SHRM SHRM-SCP Online Practice Questions and Exam Preparation

SHRM SHRM-SCP Online Questions & Answers

• Question 621:

  HR gives a group of employees a new test, designed to measure mathematical aptitude. HR then compares this with test scores already held by the firm? this is an example of?

  A. Construct validity
  B. Content validity
  C. Concurrent validity
  D. Face validity
  C. Concurrent validity

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  Concurrent validity is measured by the correlation between a new test and an existing test to demonstrate whether the new test correlates well with the existing test the key factor is that the two tests are compared at about the same time.Predictive validity, on the other hand, is the extent to which performance on a test is related to later performance that the test was designed to predict.

• Question 622:

  In a bid to save time and costs, the Wrangle corporation has chosen to introduce employee self-service transactions such as employee personal data and updates, employee onboarding, benefits enrollment and updates. This is an example of?

  A. Human Capital Plan
  B. Cost Accounting
  C. Technology
  D. Quality Management
  C. Technology

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  Technology makes HR practices more efficient, saves costs and often leads to the reduction of the need for personnel to carry out HR tasks. Note that self-service is a feature enabled by Technology.

• Question 623:

  In a chat, the operations manager tells the HR manager that he will defer communicating the proposed incentive program to his staff because he is careful never to promise a staff member a reward that he may not be able to deliver. What motivation theory does this reflect?

  A. Maslow hierarchy of needs
  B. Locke Goal setting theory
  C. Vroom expectancy theory
  D. Herzberg motivation-hygiene theory
  C. Vroom expectancy theory

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  The Expectancy theory states that an employee's motivation is an outcome of how much an individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performance will lead to reward (Instrumentality).Expectancy theory suggests that individuals are motivated to perform if they know that their extra performance is recognized and rewarded.

• Question 624:

  The first step in developing a total rewards strategy is?

  A. Conduct a gap analysis of the current compensation and benefits program
  B. Analyze the organization's overall strategy with key stakeholders to ensure alignment
  C. Benchmark compensation and benefits strategies of core competitors
  D. Decide the company's total rewards strategy based on industry standards
  B. Analyze the organization's overall strategy with key stakeholders to ensure alignment

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  The first step to ensure the total rewards strategy is a subset of the company's overall strategy to ensure alignment with the company's vision, mission, and long-term direction.

• Question 625:

  Which step in creating a workplace safety and security plan will most likely impact the effectiveness of the plan when implemented?

  A. Developing policies that achieve management and employee commitment to a safe workplace
  B. Conducting a worksite analysis to catalog possible hazards
  C. Surveying employees to gather information about security concerns
  D. Reviewing previous incidents and occurrences to establish threat patterns
  A. Developing policies that achieve management and employee commitment to a safe workplace

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  Developing policies that secure both management and employee commitment ensures that everyone understands and supports safety measures, which is critical for effective implementation and compliance.

• Question 626:

  When is it appropriate to create a corporate social responsibility (CSR) program in an organization?

  A. At the innovative stage where the organization is resilient and regenerating income
  B. At the maturity stage where the organization is stable and can absorb sustainability costs
  C. At the establishment stage where the organization is engaged in creating and establishing its business strategy
  D. At the growth stage where performance and productivity take center stage
  C. At the establishment stage where the organization is engaged in creating and establishing its business strategy

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  Ideally, CSR should be incorporated into an organization's strategic plan from the onset, which is the establishment or startup or nascent stage.By integrating CSR into the strategic plan, core business processes and stakeholder management, organizations can achieve the ultimate goal of creating both social value and corporate value. Note that the public are stakeholders in any organization's strategic plan, as they represent shareholders, customers, employees, suppliers etc.

• Question 627:

  What law defines a "mass layoff" as a non-plant closing during which 500 full time employees or 33% of an active workforce of 50 or more employees are laid off in a 30-day period?

  A. Worker Adjustment and Retraining Notification Act
  B. Health Insurance Portability and Accountability Act (HIPAA)
  C. Consolidated Omnibus Budget Reconciliation Act (COBRA)
  D. Omnibus Budget Reconciliation Act
  A. Worker Adjustment and Retraining Notification Act

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  The Worker Adjustment and Retraining Notification Act (WARN) The WARN Act requires employers to provide written notice at least 60 calendar days in advance of covered plant closings and mass layoffs. A WARN notice is required when a business with 100 or more full-time workers is laying off at least 50 people at a single site of employment.

• Question 628:

  What is the value of a balanced scorecard?

  A. Compares company's processes and performance metrics to industry standards
  B. Demonstrates how effectively a company is achieving key business objectives
  C. Helps support a clear line of sight from strategic goals to strategic performance
  D. Assesses whether a company is on track to achieve its defined business goals
  C. Helps support a clear line of sight from strategic goals to strategic performance

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  Balanced scorecards help support a clear line of sight from strategic goals to business performance. Balanced scorecard is a strategic planning and management system. Organizations use BSCs to communicate what they are trying to accomplish; align the day-to-day work that everyone is doing with strategy; prioritize projects, products, and services; and measure and monitor progress towards strategic targets. BSC originates from the idea of looking at strategic measures in addition to traditional financial measures to get a more balanced view of performance. The concept of balanced scorecard has evolved to a holistic system for managing strategy.

• Question 629:

  An organization's IT and HR functions both report a gender imbalance. How should the HR director approach this situation?

  A. By reporting that these retention issues are probably related to the glass ceiling that exists in the organization
  B. By expanding the focus of benefits to include family-friendly options in order to increase retention in these departments
  C. By surveying these populations to understand why each gender is not applying for jobs in the underrepresented departments
  D. By analyzing representation, hiring, and retention as well as labor market data for these functions to benchmark gaps
  D. By analyzing representation, hiring, and retention as well as labor market data for these functions to benchmark gaps

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  Different divisions within an organization may face different staffing issues regarding gender. However, it is important to analyze representation, retention, and hiring to determine what is occurring. Looking at labor market data for percentages of women in IT positions, for example, could help determine what is available for hiring within the local labor market. You cannot determine if this is a glass ceiling issue without analyzing further, and a survey will not give you the data you need for a strategic plan.

• Question 630:

  Which means of gathering external intelligence best mitigates the risk of losing top executives to competitors?

  A. Strengths, weaknesses, opportunities, threats analysis
  B. Salary benchmarking
  C. Stakeholder pattern
  D. Economic factors
  B. Salary benchmarking