PHR, PHRi and SPHR, SPHRi Human Resources Certification Complete Study Guide E-Book
Sandra M. Reed
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- Herausgeber: John Wiley & Sons
- Kategorie: Wissenschaft und neue Technologien
- Serie: Sybex Study Guide
- Sprache: Englisch
Prepare for the updated 2024 PHR, PHRi and SPHR, SPHRi certification exams smarter and faster with this Sybex Study Guide
The newly revised sixth edition of the PHR, PHRi and SPHR, SPHRi Human Resources Certification Complete Study Guide: 2024 Exams is the ideal resource for HR professionals seeking to validate their skills and knowledge acquired through years of practical experience or for a relative newcomer to the HR field looking to strengthen their resume. The new edition of the bestselling PHR and SPHR Study Guide reflects the recently updated A Guide to the Human Resource Body of Knowledge—HRBoK—and is written to help you prepare for these challenging exams.
The Study Guide walks you through the seven key functional areas of the PHR/PHRi and five key functional areas of the SPHR/SPHRi that are covered in the exams, including business management and strategy, leadership, workforce planning, talent acquisition and talent management, learning and development, total rewards, employee engagement, employee and labor relations, and the most recently added, HR information management. You'll also find:
- Up-to-date and incisive guidance on topics you'll use every day in your existing or next HR role
- Updates reflecting the latest additions to both the US and International versions of the exams, including the incorporation of DE&I concepts and cybersecurity needs
- Complimentary access to Sybex's outstanding online learning environment and test bank, including hundreds of practice test questions, electronic flashcards, and a glossary of key terms
Perfect for aspiring and established human resources professionals preparing for the 2024 PHR, PHRi and SPHR, SPHRi certification exams, this Study Guide is also an essential volume for practicing HR professionals seeking to brush up on key, on-the-job skills they'll use each day.
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Veröffentlichungsjahr: 2024
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Table of Contents
Cover
Table of Contents
Title Page
Copyright
Dedication
Acknowledgments
About the Author
About the Technical Editor
Introduction
About Human Resource Certification
How to Become Certified
How This Book Is Organized
Interactive Online Learning Environment and Test Bank
How to Use This Book and the Additional Study Tools
How to Contact the Publisher
PHR/i Assessment Test
Answers to PHR/i Assessment Test
SPHR/i Assessment Test
Answers to SPHR/i Assessment Test
Chapter 1: Certifying Human Resource Professionals
The Human Resource Profession
Development of the Human Resource Body of Knowledge
The Test
Summary
Notes
Chapter 2: PHR | PHRi and SPHR | SPHRi Exams: Shared Competencies
Business Management and Leadership and Strategy
Risk Management
Workforce Planning and Talent Acquisition
Learning and Development and Talent Management
Total Rewards
Employee Engagement
Summary
Exam Essentials
Review Questions
Note
Chapter 3: PHR | PHRi Exam: Business Management
The General Business Environment
Human Resources’ Role in Organizations
Enterprise Risk Management
Summary
Exam Essentials
Review Questions
Chapter 4: PHR | PHRi Exam: Workforce Planning and Talent Acquisition
Workforce Planning
The Talent Acquisition Lifecycle
Recruiting
Selection
Summary
Exam Essentials
Review Questions
Note
Chapter 5: PHR | PHRi Exam: Learning and Development
Organizational Development
Learning and Development Programs
Career Development
Employee Training Programs
Summary
Exam Essentials
Review Questions
Chapter 6: PHR | PHRi Exam: Total Rewards
Total Rewards Defined
Compensation
Payroll
Benefits
Communicating Compensation and Benefits Programs
PHRi Only
Summary
Exam Essentials
Review Questions
Chapter 7: PHR | PHRi Exam: Employee Engagement
Employee Engagement Defined
The Workplace Value Proposition
Engagement and the Employee Lifecycle
Performance Management
Summary
Exam Essentials
Review Questions
Notes
Chapter 8: PHR | PHRi Exam: Employee and Labor Relations
Employee and Labor Relations Defined
Corporate Social Responsibility
Workplace Safety
Company Policies, Procedures, and Rules
Employee Complaints
Positive Employee and Labor Relations Strategies
Summary
Exam Essentials
Review Questions
Notes
Chapter 9: PHR | PHRi Exam: HR Information Management
HR Information Management
Data Analytics
Records Management: The Lifecycle
Data Privacy and Security
Summary
Exam Essentials
Review Questions
Chapter 10: SPHR | SPHRi Exam: Leadership and Strategy
Corporate Strategy
Organizational Structures
Strategic Planning
Business Plans
Strategic Management
Evidence-Based Decision Making
Business Metrics
Summary
Exam Essentials
Review Questions
Note
Chapter 11: SPHR | SPHRi Exam: Workforce Planning and Talent Acquisition
Workforce Planning and Talent Acquisition Defined
Strategic Analysis
Strategic Workforce Planning
Strategic Recruiting and Selection
Employee Integration
Summary
Exam Essentials
Review Questions
Chapter 12: SPHR | SPHRi Exam: Talent Management
Learning Organizations
Workforce Development
Employee Engagement
Labor Relations
Summary
Exam Essentials
Review Questions
Notes
Chapter 13: SPHR | SPHRi Exam: Total Rewards
Total Rewards Defined
Fiduciary Responsibility
Total Rewards Philosophy and Communicating Compensation Strategies
Motivating and Retaining Through Total Rewards
Equity Compensation
Benefits Strategies
Summary
Exam Essentials
Review Questions
Chapter 14: SPHR | SPHRi Exam: HR Information Management, Safety, and Security
HR Digitization
Data Privacy
Summary
Exam Essentials
Review Questions
Note
Appendix A: Answers to Review Questions
Chapter 2: PHR | PHRi and SPHR | SPHRi Exams: Shared Competencies
Chapter 3: PHR | PHRi Exam: Business Management
Chapter 4: PHR | PHRi Exam: Workforce Planning and Talent Acquisition
Chapter 5: PHR | PHRi Exam: Learning and Development
Chapter 6: PHR | PHRi Exam: Total Rewards
Chapter 7: PHR | PHRi Exam: Employee Engagement
Chapter 8: PHR | PHRi Exam: Employee and Labor Relations
Chapter 9: PHR | PHRi Exam: HR Information Management
Chapter 10: SPHR | SPHRi Exam: Leadership and Strategy
Chapter 11: SPHR | SPHRi Exam: Workforce Planning and Talent Acquisition
Chapter 12: SPHR | SPHRi Exam: Talent Management
Chapter 13: SPHR | SPHRi Exam: Total Rewards
Chapter 14: SPHR | SPHRi Exam: HR Information Management, Safety, and Security
Appendix B: PHR | PHRi and SPHR | SPHRi Case Studies
Case Study 1: Human Resources Role in Preventing Workplace Violence
Questions
Answers
Case Study 2: Military Veterans in the Workplace
Questions
Answers
Appendix C: Federal Employment Legislation and Case Law
Affirmative Action Plans (AAPs)
Age Discrimination in Employment Act of 1967 (ADEA)
Americans with Disabilities Act of 1990 (ADA) and Amendments
Civil Rights Act of 1964 (Title VII)
Common Law Doctrines
Copyright Act of 1976
Davis–Bacon Act of 1931
Drug-Free Workplace Act of 1988
EEO Survey
Employment Retirement Income Security Act of 1974 (ERISA)
Executive Orders
Fair Credit Reporting Act of 1970 (FCRA)
Fair Labor Standards Act of 1938 (FLSA)
Family and Medical Leave Act of 1993 (FMLA)
Appendix D: Resources
Business Management, Leadership, and Strategy
Workforce Planning and Talent Acquisition
Learning and Development
Total Rewards
Employee Engagement
Employee and Labor Relations
Global Human Resource Management
Appendix E: Summarizing the Summaries: What Meta-Analyses Tell Us About Work Engagement
Christian, Garza, and Slaughter, 2011
Maricutoiu, Sulea, and Iancu, 2017
Knight, Patterson, and Dawson, 2017
References
Appendix F: Neuroscience Principles and Applications for HR Leaders
Introduction
The Principles
Conclusion
Suggested Reading
Index
Online Test Bank
End User License Agreement
List of Tables
Chapter 1
TABLE 1.1 PHR/i functional area weighting
TABLE 1.2 SPHR/i functional area weighting
TABLE 1.3 PHR/i and SPHR/i eligibility
Chapter 2
TABLE 2.1 Examples of environmental health hazards
TABLE 2.2 Calculating adverse impact
TABLE 2.3 Sample BARS anchor statements
Chapter 4
TABLE 4.1 Appropriate and inappropriate job-related questions
TABLE 4.2 Employment visas
Chapter 5
TABLE 5.1 LMS system functions
Chapter 6
TABLE 6.1 Laura’s schedule: hours worked
TABLE 6.2 Laura’s pay schedule
TABLE 6.3 Using ranges in pay decisions
TABLE 6.4 Merit increase matrix, assuming 5 percent annual merit budget
TABLE 6.5 Voluntary employee benefits
TABLE 6.6 Costs and benefits of wellness programs
Chapter 7
TABLE 7.1 Key features of millennials and Gen Z
Chapter 8
TABLE 8.1 Internal vs. external investigations
Chapter 9
TABLE 9.1 Key data management terms
TABLE 9.2 Types of records generated by HR
Chapter 10
TABLE 10.1 Common accounting terms
Chapter 11
TABLE 11.1 Human capital management plan
Chapter 14
TABLE 14.1 Uses for HRIS
TABLE 14.2 Typical HRIS access hierarchy
TABLE 14.3 Typical ATS capabilities
TABLE 14.4 LMS system functions
3
TABLE C.1 Required components of Executive Order 11246 AAP
TABLE C.2 Major life activities
TABLE C.3 ERISA graded vesting schedule
TABLE C.4 COBRA qualifying events and coverage requirements
TABLE C.5 Employment visas
TABLE C.6 Categories of penalties for OSHA violationsSource: Adapted from
TABLE C.7 OSHA consultation versus NIOSH HHE
TABLE C.8 USERRA reemployment reporting times
TABLE C.9 Agencies, court cases, terms, and laws
TABLE C.10 General recordkeeping guidelines
List of Illustrations
Chapter 1
FIGURE 1.1 The 2024 changes
FIGURE 1.2 Exam pass rates
Chapter 2
FIGURE 2.1 Sample check sheet
FIGURE 2.2 Histogram
FIGURE 2.3 Pareto chart
FIGURE 2.4 Cause-and-effect diagram
FIGURE 2.5 Stratification chart
FIGURE 2.6 Process control chart
FIGURE 2.7 Meaning of process flow symbols
Chapter 5
FIGURE 5.1 Training needs assessment model
FIGURE 5.2 Negatively accelerating learning curve
FIGURE 5.3 Positively accelerating learning curve
FIGURE 5.4 S-shaped learning curve
FIGURE 5.5 Plateau learning curve
FIGURE 5.6 Theater-style seating
FIGURE 5.7 Classroom-style seating
FIGURE 5.8 Banquet-style seating
FIGURE 5.9 Chevron-style seating
FIGURE 5.10 Conference-style seating
FIGURE 5.11 U-shaped-style seating
Chapter 6
FIGURE 6.1 Salary administration
Chapter 7
FIGURE 7.1 The value of investing in training
FIGURE 7.2 Levels of engagement
Chapter 9
FIGURE 9.1 Day in the Life
Chapter 10
FIGURE 10.1 The pugh matrix
Chapter 12
FIGURE 12.1 Remote work statistics
FIGURE 12.2 Advantages of hybrid work structure
2
FIGURE B.1 Military by the numbersSource: With permission of Venngage Inc.
Guide
Cover
Table of Contents
Title Page
Copyright
Dedication
Acknowledgments
About the Author
About the Technical Editor
Introduction
PHR/i Assessment Test
Answers to PHR/i Assessment Test
SPHR/i Assessment Test
Answers to SPHR/i Assessment Test
Begin Reading
Appendix A Answers to Review Questions
Appendix B PHR | PHRi and SPHR | SPHRi Case Studies
Appendix C Federal Employment Legislation and Case Law
Appendix D Resources
Appendix E Summarizing the Summaries: What Meta-Analyses Tell Us About Work Engagement
Appendix F Neuroscience Principles and Applications for HR Leaders
Index
Online Test Bank
END USER LICENSE AGREEMENT
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PHR®, PHRi® and SPHR®, SPHRiHuman Resources Certification CompleteStudy Guide2024 Exams
Sixth Edition
Sandra M. Reed, SPHR, SHRM SCP
Copyright © 2025 by John Wiley & Sons, Inc. All rights, including for text and data mining, AI training, and similar technologies, are reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.Published simultaneously in Canada and the United Kingdom.
ISBNs: 9781394276493 (paperback), 9781394276516 (ePDF), 9781394276509 (ePub)
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 750-4470, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at www.wiley.com/go/permission.
Trademarks: WILEY, the Wiley logo, and the Sybex logo are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates, in the United States and other countries, and may not be used without written permission. PHR, PHRi, SPHR, and SPHRi are trademarks or registered trademarks of the Human Resource Certification Institute, Inc. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc. is not associated with any product or vendor mentioned in this book.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Further, readers should be aware that websites listed in this work may have changed or disappeared between when this work was written and when it is read. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
For general information on our other products and services, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993. For product technical support, you can find answers to frequently asked questions or reach us via live chat at https://sybexsupport.wiley.com.
Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic formats. For more information about Wiley products, visit our web site at www.wiley.com.
Library of Congress Control Number: 2024936007
Cover image: © Jeremy Woodhouse/Getty Images
Cover design: Wiley
To my husband Chris, whose three little words never fail to inspire me: “Go for it.” To my children, Calvin and Clara, because the best part of me will eternally be each of you. I am filled with love and gratitude for having the three of you in my life.
Acknowledgments
I know I have said this before in other acknowledgments, but there really is no other way to put this: Writing a book is a group project, regardless of whose name is on the cover! The value of being able to call on thought leaders, scrub the Internet for perspective and fact checks, and leaning on my clients and online network for field research cannot be understated. I am truly indebted to my professional network for their insights and encouragement.
Thank you to my editors for helping to channel the chaos of my mind. I am especially grateful to Kenyon Brown for his availability and guidance, and to Brad Jones for his excellent project management skills and assistance in juggling multiple projects and timelines. I cannot thank them enough! A special thanks goes to James Galluzzo, my partner in crime, for his technical editing. Knowing that James would catch anything I missed gave me great comfort, allowing me to relax long enough to actually submit each chapter for review.
A book like this requires a great deal of time and diversity of thought, and the contributions from experts Dr. Erin Richard, Reut Schwartz-Hebron, Hector Alvarez, and Joanne Walters added different voices and critical perspectives to the exam content. I am in awe of and grateful for their contribution.
Finally, to the students, a brief mention of my own testing experience: I remember sitting in my hotel room the night before my SPHR exam, trying to cram in a few more details, desperate to figure out what I didn’t already know. It was around Christmas time, and my youngest child was just two years old. Feeling guilty for being away from my family and with my confidence at an all-time low, I wondered if I was really up for the challenge. Then, surrounded by my books and flashcards, I suddenly “got” it. The pieces started fitting together, the processes had rationale, and the big picture came into clear focus. The next morning, I took a four-hour exam in just two hours and passed it on the first go-around. My excitement about being a part of this project is a reflection of that one “a-ha” moment, representing for me when HR crosses over from just being a job to an intelligent, strategic career choice. My hope is that with each pass through this material, you will get closer to your own enlightened moment when you suddenly just get it. Many thanks, and good luck in your career—this absolutely can happen for you!
About the Author
Sandra M. Reed, SPHR, SHRM SCP has more than 25 years of experience in human resources, the last 20 of which have been spent in training and instruction. She holds her undergraduate degree in industrial-organizational psychology and her graduate degree in Organizational Leadership. Fun fact: It took her 30 years to complete her college degrees! She was certified before her first degree, and it is this that fuels her passion to help others achieve HR certification, regardless of their educational level achieved. Sandra is a master practitioner of the MBTI, Working Genius, and the Profiles XT personality assessments. She is the author of A Guide to the Human Resource Body of Knowledge (HRBoK™), The Big Book of HR Exam Questions, and other certification study guides, all available through John Wiley & Sons. Sandra is the owner and founder of sandrareed.co, a consulting firm that specializes in executive coaching and the unique needs of small to mid-sized organizations. Find her on the web at https://sandrareed.co.
You can also find the officially licensed companion app for this material at https://learnzapp.com/apps/hr/index.html. Use code sandyHR for 10 percent off any purchase.
About the Technical Editor
James J. Galluzzo, III, SPHR, PMP is a human resources strategic professional with nearly 30 years of experience. During his service in the U.S. Army, he found his professional calling in the HR branch, the Adjutant General’s Corps, and retired as Chief of Leadership Development for the 40,000 Army HR professionals around the world. He has served as a director of human resources in government and private sector organizations and is a human resources subject matter and program manager helping to transform the Army’s human resources training and development as it fielded the most comprehensive human resources information system (HRIS) in its history. Additionally, James has been an adjunct instructor, author, and content creator for training HR professionals.
Introduction
Congratulations on taking the first step toward achieving your Professional in Human Resources (PHR), Professional in Human Resources International (PHRi), or Senior Professional in Human Resources (SPHR) or Senior Professional in Human Resources International (SPHRi) certification! The process you’re embarking on is rewarding and challenging, and as more than 500,000 of your fellow human resource colleagues in more than 100 countries have already discovered, it’s an excellent opportunity to explore areas of HR management with which you may not work every day. In the next few pages, you’ll find some general information about HR certification, some suggestions for using this book, information about what to expect in the following chapters, and a discussion of the organizations involved in certification.
Before we begin, a word about what you should already know. This study guide was designed to serve as a refresher for experienced professionals who have practiced for several years or who have been educated in human resources. We assume that those who are pursuing certification have the basic HR knowledge that comes not only from education in human resources but also, more importantly, from professional-level experience. If your daily work is truly generalist in nature, you likely have touched on many of the topics I cover, but you may not have in-depth knowledge in all of them. Conversely, if you specialize in one or two areas of HR, you probably have extensive experience in those areas but may need to refresh your knowledge in other areas.
In 2024, the Human Resource Certification Institute combined the exam content outlines for the PHR and PHR, international exams, and the SPHR, SPHR international exams. This book references them as follows:
PHR and PHRi: PHR/i
SPHR and SPHRi: SPHR/i
Any differences between the U.S. and international exams are called out in each chapter.
Additionally, for SPHR and SPHRi candidates, there is an assumption that you have the benchmark knowledge that PHR and PHRi candidates are learning. This means that there is likely opportunity within the PHR/i chapters for SPHR/i candidates to refresh their knowledge.
The goal of this study guide is to provide enough information about each of the functional areas of HR management to enable candidates in either situation to find what they need to prepare themselves for successfully completing the exam. More than 50,000 books related to human resources are listed on Amazon.com alone, and there is obviously no way we can cover all the aspects of HR in a single book. So, we’ve organized the information around the exam content outline (ECO) established by the Human Resource Certification Institute (HRCI®), the certifying body for our profession. We’ll talk more about the content outline in Chapter 1, “Certifying Human Resource Professionals,” but for now, suffice it to say that the key to success on the exam is a thorough understanding of and ability to apply the test specs when answering questions on the exams.
About Human Resource Certification
What exactly is human resource certification? Briefly, certification is a way of acknowledging individuals who have met the standard of competency established by HR practitioners as that which is necessary to be considered a fully competent HR professional. To understand whether this book is for you, you’ll want to know why you should become certified and how the certification process works.
Who Certifies HR Professionals?
Two organizations are involved in the certification of HR professionals: the Human Resource Certification Institute (HRCI) and Pearson VUE.
The Human Resource Certification Institute
HRCI is the certifying body for the HR profession. It was formed by the American Society for Personnel Administration (ASPA) in 1972, when it was known as the ASPA Accreditation Institute (AAI). In its early stages, HRCI was financially dependent on the Society for Human Resource Management (SHRM), but it’s now financially independent. Both HRCI and SHRM have individual boards of directors that govern their operations. Although HRCI and SHRM have a long history of affiliation and mutual support, the certification process is a separate and distinct function of HRCI.
You can find HRCI’s organizational mission statement at www-dev.hrci.org/about-hrci/who-we-are.
Pearson VUE
Pearson VUE is a computer-based testing administrator headquartered in the United States with locations in 180 countries, including the United Kingdom, Japan, Australia, India, Dubai, and China. More than 400 credential owners use their services to administer exams, including HRCI. https://home.pearsonvue.com is where certification seekers will register for their exam date and location.
We’ll refer to these organizations frequently in Chapter 1 as we discuss the body of knowledge and the certification process.
Why Become Certified?
Over time, the certification offered by HRCI has become the industry standard for determining competence in the field of human resources. There are many reasons that individuals may decide to seek professional certification. Let’s talk about just a few of them.
First, certification is an acknowledgment that you have met the standards of excellence determined by other HR professionals to be those that are necessary to be fully competent in the field. Because the standards are developed by working professionals, not just by those who teach and consult in the field, this credential demonstrates that you’re a fully competent HR practitioner based on a standard set by your peers.
Second, certification is a way to increase your marketability. In difficult economic times, when there is tough competition for jobs, certification provides an edge that can be advantageous in your job search. With an abundance of job seekers for a limited number of jobs, whatever you can do to set yourself apart from the crowd can give you the edge when potential employers are making the final hiring decision. Additionally, a 2018 Payscale survey found that certified HR professionals rank the HRCI exams as #1 of all professional exams and that they are the most valuable. The survey also noted that “We found that for the most part, having an HR certification is beneficial from a pay perspective and a career advancement perspective.” See the full survey results at www.payscale.com/data/hr-certifications-pay.
Third, those who spend the time to advance their own knowledge and achieve certification have demonstrated their ability to continue learning and growing as times and business needs change. A person who is willing and able to set a significant goal and do what is necessary to achieve it demonstrates characteristics that are in great demand in business today: results orientation, technical competence, commitment, and excellence.
Finally, certification enhances your credibility with coworkers and customers by demonstrating to the people you encounter during your workday that you have proven competence in the field.
Whether your reason for seeking certification falls into one of these categories or you’re motivated to do so for some other reason, it can be a great opportunity to validate how much you already know about the practice of human resources as a profession.
How to Become Certified
To become a certified HR professional, you must pass either the PHR/i or the SPHR/i exam, both of which have been developed by HRCI in a comprehensive process described in Chapter 1.
Each exam has a different number of scored exam items and passing thresholds. You can find a detailed discussion of how the questions are developed and scored in the HR Certification Institute’s Certification Policies and Procedures Handbook, which can be viewed and/or downloaded at the HRCI website (www.hrci.org). The handbook is an essential guide to all aspects of the exams and includes test dates, application deadlines, fee information, and answers to frequently asked questions about the certification process, as well as the full list of test specifications.
Chapter 1 explains in greater detail how much and what kinds of experience are required for each exam level and how the questions differ on each level.
How This Book Is Organized
We’ve talked a little about Chapter 1, which provides information about requirements for certification and the testing process. Chapter 1 also provides some suggestions on the best ways to study for the exam.
There are also several areas of foundational knowledge that HR professionals should understand at any stage of their career. These topics are covered in Chapter 2, “Shared Competencies.” This chapter is a must-read, regardless of which exam you choose to sit for.
Chapters 3 through 9 get down to the specifics of each functional area of the PHR/i exams. Chapters 10 through 14 dive into SPHR/i exam content. Each of these chapters consists of a list of responsibilities (exam objectives) for each functional area. We have also provided appendices to facilitate your study.
Appendix A, “Answers to Review Questions,” provides all of the answers to the questions at the end of every chapter.
Appendix B, “PHR | PHRi and SPHR | SPHRi Case Studies,” gives you an opportunity to pull information from multiple functional areas to understand and solve typical HR challenges.
Appendix C, “Federal Employment Legislation and Case Law,” is a listing of the federal legislation as well as significant court decisions with implications for human resources.
Appendix D, “Resources,” is just that: a list of additional sources of information about each of the functional areas of human resources.
Appendix E, “Summarizing the Summaries: What Meta-Analyses Tell Us About Work Engagement,” and Appendix F, “Neuroscience Principles and Applications for HR Leaders,” provide further insights from leading experts in the field.
Finally, we’ve provided additional study tools, including sample tests, electronic flashcards, and a glossary of terms (an alphabetical listing of key HR terms with their corresponding definitions).
The Elements of a Study Guide
You’ll see many recurring elements as you read this study guide. Here’s a description of some of those elements:
Assessment Tests
At the end of this introduction is an two assessment tests (PHR/i Assessment Test and SPHR/i Assessment Test) that you can use to check your readiness for the exam. Take this test before you start reading the book; it will help you determine the areas on which you may need to brush up. The answers to the assessment tests questions appear separately after the last question of the test. Each answer includes an explanation and a note telling you the chapter in which the material appears.
Summary
The summary is a brief review of the chapter to sum up what was covered.
Exam Essentials
The “Exam Essentials” section at the end of each chapter highlights topics that could appear on one or both of the exams in some form. Although we obviously don’t know exactly what will be included in a particular exam, these sections reinforce significant concepts that are key to understanding the functional area and the test specs HRCI has developed.
Review Questions
Each chapter includes 20 practice questions designed to measure your knowledge of key ideas discussed in the chapter. After you finish each chapter, answer the questions; if some of your answers are incorrect, it’s an indication that you need to spend more time studying that topic. The answers to the practice questions can be found in
Appendix A
. The chapter review questions are designed to help you measure how much information you retained from your reading and are different from the kinds of questions you’ll see on the exam.
Interactive Online Learning Environment and Test Bank
The interactive online learning environment that accompanies PHR®, PHRi®and SPHR®, SPHRi®Human Resources Certification Complete Study Guide: 2024 Exams provides a test bank with study tools to help you prepare for the certification exam—and increase your chances of passing it the first time! The test bank includes the following:
Sample Tests
All the questions in this book are provided, including the chapter tests that include the review questions at the end of each chapter. In addition, there are two practice exams (one each for the PHR and SPHR) that have a variety of question formats that match the newly structured exams as of fall 2024. Use these questions to test your knowledge of the review guide material. The online test bank runs on multiple devices.
Flashcards
Two sets of questions are provided in digital flashcard format (a question followed by a single correct answer); one set is for the PHR/i and the other set is for the SPHR/i. You can use the flashcards to reinforce your learning and provide last-minute test prep before the exam.
Officially Licensed Companion App
John Wiley and Sons has partnered with LearnZapp to provide you with an on-the-go mobile resource to enhance your studying. The app is regularly updated, and it includes realistic test questions with explanations, flashcards, and a custom test builder to target specific content. Download the app at
https://learnzapp.com/apps/hr
and use promo code
SANDYHR
for 10% off any purchase.
Other Study Tools
A glossary of key terms from this book and their definitions is available as a fully searchable PDF.
Like all exams, the Human Resources Certification from PHR, PHRi and SPHR, SPHRi is updated periodically and may eventually be retired or replaced. At some point after PHR, PHRi and SPHR, SPHRi is no longer offering this exam, the old editions of our books and online tools will be retired. If you have purchased this book after the exam was retired, or are attempting to register in the Sybex online learning environment after the exam was retired, please know that we make no guarantees that this exam’s online Sybex tools will be available once the exam is no longer available.
Go to www.wiley.com/go/sybextestprep to register and gain access to this interactive online learning environment and test bank with study tools.
How to Use This Book and the Additional Study Tools
This book has a number of features designed to guide your study efforts for either the PHR/i or the SPHR/i certification exams. All of these features are intended to assist you in doing the most important thing you can do to pass the exam: understand and apply the test specs in answering questions. This book helps you do that by listing the current responsibilities and knowledge requirements at the beginning of each chapter and by ensuring that each of them is fully discussed in the chapter.
The practice questions at the end of each chapter and the practice exams (which can be found in the online test bank at www.wiley.com/go/sybextestprep) are designed to assist you in testing your retention of the material you’ve read to make you aware of areas on which you should spend additional study time. We’ve provided web links and other resources to assist you in mastering areas where you may require additional study materials. Here are some suggestions for using this book and study tools:
Take the PHR/i or the SPHR/i assessment test before you start reading the material. These questions are designed to measure your knowledge and will look different from the questions you’ll see on the exam. They will give you an idea of the areas on which you need to spend additional study time, as well as those areas for which you may just need a brief refresher.
Review the exam content outline at the beginning of each chapter before you start reading. Make sure you read the associated knowledge requirements in the
HR Certification Institute’s Certification Policies and Procedures Handbook
because they may help you in your study process. After you’ve read the chapter, review the requirements again to be sure you understand and are able to apply them.
Answer the review questions after you’ve read each chapter. If you miss any of them, go back over the chapter and review the topic, or use one of the additional resources if you need more information. If in true learning mode, answer the questions open-book first.
Download the flashcards and review them when you have a few minutes during the day.
Take every opportunity to test yourself. In addition to the assessment test(s) and review questions, there are bonus practice exams. Take these exams without referring to the chapters and see how well you’ve done. Go back and review any topics you’ve missed until you fully understand and can apply the concepts.
Finally, find a study partner if possible. Studying for, and taking, the exam with someone else will make the process more enjoyable, and you’ll have someone to help you understand topics that are difficult for you. You’ll also be able to reinforce your own knowledge by helping your study partner in areas where they are weak.
How to Contact the Publisher
If you believe you have found a mistake in this book, please bring it to our attention. At John Wiley & Sons, we understand how important it is to provide our customers with accurate content, but even with our best efforts an error may occur.
In order to submit your possible errata, please email it to our Customer Service Team at [email protected] with the subject line “Possible Book Errata Submission.”
PHR/i Assessment Test
According to the WARN Act, an employer with 200 employees is required to provide a 60-day notice of a mass layoff when which of the following is true?
The employer is seeking additional funding and will lay off 70 employees if the funding falls through.
A major client unexpectedly selects a new vendor for the company’s products, and the company lays off 75 employees.
The employer lays off 5 employees a week for 3 months.
A flood requires that one of the plants be shut down for repairs, and 55 employees are laid off.
An employee has come forward with an allegation of quid pro quo harassment by her supervisor. As the HR manager, you are responsible for investigating the complaint. The supervisor in question is someone with whom you have become quite friendly. In this case, who is the best person to conduct the investigation?
You
The corporate attorney
The direct manager of the accused supervisor
A third-party investigator
As of 2024, the federal minimum wage is set at which of the following?
$5.15 per hour
$7.25 per hour
$10.50 per hour
$15.00 per hour
During the union-organizing process, how is the bargaining unit determined?
By the union organizers
Jointly, by the union and the employer
By the National Labor Relations Board
By the employees during the election
The motivation theory that suggests people are motivated by the reward they will receive when they succeed and that they weigh the value of the anticipated reward against the effort required to achieve it is known as what?
Vroom’s expectancy theory
Adams’ equity theory
McClelland’s acquired needs theory
McGregor’s Theory X and Theory Y
What is the most effective method of performance evaluation?
A field-review process
A continuous-feedback process
A forced-ranking process
A behaviorally anchored rating-scale process
Which of the following is an example of a nonqualified deferred-compensation plan?
An excess-deferral plan
A target-benefit plan
A money-purchase plan
A cash-balance plan
Which of the following is an example of a passive training method?
Vestibule training
Demonstration
Distance learning
Self-study
What is the purpose of the OSHA consulting service?
Helps employers identify the OSHA standards that apply to their workplace
Fines employers for violating OSHA safety standards
Does not require compliance with OSHA standards
Acts as a one-time service
Measuring staffing needs against sales volume could be done most effectively by using which of the following techniques?
A multiple linear regression
A ratio
A simulation model
A simple linear regression
What is an employer’s responsibility when workplace conditions pose a threat to an unborn child?
Do nothing. It is up to employees to protect their unborn children.
Move the employee into a different job that does not pose a threat to the unborn child.
Advise the employee of the potential threat and allow the employee to make the decision.
Allow only sterile employees to work in jobs that pose a threat to unborn children.
What does the Health Insurance Portability and Accountability Act do?
Prevents HR from investigating claims issues
Requires continuation of health benefits
Establishes EPO networks
Limits preexisting condition restrictions
The concept that recognizes that businesses are social organizations as well as economic systems and that productivity is related to employee job satisfaction is known as what?
Human resource management
Strategic management
Human relations
Human resource development
Total quality management focuses all employees on producing activities that are of value to the organization. This is achieved by doing what?
Eliminating processes that waste time and materials
Developing a high level of expertise in all employees
Sharing information with all levels in the organization
Balancing the needs of all stakeholders in the organization
The correlation coefficient is a statistical measurement that is useful for which of the following?
Determining whether one variable affects another
Compensating for data that may be out-of-date
Determining which variables are outside acceptable ranges
Describing standards of quality
The process of identifying risks and taking steps to minimize them is referred to as what?
Liability management
Risk management
Qualitative analysis
Risk assessment
What is the most effective method to use when an employer wants to obtain insight into employee goals and job satisfaction and provide career counseling to those in the workgroup?
An employee survey
A skip-level interview
An employee focus group
A brown-bag lunch
Which of the following is an example of workplace ethics issues? (Choose all that apply.)
Workplace privacy
Conflicts of interest
Whistleblowing
Confidentiality
Which of the following statements about substance abuse policies is
not
true?
Substance abuse policies identify who will be tested.
Federal law requires all employers to implement substance abuse policies.
An effective policy describes when tests will occur and what drugs will be tested.
An effective policy describes what happens to employees who test positive.
Which one of the following statements is true of a hostile work environment?
When a single incident of unwanted touching occurs, a hostile work environment has been created.
A hostile work environment may be created when an individual witnesses the ongoing harassment of a coworker.
Only a supervisor can create a hostile work environment.
A grievance procedure/policy against discrimination protects employers from hostile work environment claims.
An HR audit is designed to help management do what? (Choose all that apply.)
Improve employee morale.
Analyze HR policies, programs, and procedures against applicable legal requirements.
Improve HR effectiveness.
Regulate employee behaviors.
A high-involvement organization is an example of what type of OD intervention?
Human process
Human resource management
Techno-structural
Strategic
Claims of disparate treatment for employees caring for elders, children, or disabled family members increased 450 percent between 1990 and 2005. Which of the following provides one of the bases for filing these claims?
Sarbanes–Oxley
Davis–Bacon Act
Family Medical Leave Act
Lily Ledbetter Act
Which of the following would be considered an extrinsic reward?
Challenging work on a new project
A 10 percent salary increase
A feeling of accomplishment after completing a tough assignment
Recognition by the CEO at a company meeting
According to the Copyright Act of 1976, which of the following is most likely to be considered a fair use of copyrighted material?
Distributing 30 copies of a chapter in a book to a study group
Copying a book for 10 staff members of a nonprofit organization
Distributing 30 copies of a paragraph in a book to a study group
Using 2.5 minutes of a popular song as part of a training video
Studies are showing that employers with written ethics policies are most likely to have employees ____________________.
Report unethical behavior
Require whistleblower protection
Grow within the company
Develop trusting relationships with coworkers
In the context of employee engagement, age, gender, and ethnicity are best represented by which description?
Unlawful treatment
Discriminatory criteria
Surface-level diversity
Deep-level diversity
Once a union begins an organizing campaign, managers may do all of the following
except
?
A statement of the company’s desire to remain union-free
Factual statements about the disadvantages of unions in the labor/management relationship
A description of what a union cannot do for the employees
A promise of extended benefits if the company remains union-free
Which of the following is a form of bias that relates to the unintentional application of stereotypes to coworkers or customers?
Face time bias
Unconscious bias
The halo effect
The horn effect
OSHA requires which of the following plans to be provided in written form? (Choose all that apply.)
Hazard communication
Emergency response
Fire prevention
SDS
Which of the following tools would be the
best
first line of defense against employee embezzlement?
A written policy
Segregated job duties
Accounting audits
Computerized financial data
Which theory of motivation is built on the premise that the quality of motivation is just as important as the act of being motivated itself?
Self-determination
Hierarchy of needs
Theory X and Y
Acquired needs
Which of the following is an example of return-on-investment for a company training program?
Improved customer experience
Profit that is the result of training outcomes
Reduced employee turnover
Positive employee reactions
HR is being asked to consider a program that will track employees engaged in computer-based training. One feature is that HR will know precisely which quiz questions employees are missing. This is an example of which of the following? (Choose all that apply.)
Workforce analytics
Deep learning
Program evaluation
Training needs assessment
The need for adult learners to first unlearn old behaviors before they may replace them with new behaviors is the premise of which of the following sciences?
Clinical psychology
Applied psychology
Neuroscience
Biology
Why has trust emerged as a significant theme for leaders desiring to increase creativity in the workplace?
Without trust, employees will be afraid for their ideas to fail.
Without trust, employees fear they will not be rewarded for their innovation.
Without trust, employees fear they will be ridiculed for ideas that are unconventional.
Without trust, employees will not care enough to contribute to creative outcomes.
What is the purpose of identifying the percentage of internal candidates that fill leadership positions prior to implementing a leadership development program?
Doing so allows for effectiveness to be measured.
Doing so will determine whether the program is necessary.
Doing so allows for a baseline comparison after an initiative has been implemented.
Doing so will increase participation.
A sales employee is having a hard time understanding why he is required to “get off the phones” to attend classroom-based training on company culture. What is most likely missing in getting him motivated?
Whole context
A positive attitude
Financial incentives
Proper scheduling
Identifying the value that training created for an employer is the main purpose of which of the following business impact measures?
Break-even analysis
Return-on-investment
Tactical accountability
Learning evaluation
Andragogy refers to which of the following?
How children learn
How adults learn
Cognitive functioning
Behavioral sciences
Participants in a training program are asked to log into a website at their convenience, watch a video lecture, and take a quiz. This is an example of which of the following types of training?
Vestibule
Mobile learning
Asynchronous
The Delphi technique
How can chatbots influence employee learning and development? (Choose all that apply.)
Chatbots provide instant access to learning resources and information, facilitating continuous learning and development on-demand.
Chatbots offer personalized learning experiences by providing tailored recommendations, quizzes, and feedback based on individual learning preferences and performance.
Chatbots can replace human trainers and instructors, delivering all learning content autonomously.
Chatbots can only support very limited interactive experiences that do not require significant nuance.
Melissa recently facilitated companywide diversity training through a series of webinars. Prior to designing the training, she surveyed a sampling of employees to identify their experiences in the organization related to harassment, promotion opportunities, and equitable treatment. This is an example of which of the following?
Summative evaluation
Knowledge banking
Attitude assessment
Formative evaluation
One of your senior leaders has come to you with a career development plan for her employees. She would like your feedback to ensure that she has covered the future needs for the employee’s development. The senior leader is displaying high degrees of what?
Dependence
Extroversion
Autonomy
Self-determination
Innovation by building one idea on top of another is the premise of which of the following?
Creativity
The Delphi technique
Idea fluency
The nominal technique
Answers to PHR/i Assessment Test
C. The WARN Act requires employers to provide a 60- day notice when 500 employees or 50 employees making up 33 percent of the workforce are laid off, and it requires the number to be counted over a period of 90 days. Five employees a week for 3 months is a total of 65 employees (5 employees times 13 weeks), which is 33 percent of the workforce. The three exceptions are the “faltering company exception” (option A) when knowledge of a layoff will negatively impact the company’s ability to obtain additional funding, the “unforeseeable business circumstance” (option B) when unexpected circumstances occur, and the “natural disaster” (option D) exception. To learn more, see
Appendix C
.
D. In this case, the organization will be best served by a third-party investigator. The most important consideration in an investigation of sexual harassment is that the investigator is seen as credible and impartial. Because you have become friendly with the accused, it will be difficult to maintain impartiality during an investigation. While the corporate attorney (option B) may be selected to conduct investigations, this solution can lead to conflict-of-interest issues. The direct manager of the accused supervisor (option C) may not be viewed as impartial by the accuser or by regulatory agencies. To learn more, see
Chapter 2
.
B. As of 2024, the federal minimum wage is still $7.25 per hour. The minimum wage in some states and other localities may be different. To learn more, see
Appendix C
.
C. The National Labor Relations Board (NLRB) determines which jobs will be included in the bargaining unit based on the “community of interest” shared by the requirements of the jobs. To learn more, see
Chapter 8
.
A. Vroom explains his theory with three terms: expectancy (the individual’s assessment of their ability to achieve the goal), instrumentality (whether the individual believes they are capable of achieving the goal), and valence (whether the anticipated goal is worth the effort required to achieve it). Adams’s equity theory (option B) states that people are constantly comparing what they put into work to what they get from it. McClelland’s acquired needs theory (option C) states that people are motivated by one of three factors: achievement, affiliation, or power. McGregor’s Theory X and Theory Y (option D) explain how managers relate to employees. Theory X managers are autocratic, believing that employees do not want to take responsibility. Theory Y managers encourage employees to participate in the decision-making process, believing that they respond to challenges. To learn more, see
Chapter 2
.
B. A continuous-feedback review process is most effective because it provides immediate feedback to employees, enabling them to correct performance issues before they become major problems. In a field review (A), reviews are conducted by someone other than the direct supervisor. Forced ranking (C) is an evaluation method in which all employees are listed in order of their value to the work group. The BARS process (D) identifies the most important job requirements and creates statements that describe varying levels of performance. To learn more, see
Chapter 2
.
A. An excess-deferral plan makes up the difference between what an executive could have contributed to a qualified plan if there had not been a limit on contributions and how much was actually contributed because of the discrimination test required by ERISA. These plans are nonqualified because they are not protected by ERISA; they are limited to a small group of executives or highly compensated employees. A target-benefit plan (option B) is a hybrid with elements of defined-benefit and money-purchase plans. A money-purchase plan (option C) defers a fixed percentage of employee earnings. A cash-balance plan (option D) combines elements of defined-benefit and defined-contribution plans. To learn more, see
Chapter 2
.
C. Distance learning is a form of lecture style presentation that does not necessarily require active participation. Vestibule training (option A) is a form of simulation training. Demonstration (option B) is an experiential training method. Self-study (option D) is an active training method. To learn more, see
Chapter 5
.
