Free HRCI aPHRi Practice Exam with Questions & Answers | Set: 3

 Purpose of a Background Check:

Background checks verify a candidate’s personal and professional records, ensuring their qualifications, employment history, and criminal records (if applicable) meet organizational standards.

 Why Background Check is Correct:

This process confirms the accuracy of the information provided by the candidate and minimizes risks to the organization.

 Eliminating Incorrect Options:

A. Resume screening: Involves reviewing resumes to shortlist candidates but does not confirm records.

C. Behavioral interview: Evaluates behavioral traits, not factual records.

D. Employment investigation: This term is less commonly used and may imply a deeper, often internal, investigation.

 International HR References:

FCRA (U.S.): Provides guidelines on conducting lawful background checks.

Comprehensive and Detailed in Depth Explanation:

Medical records are sensitive and contain personal health information that must be protected under privacy laws (e.g., HIPAA in the U.S., GDPR in the EU). Keeping them separate from general employee data ensures privacy protection, limiting access to authorized personnel only and reducing the risk of unauthorized disclosure.

Option A (Emergency use): While medical records may be used in emergencies, this is not the primary reason for separation.

Option B (Privacy protection): Correct, as it ensures compliance with privacy laws.

Option C (Background checks): Medical records are not typically part of background checks.

The profit per employee is calculated as:

Profit per employee=Gross profitNumber of employees\text{Profit per employee} = \frac{\text{Gross profit}}{\text{Number of employees}}Profit per employee=Number of employeesGross profit​

Given:

Gross profit = $100,000

Number of employees = 100

Profit per employee=100,000100=1,000\text{Profit per employee} = \frac{100,000}{100} = 1,000Profit per employee=100100,000​=1,000

Comprehensive and Detailed in Depth Explanation:

A functional structure organizes departments based on the services or functions they provide (e.g., HR, finance, marketing). Each department specializes in a specific area, supporting the organization’s operations.

Option A (Hybrid structure): This combines elements of different structures, not specifically service-based.

Option B (Functional structure): Correct, as it defines departments by their functional services.

Option C (Product structure): This organizes departments by product lines, not services.

Comprehensive and Detailed in Depth Explanation:

A green-circle rate refers to a situation where an employee’s pay is below the minimum salary range established for their position. This often occurs with new hires or after a salary range adjustment, indicating the employee is underpaid relative to the role’s market value.

Option A (Red-circle rate): This is when an employee’s pay is above the maximum salary range for their position, the opposite of the scenario.

Option B (Green-circle rate): Correct, as it describes pay below the minimum range.

Option C (Lagging the market): This means the organization’s overall pay is below market rates, not specific to an individual’s salary range.

When an employee willingly leaves an organization, it is referred to as a resignation. The employee voluntarily informs the organization of their intent to leave, typically providing a notice period.

Explanation of Other Options:

A. Layout: Incorrect term, likely a typo for "layoff," which is involuntary.

C. Separation: A broader term that can include voluntary and involuntary departures.

D. Termination: Implies the organization initiated the employee's departure.

Comprehensive and Detailed in Depth Explanation:

A job analysis is a systematic process of collecting information about a job’s duties, responsibilities, required skills, and qualifications to create a job description and specification. Determining the skills required for a position is a core component of job analysis, as it ensures the role is clearly defined for recruitment, training, and performance management.

Option A (Job analysis): Correct, as identifying required skills is a primary outcome of job analysis.

Option B (Salary negotiation): This focuses on determining pay, not identifying skills, though skills may influence the negotiation.

Option C (Performance review): This evaluates an employee’s performance in a role, not the skills required for the position itself.

 Definition of Contrast Error:

Contrast error occurs when an interviewer evaluates all candidates in comparison to one standout candidate (either positively or negatively), rather than assessing each candidate against the job criteria.

 Why Contrast Error is Correct:

This bias leads to inconsistent evaluations, as the comparison skews perceptions instead of focusing on individual qualifications relative to the job requirements.

 Eliminating Incorrect Options:

A. Halo effect: Occurs when one positive attribute overshadows all other characteristics.

C. Recency effect: Refers to giving undue weight to recent events or interactions.

D. First impression: Refers to basing judgment on initial encounters rather than comprehensive evaluations.

 International HR References:

SHRM Hiring Bias Resources: Highlights contrast error as a common interview bias.

Equal Employment Opportunity Commission (EEOC): Encourages structured interviews to minimize bias.

Job matching refers to the process of placing employees into positions that align with their skills, experience, and qualifications. This ensures that individuals are in roles where they can perform effectively and contribute to organizational goals.

Explanation of Other Options:

A. Job design: Refers to structuring or restructuring job roles, not placement.

C. Workforce planning: Focuses on long-term staffing needs, not immediate placement.

D. Succession planning: Prepares employees for future leadership roles, not general job placement.

Comprehensive and Detailed in Depth Explanation:

Return on Investment (ROI) is an HR metric used to measure the financial impact of a training program by comparing the program’s benefits (e.g., increased productivity) to its costs. A positive ROI demonstrates the training’s effectiveness and value to the organization.

Option A (Return on assets): This is a financial metric for overall business performance, not specific to training.

Option B (Return on capital): This is also a financial metric, not related to training impact.

Option C (Revenue per employee): This measures overall productivity, not the specific impact of training.