? A) Human Resources and Information Technology B) Accounting and Risk Management C) Accounting and Human Resources D) Accounting and Finance

D) Accounting and Finance The chief financial officer of an organization is usually responsible for both accounting and finance functions.

A successful beverage company controls key activities in its value chain in order to maintain uninterrupted production; this is the key to their profitability. Which actions should HR recommend managers focus on to assist in the organization creating value? A) Decentralizing decision making for greater efficiency B) Creating a strong research and development department C) Implementing a product knowledge training program D) Implementing cross-training and job rotation strategies

D) Implementing cross-training and job rotation strategies When a company executes a cost leadership or operational excellence strategy, from an HR perspective they should focus on implementing cross-training and job rotation strategies. The other options focus on differentiation through innovation or customer service. Decentralizing may or may not increase efficiency.

How can PESTLE analysis data have a greater impact on successful employee engagement and retention? A) PESTLE analysis makes the best use of HRIS B) The PESTLE analysis process adheres to local customs C) Foreign governments are not threatened by PESTLE analysis D) PESTLE data helps in adapting to environmental realities

D) PESTLE data helps in adapting to environmental realities Organizations that use PESTLE analysis data are much more likely to be successful because the information facilitates adapting to environmental realities that may impact employee engagement.

An organization has four generations working side-by-side in the workplace. Which practice could alleviate management concerns that intergenerational tensions and a lack of camaraderie could undermine organizational success? A) Flexible workplace B) Preventive health-care and wellness programs C) Sustainability initiatives D) Succession planning

D) Succession planning Organizational success often depends on contributions from employees of all ages and the open sharing of knowledge and experience that will help prepare future organizational leaders. Succession planning can promote productive relationships, employee motivation, collaboration, and leadership development.

What is a global mindset? A) The belief that all other cultures and identity groups are really no different from one's own B) The ability to encourage others with diverse backgrounds to see one's own perspective as the correct one C) The ability to learn other languages and understand various cultural holidays D) The ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views

D) The ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views People with a global mindset have acquired knowledge and experience of other cultures and, based on this, are able to see cultures different from their own as neither better nor worse but simply different in some ways and similar in many key ways. They use this mindset to interpret individuals and events from multiple cultural perspectives. It is more than just seeing cultures as equivalent; it involves understanding differences and their effects. A global mindset requires more than knowing a language.

Covering

Defensive behavior that occurs when an organization recruits a diverse workforce but, consciously or otherwise, promotes assimilation rather than inclusion.

Transparency

Extent to which an organization's agreements, dealings, information, practices, and transactions are open to disclosure and review by relevant persons.

Inclusion

Extent to which each person in an organization feels welcomed, respected, supported, and valued as a team member.

Motivation

Factors that initiate, direct, and sustain human behavior over time.

Maslow Theory of Motivation

Five basic categories of needs must be met in ascending order; 1) Physiological 2)Safety and security 3)Love and belonging 4)Esteem 5)self- actualization: reaching full potential Lower-level needs must be relatively satisfied in order for a higher-level needs to emerge or serve to motivate.

Referent power

Power that is created by the force of the leader's personality.

Heider/Weiner's Attribution Theory

Success or failure can be attributed to internal factors (e.g., skills, diligence) or external factors (e.g., available resources, market events). Internal factors may be under the employee's control (e.g., the employee can work harder or be more careful), but external factors are probably beyond the employee's control.

Affiliative leadership approach

The leader creates strong relationships with and inside the team, encouraging feedback. The team members are motivated by loyalty.

Coaching leadership approach

The leader focuses on developing team members' skills, believing that success comes from aligning the organization's goals with employees' personal and professional goals.

Coercive leadership approach

The leader imposes a vision or solution on the team and demands that the team follow this directive.

Democratic leadership approach

The leader invites followers to collaborate and commits to acting by consensus.

Diversity

The similarities and differences between individuals, accounting for all aspects of one's personality and individual identity.

Goal-setting Theory

Theory that states that motivation can be increased by providing employees with goals against which they can assess their achievement.

Equity Theory

Theory that states that motivation is based on an employee's sense of fairness; the individual compares their perceived value with that of others in similar roles and makes a calculation based on their inputs and outputs.

Path-Goal Theory

This theory emphasizes the leader's role in coaching and developing followers' competencies. The leader performs the behavior needed to help employees stay on track toward their goals. This involves addressing different types of employee needs: 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.