SHRM SHRM-SCP Online Practice Questions and Exam Preparation

SHRM SHRM-SCP Online Questions & Answers

• Question 881:

  A large poultry company is expanding operations into new countries. Before deciding to expand, company owners confirmed that members of the management team were willing to temporarily work in regional offices located in different countries. Each regional office will be directed by one member of the home office's management team for a period of two years while new, permanent management for each regional office is recruited and trained. Prior to selecting locations for the regional offices, the company hired consultants from each country to provide assistance. The company's owners are pleased with the performance of several of the consultants and want the HR manager to convert as many of these consultants as possible into full-time employees. In addition, the HR manager is asked to oversee the expatriation of members of the home office's management team.

  Which action should the HR manager recommend to prepare each manager from the home office to work in the regional offices?

  A. Train each manager on collaborative negotiation techniques so they can constructively address negotiation challenges in the regional office.
  B. Reassure each manager that the home office will begin planning for the manage'r s next assignment at least three to six months before returning home.
  C. Offer social training to familiarize each manager with local customs and expectations for social interactions.
  D. Allow each manager time to shadow someone from the regional office to get accustomed to cultural norms.
  C. Offer social training to familiarize each manager with local customs and expectations for social interactions.

• Question 882:

  The assumption by colleges that a high-school student with a high Grade Point Average (GPA) will achieve high grades at university is an example of?

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

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  Predictive validity is the extent to which performance on a test (GPA) is related to later performance (college grades) that the test was designed to predict.

• Question 883:

  Porter's "Five Forces" model was designed to determine whether or not a business can be profitable, deliver a return on investment, and where the business fits in the industry landscape. Which of the five factors is influenced by the other four?

  A. a company's competitive rivalry
  B. Bargaining power of suppliers, Purchasing power of customers
  C. substitute products
  D. potential new market entrants
  A. a company's competitive rivalry

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  Porter's Five Forces is a framework for analyzing a company's competitive environment. The number and power of a company's competitive rivals, potential new market entrants, suppliers, customers, and substitute products influence a company's profitability.Porter's Five Forces offer businesses a way to analyze and outmaneuver their competitors in the marketplace. Knowing who your competition is and how their products, services, and marketing strategies affect you is critical to your survival.

• Question 884:

  The most successful organizational change strategy is one that emphasizes?

  A. bureaucratic authority
  B. shared authority
  C. rational-legal authority
  D. a structured approach
  B. shared authority

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  Resistance to change can be overcome by educating employees about the reasons for change, involving them in the change process, and encouraging communication and feedback. Shared authority which is where multiple employees at various company levels play a role and are involved in the change process is the best answer.

• Question 885:

  Which of the following is the ongoing process of innovation, advantage, value creation, and reassessment?

  A. Strategic Planning
  B. Human Resource Management
  C. Strategic Management
  D. SWOT Analysis Development
  C. Strategic Management

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  Strategic management is the ongoing process of innovation, advantage, value creation, and reassessment used to forecast the next organizational challenge. There are four functions of strategic management that ensure an organization's resources are used for reaching goals in the best way possible. These functions are planning, organizing, directing, and controlling.Strategic planning is a systematic way of setting the organization's direction and developing tactics and operational plans to ensure its success. Strategic planning is the first of the four functions of strategic management.HRM is the concept that recognizes that businesses are social organizations as well as economic systems and that productivity is related to employee job satisfaction.A SWOT analysis is an environmental scanning tool which looks at the strengths, weaknesses, opportunities, and threats facing the organization.

• Question 886:

  The Propeller organization rewards innovation, independent thinking, and risk taking. As the market has matured, management has decided that there is a need to have an increased control over decisions and outcomes in a bid to increase product quality and reduce error rates. The leaders have informed HR of this strategy and are counting on its support to ensure a successful implementation. What is the first step that HR should proffer?

  A. Adopt co-sourcing solutions with professional firms to determine the causes behind product errors
  B. Explain to the leaders that the new strategy will require changes in structure, policies, processes, and culture.
  C. Implement competency-based hiring and performance management systems in the Research and Development function.
  D. Develop a communication plan that ensures employee alignment, engagement, and retention.
  B. Explain to the leaders that the new strategy will require changes in structure, policies, processes, and culture.

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  Note that the question is asking for the first step. The first step is to consider the ways in which the change of strategy will affect all other areas of the organization, i.e. structure, policies, procedures, values, culture etc.

• Question 887:

  A law firm decides to open a secondary office to be closer to a client with whom the law firm performs dedicated services. All new associates for the secondary office were hired with the understanding that their full-time job would be exclusively for this client. However, the associates soon expressed frustration that the work does not offer sufficient career development opportunities compared to employees in the main office. The secondary office associates approach their supervisors to request more opportunities. These associates provide examples of how the associates in the law firm's home office earn a greater variety of experiential opportunities. The supervisors agreed to consult HR and the managing partners to discuss how to provide more developmental opportunities to the associates in the secondary office. The HR manager is tasked with leading the efforts with input from the managing partners.

  Several tenured managing partners disagree with the resources being used to address the concerns of the new associates. These managing partners believe the path to success involves working long hours before being promoted. How should the HR manager respond to their concerns?

  A. Explain that the law firm needs to offer more attractive working conditions and career prospects to remain competitive.
  B. Present a cost analysis to the tenured managing partners showing the benefits of lowering turnover among early-career associates.
  C. Offer to have the tenured managing partners educate the early-career associates on the work expectations of the firm.
  D. Submit a report detailing a comparison analysis between the regional law firm and competitors.
  B. Present a cost analysis to the tenured managing partners showing the benefits of lowering turnover among early-career associates.

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  Presenting a cost analysis quantifies how reducing turnover among early-career associates improves profitability and competitiveness, directly addressing the managing partners' concerns with concrete financial evidence.

• Question 888:

  The aging of the population, changes in ethnic composition, and effects of the baby boom are:

  A. global changes.
  B. macroeconomic changes.
  C. sociocultural changes.
  D. demographic changes.
  D. demographic changes.

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  Demographic data is descriptive data about people and their lives. It is the statistical data of a population, especially those showing average race, sex, nationality, religion, age, income, education, etc.

• Question 889:

  A company in a competitive industry starts a two-year integration strategy aimed at being an innovator in a particular area. The chief human resource officer is asked to lead the project team and deliver within a required timeline. What advantage does Agile have over Lean Six Sigma in this situation?

  A. Agile is flexible and adaptable. Lean is structured and measured in pace.
  B. Agile has many small projects: Lean has one project at a time.
  C. Agile focuses on customer satisfaction Lean is focused on customer value by eliminating waste.
  D. Agile demonstrates progress and getting it done. Lean focuses on validated learning.
  A. Agile is flexible and adaptable. Lean is structured and measured in pace.

• Question 890:

  What should be the first step in changing an organization's culture?

  A. Define the existing culture
  B. State what kind of culture the organization intends to build
  C. Benchmark the organization's culture with competitor's cultures
  D. Engage an organizational culture consultant for expertise
  A. Define the existing culture

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  An organization needs to know where it is before it can determine where it is heading to. Key steps to successfully implementing changes to a corporate culture:

  1. Identify culture gaps: With the aid of tools like surveys and culture assessments, conduct a gap analysis to fully understand the culture you have and how it compares to the culture you want.

  2. Develop a plan for the new culture: Once you've identified the desired culture, it's important to develop a strategy for achieving it.

  3. Reinforce the new culture: Sustained culture change requires that leaders continue to model desired behaviors and leverage the skills and knowledge they've gained to support their employees.