Free SHRM SHRM-CP Exam Questions

The leadership of a medium-sized technology company has determined that the most viable option to expand their product line is to merge with an existing, larger company. HR is part of the team conducting due diligence for the merger. One item that concerns HR is the different approaches the companies have to work/life balance. The employees of the old company feel that they are treated unfairly because pay, benefits, and working conditions are different within work groups. HR believes that the new company should have a blend of the cultures and the benefits of the two companies.

HR is responsible for communicating the decision to the current employees and developing a timetable for the integration. Employees are excited to join the larger company, based on rumors of better pay and benefits with the new organization.

The new company is ready to reduce redundancy in key leadership positions and develops a work group to identify positions for elimination. After identifying duplicate positions, managers must recommend individual employees for termination.

The merger of the two companies is underway, and HR has been asked to develop organizational effectiveness measures to improve performance and productivity. HR has undertaken the OED process.

One group has declined in performance, productivity, and profits. The leadership team has asked HR to review the situation and provide a recommendation. The manager of this group has a reputation of having an abrasive management style.

Leadership has tasked HR with outlining an effective change management plan. What is the first thing HR should do to help manage the change in the organization?

Which should be the first step in solving an organization's problems with a sharp increase in back orders of shipments?

What would be an example of noise in the communication model?

Which initial step should an HR director recommend to best support a global pay-for-performance initiative?

The IT director of a research organization has created an innovative software application that enables researchers around the world to conduct research more efficiently. The application has been a great success; it has won several awards and has received recognition from industry leaders. Over time, the IT director has bragged about the success of the program, stating that no one else could have come up with this idea.

Even though the organization's mission is to be a learning organization with a strong commitment to knowledge sharing, the IT director has refused to share knowledge of the application with anyone else in the organization for fear of losing power and control. The organization's leadership won't confront the IT director about this because there is no contingency plan if the IT director were to get upset and quit. While the IT team reports to the IT director, the IT director has no direct supervisor.

Recently, the HR manager received a verbal complaint that the IT director openly yelled at the IT team during a meeting—intimidating staff and making them feel worthless. Upon examining the issue, the HR manager learns that the IT director constantly overworks employees and treats them in an intimidating manner. The HR manager discovers that the IT director has created a culture of being uncollaborative by explicitly telling the rest of the IT team not to share any of the department's secrets. Furthermore, the IT team has been told to lie about the status of certain projects by stating that work is being done when in fact it is not.

Based on the initial discoveries of the HR manager, which action(s) should be taken against the IT director?