[2025年02月08日] 最新版を今すぐ試そうSHRM-SCP練習テスト問題解答
SHRM-SCP問題集と試験テストエンジン
質問 # 143
A new marketing manager is assigned a mentor by the human resources (HR) department. The mentor is a senior business partner of the company with many years of experience. They are meeting once a month, and the mentor prepares for the meetings by setting learning objectives and creating training material for the mentee. Why might this mentorship NOT be successful?
- A. Communication should be a two-way street and objectives set together.
- B. The mentor should not be assigned by HR. but selected by the mentee.
- C. The mentor should be a peer and not a senior colleague.
- D. Meetings should take place weekly.
正解：A
解説：
A successful mentorship is a Two-way street in which both parties exchange knowledge and learn from each other. The mentee must help shape the overall mentoring relationship, and goals should be set together. The frequency of meetings can vary. Generally, a mentor is a senior colleague or a peer. In a formal mentorship, the mentor and mentee are usually paired by HR. In an informal mentorship, the mentee of ten selects someone as a mentor for themselves.
質問 # 144
What is the model of transactional leadership characterized by?
- A. Rewarding high performers with tangible rewards
- B. Leaders "serving" their employees
- C. Giving authoritative direction and demanding excellence
- D. Working to change the organization with innovation and new ideas
正解：C
解説：
Transactional leadership is a style of leadership that is objective driven, in which leaders incentivize wanted behavior with tangible rewards and discourage unwanted behavior with punishment. Transactional leadership is an opposing model from transformational leadership, in which leaders look to inspire and motivate to change the status quo. Transactional leadership is best in the instance of emergency operations or when there is a high-priority objective.
質問 # 145
The expectancy theory of motivation explains that an individual's choice is driven by
- A. an intrinsic desire for personal growth.
- B. how desirable the outcome is.
- C. the desire to avoid the alternative.
- D. the essential needs of the individual.
正解：C
解説：
The expectancy theory of motivation hypothesizes that individuals make the choices that they do based on the likelihood and importance of the outcome.
質問 # 146
How is an organization's vision statement different from the mission statement?
- A. It is more specific, describing how business is conducted.
- B. It remains constant throughout the organization,s life cycle.
- C. It is forward looking and higher level, describing the organization,s strategic direction.
- D. It is a set of core principles that guides the organization,s decision-making.
正解：C
解説：
A vision statement should be a spirational and strategic, describing where the organization wants to be in the future and how they plan to achieve that goal.
質問 # 147
What does Title II of Genetic Information Nondiscrimination Act (GINA) prohibit?
- A. Discrimination of employees or applicants based on genetic information
- B. Discrimination of applicants based on disability status
- C. Unauthorized sharing of protected health information
- D. Discrimination of employees or applicants based on gender identity
正解：A
解説：
Under Title II of the Genetic Information Nondiscrimination Act (GINA), it is illegal for employers to base any type of hiring decision (promotions, hiring, and/or firing) based on genetic information such as family medical history or the likelihood that they may contract a disease or illness.
質問 # 148
How would you handle this complaint?
A supervisor, John, gives you a call and says, "I have an issue. Another supervisor, Steve, made a joke to one of my employees that made her feel uncomfortable." John goes on to describe the insensitive joke about a "black Santa" that Steve told to the African American employee, Karen. John finishes with, "So what do I do?" Steve is a well-liked supervisor who has never crossed the line before. According to John, Karen and Steve are friends, and she doesn't want him to "get into trouble," but she thought she should at least mention it.
- A. Thank John for bringing this to your attention, and ask that he let you know if it everhappens again. Take no further action because this was an isolated incident with Steve
- B. Speak with Karen directly, and document the conversation. Ask her how she wants you toproceed.
- C. Have an informal but stern conversation with Steve. Explain that his joke was inappropriateand should never happen again.
- D. Document the interaction Steve and Karen based on the facts presented by John.Save it in case another questionable scenario with Steve ever comes up.
正解：B
解説：
Based on the facts that Karen and Steve are friends, Steve is in good standing with the company and has never been in trouble before, and Karen clearly has a desire to maintain the friendship, it would be best to let her make the decision on the next course of action.
質問 # 149
What pay system rewards long-term employment instead of high performance?
- A. A straight piece-rate system
- B. A differential piece-rate system
- C. Merit pay
- D. Time-based step-rate pay
正解：D
解説：
Time-based step-rate pay rewards tenure over performance. Pay increases are granted on a previously established timeline. On the contrary, merit pay, also called performance-based pay, grants pay increases based on an individual's performance. With a straight or differential piece-rate system, an employee is paid a base wage plus additional pay for completed work up to an established standard. They may receive a premium for work accomplished that exceeds this standard.
質問 # 150
Six months later, the employee is still a challenge. He/she will improve just enough to avoid discipline and seems to be on his/her best behavior around the supervisor, but one team member is reporting "mean" behavior-passive aggressive comments, scof fs and eye rolls, and whispering with other employees. The complainant is shy but well respected and normally has a great attitude. The supervisor doesn't feel a direct conversation between the two will help the situation. What should the next course of action be for the supervisor?
- A. Separate the two employees physically. Move their desks, and make it so that none of their work assignments are dependent upon each other.
- B. Keep a watchful eye on the situation. Check in frequently with the employee who feels targeted and ask the employee to keep a log of each incident.
- C. Move forward with a disciplinary action for the of fending employee as this is bullying behavior.
- D. Pull the of fending employee aside privately and explain what has been reported. Inform him/her that bullying is not tolerated in the workplace.
正解：D
解説：
This employee's bad behavior is just under the radar and is not quite egregious enough to rise to the level of discipline. A direct conversation from the supervisor may only make matters worse for the other employee. In this case it would be best to separate the two employees in hopes that the situation can be diffused over time.
質問 # 151
What is a characteristic of a polycentric talent acquisition orientation?
- A. Each region establishes its own staffing policies.
- B. The company has a global talent acquisition plan.
- C. Headquarter staffing policies are mimicked in other countries.
- D. Each country has its own unique talent acquisition approach.
正解：B
解説：
In a polycentric organization, each country has its own unique talent acquisition approach. In an ethnocentric organization, headquarter staff policies are mimicked when expanding into other countries. A geocentric organization has a global talent acquisition plan. Each region establishes its own staffing policies in an egocentric organization.
質問 # 152
Which documentation strengthens a claim of harassment against an employer?
- A. Names of witnesses to the harassment
- B. Location where the harassment occurred
- C. Instances of retaliatory behavior
- D. Details of the harassment type
正解：A
解説：
The names of witnesses to harassment strengthen a claim of harassment against an employer by providing corroborative testimony that can substantiate the victim's allegations. Witnesses can confirm the occurrence of the harassment, the context in which it happened, and the behavior of the harasser.
* Corroboration: Witnesses can provide independent accounts that support the victim's version of events, adding credibility to the claim.
* Details and Context: Witnesses can offer additional details and context about the harassment, helping to build a more comprehensive and compelling case.
* Consistency: Multiple witnesses can provide consistent testimonies that strengthen the overall evidence of harassment.
* Legal Proceedings: In legal proceedings, witness statements are critical as they can sway the outcome by providing reliable and objective evidence.
References:
* SHRM guidelines on handling harassment claims
* Legal resources on evidence requirements in harassment cases
質問 # 153
What is the practice of storing, managing, and processing data in remote, Internet-based servers commonly referred to?
- A. Cloud computing
- B. Sof tware as a Service (SaaS)
- C. E-commerce
- D. Locally hosted computing
正解：A
解説：
Cloud commuting is a practice of storing, managing, and processing data in remote servers rather than a locally hosted server.
質問 # 154
A multinational company is installing a new HRIS. Working with the VP of IT, which is the first thing the VP of HR should consider when developing a data retention policy?
- A. Data protection requirements for all jurisdictions where the company transacts business
- B. Regulations regarding privacy and data retention in the company's home country
- C. Developing an information security training program for all system users
- D. Restricting the collection of information to only items that are job-related
正解：A
解説：
* Jurisdictional Compliance:
* Global Regulations: Multinational companies must comply with data protection laws and regulations in all countries where they operate, which can vary significantly.
* Legal Requirements: Understanding and adhering to these regulations is essential to avoid legal penalties and ensure the protection of employee data.
質問 # 155
How would you handle this situation?
A new father, who has not exhausted his Family and Medical Leave Act (FMLA) leave for the year, has requested the next 12 Fridays of f to care for his new baby. He cites
"baby bonding time" under the FMLA law and feels that this intermittent leave qualifies. His supervisor has expressed the challenge this will present his department as they usually have a time-sensitive report to submit each Friday.
- A. Decline the employee,s request as this would clearly present a hardship on his department.
- B. Speak with the supervisor to see if other employees in the department would be able to work overtime on Fridays to cover the absence of this employee. If so, allow the request.
- C. Require that the employee uses vacation time or paid time of f as this would not qualify for FMLA
- D. Approve the employee,s request as he still has Family and Medical Leave Act (FMLA) leave available.
正解：A
解説：
Intermittent Family and Medical Leave Act (FMLA) leave is not mandated for baby bonding time; however, an employer may allow it. In this particular instance, it would present a hardship on the department, and asking others to work extra hours to fill in for this employee would likely be perceived as unfair.
質問 # 156
Assuming you were given the budget for the mentoring program, you finalize the details and launch the program. So far, you've had plenty of mentors and mentees who are eager participants. What is the LEAST important consideration when pairing mentors and mentees?
- A. The mentor and mentee,s preference of match
- B. Similar goals for the mentoring relationship
- C. The seniority and experience level of the mentor
- D. Similar career aspirations and field of work
正解：D
解説：
A successful mentor does not necessarily need to be the most senior. Even a less experienced mentor can provide insight and guidance to a mentee in an area the mentee is not familiar with.
質問 # 157
Which describes an appropriate use of a personality assessment during the hiring process?
- A. Assists managers in evaluating the performance of employees.
- B. Provides employers with information on job seekers' compatibility with job requirements.
- C. Encourages similarity among members serving on a team.
- D. Helps job applicants determine their potential ability to perform certain job tasks.
正解：B
解説：
* Purpose of Personality Assessments:
* Compatibility: Personality assessments are used to determine how well a candidate's personality traits align with the requirements and culture of the job and organization.
* Fit for Role: These assessments help in identifying candidates who are likely to perform well in a given role based on their personality characteristics.
質問 # 158
A nonprofit health care facility conducts an engagement and culture survey, and the results indicate that employees throughout the organization believe leadership engages in favoritism by providing unequal opportunities for staff. General perceptions of the company's culture are poor, and many employees report intentions to leave their jobs. Several additional concerning findings are isolated to the philanthropic department, which is responsible for acquiring donors and securing charitable partnerships. Employees from this department report poor working relationships among staff, including gossiping and bullying among co-workers. Although the leadership team is aware of the poor working relationships in the philanthropic department, they have not asked the department director to address the issues because of the department's outstanding performance in recent years. However, after considering the recent survey results the leadership team decides to initiate a project to address the culture issues at the facility overall and within the philanthropy department specifically. The operations VP will oversee the project and ask an HR business partner (HRBP) to lead the project. The VP of operations requests that the HRBP collect additional survey data and conduct focus groups during the first phase of the project.
The philanthropy department director confides in the HRBP that behavioral issues with specific employees have not been addressed because the director prefers to avoid interpersonal confrontation. Which action should the HRBP take?
- A. Suggest that the director deliver the feedback in a written format.
- B. Counsel the director on strategies for establishing effective interpersonal interactions with employees.
- C. Gather peer feedback anonymously to help the director identity the causes of poor working relationships among employees.
- D. Ask the operations VP to approve a leadership development program for the leadership team.
正解：B
解説：
Addressing interpersonal conflicts directly is crucial for improving workplace relationships and overall department performance. Here's the rationale:
* Skill Development: Counseling the director on effective interpersonal strategies can equip them with the necessary skills to address and manage conflicts, leading to a healthier work environment.
* Leadership Growth: This approach supports the director's growth as a leader by improving their ability to handle interpersonal issues proactively and constructively.
* Long-Term Solutions: By addressing the root causes of poor working relationships, this strategy can lead to long-term improvements in department culture and performance.
* Support and Guidance: Providing this support shows that the organization is invested in the director's development, which can enhance their engagement and effectiveness as a leader.
References:
* SHRM-SCP Exam Content Outline
* SHRM guidelines on leadership development and conflict resolution
質問 # 159
What tool can you use to make sure all of the firm's risk management strategies and processes are compliant with local laws?
- A. Attestation
- B. Security report
- C. Risk analysis
- D. Audit
正解：A
解説：
Conducting a compliance audit at the last step of the risk management process will ensure that all implemented changes comply with applicable regulations and laws.
質問 # 160
The HR manager attends a legal seminar that covers recent lawsuits involving third- party staffing arrangements. Because the company has been increasingly using third-party employees, he is concerned that some of the arrangements could potentially pose a legal risk for the firm. What steps should he take?
- A. Extend company benefits to all third-party employees.
- B. Ensure that no third-party employee works more than twenty hours per week.
- C. Recommend that the company not sign any further agreements with third-partycontractors.
- D. Research the company's use of third-party employees, and seek clarification from legalcounsel.
正解：B
解説：
The HR manager displays the business acumen competency by applying information he learned in the legal seminar to improve the company's operations. Conducting further research on the company's use of third-party employees and seeking the assistance of a legal counsel shows that he takes the necessary steps to limit the company's legal exposure.
質問 # 161
The hiring practices of a company include fully screening prospective employees prior to a job offer, which is then unconditional. A new HR manager wants to instead begin extending conditional offers. Which reason best illustrates an advantage of extending conditional offers from the company's perspective?
- A. There is immunity from a discrimination standpoint when a conditional offer is withdrawn.
- B. A conditional job offer shows greater interest by the company.
- C. A candidate can be onboarded more quickly when a conditional offer is extended.
- D. Extending a conditional offer shows interest in the candidate more quickly.
正解：A
解説：
Extending a conditional job offer allows the company to set specific conditions that must be met before the offer becomes final, such as background checks, drug tests, or reference checks. If these conditions are not met, the offer can be withdrawn without the company facing discrimination claims. This provides the company with a level of legal protection and ensures that all necessary checks are completed before the employee begins work.
References:
* SHRM Talent Acquisition Strategies
* SHRM Learning System for SHRM-SCP
質問 # 162
What metric would you use to either verify the CFO's concerns or prove that the career fairs are worth the expense?
- A. Cost per hire
- B. Cost per candidate by source
- C. Applicants per opening
- D. Source of hire
正解：A
解説：
Cost per candidate by source is calculated by dividing the total cost of the source (in this case, the total cost of the career fairs) by number of candidates generated by the source. This metric can then be compared to the cost of alternate sources of generating candidates to prove its efficiency.
質問 # 163
A company decides to outsource part of the human resources function. What is the next step after a contractor has been selected?
- A. Negotiate a contract
- B. Monitor the project schedule
- C. Create an RFP
- D. Define goals
正解：B
解説：
There are nine steps in the outsourcing process. Choosing a contractor is the sixth step, followed by negotiating a contract. Defining goals is part of the first step. Creating an RFP (request for proposal) is the third step. Monitoring the project schedule after the project has been implemented is the eighth step.
質問 # 164
In which domain is workforce planning and employment a focus?
- A. Managing performance
- B. Organizational strategy
- C. The employee life cycle
- D. Human resource operations
正解：D
解説：
Workforce planning and employment are a human resources domain that is operationally focused, with emphasis on recruitment/selection, retention, and separation. Although similar to the employee life cycle, workforce planning and employment are less comprehensive.
質問 # 165
During an initial client meeting for a consulting project which is key to ensuring a successful engagement?
- A. Setting mutual project-related expectations
- B. Understanding the limits of one's own expertise
- C. Understanding the client organization's culture
- D. Planning the timeline and scope of the project
正解：A
解説：
During an initial client meeting for a consulting project, setting mutual project-related expectations is key to ensuring a successful engagement. Establishing clear expectations helps to align both the consultant's and the client's understanding of the project's scope, deliverables, timelines, and responsibilities, reducing the risk of misunderstandings and misaligned objectives.
* Clarifying Objectives: The first step is to clearly define the objectives of the project. Understanding what the client hopes to achieve ensures that both parties are working toward the same goals.
* Defining Scope: Outline what is included in the project and what is not. This helps prevent scope creep and ensures that the project stays focused and manageable.
* Establishing Deliverables: Agree on the specific deliverables that the consultant will provide. This could include reports, analyses, or other outputs that are expected from the engagement.
* Setting Timelines: Develop a realistic timeline for the project, including key milestones and deadlines.
* This helps manage expectations regarding when different phases of the project will be completed.
* Determining Responsibilities: Clearly outline the responsibilities of both the consultant and the client.
This includes specifying who will provide necessary information, who will make decisions, and who will perform certain tasks.
* Communication Plan: Agree on how and how often the consultant and client will communicate.
Regular updates and check-ins are essential for maintaining alignment and addressing any issues that arise promptly.
References:
* SHRM guidelines on consulting and client management
* Best practices for project management and client engagement
質問 # 166
......
2025年最新のFast2test SHRM-SCPのPDFで最近更新された問題です：https://jp.fast2test.com/SHRM-SCP-premium-file.html