HRCI - PHR Exam |169 Questions and Answers
Mission Statement - -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 - -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 - -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 - -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? - -Mail, scheduling meetings with elected officials, and lobbying.
-Organization's Governance Process - -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 - -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 - -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? - -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 - -e.g. Phone, Videoconferencing, Face-to-Face
Meetings and Presentations
-Information-lean Communication Channels - -e.g. Email, Fliers, Newsletters, Reports
,-Involvement Strategies - -e.g. Delegating Authority, Employee Survey, Suggestion
Program, Committee, Task Force
-Communication Strategies - -e.g. Brown-Bag Lunch Program, Department Meeting, Town
Hall Meetings, Open-Door Policy, Management by Walking Around (MBWA)
-Conflict of Interest - -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) - -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 - -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 - -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 - -A type of regression analysis that is used when there is only one
independent variable to consider.
-Multiple Regression - -A type of regression analysis that is used when there are multiple
independent variables to consider.
-Gene Dalton's Theory of Lasting Change - -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 - -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 - -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 - -1) Strategy
, 2) Structure
3) Systems
4) Shared Values
5) Style
6) Staff
7) Skills
-John Kotter's 8-Step Change Model - -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 - -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 - -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 - -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).
-Risk Management - -The process of identifying, analyzing, and prioritizing risks or
potential uncertainties while developing strategies to protect the financial interests of a
company. The goal of risk management is to mitigate the costs of these uncertainties as
much as possible.
-What are the four types of risks? - -Hazard Risk - Liability or loss of property and is
generally mitigated by insurance (e.g. workers comp, fires, natural disasters, etc.)
Financial Risk - Potential negative impacts to a firm's cash flow (e.g. a major customer not
paying invoices on time.)
Operational Risk - The impact to a firm's ability to function effectively and may include
technology failures, process breakdowns, and human error.
Mission Statement - -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 - -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 - -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 - -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? - -Mail, scheduling meetings with elected officials, and lobbying.
-Organization's Governance Process - -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 - -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 - -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? - -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 - -e.g. Phone, Videoconferencing, Face-to-Face
Meetings and Presentations
-Information-lean Communication Channels - -e.g. Email, Fliers, Newsletters, Reports
,-Involvement Strategies - -e.g. Delegating Authority, Employee Survey, Suggestion
Program, Committee, Task Force
-Communication Strategies - -e.g. Brown-Bag Lunch Program, Department Meeting, Town
Hall Meetings, Open-Door Policy, Management by Walking Around (MBWA)
-Conflict of Interest - -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) - -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 - -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 - -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 - -A type of regression analysis that is used when there is only one
independent variable to consider.
-Multiple Regression - -A type of regression analysis that is used when there are multiple
independent variables to consider.
-Gene Dalton's Theory of Lasting Change - -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 - -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 - -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 - -1) Strategy
, 2) Structure
3) Systems
4) Shared Values
5) Style
6) Staff
7) Skills
-John Kotter's 8-Step Change Model - -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 - -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 - -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 - -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).
-Risk Management - -The process of identifying, analyzing, and prioritizing risks or
potential uncertainties while developing strategies to protect the financial interests of a
company. The goal of risk management is to mitigate the costs of these uncertainties as
much as possible.
-What are the four types of risks? - -Hazard Risk - Liability or loss of property and is
generally mitigated by insurance (e.g. workers comp, fires, natural disasters, etc.)
Financial Risk - Potential negative impacts to a firm's cash flow (e.g. a major customer not
paying invoices on time.)
Operational Risk - The impact to a firm's ability to function effectively and may include
technology failures, process breakdowns, and human error.
