SPHR EXAM SIMULATIONS | 100% SPHR EXAM COVERAGE

SPHR Exam Simulations | 100% SPHR Exam Coverage

SPHR Exam Simulations | 100% SPHR Exam Coverage

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Tags: SPHR Exam Simulations, 100% SPHR Exam Coverage, SPHR Valid Exam Pass4sure, Exam SPHR Pattern, Valid SPHR Test Guide

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HRCI The Professional in Human Resources (SPHR) Sample Questions (Q48-Q53):

NEW QUESTION # 48
The primary reason that organizations outsource training initiatives is that:

  • A. Feedback on external trainers is more objective
  • B. Managers believe that external trainers are more credible
  • C. Employees are provided with external networking opportunities
  • D. External trainers can provide improved subject-matter expertise

Answer: D

Explanation:
Organizations often outsource training togain access to specialized expertisethat is not available in-house.
External vendors bringcurrent knowledge,certifications, andindustry-specific training models, which are crucial instrategic learning and talent development. This matches the SPHRLearning and Development domain underOrganizationalLearning and DevelopmentStrategies.


NEW QUESTION # 49
A manager makes a sexual advancement to an employee who rejects the advance. Later, the manager does not allow the employee to be promoted because of the rejection of the sexual advancement. This is an example of what type of sexual harassment?

  • A. Disparate impact
  • B. Quid pro quo
  • C. Hostile work environment
  • D. Disparate treatment

Answer: B

Explanation:
Section: Volume B
Explanation/Reference:
Answer option C is correct.
This is an example of quid pro quo sexual harassment. This happens when employment decisions are rewarded or punished based on the sexual advance of management or employees to others in the organization.
Answer option D is incorrect. This isn't an example of disparate impact, as there's no policy requiring an action.
Answer option B is incorrect. This isn't an example of disparate treatment, as a member of a protected class isn't intentionally treated differently than other employees in this scenario.
Answer option A is incorrect. This isn't an example of a hostile work environment, which is a form of sexual advancement.
Reference: Professional in Human Resources Certification Study Guide, Sybex, ISBN: 978-0-470-43096-5.
Chapter Four: Workforce Planning. Official PHR and SPHR Certification Guide, HR Certification Institute, ISBN: 978-1-586-44149-4, Section III, The US Body of Knowledge.
Chapter: Employee and Labor Relations
Objective: Federal Employment Legislation


NEW QUESTION # 50
Which is the best way to reduce the turnover of high-potential employees?

  • A. Analyze potential career paths
  • B. Develop mentorship opportunities
  • C. Evaluate exit interview responses
  • D. Implement development programs

Answer: D

Explanation:
Comprehensive and Detailed Explanation:
High-potential employees leave if they don't see growth. Development programs (leadership training, stretch assignments) provide purpose and progress, keeping them invested in the company.
SPHR-level retention planning focuses on accelerated development paths for top talent to prevent disengagement and flight risk.


NEW QUESTION # 51
DRAG DROP
Match the Employee Involvement Strategies with their descriptions.
Select and Place:

Answer:

Explanation:

Explanation/Reference:
Employee involvement can be very simple, such as a suggestion box, or more complex, such as a self- directed work team. The next section discusses a number of communication strategies that are a key aspect of effective employee-involvement programs. Other strategies for involving employees include the following:
Suggestion Boxes: A suggestion box provides an anonymous means by which employees can provide management with ideas for improvements. As with any method of soliciting information from employees, it's important that suggestions be acted on in a timely manner, or the concept of the suggestion system loses its credibility.
Delegating Authority: Management demonstrates respect for its employees by trusting them to make the decisions necessary to do their jobs. To do this effectively, management needs to delegate a sufficient level of authority to employees for making decisions or incurring expenses so they're free to act without waiting for approval to take necessary action.
Task Force: A task force is brought together to research and recommend solutions for a significant undertaking or problem; once the solution has been determined, the task force disbands. A task force might be created to analyze technological improvements in a manufacturing plant and recommend improvements that will meet the long-term strategic objectives of the organization.
Committees: Committees are often formed to address ongoing issues in the organization and may be permanent, such as a safety committee, or ad hoc, such as a group appointed to plan a company function.
Work Team: A work team consists of employees who work together each day to accomplish their assignments. The team can be composed of members in a single functional area, or it can have members from several functions that are needed to accomplish the goal. A functional work team might consist of employees in the marketing department who develop collateral pieces for company products. A cross- functional work team might consist of employees from the research and development, manufacturing, marketing, operations, and accounting departments who are responsible for developing, launching, and marketing a specific product.
Virtual Work Team: A virtual work team operates in much the same way as a work team, with one major exception: team members aren't located in the same building but may work anywhere in the world and connect through the Internet to accomplish team assignments.
Employee-Management Committees: Employee-management committees are used to solve problems in a variety of areas, such as production schedules, safety, and employee social events. The inclusion of employees on these committees helps to bring all the information to the table for making decisions and provides employees with input into how they do their jobs. From this point of view, they make positive contributions to operations.
Chapter: Employee and Labor Relations
Objective: Employee Relations


NEW QUESTION # 52
Which of the following is not an appropriate use of an HRIS?

  • A. Tracking applicant data for the EEO-1
  • B. Tracking employee expense reports
  • C. Tracking time and attendance
  • D. Maintaining employee records

Answer: B

Explanation:
Section: Volume E
Explanation/Reference:
Answer option B is correct.
Data for employee expense reports is maintained by the accounting department. An HRIS system can be used to collect and track employee data for various uses, including EEO-1 reporting, time and attendance, and other employee records.
Chapter: Core Knowledge Requirements for HR Professionals
Objective: Review Questions


NEW QUESTION # 53
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