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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Leadership and Strategy | 40% | - HR governance and ethics
|
| Topic 2: Total Rewards | 12% | - Benefits and recognition
|
| Topic 3: Employee Relations and Engagement | 20% | - Employee experience and culture
|
| Topic 4: Workforce Planning and Talent Acquisition | 16% | - Recruitment and selection
|
| Topic 5: Talent Management and Development | 12% | - Performance management
|
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NEW QUESTION # 79
All business organizations must use some common terminology to describe the roles and responsibilities of people and entities within the organization. What term is described as the amount of product or service the entity is able to produce with the available materials, labor, and equipment?
Answer: D
Explanation:
Section: Volume B
Explanation/Reference:
Answer option B is correct.
Capacity describes the amount of product or service an entity can create based on its inputs and the demand from customers. The maximum capacity needs to be known so that management can plan accordingly.
Answer option A is incorrect. Production is the act of producing the manufactured goods or the completion of delivery of the services a business offers its customers.
Answer option C is incorrect. Lines of business describe the functional units within a company that generates an income. For example, a bank may have retail banking, corporate banking, personal banking, investments, and savings.
Answer option D is incorrect. Technology is an input to the production, operations, and capacity that allows a business to produce the goods and services.
Reference: Professional in Human Resources Certification Study Guide, Sybex, ISBN: 978-0-470-43096-5.
Chapter Four: Workforce Planning and Employment. Official PHR and SPHR Certification Guide, HR Certification Institute, ISBN: 978-1-586-44149-4, Section III, The US Body of Knowledge.
Chapter: Business Management and Strategy
Objective: Organizations
NEW QUESTION # 80
Stress is often a significant issue in workplaces. Author Ravi Tangri asserts that stress costs organizations up to $300 billion per year. Which one of the following stresses is the largest contributor to organizational cost of waste?
Answer: D
Explanation:
Explanation/Reference:
Answer option A is correct.
Based on Ravi Tangri's book Stress Costs, stress is responsible for 60 percent of workplace accidents.
Answer option B is incorrect. Based on Ravi Tangri's book Stress Costs, stress is responsible for 40 percent of employee turnover.
Answer option C is incorrect. Based on Ravi Tangri's book Stress Costs, stress is responsible for 19 percent of employee absenteeism.
Answer option D is incorrect. Based on Ravi Tangri's book Stress Costs, stress is responsible for 10 percent of drug plan costs.
Reference: PHR Exam prep, Pearson Education, ISBN: 978-0-7897-3677-2. Chapter 8: Risk Management.
Official PHR and SPHR Certification Guide, HR Certification Institute, ISBN: 978-1-586-44149-4, Section III, The US HR Body of Knowledge.
Chapter: Risk Management
Objective: Risk Management
NEW QUESTION # 81
As a Senior HR Professional, you should be familiar with certain precedent-setting cases related to equal employment opportunity. This case focused on the requirement for employees seeking internal transfer or promotions to possess a high school education and certain scores on aptitude tests. The court found under Title VII of the Civil Rights Act that the test could disparately impact ethnic minority groups. Which case is referenced?
Answer: D
Explanation:
Reference: Professional in Human Resources Certification Study Guide, Sybex, ISBN: 9780-470-43096-5. Chapter Four: Workforce Planning. Official PHR and SPHR Certification Guide, HR Certification Institute, ISBN: 978-1-586-44149-4, Section III, The US Body of Knowledge.
Chapter: Workforce Planning and Employment
Objective: Federal Employment Legislation
NEW QUESTION # 82
Higher levels of employee engagement lead to:
Answer: D
Explanation:
Higher levels of employee engagement are most strongly associated with lower absenteeism and higher profits (C). At the SPHR level, engagement is treated as a business performance driver, not merely a satisfaction metric.
Engaged employees demonstrate greater commitment, discretionary effort, and accountability. This leads to reduced absenteeism because employees are more motivated to be present and contribute. Engagement also correlates with higher productivity, better customer outcomes, and improved financial performance, which together drive profitability.
While fewer accidents (A) and greater interest in development (D) may occur, these are indirect outcomes. Training participation (B) may increase, but it is not the most significant or consistent organizational result.
SPHR exam content consistently links engagement to measurable business outcomes, particularly financial performance and operational efficiency. This makes absenteeism reduction and profit improvement the most compelling outcomes.
Reference:
HRCI SPHR Exam Content Outline - Functional Area: Employee Relations and Engagement (engagement outcomes; organizational performance).
HRCI SPHR Study Guide - Business impact of employee engagement.
NEW QUESTION # 83
Which of the following is the most important element in a strategic recognition program?
Answer: B
Explanation:
B . Opportunities to provide peer-to-peer recognition is the best answer among the alternatives because a strategic recognition system should make recognition broad, accessible, ongoing, and embedded throughout the organization rather than depending solely on occasional events, monetary substitutes, or recognition flowing only from senior leaders.
HRCI places recognition directly within the SPHR Total Rewards domain. Functional Area 04 requires senior HR professionals to analyze benefit strategies including "recognition programs" that help attract, reward, and retain talent. The same area requires knowledge of motivation concepts and applications. Recognition therefore should be designed as a systematic component of the total-rewards strategy rather than merely as an isolated celebration.
Peer-to-peer recognition is particularly valuable because employees often directly observe contributions that senior leaders or HR may not see. Allowing coworkers to recognize one another expands participation, increases the frequency and immediacy of recognition, and makes appreciation part of everyday organizational culture. Evidence reviewed by CIPD recommends that organizations build systems in which both managers and colleagues can provide recognition, while also emphasizing fairness and a clear connection between rewards and contribution. CIPD also notes that peer-to-peer recognition tools can broaden who is able to provide feedback and acknowledgement.
A is too episodic. Team retreats may celebrate significant achievements but do not create continuous recognition.
C is a tangible reward, but PTO is not inherently a recognition system and may introduce consistency, equity, scheduling, or policy concerns.
D can be highly meaningful, especially when recognition from senior leadership is specific and authentic. However, a leader-only system creates a bottleneck and may overlook everyday contributions.
Ideally, strategic recognition also aligns with organizational values and desired behaviors. Since none of the options explicitly states that principle, B is the strongest available choice because it creates a scalable, participative recognition culture.
Reference:
HRCI, SPHR Exam Content Outline, 2023-2024, Functional Area 04: Total Rewards, Responsibility 02; Knowledge Areas 47 and 49.
CIPD, Incentives and Recognition: An Evidence Review, 2022.
CIPD, Making Reward More Accessible and Performance Management Fairer, 2022.
CIPD, Strategic and Total Reward, 2026.
NEW QUESTION # 84
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