HRCI - PHR Exam with all Correct & 100% Verified
Answers |Actual Complete Exam |Already Graded A+
Mission Statement ✔Correct Answer-This is intended to define the broad mission an
organization is attempting to carry out on a daily basis and is a declaration of the reason an
organization exists.
Vision Statement ✔Correct Answer-This is intended to define the specific goals an
organization hopes to achieve in the future and is a declaration of the goals the organization
wishes to achieve at some future point.
Mechanistic Operational Org. Structure ✔Correct Answer-Any structure in which the
operations of an organization are extremely well regulated and defined, are usually centralized,
and have a large number of departments.
Organic Operational Org. Structure ✔Correct Answer-Any structure in which an organization is
loosely regulated and possibly less defined, is usually decentralized, and has a small number of
departments.
What are the three most common methods an HR professional might use to influence upcoming
legislation? ✔Correct Answer-Mail, scheduling meetings with elected officials, and lobbying.
Organization's Governance Process ✔Correct Answer-The established policies and procedures
designed to meet responsibilities to employees, consumers, investors, and to society; the
process is directed by the board of directors, or equivalent governing body, and executive
management.
Corporate Governance ✔Correct Answer-The interactive and structural configuration, such as
hierarchical or matrix formats, of personnel within an organization that are used my
management to influence the behaviors, culture, and objective outcomes of the organization
itself.
Active Listening ✔Correct Answer-An important component of communication that requires
paying close attention to what is being said; it often involves making eye contact and
appropriately nodding to show engagement.
What are the three core elements to a successful staff meeting? ✔Correct Answer-1) Invite all
attendees to share a little. 2) Focus on the group and any outcomes that might need adjustment
or improvement. 3) Allow time for feedback in the decision-making process.
Information-rich Communication Channels ✔Correct Answer-e.g. Phone, Videoconferencing,
Face-to-Face Meetings and Presentations
,Information-lean Communication Channels ✔Correct Answer-e.g. Email, Fliers, Newsletters,
Reports
Involvement Strategies ✔Correct Answer-e.g. Delegating Authority, Employee Survey,
Suggestion Program, Committee, Task Force
Communication Strategies ✔Correct Answer-e.g. Brown-Bag Lunch Program, Department
Meeting, Town Hall Meetings, Open-Door Policy, Management by Walking Around (MBWA)
Conflict of Interest ✔Correct Answer-Occurs when someone with a responsibility to act in the
best interest of the company may also be in the position to derive personal benefit at the
expense of the company.
Human Resources Information Systems (HRIS) ✔Correct Answer-Software systems that
contain employee profiles, workforce features, and reporting tools. Modules of this include
applicant tracking, time and attendance, payroll, benefits administration, and performance
management.
Human Capital Management (HCM) Systems ✔Correct Answer-Integrate features that might
include document management, ways to provide policies or benefits summaries access,
budgeting and forecasting, application tracking, succession planning, and engagement and
retention tools.
Regression Analysis ✔Correct Answer-Estimates or predicts the unknown values of one
variable (dependent variable, Y) from the known or fixed value of another variable
(independent variable, X).
Linear Regression ✔Correct Answer-A type of regression analysis that is used when there is
only one independent variable to consider.
Multiple Regression ✔Correct Answer-A type of regression analysis that is used when there
are multiple independent variables to consider.
Gene Dalton's Theory of Lasting Change ✔Correct Answer-Change would not occur without a
feeling of loss or pain to motivate it and that people will continue old patterns of behavior
unless they feel a need for change.
Gene Dalton's Change Focus Areas ✔Correct Answer-Gene Dalton developed these four to
support change areas: 1) Generalized goals -> 2) Specific objectives, formal social ties -> 3) New
relationships, self-doubt -> 4) Heightened self-esteem, and external motives for change -> 5)
Internal motive for change
, Lewin's Change Management Model ✔Correct Answer-1. Unfreezing - Values, attitudes, and
behaviors are challenged, and people understand the need for change.
2. Changing - Occurs during the action phase, whereby the situation is examined, and a new
equilibrium is created.
3. Refreezing - Changes is stabilized and new patterns are solidified.
McKinsey 7-S Model ✔Correct Answer-1) Strategy
2) Structure
3) Systems
4) Shared Values
5) Style
6) Staff
7) Skills
John Kotter's 8-Step Change Model ✔Correct Answer-1) Create a sense of urgency.
2) Build a guiding coalition.
3) Develop a shared vision and strategy.
4) Communicate the change vision.
5) Empower action.
6) Generate short-term wins.
7) Capitalize on momentum.
8) Make the change stick.
Action Research Model ✔Correct Answer-A strategy of Organizational Development (OD) that
typically involves the processes of problem identification and its reliance on data gathering and
analysis to solve problems.
The model has six basic steps after the problem is recognized: 1. Data gathering 2. Feedback of
data to the target group (those involved with the problem) 3. Data discussion and diagnosis 4.
Action Planning 5. Action 6. Recycling or starting the process over.
Two-Way Change Communication ✔Correct Answer-This provides employees with the
opportunity to ask questions within the change process, repeat communications outward, then
explain how employees will be kept informed throughout the process to manage expectations.
Driving Forces of Change vs. Forces Resisting Change ✔Correct Answer-Driving Forces of
Change: New technology, desire for alternative work schedules, and new knowledge or values,
as well as environmental factors such as competition, customer demand, and available
resources.
Forces Resisting Change: Individual resistance (such as fear of the unknown or distrust of
management) and organizational resistance (such as systems, relationships, or threat to power
structure).
Answers |Actual Complete Exam |Already Graded A+
Mission Statement ✔Correct Answer-This is intended to define the broad mission an
organization is attempting to carry out on a daily basis and is a declaration of the reason an
organization exists.
Vision Statement ✔Correct Answer-This is intended to define the specific goals an
organization hopes to achieve in the future and is a declaration of the goals the organization
wishes to achieve at some future point.
Mechanistic Operational Org. Structure ✔Correct Answer-Any structure in which the
operations of an organization are extremely well regulated and defined, are usually centralized,
and have a large number of departments.
Organic Operational Org. Structure ✔Correct Answer-Any structure in which an organization is
loosely regulated and possibly less defined, is usually decentralized, and has a small number of
departments.
What are the three most common methods an HR professional might use to influence upcoming
legislation? ✔Correct Answer-Mail, scheduling meetings with elected officials, and lobbying.
Organization's Governance Process ✔Correct Answer-The established policies and procedures
designed to meet responsibilities to employees, consumers, investors, and to society; the
process is directed by the board of directors, or equivalent governing body, and executive
management.
Corporate Governance ✔Correct Answer-The interactive and structural configuration, such as
hierarchical or matrix formats, of personnel within an organization that are used my
management to influence the behaviors, culture, and objective outcomes of the organization
itself.
Active Listening ✔Correct Answer-An important component of communication that requires
paying close attention to what is being said; it often involves making eye contact and
appropriately nodding to show engagement.
What are the three core elements to a successful staff meeting? ✔Correct Answer-1) Invite all
attendees to share a little. 2) Focus on the group and any outcomes that might need adjustment
or improvement. 3) Allow time for feedback in the decision-making process.
Information-rich Communication Channels ✔Correct Answer-e.g. Phone, Videoconferencing,
Face-to-Face Meetings and Presentations
,Information-lean Communication Channels ✔Correct Answer-e.g. Email, Fliers, Newsletters,
Reports
Involvement Strategies ✔Correct Answer-e.g. Delegating Authority, Employee Survey,
Suggestion Program, Committee, Task Force
Communication Strategies ✔Correct Answer-e.g. Brown-Bag Lunch Program, Department
Meeting, Town Hall Meetings, Open-Door Policy, Management by Walking Around (MBWA)
Conflict of Interest ✔Correct Answer-Occurs when someone with a responsibility to act in the
best interest of the company may also be in the position to derive personal benefit at the
expense of the company.
Human Resources Information Systems (HRIS) ✔Correct Answer-Software systems that
contain employee profiles, workforce features, and reporting tools. Modules of this include
applicant tracking, time and attendance, payroll, benefits administration, and performance
management.
Human Capital Management (HCM) Systems ✔Correct Answer-Integrate features that might
include document management, ways to provide policies or benefits summaries access,
budgeting and forecasting, application tracking, succession planning, and engagement and
retention tools.
Regression Analysis ✔Correct Answer-Estimates or predicts the unknown values of one
variable (dependent variable, Y) from the known or fixed value of another variable
(independent variable, X).
Linear Regression ✔Correct Answer-A type of regression analysis that is used when there is
only one independent variable to consider.
Multiple Regression ✔Correct Answer-A type of regression analysis that is used when there
are multiple independent variables to consider.
Gene Dalton's Theory of Lasting Change ✔Correct Answer-Change would not occur without a
feeling of loss or pain to motivate it and that people will continue old patterns of behavior
unless they feel a need for change.
Gene Dalton's Change Focus Areas ✔Correct Answer-Gene Dalton developed these four to
support change areas: 1) Generalized goals -> 2) Specific objectives, formal social ties -> 3) New
relationships, self-doubt -> 4) Heightened self-esteem, and external motives for change -> 5)
Internal motive for change
, Lewin's Change Management Model ✔Correct Answer-1. Unfreezing - Values, attitudes, and
behaviors are challenged, and people understand the need for change.
2. Changing - Occurs during the action phase, whereby the situation is examined, and a new
equilibrium is created.
3. Refreezing - Changes is stabilized and new patterns are solidified.
McKinsey 7-S Model ✔Correct Answer-1) Strategy
2) Structure
3) Systems
4) Shared Values
5) Style
6) Staff
7) Skills
John Kotter's 8-Step Change Model ✔Correct Answer-1) Create a sense of urgency.
2) Build a guiding coalition.
3) Develop a shared vision and strategy.
4) Communicate the change vision.
5) Empower action.
6) Generate short-term wins.
7) Capitalize on momentum.
8) Make the change stick.
Action Research Model ✔Correct Answer-A strategy of Organizational Development (OD) that
typically involves the processes of problem identification and its reliance on data gathering and
analysis to solve problems.
The model has six basic steps after the problem is recognized: 1. Data gathering 2. Feedback of
data to the target group (those involved with the problem) 3. Data discussion and diagnosis 4.
Action Planning 5. Action 6. Recycling or starting the process over.
Two-Way Change Communication ✔Correct Answer-This provides employees with the
opportunity to ask questions within the change process, repeat communications outward, then
explain how employees will be kept informed throughout the process to manage expectations.
Driving Forces of Change vs. Forces Resisting Change ✔Correct Answer-Driving Forces of
Change: New technology, desire for alternative work schedules, and new knowledge or values,
as well as environmental factors such as competition, customer demand, and available
resources.
Forces Resisting Change: Individual resistance (such as fear of the unknown or distrust of
management) and organizational resistance (such as systems, relationships, or threat to power
structure).
