PSHRA EXAM QUESTIONS WITH
CORRECT ANSWERS
Comptency |- |CORRECT |ANSWER✔✔-Something |more |comprehensive |than |a |specific |job |skill |
or |knowledge. |A |general |capability |that |an |individual |transfers |from |one |job |or |task |to |
another.
IPMA-HR |Competencies |- |Four |Roles |- |CORRECT |ANSWER✔✔-Based |on |AT&T |model.
HR |Expert
Business |Partner
Change |Agent
Leader
HR |and |line |managers |are |responsible |for |both |managing |people |and |business |results.
HR |Paradigm |Shift |- |CORRECT |ANSWER✔✔-From:To
Personnel |management:HR |resources |management
Rulemaker:consultant
Functional |orientation:business |orientation
,One |size |fits |all:tailored |programs
Centralized |decision-making:framework |for |others |to |make |decisions
Mutual |distrust:partnering
Focus |on |activities |and |process:focus |on |effectiveness |and |impact
IPMA-HR |model |is |based |on... |- |CORRECT |ANSWER✔✔-AT&T |model |from |the |1990s |
and |
National |Academy |of |Public |Administration |model, |which |included |input |from |gov't |managers.
Two |reasons |for |developing |models |for |HR |competencies |- |CORRECT |ANSWER✔✔-to |use |it |as |
a |tool |for |reshaping |the |way |people |think |about |HR |and
to |use |it |as |a |framework |for |identifying |nad |prioritizing |the |training |and |development |needs |of
|HR |professionals.
IPMA-HR |has |___ |competencies |that |are |envisioned |being |used |by |HR |professionals |in |the |___
|major |roles: |____ |- |CORRECT |ANSWER✔✔-20, |4
HR |Expert
Business |Partner
Change |Agent
Leader
, This |model |focuses |on |the |latter |three |emerging |roles |while |acknowledging |the |importance |of |
HR |expertise.
HR |Expert |- |CORRECT |ANSWER✔✔-Knowledge |of |HR |laws |and |policies. |Wide |opportunities |for
|training.
Business |Partner |- |CORRECT |ANSWER✔✔-Two |key |aspects
1. |when |HR |function |is |viewed |as |an |experienced |and |respected |Business |Partner, |the |function
|has |a |greater |purpose |and |is |more |than |a |provider |of |support |service |for |completing |
transactions. |
2. |when |BP |is |actively |endorsed |for |the |HR |function, |it's |an |action |of |a |mangement |partner |
who |shares |accountability |with |line |managers |for |achieving |business |and |organizational |
results. |Held |accountable |for |delivering |results |to |tax-paying |public.
Change |Agent |- |CORRECT |ANSWER✔✔-Two |key |aspects: |
1. |operating |as |an |effective |leader |regarding |short- |and |long-term |change |inside |the |HR |
resources |function. |Change |process |should |be |enlightened |and |collaberative, |ensure |everyone |
understands. |"introduce, |deliver, |defend, |and |rework |organizationwide." |
2. |Help |line |managers |deal |with |change. |Includes |understanding |cost |analysis |and |
implementation |phases |of |recruitment, |staffing, |selection, |and |human |capital |development. |
Also |how |it |will |help |the |individual |members |of |the |workforce.
Leader |- |CORRECT |ANSWER✔✔-Positional |vs. |implied |authority, |varies |by |org. |
CORRECT ANSWERS
Comptency |- |CORRECT |ANSWER✔✔-Something |more |comprehensive |than |a |specific |job |skill |
or |knowledge. |A |general |capability |that |an |individual |transfers |from |one |job |or |task |to |
another.
IPMA-HR |Competencies |- |Four |Roles |- |CORRECT |ANSWER✔✔-Based |on |AT&T |model.
HR |Expert
Business |Partner
Change |Agent
Leader
HR |and |line |managers |are |responsible |for |both |managing |people |and |business |results.
HR |Paradigm |Shift |- |CORRECT |ANSWER✔✔-From:To
Personnel |management:HR |resources |management
Rulemaker:consultant
Functional |orientation:business |orientation
,One |size |fits |all:tailored |programs
Centralized |decision-making:framework |for |others |to |make |decisions
Mutual |distrust:partnering
Focus |on |activities |and |process:focus |on |effectiveness |and |impact
IPMA-HR |model |is |based |on... |- |CORRECT |ANSWER✔✔-AT&T |model |from |the |1990s |
and |
National |Academy |of |Public |Administration |model, |which |included |input |from |gov't |managers.
Two |reasons |for |developing |models |for |HR |competencies |- |CORRECT |ANSWER✔✔-to |use |it |as |
a |tool |for |reshaping |the |way |people |think |about |HR |and
to |use |it |as |a |framework |for |identifying |nad |prioritizing |the |training |and |development |needs |of
|HR |professionals.
IPMA-HR |has |___ |competencies |that |are |envisioned |being |used |by |HR |professionals |in |the |___
|major |roles: |____ |- |CORRECT |ANSWER✔✔-20, |4
HR |Expert
Business |Partner
Change |Agent
Leader
, This |model |focuses |on |the |latter |three |emerging |roles |while |acknowledging |the |importance |of |
HR |expertise.
HR |Expert |- |CORRECT |ANSWER✔✔-Knowledge |of |HR |laws |and |policies. |Wide |opportunities |for
|training.
Business |Partner |- |CORRECT |ANSWER✔✔-Two |key |aspects
1. |when |HR |function |is |viewed |as |an |experienced |and |respected |Business |Partner, |the |function
|has |a |greater |purpose |and |is |more |than |a |provider |of |support |service |for |completing |
transactions. |
2. |when |BP |is |actively |endorsed |for |the |HR |function, |it's |an |action |of |a |mangement |partner |
who |shares |accountability |with |line |managers |for |achieving |business |and |organizational |
results. |Held |accountable |for |delivering |results |to |tax-paying |public.
Change |Agent |- |CORRECT |ANSWER✔✔-Two |key |aspects: |
1. |operating |as |an |effective |leader |regarding |short- |and |long-term |change |inside |the |HR |
resources |function. |Change |process |should |be |enlightened |and |collaberative, |ensure |everyone |
understands. |"introduce, |deliver, |defend, |and |rework |organizationwide." |
2. |Help |line |managers |deal |with |change. |Includes |understanding |cost |analysis |and |
implementation |phases |of |recruitment, |staffing, |selection, |and |human |capital |development. |
Also |how |it |will |help |the |individual |members |of |the |workforce.
Leader |- |CORRECT |ANSWER✔✔-Positional |vs. |implied |authority, |varies |by |org. |
