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| Section | Objectives |
|---|---|
| Topic 1: Learning and Development | |
| Topic 2: Risk Management | |
| Topic 3: Talent Planning and Acquisition | |
| Topic 4: Employee Relations and Engagement | |
| Topic 5: Leadership and Strategy | |
| Topic 6: Total Rewards |
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NEW QUESTION # 69
Characteristics of high-involvement organizations include all of the following except which?
Answer: C
Explanation:
Answer option A is correct.High-involvement organizations are those in which employees are encouraged to remain active, accountable members of the company. Allowing employees to come up with creative solutions to problems, clearly linking rewards to behavior (B) encouraging decision-making from the ground up (D) and demonstrating management trust through data sharing (C) are other characteristics of HIOs. See Chapters 3 and 7 for more information. Chapter: Employee and Labor Relations Objective: Employee Relations
Topic 3, Volume C
NEW QUESTION # 70
A training class is being held on how to install a new light fixture for a project. There are 2,433 light fixtures to install in the project, so all project team members will need to learn how to install the light fixture. The project manager wants to ensure that all fixtures are installed identically. In the training, participants learn how to install the fixture by following a step-by-step direction. All of the participants can now install the light fixture relatively easily and quickly. There's not much more to learn in the installation, so their learning tapers off in regard to the light fixture installation. This is an example of what type of learning curve?
Answer: D
Explanation:
Explanation/Reference:
Answer option D is correct.
This is an example of a plateau learning curve. Learners quickly accelerate in the learning and their capacity slows, or in this example, stops.
Answer option C is incorrect. An s-shaped learning curve demonstrates learning that ebbs and flows based on content, experience, and greater levels of competence.
Answer option B is incorrect. Negatively accelerating learning curves are similar to the Plateau learning curve, but learning doesn't necessarily stop; it just slows dramatically.
Answer option A is incorrect. Positively accelerating learning curves are demonstrated when learners gain information slowly, and then learning accelerates.
Reference: Professional in Human Resources Certification Guide, Sybex, ISBN: 978-0-470-43096-5.
Chapter 5: Human Resource Development. Official PHR and SPHR Certification Guide, HR Certification Institute, ISBN: 978-1-586-44149-4, Section III, The US Body of Knowledge.
Chapter: Human Resource Development
Objective: Talent Management
NEW QUESTION # 71
A high-involvement organization is an example of what type of OD intervention?
Answer: A
Explanation:
Explanation/Reference:
Answer option B is correct.
Techno-structural interventions address issues of how work gets done in an organization. A high- involvement organization is one in which employees at all levels are involved in making decisions about how work is accomplished. Human-process interventions (D) are designed to build competencies at the individual level of the organization. HRM interventions (C) focus on HR processes and programs such as selection procedures or performance management that address individual employee needs. Strategic interventions (A) are used to execute changes to an organization's vision, mission, or values. See Chapter
5 for more information.
Chapter: Human Resource Development
Objective: Organization Development
NEW QUESTION # 72
Your organization is comprised of various functional units, such as sales, marketing, IT, and manufacturing. When projects are created in this structure, the project team members often come from all functional areas of the organization and may work on several projects at a time. What type of organization structure are you likely operating within?
Answer: D
Explanation:
Explanation/Reference:
Answer option D is correct.
A matrix structure allows resources to be used across the organization from different functional units within the company. There are three types of matrix structures: weak, strong, and balanced matrixes. The adjectives describe the amount of authority the project manager has, in relation to the amount of project authority the functional managers have.
Answer option C is incorrect. A functional structure keeps each functional unit isolated from using resources in other functional units. All Project team members exist within one functional unit.
Answer option A is incorrect. Blended is not a valid organizational term to describe the structure of an organization.
Answer option B is incorrect. A projectized organization keeps all project team members on one project for the duration of the project. Project team members don't necessarily have day-to-day functional duties and instead, focus all efforts on the completion of a given project.
Reference: PHR Exam Prep, Pearson Education, ISBN: 978-0-7897-3677-2. Chapter Three: Strategic 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: Business Management and Strategy
Objective: Strategic Management
NEW QUESTION # 73
The primary advantage of using a balanced scorecard approach to variable pay is that it:
Answer: D
Explanation:
The primary advantage of a balanced scorecard approach to variable pay is that it communicates organizational priorities (D). At the SPHR level, compensation systems are used as strategic tools to signal what matters most to the organization.
A balanced scorecard links variable pay to multiple dimensions of performance-financial results, customer outcomes, internal processes, and learning or growth. By tying incentives to these measures, organizations clearly communicate desired behaviors and outcomes across the enterprise. Employees understand not only what is rewarded, but why.
Promoting productivity (A) may occur, but it is not the defining advantage. Tax deferrals (B) are unrelated to balanced scorecards. Enhancing team-based compensation (C) may be a design feature, but the strategic strength of the scorecard lies in alignment and communication.
SPHR exam content emphasizes that variable pay should reinforce strategy execution, and balanced scorecards ensure incentives do not drive narrow or short-term behavior at the expense of broader organizational goals.
References :
* HRCI SPHR Exam Content Outline - Functional Area: Total Rewards (incentive design; performance alignment).
* HRCI SPHR Study Guide - Balanced scorecard applications in compensation.
NEW QUESTION # 74
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