Free HRPA CHRP-KE Practice Exam with Questions & Answers | Set: 3

HRPA’s coverage of employee attitudes and behaviours (EVLN model) classifies responses to dissatisfaction as Exit, Voice, Loyalty, and Neglect. Neglect is characterized by withdrawal and reduced effort, commonly observed as increased absenteeism, tardiness, errors, and lower performance. Exit involves leaving the organization; Voice involves actively attempting change; Loyalty is passive optimism while waiting for improvement.

Relevant HRPA references (no external links):

HRPA Study Guide – Organizational Behaviour: Job Satisfaction and the EVLN model.

HRPA Competency Framework – Organizational Effectiveness: diagnosing employee engagement and withdrawal behaviours.

The Harvard Model of Strategic HR Management, also referred to as the humanistic model, is a foundational framework emphasizing the mutual relationship between employees and the organization. It promotes HR policies that balance organizational effectiveness with employee well-being.

According to the HRPA Human Resources Competency Framework (Functional Domain: Strategy), the model’s primary HR outcomes include:

Commitment – developing employee loyalty and engagement

Competence – enhancing skills and capabilities

Congruence – ensuring alignment of goals between employees and management

Cost-effectiveness – maintaining financial sustainability

Among these, commitment is the most emphasized outcome to achieve both long-term organizational success and employee satisfaction.

Extract:

“The Harvard Model highlights employee commitment as central to sustainable performance, focusing on mutual gains for both the organization and its people.”

(HRPA Competency Framework – Strategy, CHRP Level, Key Competency: Align Human Capital Policies with Strategic Objectives)

Option Analysis:

A: Cost-efficiency is an organizational goal but not the core humanistic outcome.

B: Correct — emphasizes employee engagement and loyalty.

C: Conformity contradicts the model’s participative approach.

D: Competition relates to external market dynamics, not internal well-being.

Therefore, B. Commitment is the correct answer.

Verified Reference Summary:

HRPA Human Resources Competency Framework – Strategy

CHRP Knowledge Exam Blueprint – Strategic HR Models and Approaches

HRPA Exam Preparation Guide – Humanistic and Strategic HR Theories

According to the HRPA Human Resources Competency Framework (Functional Domain: Organizational Effectiveness), measuring employee productivity is essential for evaluating workforce efficiency and organizational performance. However, the greatest challenge lies in identifying appropriate, reliable, and measurable productivity indicators that reflect the diversity of job roles and outputs.

Extract:

“HR professionals identify and apply relevant performance indicators to measure productivity, recognizing that selecting valid and reliable metrics is a key challenge in evaluating workforce effectiveness.”

(HRPA Competency Framework – Organizational Effectiveness, CHRP Level, Key Competency: Measure and Improve Organizational Performance)

Why Option A is correct:

Productivity metrics vary widely across roles and industries.

Selecting the most relevant and measurable indicators that capture both quality and quantity of output is the hardest part.

Why other options are incorrect:

B: “Contingency anchor” is not an HR measurement concept.

C: Advocacy behavior relates to engagement, not direct productivity measurement.

D: “Locus of control” is a psychological trait, not a measurement challenge.

Therefore, A. Determining the most relevant indicators is correct, as it captures the central analytical difficulty HR faces in productivity assessment.

Verified Reference Summary:

HRPA Human Resources Competency Framework – Functional Domain: Organizational Effectiveness

CHRP Knowledge Exam Blueprint (HRPA, Ontario)

HRPA Exam Preparation Guide – Performance and Productivity Measurement

According to the HRPA Human Resources Competency Framework (Functional Domain: Organizational Effectiveness), HR professionals must ensure that communication systems support organizational clarity, consistency, and compliance.

Downward communication refers to the formal flow of information from higher to lower organizational levels — typically from management or HR to employees — and is used for communicating policies, procedures, and directives.

Extract:

“Downward communication delivers organizational policies, procedures, and performance expectations from management to employees to ensure alignment and consistent understanding.”

(HRPA Competency Framework – Organizational Effectiveness, CHRP Level, Knowledge Area: Communication and Change Management)

Explanation of Options:

A. Horizontal: Communication between peers or departments; not used for policy rollouts.

B. Informal: May lead to inconsistent or incomplete information.

C. Upward: Flow of feedback or information from employees to management.

D. Downward: The correct channel for consistent policy communication from HR to all employees.

Therefore, D. Downward is correct, as it ensures clarity, accountability, and consistency across the organization.

Verified Reference Summary:

HRPA Human Resources Competency Framework – Functional Domain: Organizational Effectiveness

CHRP Knowledge Exam Blueprint (HRPA, Ontario)

HRPA Exam Preparation Guide – Communication Systems and Organizational Alignment

HRPA’s competency expectations for Workforce Planning and Talent Management emphasize retaining key talent by strengthening employees’ commitment to the organization—particularly affective commitment—which is consistently associated with lower turnover intention and higher retention. While self-esteem, socialization, and emotional intelligence can support adjustment and performance, organizational commitment is the direct attitudinal predictor of staying with the employer and is the outcome HR programs seek to build through onboarding, development, recognition, and career paths.

Relevant Framework Reference: HRPA Professional Competency Framework — Workforce Planning & Talent Management (design and evaluate initiatives to strengthen engagement and commitment to reduce turnover); HRPA Study Guide — Retention (organizational commitment as the strongest attitudinal predictor of retention).

HRPA differentiates administrative appraisal outcomes (e.g., promotion, pay, discipline) from developmental outcomes (e.g., training, coaching, development plans). Assigning more training directly addresses skill gaps identified in the appraisal and is a classic developmental decision.

The HRPA Professional Competency Framework places maintaining and strengthening employee engagement at the centre of HR’s role in change. Within the Organizational Effectiveness / Change Management competencies, HR is expected to plan and execute people-focused activities (communication, involvement, feedback loops, leadership alignment, and support mechanisms) that sustain commitment and engagement during transitions. Engagement is treated as a leading indicator that predicts downstream outcomes such as retention and performance.

Why not A, C, or D? Reduced turnover and improved financial performance are important but are lagging outcomes influenced by multiple external factors; they are not the primary or most immediate people outcome of an HR change workplan. “Reduced workload for HR” is not an organizational change objective.

References (HRPA):

Professional Competency Framework — Organizational Effectiveness (Change Management): HR plans and implements strategies that sustain employee commitment and engagement during change.

HRPA Study Guide — Change Management: engagement as a leading measure and critical outcome of HR-led change activities.

Within HRPA’s Reporting and Financial Management competencies, HR is expected to track and report cost-focused metrics that link people expenses to organizational results. Average employee earnings as a percentage of revenue is a classic compensation cost indicator (also referred to as compensation-to-revenue or payroll-to-revenue ratio). By contrast, turnover (B) is a talent/retention indicator, absenteeism (C) is a attendance/health metric, and errors/on-time delivery (D) are operational quality/timeliness indicators.

Relevant Framework Reference: HRPA Professional Competency Framework — Reporting & Financial Management (develop and interpret cost metrics, including compensation cost ratios); HRPA Study Guide — HR Metrics and Analytics (cost efficiency indicators such as payroll-to-revenue).

HRPA’s Labour and Employee Relations competencies emphasize principled, efficient dispute resolution and proper preparation for arbitration. A best practice is for the parties to prepare an agreed statement of facts, narrowing the issues in dispute, clarifying evidence, and focusing the arbitrator on the matters requiring adjudication. While counsel (A) and logistics (B, D) may be appropriate, they do not substitute for the substantive efficiency gained by agreeing on facts in advance.

Relevant Framework Reference (HRPA): Collective agreement administration; grievance and arbitration processes—case preparation, evidence management, and issue-narrowing practices (HRPA Professional Competency Framework; HRPA Study Guide—arbitration procedures and advocacy preparation).

HRPA’s metrics guidance defines ROI as (Benefit − Cost) ÷ Cost and also expresses it as the net return per $1 invested. Here, (600,000 − 200,000) ÷ 200,000 = 2.00, meaning each dollar spent generated $2.00 in net return.