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12 Exam Simulator Program Development

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12 full Length PHR and SPHR exams in Online simulation.

225 Questions X 12 Exams = 2700 Questions

The most exams in 1 program.

200 of the 225 questions are randomly graded just like the real exam. (The Human Resource Certification Institute tests 25 random questions for use on future exams) and you are told whether you passed or not immediately (over 70% correct to pass), just like the real exam.

An explanation for each question is included.

You have the option to display all answers and explanations at the end of the exam or after each question.

Each question is unique and is based only on the HRCI body of knowledge found here: https://www.hrci.org/docs/default-source/web-files/phr-sphr-exam-content-outline.pdf?sfvrsn=2

Question/Answer Development:

1750 Questions written by 1st 30 member committee of experienced Human Resource Professionals and certified Human Resource Professionals.

1750 Questions written different 2nd 30 member committee of experienced Human Resource Professionals and certified Human Resource Professionals.

Questions refined, removed, edited down to 2700 Questions.

Editors edited questions.

Group of expert programmers, testers and software engineers added each question, answer and explanations into the program one-by-one.


Hard questions, answers that seem similar, Use and knowledge of laws and procedures tested, Situational questions and definition questions.

Every question is a minimum of 2 sentences long.

Question Breakdown:

Strategic Management 12% of questions
Workforce Planning and Employment 26% of questions
Human Resource Development 17% of questions
Compensation and Benefits 16% of questions
Employee and Labor Relations 22% of questions
Occupational Health, Safety, and Security 7% of questions

Sample Questions

1. A manager wants to introduce new changes in his organization. However he experiences a lot of resistance from employees at every level of the organization from management to line workers to the proposed changes that must be placed into effect immediately to ensure the organization continues successfully. Which of the following alternatives to implementing the change is NOT a good solution for overcoming the employee resistance?

A. He uses force by power
B. He offers reward for change
C. He educates about the merits of change
D. He takes his employee for dinner and bribes him
E. He bargains with the employee for changes
EXPLANATION: The manager may use his power to implement the desired changes, offer rewards for change, and orient people about the changes. Dining with employees and offering bribes is not a good solution to the problem. This alternative is not ethical as well.

2. An employee training and development program which is designed to help the employee get the most out of it has the best results in the long term growth of any organization. Human resources is to play a significant role in the development of this training program. Out of the following factors which factor is the MOST IMPORTANT in designing of a training program?

A. Defining outcomes
B. Hiring trainees
C. Recruiting trainees
D. Evaluating the progress of trainees
E. Correcting trainees problems
EXPLANATION: Defining outcomes of a training program is most important in the designing phase. Do not consider hiring, recruiting and evaluating procedures at this stage.

3. An Information Technology company is testing a new training program which involves lectures, demonstrations, reading sessions, group discussion, role play, and case studies. The teachers must ensure every one of the employees who attends the training session understands and can quickly implement the information provided. Which one of the statements may apply to this situation?

A. The trainer must employ only one of the above learning methods.
B. The trainer must employ all of the above learning methods.
C. The trainer must employ only two of the above learning methods.
D. The trainer can employ the learning methods which are most suitable for his training program.
E. The trainer should only implement group discussion method.
EXPLANATION: A typical training program may include all or some of the above learning methods. Each program is unique and some trainers prefer to employ some methods more than others.

4. A manager may choose to have a larger group of new employee trainees or a smaller group. He has worked carefully with the HR department to coordinate employees to all meet for an in office, lecture style training program. If he chooses to train a larger group in an effort to save time and money for the organization, which of the following statements is true?

A. Classrooms must be used to accommodate a large group to be trained.
B. Small rooms can be used to accommodate a large group to be trained.
C. Office space of each employee can be used to accommodate a large group to be trained.
D. The manager's office can be used to accommodate a large group to be trained.
E. It does not matter where the training program is held.
EXPLANATION: A large group can be trained very well in a classroom like setting. Small rooms, employees' office cubicles, and the manager's office are not the right locations for training of employees.

5. A classroom-based program , led through discussion, role play, or training videos in conjunction with discussion work best when teaching complicated ideas or methods of interacting with other people. Sexual harassment training, leadership training, sales training, interview training, and other types of real world interactions are best suited for a classroom training environment using training videos as a supporting resource. Which of the statements does not portray the benefits of classroom training?

A. Classrooms can accommodate a large number of trainees.
B. Classrooms provide formal learning environments.
C. Classrooms are well equipped for training purposes.
D. Classrooms allow little interaction among trainees.
E. Classrooms reinforce learning because employees are reminded of schooling environment.

EXPLANATION: While classroom based training programs are very effective, they do not allow a high level of interactive learning in trainees due to a large space and formal setting.

6. Organizational learning is an area of knowledge within organizational theory that studies models and theories about the way an organization learns and adapts. Which of these is a characteristic of an adaptive organization?

A. It is able to sense changes in signals from its environment (both internal and external) and adapt accordingly
B. It is able to sense changes in signals from its environment (both internal and external) and bud does not adapt
C. It is unable to sense changes in signals from its environment (both internal and external) but adapts anyway
D. It is able to sense changes in signals from its internal environment and adapt accordingly
E. It is static in nature but has lasted the test of time, it works best for the current organization and has been for many years.

EXPLANATION: Learning by adapting - the culture and vision lead the organization, communication through all channels, track performance, adaptable

7. Eric Peters is one of the city's most effective communicators, and has been invited to participate in a Communication Workshop, where his topic will be Effective Communication for the New Project Manager. The participants in the workshop are studying basic communication skills, and are all paying close attention to both verbal and non-verbal communication from the presenter. They are also expected to apply their recently acquired knowledge about communication in critiquing his presentation afterwards.
Which of the following should Hugh NOT do when he arrives at the venue half an hour early and is allowed into the lecture theater before his audience?

A. Check if his voice will be heard by all members of his audience.
B. Take a ten-minute nap to ensure that he is well-rested for his presentation.
C. Test his audio-visual equipment.
D. Become comfortable with the equipment he is going to use.
Answer: B
Explanation: A public speaker should ensure that he or she does everything possible to prepare him- or herself before his presentation; this includes testing audio-visual equipment, familiarizing oneself with the equipment, and checking if one's voice will carry.

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