SHRM CP ACTUAL 2026 EXAM QUESTIONS AND ANSWERS
GRADED A+
✔✔expert power - ✔✔power that is based on the special knowledge, skills, and
expertise that a leader possesses. effective: improve teams efforts by offering advice,
guidance. Can win respect for the team. limits: can create dependency and weaken
teams initiative or discourage their own contributions.
✔✔referent power - ✔✔power that comes from the force of a leaders personality -
subordinates' and coworkers' respect, admiration, and loyalty. effective: appeals to
social needs of individuals and desire for affiliation. Will weaken if leader is not
competent, effective, fair.
✔✔coercive power - ✔✔results from managers' authority to punish their subordinates.
effective: likely to get immediate results. limitations: damages team members motivation
and self-direction over time.
✔✔Theory X and Theory Y - ✔✔A motivation theory that suggests that management
attitudes toward workers fall into two opposing categories based on management
assumptions about worker capabilities and values.
✔✔Theory X - ✔✔Motivation is irrelevant. Assumes that workers are basically lazy,
error-prone, and extrinsically motivated by money and, thus, should be directed from
above. Theory X leaders micromanage and coerce team members because they
believe people do not like work and must be strictly controlled and forced to work.
✔✔Theory Y managers - ✔✔Motivation is absolutely critical. Assume that, under the
proper conditions, employees are intrinsically motivated to work for reasons other than
money. Theory Y leaders believe that employees dislike rigid controls and inherently
want to accomplish something.
✔✔Maslow's Hierarchy of Needs - ✔✔(level 1) Physiological Needs, (level 2) Safety
and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5)
Self Actualization
✔✔Herzberg's Motivation-Hygiene Theory - ✔✔A need theory that distinguishes
between motivator needs (related to the nature of the work itself) and hygiene needs
(related to the physical and psychological context in which the work is performed) and
proposes that motivator needs must be met for motivation and job satisfaction to be
high.
✔✔McClelland's Theory of Needs - ✔✔a theory that states achievement, power, and
affiliation are three important needs that help explain motivation
, ✔✔self-determination theory - ✔✔a theory of motivation that is concerned with the
beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.
Also need autonomy, purpose
✔✔Expectancy Theory - ✔✔the theory that people will be motivated to the extent to
which they believe that their efforts will lead to good performance, that good
performance will be rewarded, and that they will be offered attractive rewards
✔✔Vroom's Expectancy Theory - ✔✔Level of effort depends on expectancy,
instrumentality (success will result in reward) and valence (reward will be meaningful).
All 3 factors must be address to create motivated employee.
✔✔attribution theory - ✔✔the theory that we explain someone's behavior by crediting
either the situation or the person's disposition. Employees past successes or failures
related to present level of motivation.
✔✔Heider/Weiner's Attribution Theory - ✔✔Success or failure attributed to internal
factors (skills, diligence), external factors (resources, market events)
✔✔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.
GRADED A+
✔✔expert power - ✔✔power that is based on the special knowledge, skills, and
expertise that a leader possesses. effective: improve teams efforts by offering advice,
guidance. Can win respect for the team. limits: can create dependency and weaken
teams initiative or discourage their own contributions.
✔✔referent power - ✔✔power that comes from the force of a leaders personality -
subordinates' and coworkers' respect, admiration, and loyalty. effective: appeals to
social needs of individuals and desire for affiliation. Will weaken if leader is not
competent, effective, fair.
✔✔coercive power - ✔✔results from managers' authority to punish their subordinates.
effective: likely to get immediate results. limitations: damages team members motivation
and self-direction over time.
✔✔Theory X and Theory Y - ✔✔A motivation theory that suggests that management
attitudes toward workers fall into two opposing categories based on management
assumptions about worker capabilities and values.
✔✔Theory X - ✔✔Motivation is irrelevant. Assumes that workers are basically lazy,
error-prone, and extrinsically motivated by money and, thus, should be directed from
above. Theory X leaders micromanage and coerce team members because they
believe people do not like work and must be strictly controlled and forced to work.
✔✔Theory Y managers - ✔✔Motivation is absolutely critical. Assume that, under the
proper conditions, employees are intrinsically motivated to work for reasons other than
money. Theory Y leaders believe that employees dislike rigid controls and inherently
want to accomplish something.
✔✔Maslow's Hierarchy of Needs - ✔✔(level 1) Physiological Needs, (level 2) Safety
and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5)
Self Actualization
✔✔Herzberg's Motivation-Hygiene Theory - ✔✔A need theory that distinguishes
between motivator needs (related to the nature of the work itself) and hygiene needs
(related to the physical and psychological context in which the work is performed) and
proposes that motivator needs must be met for motivation and job satisfaction to be
high.
✔✔McClelland's Theory of Needs - ✔✔a theory that states achievement, power, and
affiliation are three important needs that help explain motivation
, ✔✔self-determination theory - ✔✔a theory of motivation that is concerned with the
beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.
Also need autonomy, purpose
✔✔Expectancy Theory - ✔✔the theory that people will be motivated to the extent to
which they believe that their efforts will lead to good performance, that good
performance will be rewarded, and that they will be offered attractive rewards
✔✔Vroom's Expectancy Theory - ✔✔Level of effort depends on expectancy,
instrumentality (success will result in reward) and valence (reward will be meaningful).
All 3 factors must be address to create motivated employee.
✔✔attribution theory - ✔✔the theory that we explain someone's behavior by crediting
either the situation or the person's disposition. Employees past successes or failures
related to present level of motivation.
✔✔Heider/Weiner's Attribution Theory - ✔✔Success or failure attributed to internal
factors (skills, diligence), external factors (resources, market events)
✔✔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.
