SHRM CP EXAMINATION SET UPDATED QUESTIONS AND
ANSWERS GRADED A+
✔✔Goal Setting Theory - ✔✔the theory that people will be motivated to the extent to
which they accept specific, challenging goals and receive feedback that indicates their
progress toward goal achievement
✔✔Lewin's Change Model - ✔✔unfreezing, changing, refreezing
✔✔Dreaded J curve - ✔✔when change is introduced, typically a decline in performance
than a slow return to previous levels. If change is effective and managed effectively a
more rapid growth to a new level of performance.
✔✔Managing resistance employees - ✔✔Empathy, communication, support. Often fear
of unknown, comfort in status quo. 20%-30%
✔✔Managing neutral employees - ✔✔Selling benefits, opportunities for involvement.
40%-60%.
✔✔Managing Welcoming employees - ✔✔Recognition, delegation, support. 20%-30%
perceive benefits, increased challenge.
✔✔bureaucratic black belts - ✔✔know the org systems well and how to make things
happen. They can educate leaders about how to gather support for an idea and help
them avoid mistakes that may damage their credibility or prolong the process.
✔✔Tugboat pilots - ✔✔good political instincts. Usually have deep history with org and
predict reactions. They can point out other potential allies.
✔✔Benovolent bureaucrats - ✔✔willing to partner, but have their own agenda. Must
make sure that agenda doesn't compromise HR goals/Initiatives.
✔✔Wind surfers - ✔✔willing to partner, but only to share in any success. add little value
to initiative or gaining support, simply want to attach themselves to it.
✔✔Human capital return on investment - ✔✔hows the amount of profit derived from
investments in labor.
✔✔Human Capital Value Added - ✔✔shows the operating profit per full-time employee.
✔✔Workforce Analysis Process - ✔✔Supply Analysis, Demand Analysis, Gap Analysis,
Solution Analysis
✔✔RACI Matrix - ✔✔Responsible, Accountable, Consulted, Informed
, ✔✔CSR Maturity Curve - ✔✔Compliance, Integration, transformation. The most evolved
organizations on the CSR curve have been transformed: they have redefined the value
they create through their products or services to align with CSR principles, and they use
this as a way to compete. More evolved organizations on the CSR maturity curve have
integrated CSR principles into their policies, systems, and processes--for example, into
performance management systems. The least evolved organizations adopt CSR for
reactive reasons (to comply with regulations or other requirements).
✔✔push factors - ✔✔1) a need for new markets 2)increased cost pressures and
competition 3)shortfalls in resources and talent 4)government policies 5) trade
agreements 6)globalized supply chain
✔✔pull factors - ✔✔A factor that draws or attracts businesses to another
location.1)greater strategic control 2)government policies that promote outward foreign
investment 3)trade agreements
✔✔Perlmutter orientations for multinational corporations - ✔✔Ethnocentric,
✔✔Ethnocentric - ✔✔Headquarters tight control over subsidiaries who expected to
follow HQ's policies, procedures. Only one best way.
✔✔Polycentric - ✔✔take the view that native managers in the foreign offices best
understand native personnel and practices, and so the home office should allow them to
chart their own course. many best practices.
✔✔Regiocentric - ✔✔Subsidiaries are grouped into regions (Such as North America,
Europe and Asia Pacific) Communication and coordination are high within the region but
not as high between the region and headquarters.
✔✔Geocentric - ✔✔subsidiaries are neither satellites taking orders nor independent
bodies setting their own course. HQ and branches participate in a network each
contributing expertise. team way, transcending borders
✔✔Global integration (GI) strategy - ✔✔consistency of approach, standardization of
processes and common corporate culture across global operations
✔✔Local responsiveness (LR) strategy - ✔✔Globalization strategy that emphasizes
adapting to the needs of local markets and allows subsidiaries to develop unique
products, structures, and systems.
✔✔PAPA model (risk prioritization matrix) - ✔✔prepare (not likely to happen but will
move fast), act (likely to happen and fast-moving), park (slow moving and unlikely) and
adapt (slow materializing trends that may affect the org significantly) - likelihood by
speed of change matrix
ANSWERS GRADED A+
✔✔Goal Setting Theory - ✔✔the theory that people will be motivated to the extent to
which they accept specific, challenging goals and receive feedback that indicates their
progress toward goal achievement
✔✔Lewin's Change Model - ✔✔unfreezing, changing, refreezing
✔✔Dreaded J curve - ✔✔when change is introduced, typically a decline in performance
than a slow return to previous levels. If change is effective and managed effectively a
more rapid growth to a new level of performance.
✔✔Managing resistance employees - ✔✔Empathy, communication, support. Often fear
of unknown, comfort in status quo. 20%-30%
✔✔Managing neutral employees - ✔✔Selling benefits, opportunities for involvement.
40%-60%.
✔✔Managing Welcoming employees - ✔✔Recognition, delegation, support. 20%-30%
perceive benefits, increased challenge.
✔✔bureaucratic black belts - ✔✔know the org systems well and how to make things
happen. They can educate leaders about how to gather support for an idea and help
them avoid mistakes that may damage their credibility or prolong the process.
✔✔Tugboat pilots - ✔✔good political instincts. Usually have deep history with org and
predict reactions. They can point out other potential allies.
✔✔Benovolent bureaucrats - ✔✔willing to partner, but have their own agenda. Must
make sure that agenda doesn't compromise HR goals/Initiatives.
✔✔Wind surfers - ✔✔willing to partner, but only to share in any success. add little value
to initiative or gaining support, simply want to attach themselves to it.
✔✔Human capital return on investment - ✔✔hows the amount of profit derived from
investments in labor.
✔✔Human Capital Value Added - ✔✔shows the operating profit per full-time employee.
✔✔Workforce Analysis Process - ✔✔Supply Analysis, Demand Analysis, Gap Analysis,
Solution Analysis
✔✔RACI Matrix - ✔✔Responsible, Accountable, Consulted, Informed
, ✔✔CSR Maturity Curve - ✔✔Compliance, Integration, transformation. The most evolved
organizations on the CSR curve have been transformed: they have redefined the value
they create through their products or services to align with CSR principles, and they use
this as a way to compete. More evolved organizations on the CSR maturity curve have
integrated CSR principles into their policies, systems, and processes--for example, into
performance management systems. The least evolved organizations adopt CSR for
reactive reasons (to comply with regulations or other requirements).
✔✔push factors - ✔✔1) a need for new markets 2)increased cost pressures and
competition 3)shortfalls in resources and talent 4)government policies 5) trade
agreements 6)globalized supply chain
✔✔pull factors - ✔✔A factor that draws or attracts businesses to another
location.1)greater strategic control 2)government policies that promote outward foreign
investment 3)trade agreements
✔✔Perlmutter orientations for multinational corporations - ✔✔Ethnocentric,
✔✔Ethnocentric - ✔✔Headquarters tight control over subsidiaries who expected to
follow HQ's policies, procedures. Only one best way.
✔✔Polycentric - ✔✔take the view that native managers in the foreign offices best
understand native personnel and practices, and so the home office should allow them to
chart their own course. many best practices.
✔✔Regiocentric - ✔✔Subsidiaries are grouped into regions (Such as North America,
Europe and Asia Pacific) Communication and coordination are high within the region but
not as high between the region and headquarters.
✔✔Geocentric - ✔✔subsidiaries are neither satellites taking orders nor independent
bodies setting their own course. HQ and branches participate in a network each
contributing expertise. team way, transcending borders
✔✔Global integration (GI) strategy - ✔✔consistency of approach, standardization of
processes and common corporate culture across global operations
✔✔Local responsiveness (LR) strategy - ✔✔Globalization strategy that emphasizes
adapting to the needs of local markets and allows subsidiaries to develop unique
products, structures, and systems.
✔✔PAPA model (risk prioritization matrix) - ✔✔prepare (not likely to happen but will
move fast), act (likely to happen and fast-moving), park (slow moving and unlikely) and
adapt (slow materializing trends that may affect the org significantly) - likelihood by
speed of change matrix
