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SHRM-CP Exam > People > Flashcards

People Flashcards

1
Q

Instructional systems design framework
consisting of five steps that guide the design
and development of learning programs.

A

ADDIE model

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2
Q

Software application that automates
organizations’ management of the recruiting
process (such as accepting application
materials, screening applicants, etc.).

A

Applicant tracking system

ATS

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3
Q

Related to technical skills training; often a

partnership between employers and unions.

A

Apprenticeship

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4
Q

Assessment tools that provide candidates a
wide range of leadership situations and problem
-solving exercises.

A

Assessment centers

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5
Q

People who learn best by relying on their sense

of hearing.

A

Auditory learners

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6
Q

Performance management tool that depicts an
organization’s overall performance, as
measured against goals, lagging indicators, and
leading indicators.

A

Balanced scorecard

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7
Q

Process by which an organization identifies
performance gaps and sets goals for
performance improvement by comparing its
data, performance levels, and/or processes
against those of other organizations

A

Benchmarking

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8
Q

Mandatory or voluntary payments or services
provided to employees, typically covering
retirement, health care, sick pay/disability, life
insurance, and paid time off.

A

Benefits

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9
Q

Planned approach to learning that includes a

combination of instructor-led training, selfdirected study, and/or on-the-job training.

A

Blended learning

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10
Q

Factor (such as religion, gender, national origin,
etc.) that is reasonably necessary, in the normal
operations of an organization, to carry out a
particular job function.

A

Bona fide occupational

qualification (BFOQ)

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11
Q

Combining several salary grades or job
classifications with narrow pay ranges into one
band with a wider salary spread.

A

Broadbanding

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12
Q

Progression through a series of employment
stages characterized by relatively unique
issues, themes, and tasks.

A

Career development

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13
Q

Preparing, implementing, and monitoring
employees’ career paths, with a primary focus
on the goals and needs of the organization.

A

Career management

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14
Q

Actions and activities that individuals perform in

order to give direction to their work lives.

A

Career planning

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15
Q

Focused, interactive communication and

guidance intended to develop and enhance onthe-job performance, knowledge, or behavior.

A

Coaching

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16
Q

Pay rate divided by the midpoint of the pay

range.

A

Compa-ratio

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17
Q

All financial returns (beyond any tangible
benefits payments or services), including salary
and allowances.

A

Compensation

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18
Q

Short but broad statement documenting an
organization’s guiding principles and core
values about employee compensation.

A

Compensation philosophy

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19
Q

Clusters of highly interrelated attributes,
including knowledge, skills, and abilities (KSAs),
that give rise to the behaviors needed to
perform a given job effectively.

A

Competencies

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20
Q

Pay adjustment given to eligible employees
regardless of performance or organizational
profitability; usually linked to inflation.

A

Cost-of-living adjustment

COLA

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21
Q

Activities that focus on preparing employees for
future responsibilities while increasing their
capacity to perform their current jobs.

A

Developmental activities

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22
Q

Process of delivering educational or
instructional programs to locations away from a
classroom or site.

A

Distance learning

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23
Q

Unmarried couples, of the same or opposite
sex, who live together and seek economic and
noneconomic benefits comparable to those
granted to their married counterparts.

A

Domestic partners

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24
Q

Unmarried couples, of the same or opposite
sex, who live together and seek economic and
noneconomic benefits comparable to those
granted to their married counterparts.

A

Dual career ladders

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25
Q

Electronic media delivery of educational and

training materials, processes, and programs.

A

E-learning

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26
Q

Employees’ emotional commitment to an
organization, demonstrated by their willingness
to put in discretionary effort to promote the
organization’s effective functioning.

A

Employee engagement

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27
Q

Activities associated with an employee’s tenure

in an organization.

A

Employee life cycle (ELC)

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28
Q

Instruments that collect and assess information
on employees’ attitudes on and perceptions of
the work environment or employment
conditions.

A

Employee surveys

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29
Q

Employees’ perceived value of the total rewards
and tangible and intangible benefits they
receive from the organization as part of
employment, which drives unique and
compelling organizational strategies for talent
acquisition, retention and engagement.

A

Employee value

proposition (EVP)

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30
Q

Process of positioning an organization as an

“employer of choice” in the labor market

A

Employment branding

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31
Q

Process that involves a systematic survey and
interpretation of relevant data to identify
external opportunities and threats and to assess
how these factors affect the organization
currently and how they are likely to affect the
organization in the future.

A

Environmental scanning

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32
Q

Primary job duties that a qualified individual
must be able to perform, either with or without
accommodation.

A

Essential functions

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33
Q

Situation in which an organization’s
compensation levels and benefits are similar to
those of other organizations that are in the
same labor market and compete for the same
employees.

A

External equity

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34
Q

Provides each incumbent of a job with the same
rate of pay, regardless of performance or
seniority; also known as single-rate pay.

A

Flat-rate pay

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35
Q

Pay increase given to employees based on
local competitive market requirements; awarded
regardless of employee performance.

A

General pay increase

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36
Q

Situations in which an employee’s pay is below

the minimum of the range.

A

Green-circle rates

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37
Q

Number of people on an organization’s payroll

at a particular moment in time.

A

Head count

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38
Q

Factor that motivates performance of a desired
behavior or discourages performance of an
undesired behavior.

A

Incentive

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39
Q

Form of direct compensation where employers
pay for performance beyond normal
expectations to motivate higher performance.

A

Incentive pay

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40
Q

Document that guides employees toward their

goals for professional development and growth.

A

Individual development

plan (IDP)

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41
Q

Extent to which employees perceive that
monetary and other rewards are distributed
equitably, based on effort, skill and/or relevant
outcomes.

A

Internal equity

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42
Q

Process of systematically studying a job in order
to identify the activities/tasks and
responsibilities it includes, the personal
qualifications necessary to perform it, and the
conditions under which it is performed.

A

Job analysis

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43
Q 
Job evaluation method in which descriptions are
written for each class of jobs; individual jobs are
then put into the grade that best matches their
class description.
A

Job classification

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44
Q

Document that describes a job and its essential
functions and requirements (including tasks,
knowledge, skills, abilities, responsibilities, and
reporting structure).

A

Job description

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45
Q

Process of broadening a job’s scope by adding

different tasks to the job.

A

Job enlargement

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46
Q

Process of increasing a job’s depth by adding

responsibilities to the job.

A

Job enrichment

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47
Q

Process of determining a job’s value and price
for the purpose of attracting and retaining
employees by comparing the job against other
jobs within the organization or against similar
jobs in competing organizations.

A

Job evaluation

48
Q

Job evaluation method that involves
establishing a hierarchy of jobs from lowest to
highest based on each job’s overall value to the
organization.

A

Job ranking

49
Q

Movement between different jobs.

A

Job rotation

50
Q

Written statements of the minimum

qualifications for the job incumbent.

A

Job specifications

51
Q

Job evaluation method in which the relative
worth and pay structure of different jobs are
based on an assessment of their content and
their relationship to other jobs within the
organization.

A

Job-content-based job

evaluation

52
Q

People who learn best through a hands-on

approach; also called tactile learners.

A

Kinesthetic learners

53
Q

Type of metric describing an activity or change

in performance that has already occurred.

A

Lagging indicator

54
Q

Training and professional development
programs targeted at assisting managementand executive-level employees in developing
the skills, abilities, and flexibility required to deal
with a variety of situations.

A

Leader development

55
Q

Ability to influence, guide, inspire, or motivate a

group or person to achieve their goals.

A

Leadership

56
Q

Type of metric describing an activity that can
change future performance and predict success
in the achievement of strategic goals.

A

Leading indicator

57
Q

System that holds course content information
and has the capability of tracking and managing
employee course registrations, career
development, and other employee development
activities.

A

Learning management

system (LMS)

58
Q

Organization characterized by a capability to

adapt to changes in environment.

A

Learning organization

59
Q

One-time payment made to an employee; also

called performance bonus.

A

Lump-sum increase (LSI)

60
Q

Job evaluation method in which the relative
worth and pay structure of different jobs are
based on their market value or the going rate in
the marketplace.

A

Market-based job

evaluation

61
Q

Relationship in which one person helps guide

another’s development.

A

Mentoring

62
Q

Situation where an individual’s performance on
the job is the basis for the amount and timing of
pay increases; also called performance-based
pay or pay for performance.

A

Merit pay

63
Q

Concise outline of an organization’s strategy,
specifying the activities it intends to pursue and
the course its management has charted for the
future.

A

Mission statement

64
Q

Process of assimilating new employees into an
organization through orientation programs and
their experiences in their first months of
employment.

A

Onboarding

65
Q

Training provided to employees at the work site
utilizing demonstration and performance of job
tasks.

A

On-the-job training (OJT)

66
Q

Acquisition and/or transfer of knowledge within
an organization through activities or processes
that may occur at several organizational levels;
ability of an organization to learn from its
mistakes and adjust its strategy accordingly.

A

Organizational learning

67
Q

Beliefs and principles defined by an
organization to direct and govern its employees’
behavior.

A

Organizational values

68
Q

Process by which new employees become
familiar with the organization and with their
specific department, coworkers, and job.

A

Orientation

69
Q

Job evaluation method in which each job is
compared with every other job being evaluated;
the job with the largest number of “greater than”
rankings is the highest-ranked job, etc.

A

Paired-comparison method

70
Q

Occurs when there is only a small difference in
pay between employees regardless of their
experience, skills, level, or seniority; also known
as salary compression.

A

Pay compression

71
Q

Situation where an individual’s performance on
the job is the basis for the amount and timing of
pay increases; also called merit pay or
performance-based pay.

A

Pay for performance (P4P,

PfP)

72
Q

Used to group jobs that have approximately the
same relative internal or external worth and are
paid at the same rate or within the same pay
range.

A

Pay grades

73
Q

Set the upper and lower bounds of possible
compensation for individuals whose jobs fall
within a pay grade.

A

Pay ranges

74
Q

Process of measuring and evaluating an
employee’s adherence to performance
standards and providing feedback to the
employee.

A

Performance appraisal

75
Q

One-time payment made to an employee; also

called a lump-sum increase (LSI).

A

Performance bonus

76
Q

Tools, activities, and processes that an
organization uses to manage, maintain, and/or
improve the job performance of employees.

A

Performance management

77
Q

Behaviors and results as defined by an
organization to communicate the expectations
of management.

A

Performance standards

78
Q

Situation where an individual’s performance on
the job is the basis for the amount and timing of
pay increases; also called merit pay or pay for
performance

A

Performance-based pay

79
Q

Compensation provided on an individual basis

in the form of goods or services.

A

Perquisites

80
Q

Pay systems in which employee characteristics,

rather than the job, determine pay.

A

Person-based pay

81
Q

Scanning process that searches for
environmental forces in political, economic,
social, technological, legal, and environmental
categories.

A

PESTLE analysis

82
Q

Learning/development programs offered initially
in a controlled environment with a segment of
the target audience

A

Pilot programs

83
Q

Job evaluation method that looks at
compensable factors (such as skills and
working conditions) that reflect how much a job
adds value to the organization; points are
assigned to each factor and then added to
come up with an overall point value for the job.

A

Point-factor system

84
Q

Payments in return for the achievement of

specific, time-limited, targeted objectives.

A

Premiums

85
Q

Pay based on the quantity of work and outputs

that can be accurately measured.

A

Productivity-based pay

86
Q

Tool used to provide a job applicant with
honest, complete information about a job and
the work environment.

A

Realistic job preview (RJP)

87
Q

Process by which an organization seeks out
candidates and encourages them to apply for
job openings

A

Recruitment

88
Q

Situations in which employees’ pay is above the

range maximum.

A

Red-circle rates

89
Q

Instruments that collect information on
prevailing market compensation and benefits
practices (including starting wage rates, base
pay, pay ranges, statutory and market cash
payments, variable compensation, and paid
time off).

A

Remuneration surveys

90
Q

Ability of an organization to keep its employees.

A

Retention

91
Q

Process of evaluating the most suitable

candidates for a position.

A

Selection

92
Q

Interviews designed to probe areas of interest to
the interviewer in order to determine how well a
job candidate meets the needs of the
organization.

A

Selection interviews

93
Q

Analyzing candidates’ application forms,

curricula vitae, and résumés to locate the mostqualified candidates for an open job.

A

Selection screening

94
Q

Provides each incumbent of a job with the same
rate of pay, regardless of performance or
seniority; also known as flat-rate pay.

A

Single-rate pay

95
Q

Assessment tools that present prospective
leaders with sample situations and problems
they might encounter in a work environment.

A

Situation judgment tests

SJTs

96
Q

Process by which an organization generates a

pool of qualified job applicants.

A

Sourcing

97
Q

HR function that acts on the organizational
human capital needs identified through
workforce planning and attempts to provide an
adequate supply of qualified individuals to
complete the body of work necessary for the
organization’s financial success.

A

Staffing

98
Q

Structured conversations with employees for the
purpose of determining which aspects of a job
encourage employee retention or may be
improved to do so.

A

Stay interviews

99
Q

State in which an organization’s strategy is
consistent with its external opportunities and
circumstances and its internal structure,
resources, and capabilities.

A

Strategic fit

100
Q

System of actions that leaders take to drive an

organization toward its goals and objectives.

A

Strategic management

101
Q

Process of setting goals and designing a path

toward a competitive position.

A

Strategic planning

102
Q

Plan of action for accomplishing an

organization’s overall and long-range goals.

A

Strategy

103
Q

Method for assessment of an organization’s
strategic capabilities through use of the
environmental scanning process, by which
internal and external factors affecting
achievement of organizational goals are
identified and considered.

A

SWOT analysis

104
Q

Process for understanding how seemingly
independent units within a larger entity interact
with and influence one another.

A

Systems thinking

105
Q

System in which pay is based on longevity in

the job and pay increases occur on a predetermined schedule.

A

Time-based step-rate pay

106
Q

Direct and indirect remuneration approaches
that employers use to attract, recognize, and
retain workers.

A

Total rewards

107
Q

Plan or method implemented by an organization
that provides monetary, benefits-in-kind, and
developmental rewards to employees who
achieve specific business goals.

A

Total rewards strategy

108
Q

Process by which employees are provided with
the knowledge, skills and abilities (KSAs)
specific to a task or job.

A

Training

109
Q

Effective and continuing on-the-job application
of the knowledge and skills gained through a
training experience.

A

Transfer of learning

110
Q

Actions, processes, or results that are needed

to deliver a desired value.

A

Value drivers

111
Q

Description of what an organization hopes to
attain and accomplish in the future, which
guides it toward that defined direction.

A

Vision statement

112
Q

People who learn best by relying on their sense

of sight.

A

Visual learners

113
Q

Using the Internet to conduct meetings and give
presentations to an audience who has joined
the meeting remotely.

A

Webconferencing

114
Q

Form of webconferencing where a presenter
facilitates communication of material or
information to an audience in real time.

A

Webinar

115
Q

Physical, psychological, and social aspects of

employee health.

A

Well-being

SHRM-CP Exam (4 decks)

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