D356 HR Technology WGU Exam Questions
With Correct Answers
Traditional HR - ANSWER✔✔✔-Activites that infolve HR programs such
| | | | | | | | |
as planning, recruiting, selection, training, compensation, and
| | | | | | |
performance management |
Transactional HR - ANSWER✔✔✔-Routine, day-to-day activites of the
| | | | | | | |
HR department, such as record keeping that are important but add little
| | | | | | | | | | | |
value to the competitive position of the organization.
| | | | | | |
Transformational HR - ANSWER✔✔✔-Those strategic-level activites that| | | | | |
|focus on adding value to the organization. Ex cultrual or organizational
| | | | | | | | | | |
change, structural realignment, strategic redirection and increasing
| | | | | | |
innovation.
eHRM - ANSWER✔✔✔-It is the implementation and delivery of HR
| | | | | | | | | |
functionality enabled by an HRIS that supports emplooyees and their
| | | | | | | | | |
people-related decisions. |
Advantages of HRIS - ANSWER✔✔✔-1) Provides a comprehensive
| | | | | | | |
information picture as a single, integrated database.
| | | | | | |
,2) Increased competitiveness by improving HR operations and
| | | | | | | |
managmenet processes |
3)improves timeliness and quality of decision making
| | | | | |
4) Streamlines and enchances the efficiency and effectiveness of HR
| | | | | | | | | |
admin functions
|
5)Shifts focus of HR from process of transactions to stragetic HRM
| | | | | | | | | |
6) Improves employee staisfaction by delivering HR services quickly and
| | | | | | | | | |
accurately.
Risks of HRIS - ANSWER✔✔✔-1) overlooking soft skills due to only
| | | | | | | | | | |
focusing on data captured by HRIS
| | | | |
2) Privacy conerns. Employees and applicants may feel their data is
| | | | | | | | | | |
being accessed and used by those internal and external to the
| | | | | | | | | | |
organization
3) Rigdity and lack of flexibility in the system. Standard HR process can
| | | | | | | | | | | | |
benefit the organization but some systems may not allow for needed
| | | | | | | | | | |
exceptions that arise with changes in HR legal environtment
| | | | | | | |
4) Employee stress and resistance to use electronic performance
| | | | | | | | |
monitoring
5) Performance reduction in complex tasks when peformance
| | | | | | | |
monitroing systems are used. | | |
, Pre WW2 - ANSWER✔✔✔-just record keeping (scientific mangement),
| | | | | | | |
how can work be divided, how long can the average workday be, pay is
| | | | | | | | | | | | | |
the main motivator.
| |
Post WW2 1945-1960 - ANSWER✔✔✔-job desciptions created, pay &
| | | | | | | | |
recognition is motivator, creation of unions, recruitment, labor relations,
| | | | | | | |
training and benefits, government relations. Firms began investing in
| | | | | | | | | |
technology.
Social Issues Era 1963-1980 - ANSWER✔✔✔-Promotion of occupational
| | | | | | |
health/safety, retirement benefits, tax regulation. Beginning of the
| | | | | | | | |
name Human Resources Management. Computer costs going down.
| | | | | | |
Cost-Effectiveness Era 1980-early 1990s - ANSWER✔✔✔-Focus shift | | | | | | |
from employee administration to training and development.
| | | | | | |
Development of microcomputers. Creation of HRIS. | | | | |
ERPs and Strategic HRM 1990 - 2010 - ANSWER✔✔✔-Business process
| | | | | | | | | |
reengineering as companies grew. Focus on retaining and engaing | | | | | | | | |
talent. HR scorecard / Return on invesment. Focus on best fit approach
| | | | | | | | | | | |
isntead of best practice. Human resource planning (forecasting needs
| | | | | | | | |
for future). HR metrics. Development of ERP systems. ADP for payroll
| | | | | | | | | | |
and online recruiting.
| |
With Correct Answers
Traditional HR - ANSWER✔✔✔-Activites that infolve HR programs such
| | | | | | | | |
as planning, recruiting, selection, training, compensation, and
| | | | | | |
performance management |
Transactional HR - ANSWER✔✔✔-Routine, day-to-day activites of the
| | | | | | | |
HR department, such as record keeping that are important but add little
| | | | | | | | | | | |
value to the competitive position of the organization.
| | | | | | |
Transformational HR - ANSWER✔✔✔-Those strategic-level activites that| | | | | |
|focus on adding value to the organization. Ex cultrual or organizational
| | | | | | | | | | |
change, structural realignment, strategic redirection and increasing
| | | | | | |
innovation.
eHRM - ANSWER✔✔✔-It is the implementation and delivery of HR
| | | | | | | | | |
functionality enabled by an HRIS that supports emplooyees and their
| | | | | | | | | |
people-related decisions. |
Advantages of HRIS - ANSWER✔✔✔-1) Provides a comprehensive
| | | | | | | |
information picture as a single, integrated database.
| | | | | | |
,2) Increased competitiveness by improving HR operations and
| | | | | | | |
managmenet processes |
3)improves timeliness and quality of decision making
| | | | | |
4) Streamlines and enchances the efficiency and effectiveness of HR
| | | | | | | | | |
admin functions
|
5)Shifts focus of HR from process of transactions to stragetic HRM
| | | | | | | | | |
6) Improves employee staisfaction by delivering HR services quickly and
| | | | | | | | | |
accurately.
Risks of HRIS - ANSWER✔✔✔-1) overlooking soft skills due to only
| | | | | | | | | | |
focusing on data captured by HRIS
| | | | |
2) Privacy conerns. Employees and applicants may feel their data is
| | | | | | | | | | |
being accessed and used by those internal and external to the
| | | | | | | | | | |
organization
3) Rigdity and lack of flexibility in the system. Standard HR process can
| | | | | | | | | | | | |
benefit the organization but some systems may not allow for needed
| | | | | | | | | | |
exceptions that arise with changes in HR legal environtment
| | | | | | | |
4) Employee stress and resistance to use electronic performance
| | | | | | | | |
monitoring
5) Performance reduction in complex tasks when peformance
| | | | | | | |
monitroing systems are used. | | |
, Pre WW2 - ANSWER✔✔✔-just record keeping (scientific mangement),
| | | | | | | |
how can work be divided, how long can the average workday be, pay is
| | | | | | | | | | | | | |
the main motivator.
| |
Post WW2 1945-1960 - ANSWER✔✔✔-job desciptions created, pay &
| | | | | | | | |
recognition is motivator, creation of unions, recruitment, labor relations,
| | | | | | | |
training and benefits, government relations. Firms began investing in
| | | | | | | | | |
technology.
Social Issues Era 1963-1980 - ANSWER✔✔✔-Promotion of occupational
| | | | | | |
health/safety, retirement benefits, tax regulation. Beginning of the
| | | | | | | | |
name Human Resources Management. Computer costs going down.
| | | | | | |
Cost-Effectiveness Era 1980-early 1990s - ANSWER✔✔✔-Focus shift | | | | | | |
from employee administration to training and development.
| | | | | | |
Development of microcomputers. Creation of HRIS. | | | | |
ERPs and Strategic HRM 1990 - 2010 - ANSWER✔✔✔-Business process
| | | | | | | | | |
reengineering as companies grew. Focus on retaining and engaing | | | | | | | | |
talent. HR scorecard / Return on invesment. Focus on best fit approach
| | | | | | | | | | | |
isntead of best practice. Human resource planning (forecasting needs
| | | | | | | | |
for future). HR metrics. Development of ERP systems. ADP for payroll
| | | | | | | | | | |
and online recruiting.
| |
