Shrm-Cp/Shrm-Scp Certification

All-In-One Exam Guide, Second Edition

Beverly Dance
Visit to download the full and correct content document:
https://ebookmass.com/product/shrm-cp-shrm-scp-certification-all-in-one-exam-guide-
second-edition-beverly-dance/
Copyright © 2023 by McGraw Hill. All rights reserved. Except as
permitted under the Copyright Act of 1976, no part of this
publication may be reproduced or distributed in any form or by any
means, or stored in a database or retrieval system, without the prior
written permission of publisher, with the exception that the program
listings may be entered, stored, and executed in a computer system,
but they may not be reproduced for publication.

ISBN: 978-1-26-502286-0
MHID: 1-26-502286-0

The material in this eBook also appears in the print version of this
title: ISBN: 978-1-26-502151-1, MHID: 1-26-502151-1.

eBook conversion by codeMantra

Version 1.0

All trademarks are trademarks of their respective owners. Rather

than put a trademark symbol after every occurrence of a
trademarked name, we use names in an editorial fashion only, and
to the benefit of the trademark owner, with no intention of
infringement of the trademark. Where such designations appear in
this book, they have been printed with initial caps.

McGraw Hill eBooks are available at special quantity discounts to use

as premiums and sales promotions or for use in corporate training
programs. To contact a representative, please visit the Contact Us
page at www.mhprofessional.com.

Information has been obtained by McGraw Hill from sources believed

to be reliable. However, because of the possibility of human or
mechanical error by our sources, McGraw Hill, or others, McGraw Hill
does not guarantee the accuracy, adequacy, or completeness of any
information and is not responsible for any errors or omissions or the
results obtained from the use of such information.
TERMS OF USE

This is a copyrighted work and McGraw Hill (“McGraw Hill”) and its
licensors reserve all rights in and to the work. Use of this work is
subject to these terms. Except as permitted under the Copyright Act
of 1976 and the right to store and retrieve one copy of the work,
you may not decompile, disassemble, reverse engineer, reproduce,
modify, create derivative works based upon, transmit, distribute,
disseminate, sell, publish or sublicense the work or any part of it
without McGraw Hill’s prior consent. You may use the work for your
own noncommercial and personal use; any other use of the work is
strictly prohibited. Your right to use the work may be terminated if
you fail to comply with these terms.

THE WORK IS PROVIDED “AS IS.” McGRAW HILL AND ITS

LICENSORS MAKE NO GUARANTEES OR WARRANTIES AS TO THE
ACCURACY, ADEQUACY OR COMPLETENESS OF OR RESULTS TO BE
OBTAINED FROM USING THE WORK, INCLUDING ANY
INFORMATION THAT CAN BE ACCESSED THROUGH THE WORK VIA
HYPERLINK OR OTHERWISE, AND EXPRESSLY DISCLAIM ANY
WARRANTY, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED
TO IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR
A PARTICULAR PURPOSE.

McGraw Hill and its licensors do not warrant or guarantee that the
functions contained in the work will meet your requirements or that
its operation will be uninterrupted or error free. Neither McGraw Hill
nor its licensors shall be liable to you or anyone else for any
inaccuracy, error or omission, regardless of cause, in the work or for
any damages resulting therefrom. McGraw Hill has no responsibility
for the content of any information accessed through the work. Under
no circumstances shall McGraw Hill and/or its licensors be liable for
any indirect, incidental, special, punitive, consequential or similar
damages that result from the use of or inability to use the work,
even if any of them has been advised of the possibility of such
damages. This limitation of liability shall apply to any claim or cause
whatsoever whether such claim or cause arises in contract, tort or
otherwise.
 We dedicate this book to all HR professionals who constantly strive
to do better.

I dedicate this book to the memories of the six remarkable women

my family collectively call the Lincoln Ladies. They were strong,
determined, and intelligent women. Two of these women in
particular, my mother Marian Lincoln Dance and maternal
grandmother Leona Parminter Lincoln, held and passed on the
admirable value and habit that one should learn something new
every single day. My sincerest thanks for the influence of these very
special women.

—Beverly

I dedicate this book to two career-impactful bosses of mine: Peter

Raisbeck, CEO, and Jim Benson, COO. They understood the value of
what the HR function could be as a business partner for an
organization. They mentored me with the foundational knowledge
and experience of tying HR operations and strategies into the
organization’s overall vision, grasping business acumen, and earning
a seat at the executive round table.

—Dory

This book is dedicated to the HR professionals who choose to do an

increasingly difficult job as our world becomes more complex every
day. You are carrying the banner for your employees and employers.
Best wishes for a wonderful career.

—Bill T.
 ABOUT THE AUTHORS

Beverly N. Dance, MBA, SHRM-SCP, SPHR, PHRca, CCP,

CEBS, is a human resource (HR) professional with significant HR
management and independent consulting experience. She is the
founder and principal of Dance Associates, providing HR consulting
support for a variety of clients, including nonprofits, commercial
businesses, and higher education institutions, plus coaching for
executives and individuals.
Beverly joined the Society for Human Resources Management
(SHRM) faculty in 2007. In addition to leading SHRM’s certification
preparation classes, Beverly both developed and delivered SHRM
compensation classes. Beverly continues to facilitate via HR.com and
has taught more than 120 certification classes. She has presented at
the HR West conference three times and at a SHRM annual
conference.
Beverly earned a master’s degree in business administration
(MBA) from the Haas School of Business at the University of
California, Berkeley, with a concentration in organizational design
and industrial relations. She did this after graduating magna cum
laude with a BA from the University of California, San Diego, in
communication and sociology and as the student of the year. In
addition to her SHRM and HRCI certifications, Beverly has earned
the Certified Compensation Professional (CCP) and Certified
Employee Benefit Specialist (CEBS) certifications. If you would like to
contact Beverly, you may reach her at dance@mba.berkeley.edu.

Dory Willer, SHRM-SCP, PCC, is a certified executive coach with

more than 30 years of experience as a senior HR executive, keynote
speaker, and strategic planning facilitator. She has broad and diverse
experience working for blue chip and Fortune 100 companies,
leaving her last corporate position as a vice president of HR to open
Beacon Quest Coaching. Dory coaches clients in leadership
enhancement, performance improvement, and career renewal.
Additionally, she facilitates strategic planning sessions that stretch
paradigms, align activities with behaviors, and hold groups
accountable to produce end results. She was among the first
graduating class from Stanford’s Executive HR certification program
(Graduate School of Business, 1994). Dory achieved the designation
of SPHR more than 25 years ago, has a BS degree in behavioral
science from the University of San Francisco, and earned several
advanced certifications in professional coaching. If you would like to
contact Dory for speaking engagements or individual and team
coaching, you may reach her at Dory@BeaconQuest.com.

William H. Truesdell, SHRM-SCP, is retired from HR consulting

following a 32-year practice. He had previously retired from
corporate management following 20 years with the legacy AT&T
company. He is an expert on the subjects of personnel practices,
employee handbooks, equal opportunity, affirmative action, and
performance management programs. He is a past president of the
Northern California Employment Round Table and former HR course
instructor at the University of California, Berkeley, extension
program. He holds the SPHR certification and a BS in business
administration from California State University, Fresno. He authored
many books for The Management Advantage, Inc., and coauthored
several books for McGraw Hill.

William D. Kelly, SHRM-SCP, SPHR, has sadly passed away. He

was the owner of Kelly HR, an HR consulting services firm
specializing in providing generalist HR consulting services and
support for small business enterprises. Bill’s experience included
more than 40 years of professional-level HR responsibilities that
included 22 years within industry at Bechtel and later at Brown and
Caldwell as an environmental engineer. His credentials included
experience in employee relations, state and federal legal compliance,
staffing and recruitment, equal employment opportunity and
affirmative action, compensation, benefits, training and
development, health and safety, and government contract
management. Bill also had 20 years’ HR consulting experience that
included providing HR services, support, and advice to a wide range
of Northern California clients. He also had 17 years’ experience as an
instructor for the University of California, Berkeley, extension
program teaching Management of Human Resources; Recruiting,
Selection, and Placement; California Employment Law; and
professional HR certification preparation courses. Bill had more than
18 years’ experience teaching the Professional PHR/SPHR
Certification Preparation Course as well as 7 years’ experience
teaching the California HR Certification Preparation Course for the
Society for Human Resource Management (SHRM) and the Northern
California HR Association (NCHRA). He played a key role in the
development of California’s HR certification credential; also, he was
the project manager for the team of California HR professionals who
developed SHRM’s first California Learning System in support of the
California certification. Bill’s professional leadership also included
roles on the board of directors and national vice president for the
Society for Human Resource Management; the board of directors
and president for the HR Certification Institute (HRCI); state director,
California State Council of SHRM; the board of directors and
president for the Northern California HR Association (NCHRA); and
commissioner and chair, Marin County Personnel Commission. Bill
received his BS in political science from Spring Hill College in Mobile,
Alabama, and undertook post-graduate studies in organizational
management at the College of William and Mary in Williamsburg,
Virginia, and the University of Virginia in Richmond, Virginia. Prior to
HR, Bill had a military career, achieving the rank of major in the
United States Army, with tours of duty in the United States,
Germany, Thailand, and Vietnam. You are missed Bill.

About The Technical Editor

Leslie Jarvis left her role in early 2022 as the corporate human
resources director for a Kentucky-based business conglomerate to
pursue her true passion of leadership development and coaching. In
her most recent HR role, Leslie’s department provided HR services to
a group of companies employing more than 2100 employees,
specializing in the areas of banking, insurance, long-term care
facilities, broadcasting, and IT services.
Leslie holds a BS degree and an MBA and has spent her 25-year
HR career working in both the public and private sectors, the last 15
years spent at the executive level.
In addition, Leslie is an adjunct instructor with Bluegrass
Community and Technical College in Lexington, Kentucky, teaching
the SHRM Learning Course and serves as the past-president for the
Bluegrass SHRM Chapter and as the Eastern District Director for the
Kentucky State SHRM Council. She also serves on various boards in
the Lexington, Kentucky area.
 CONTENTS AT A GLANCE

Part I The Human Resource Profession

Chapter 1 Human Resource Certification
Chapter 2 SHRM’s Certification Program
Chapter 3 U.S. Laws and Regulations

Part II HR Knowledge and Behavior Competencies

Chapter 4 People
Chapter 5 Organization
Chapter 6 Workplace
Chapter 7 Behavioral Competencies

Part III Appendixes

Appendix A List of Common HR Acronyms
Appendix B Case Law by Chapter
Appendix C For Additional Study
Appendix D About the Online Content
Glossary
Index
 CONTENTS

Acknowledgments
In Memory of Bill Kelly
Introduction

Part I The Human Resource Profession

Chapter 1 Human Resource Certification
Professional Human Resource Management Certification
Benefits of Certification
HR Certification Organizations
The HR Certification Institute
The Society for Human Resource Management
Chapter Review
References
Chapter 2 SHRM’s Certification Program
HR Expertise/Knowledge
SHRM’s BoCK Advisory Panel
SHRM Certification Commission
The SHRM Body of Applied Skills and Knowledge
SHRM-CP and SHRM-SCP Exam Eligibility
Which Certification Is Right for You?
Application Deadlines and Exam Windows
Exam Delivery, Duration, and Format
Exam Content Outline
Exam Identification and Conduct Guidelines
More on the Test Center
 How Exams Are Scored
Chapter Review
References
Chapter 3 U.S. Laws and Regulations
What You Need to Know Concerning Employee
Management
1. When You Have One or More Employees
1.1. The Clayton Act (1914)
1.2. The Consumer Credit Protection Act (1968)
1.3. The Copeland “Anti-Kickback” Act (1934)
1.4. The Copyright Act (1976)
1.5. The Davis-Bacon Act (1931)
1.6. The Dodd-Frank Wall Street Reform and
Consumer Protection Act (2010)
1.7. The Economic Growth and Tax Relief
Reconciliation Act (EGTRRA) (2001)
1.8. The Electronic Communications Privacy Act
(ECPA) (1986)
1.9. The Employee Polygraph Protection Act
(1988)
1.10. The Employee Retirement Income Security
Act (ERISA) (1974)
1.11. The Equal Pay Act (EPA) (Amendment to the
FLSA) (1963)
1.12. The FAA Modernization and Reform Act
(2012)
1.13. The Fair and Accurate Credit Transactions
Act (FACT) (Amendment to the FCRA) (2003)
1.14. The Fair Credit Reporting Act (FCRA) (1970)
1.15. The Fair Labor Standards Act (FLSA) (1938)
and Provisions Effective January 1, 2020
1.16. The Foreign Corrupt Practices Act (FCPA)
(1997)
1.17. The Health Information Technology for
Economic and Clinical Health Act (HITECH)
(2009)
1.18. The Health Insurance Portability and
Accountability Act (HIPAA) (1996)
1.19. The Immigration and Nationality Act (INA)
(1952)
1.20. The Immigration Reform and Control Act
(IRCA) (1986)
1.21. The IRS Intermediate Sanctions (2002)
1.22. The Labor-Management Relations Act
(LMRA) (1947)
1.23. The Labor-Management Reporting and
Disclosure Act (LMRDA) (1959)
1.24. The Mine Safety and Health Act (MSHA)
(1977)
1.25. The National Industrial Recovery Act (1933)
1.26. The National Labor Relations Act (NLRA)
(1935)
1.27. The Needlestick Safety and Prevention Act
(2000)
1.28. The Norris-LaGuardia Act (1932)
1.29. The Occupational Safety and Health Act
(OSHA) (1970)
1.30. The Omnibus Budget Reconciliation Act
(OBRA) (1993)
1.31. The Pension Protection Act (PPA) (2006)
1.32. The Personal Responsibility and Work
Opportunity Reconciliation Act (1996)
1.33. The Portal-to-Portal Act (1947)
1.34. The Railway Labor Act (1926)
1.35. The Rehabilitation Act (1973)
1.36. The Retirement Equity Act (REA) (1984)
1.37. The Revenue Act (1978)
 1.38. The Sarbanes-Oxley Act (SOX) (2002)
1.39. The Securities and Exchange Act (1934)
1.40. The Service Contract Act (SCA) (1965)
1.41. The Sherman Anti-Trust Act (1890)
1.42. The Small Business Job Protection Act
(SBJPA) (1996)
1.43. The Social Security Act (1935)
1.44. The Tax Reform Act (1986)
1.45. The Taxpayer Relief Act (1997)
1.46. The Trademark Act (1946)
1.47. The Unemployment Compensation
Amendments Act (UCA) (1992)
1.48. The Uniformed Services Employment and
Reemployment Rights Act (USERRA) (1994)
1.49. The Vietnam Era Veterans Readjustment
Assistance Act (VEVRAA) (1974) [As Amended
by the Jobs for Veterans Act (JVA) (2008)]
1.50. The Wagner-Peyser Act (1933), As Amended
by the Workforce Investment Act (WIA) (1998)
and the Workforce Innovation and Opportunity
Act (WIOA) of 2014
1.51. The Walsh-Healey Act (Public Contracts Act)
(1936)
1.52. The Work Opportunity Tax Credit (WOTC)
(1996)
1.53. Labor-Management Reporting and Disclosure
Act (LMRDA) (1959)
1.54. Whistleblowing
2. When You Have 15 or More Employees
2.1. Americans with Disabilities Act (ADA) (1990)
2.2. Civil Rights Act (Title VII) (1964)
2.3. The Civil Rights Act (1991)
2.4. Drug-Free Workplace Act (1988)
 2.5. The Equal Employment Opportunity Act
(EEOA) (1972)
2.6. The Genetic Information Nondiscrimination
Act (GINA) (2008)
2.7. Guidelines on Discrimination Because of Sex
(1980)
2.8. The Lilly Ledbetter Fair Pay Act (2009)
2.9. The Pregnancy Discrimination Act (PDA)
(1978)
2.10. Uniform Guidelines on Employee Selection
Procedures (1976)
3. When You Have 20 or More Employees
3.1. The Age Discrimination in Employment Act
(ADEA) (1967)
3.2. The American Recovery and Reinvestment Act
(ARRA) (2009)
3.3. The Consolidated Omnibus Budget
Reconciliation Act (COBRA) (1986)
3.4. The Older Workers Benefit Protection Act
(OWBPA) (1990)
4. When You Have 50 to 99 Employees
4.1. Executive Order 11246—Affirmative Action
(1965)
4.2. The Family and Medical Leave Act (FMLA)
(1993) and Amendments from the National
Defense Authorization Act of 2010
4.3. The Mental Health Parity Act (MHPA) (1996)
4.4. The Mental Health Parity and Addiction Equity
Act (MHPAEA) (2008)
4.5. The National Defense Authorization Act
(2008)
4.6. The Patient Protection and Affordable Care
Act (PPACA) (2010)
5. When You Have 100 or More Employees
 5.1. The Worker Adjustment and Retraining
Notification Act (WARN) (1988)
6. For Federal Government Employees
6.1. The Civil Service Reform Act (1978)
6.2. The Congressional Accountability Act (1995)
6.3. The False Claims Act (1863)
6.4. The Homeland Security Act (2002)
6.5. The Privacy Act (1974)
6.6. The USA PATRIOT Act (2001)
Employment Visas for Foreign Nationals
E Nonimmigrant Visas
H Visas
L-1 Intra-Company Transferee
O-1 Alien of Extraordinary Ability in Arts, Science,
Education, Business, Athletics
P Visa Categories
EB Employment-Based Visas
Chapter Review
Questions
Answers
References

Part II HR Knowledge and Behavior Competencies

Chapter 4 People
Functional Area 1: HR Strategy
Key Concepts
The Role of Strategy
Strategy Formulation
Developing Strategy
Implementing Strategy Production
Evaluating Strategic Performance
Providing Leadership and Strategy
Functional Area 2: Talent Acquisition
 Key Concepts
Organizational Staffing Requirements
Strategic Staffing
Planning for Talent Acquisition on a Global Basis
Employment Branding
Job Analysis and Job Documentation
Sourcing and Recruiting
Selection
Orientation and Onboarding
Functional Area 3: Employee Engagement & Retention
Key Concepts
Understanding Employee Engagement
Drivers and Role of Organizational Culture in
Engagement
Challenges to Employee Engagement
HR’s Employee Engagement Strategy
Assessing Employee Engagement
Engaging Employees—From Hiring to Separation
Performance Management
Retention
Functional Area 4: Learning & Development
Key Concepts
Learning and Development in Today’s
Organizations
Adult Learning
Training and Development
Career Development
Developing Leaders
Functional Area 5: Total Rewards
Key Concepts
Total Rewards and Organizational Strategy
Compensation Structure
Compensation Systems
 Benefits and Perquisites
Legislation Affecting Compensation and Benefits
Chapter Review
Questions
Answers
References
Chapter 5 Organization
Functional Area 6: Structure of the HR Function
Key Concepts
The Strategic Role of HR
Understanding the Organization
The HR Organization and Function
Measuring and Demonstrating HR Value
HR’s Role in Organizational Strategy
Functional Area 7: Organizational Effectiveness &
Development
Key Concepts
Overview of Organizational Effectiveness and
Development (OED)
Organizational Gap Development
Implementing OED Initiatives
Measuring Organizational Effectiveness and
Development
Functional Area 8: Workforce Management
Key Concepts
Organizational Workforce Requirements
Workforce Planning
The Staffing Plan
Employee Development
Succession Planning
Knowledge Management
Functional Area 9: Employee & Labor Relations
Key Concepts
 The Employment Relationship
Third-Party Influences on Employee Relations
When the Employee Relationship Falters
Functional Area 10: Technology Management
Key Concepts
HR and Technology
HR in the Era of Big Data
HR Information Systems
Policies for Technology Use in the Workplace
Chapter Review
Questions
Answers
References
Chapter 6 Workplace
Functional Area 11: Managing a Global Workforce
Key Concepts
The Global Context
Defining the Global Organization
Creating a Global Strategy
Becoming a Multicultural Organization
Managing Global Assignments
Navigating the Global Legal Environment
Functional Area 12: Risk Management
Key Concepts
Establishing the Context of Risk
Identifying and Analyzing Risk
Managing Risks
Evaluating Risk Management
Functional Area 13: Corporate Social Responsibility
Key Concepts
The Ever-Changing and Growing CSR
Creating a CSR Strategy
 Philanthropy and Volunteerism
Functional Area 14: U.S. Employment Laws &
Regulations
Key Concepts
Organizational Compliance
U.S. Laws and Regulations
Employee Records Management
Chapter Review
Questions
Answers
References
Chapter 7 Behavioral Competencies
Leadership Cluster
Behavioral Competency 1: Leadership and Navigation
Key Concepts
Definition
Proficiency Indicators for All HR Professionals
Proficiency Indicators for Senior HR Professionals
Summary
Behavioral Competency 2: Ethical Practice
Key Concepts
Definition
Proficiency Indicators for All HR Professionals
Proficiency Indicators for Senior HR Professionals
Summary
Behavioral Competency 3: Diversity, Equity & Inclusion
(DE&I)
Key Concepts
Definition
Proficiency Indicators for All HR Professionals
Overview: Key Terms
Visible and Invisible Traits
Proficiency Indicators for Senior HR Professionals
 Developing a Diversity, Equity, and Inclusion
Strategy
Summary
Interpersonal Cluster
Behavioral Competency 4: Relationship Management
Key Concepts
Definition
Basic Proficiency Indicators
Proficiency Indicators for Senior HR Professionals
Summary
Behavioral Competency 5: Communication
Key Concepts
Definition
Proficiency Indicators for All HR Professionals
Proficiency Indicators for Senior HR Professionals
Summary
Behavioral Competency 6: Global Mindset
Key Concepts
Definition
Proficiency Indicators for All HR Professionals
Proficiency Indicators for Senior HR Professionals
Summary
Business Cluster
Behavioral Competency 7: Business Acumen
Key Concepts
Definition
Proficiency Indicators for All HR Professionals
Proficiency Indicators for Senior HR Professionals
Summary
Behavioral Competency 8: Consultation
Key Concepts
Definition
Proficiency Indicators for All HR Professionals
 Proficiency Indicators for Senior HR Professionals
Summary
Behavioral Competency 9: Analytical Aptitude
Key Concepts
Definition
Proficiency Indicators for All HR Professionals
Proficiency Indicators for Senior HR Professionals
Summary
Chapter Review
Questions
Situational Judgment Scenario-Based Questions
Answers
References

Part III Appendixes

Appendix A List of Common HR Acronyms
Appendix B Case Law by Chapter
Chapter 4: People
Chapter 5: Organization
Chapter 6: Workplace
Chapter 7: Behavioral Competencies
Appendix C For Additional Study
Appendix D About the Online Content
System Requirements
Your Total Seminars Training Hub Account
Privacy Notice
Single User License Terms and Conditions
TotalTester Online
Knowledge Exams
Situational Judgment Exams
Technical Support
Glossary
Index
 ACKNOWLEDGMENTS

I’d like to thank Heather Phelps and Pandora Patterson for their
never-ending support as I prepared the second edition of this book.
My thanks to Dory and the Bills for the huge task of writing the first
edition. Special thanks to the late Bill Kelly, who suggested I be
brought on to write the scenario questions for that first edition.
My thanks to the many talented people at McGraw Hill for helping
this become a written reality. First, to Tim Green, who suggested I
author the second edition. To Lisa McClain, who accepted that
suggestion and guided the project. Finally, in order of my
interactions in the many-step process of getting a book into print,
thanks to Caitlin Cromley-Linn, Rachel Fogelberg, Bart Reed, KaTrina
Jackson, and Richard Camp.
Human resources is most likely part of our DNA makeup; we’ve
lived it and breathed it for many decades. We are proud to share the
knowledge and tactics we believe will help you pass your SHRM-CP
or SHRM-SCP. This book is our way to continue mentoring
developing HR professionals. We’ve tried to design our book not only
to help the SHRM certification exam taker but also to create a
resource that will have a prominent place on the HR bookshelf as a
“go-to” reference book. We hope we’ve succeeded with that
intention.
In Memory of Bill Kelly
From Dory Willer:
“Mr. HR” was how many of us referred to Bill Kelly in the SFO HR
community. When I first met Bill, I was newly promoted to an HR
management position for a large organization, some 35 years ago. I
was mesmerized by a presentation that Bill had made for our HR
professional association chapter. I recall he invited audience
members to “call on him,” and I certainly did. Many times when I
was seeking out best practices and what options there might be, Bill
was always happy to share what he knew. Fast-forward to 2013
when I needed an HR expert to be a technical editor for an HR
certification book I was co-authoring for McGraw Hill, and “Mr. HR”
Bill Kelly was at the top on my list. I miss Bill, yet I continue to hear
his wisdom in my mind when I think, “What would Mr. HR say?”

From Bill Truesdell:

I first met Bill Kelly in the early 1990s when we were both
instructing classes for the Council on Education in Management, the
largest HR training organization in the United States at the time.
Later we both served as consulting partners with Merit Resource
Group, supporting client HR needs of various sorts.
Bill was always humble and a gentleman. He had a depth of
knowledge about human resource management and labor
management requirements that was matched by very few others. He
never stopped working. Bill worked with a partner to create online
HR training programs to help new people in the profession.
He was a congenial colleague, willing to share whatever he knew
with others of us in the consulting profession. He was a great author
and communicator. I will miss our conversations. He is, no doubt,
helping organize the human resource management function in
Heaven.
 INTRODUCTION

Allow us to be the first to congratulate you on deciding to sit to earn

your SHRM Certified Professional (SHRM-CP) or SHRM Senior
Certified Professional (SHRM-SCP) certification! Professional
certification is a mark of distinction that sets you apart in the
profession and speaks volumes about your commitment to your
vocation. It is our belief that HR professional certifications are
important to you as an HR professional because they endorse your
knowledge and expertise to employers, clients, and the world at
large.
Through this book, we can help you ready yourself for the type of
material you will be expected to master. You bring your own
professional experience to the process. Combining the two, you will
be better equipped to answer situational-based and knowledge-
based questions that you may find on the exam.
We want you to be successful. Having a professional certification
is more critical every day in the world of work. It may be a
requirement of your next job assignment or the promotional
opportunity you are pining for in your organization. We wish you the
best professional regards and success in passing your exam and
earning the prestigious designation of SHRM-CP or SHRM-SCP.

SHRM Certifications
This book is now in its second edition to be current with the changes
SHRM made in 2022. This book was first written in 2015, which was
the first year of the new SHRM exams. We hope you find this book
of immense help in your preparations to pass your exam.
How to Use This Book
We believe this book covers the entire SHRM Body of Applied Skills
and Knowledge (BASK) identified in the three specific domains in
which topics are organized and the nine behavioral competencies
identified by SHRM for application. The manner in which we present
the information is based on a learning principle we call foundational
knowledge. This means we’ve purposefully organized this book to
ensure that the reader first grasps the foundational knowledge items
required of the profession. That is why we have placed U.S. laws as
one of the first chapter topics, followed by the BASK knowledge
domain chapters of “People,” “Organization,” and “Workplace,” and
then the behavioral competency information.
Additionally, within the writing, we have presented the essential
“guts” of the information that we feel is minimally necessary for the
exams and have pointed you to additional resources to discover
more information on topics such as theories. It is our belief that as
readers progress through the material and progressively move
through with a sure-footed understanding of the “what,” they will
then be able to progress to the “how” of applying the topics. We
know that in spite of being over 600 pages, the information
presented in this book for passing the exam is concise. Studying for
the exam is no cakewalk. The presentation of material was
specifically designed to help the self-directed learner cover
information they may already be well familiar with, and yet offer new
information in a succinct manner for ease of learning.

Chapter 1
In Chapter 1, we explain everything you need to know about the
different types of HR certifications and the benefits of professional
certification (such as boosting your credibility as an HR professional
and providing a platform to show you’re ready to take on the next-
level challenge for your career.)

Chapter 2
In Chapter 2, we explain everything you need to know about the
SHRM exams, the development process of the exams, eligibility for
each exam, and criteria to decide which certification is right for you.
Know that the SHRM-CP exam is correlated with HR administration,
and the SHRM-SCP is associated more with strategy. SHRM offers
the Academic Eligibility Program, which allows students in a
bachelor’s or master’s degree program in good standing at an
academically aligned school to apply for and take the SHRM-CP
exam. This boosts HR students’ value prior to graduating and
provides opportunities to be as marketable as possible. Additionally,
you’ll find information about the process of registering, the actual
exam experience, and the style of exam questions.

Chapter 3
Chapter 3 provides a list of all the current U.S. laws and regulations
you need to know. We placed this information as one of the early
chapters, rather than as an appendix, to emphasize the importance
of reviewing the laws and regulations prior to diving into the
knowledge areas. This should make it easier for you to grasp the
reasoning behind the material that is presented in Chapters 4–6.
While the exams will only ask about federal laws, remember that
laws and regulations change, and it’s important that you stay current
on all applicable laws that impact your organization.

Chapters 4–6
Chapters 4–6 go into the detailed topics of HR technical knowledge
(that is, HR expertise), grouped into the domains of People,
Organization, and Workforce. These domains are defined as the
principles, practices, and function of effective HR management and
are associated with the expertise required for the HR profession. The
explanations are designed to be concise and yet effectively
communicate the information you’ll need for the exam. Their
application is facilitated by the behavioral competencies identified in
Chapter 7. SHRM suggests that to be a successful HR practitioner,
one must be in command of both the technical HR knowledge (what
you know) and the behavioral components of an effective HR
practice (how you apply what you know).
The People domain covers HR strategic planning, talent
acquisition, employee engagement and retention, learning and
development, and total rewards.
The Organization domain covers the structure of the HR function,
organizational effectiveness and development, workforce
management, employee and labor relations, and technology
management.
The Workplace domain covers HR in the global context, risk
management, corporate and social responsibility, and the application
of U.S. employment laws and regulations from Chapter 3.

Chapter 7
Chapter 7 consists of the nine behavioral competencies that have
been defined by SHRM as needed for success in any HR role,
regardless of organization size or sector. These behavioral
competencies provide the foundation for talent management
throughout the HR lifecycle. They are grouped into three clusters:
Leadership, Interpersonal, and Business. Each competency cluster is
further divided into subcompetencies that specifically describe its
components and is composed of proficiency key behavior indicators
—the statements that illustrate effective use in the HR role. Pay
close attention to the SHRM BASK related to the behavioral
competencies we have outlined in this chapter. The situational
judgment test questions (SJTs) rely heavily on those descriptions.

Notes Specially called-out Notes are part of each chapter, too.

These are interesting tidbits of information that are relevant to the
topic and point out helpful information.

Practice Questions and Answers At the end of Chapters 3

through 7, you will find a set of questions and answers to help you
test your knowledge and comprehension. Practice, practice, and
then practice some more, as it will pay off on exam day.
Appendixes
We have created appendixes to supplement the information you
need to know.

Appendix A Appendix A lists acronyms used in the HR profession.

The HR profession is notorious for using jargon in HR language, and
these acronyms have flowed into the everyday business language of
employers, employees, and the public at large. Will there be exam
questions related to acronyms? We think questions and answers may
have acronyms in them but do not expect a question as simple as
“What does ABC stand for?”

Appendix B In Appendix B we have listed associated legal cases

you should know and review. They are organized under each
chapter’s functional area and include a brief synopsis of what the
case addressed. A URL is provided to review the case in more detail,
and we recommend you delve into more information about the cases
if you have the time.

Appendix C Appendix C lists additional resources that are not only

helpful for your exam study but are also helpful as you navigate
through the lifecycle of your HR career. You should treat this
resource list as a “living document,” adding new listings as new
theories and best practices are developed over the course of your
HR career.

Appendix D Appendix D provides details about the accompanying

online practice exams. There are 134 questions each for the SHRM-
CP and SHRM-SCP, with answers that relate to each possible
response, both correct and incorrect. These practice opportunities
should help prepare you for sitting for the same number of questions
on your SHRM exam. Refer to Appendix D for more details, and
follow the instructions to access the online practice exams.

Glossary
The glossary is composed of HR terms you may encounter. Not only
will using this glossary help you review and learn the key terms
contained in this material, it will help you move through your HR
career lifecycle in human resource management. We recommend
you study the glossary, not just review or reference it, because
several exam questions may pertain to glossary terms. The glossary
also points out when more than one term refers to the exact same
thing.

Index
In the back of the book is an index that will guide you to the
appropriate pages where a term is mentioned or discussed.

The Examinations
The SHRM-CP and SHRM-SCP exams are neither simple multiple-
choice nor memory-recall exams. Your exam will be in two parts,
each up to an hour and 50 minutes long. During that time you will
answer 134 questions. There will be complex situational judgement
questions, short situational questions, formula-based questions,
knowledge-based questions, and interpretive questions. Knowing
how to get the most out of each question is crucial.
The questions will come in clusters; you’ll see a group of
knowledge questions and then a group of scenario-based situational
judgment questions. For scenario questions, a second page will
display, like a book. The scenario stays on the left side of the screen
for reference, and the questions with their answer choices will
appear on the right side of the screen, one at a time.

Situational Questions
Situational questions will test your ability to identify the relevant
content and are associated with the behavioral competencies. These
questions will be lengthy and make up 40 percent of the exam
weighting. Pay particular attention to reading and accurately
identifying the question so that you can eliminate irrelevant and
insignificant information. Using the highlighting feature, which is
intuitive and will be explained prior to exam, is a great way to mark
what you read as the most relevant information for a correct answer.

Formula-Based Questions
Formula-based questions are more thought-provoking. You must
know both the formula and how to perform the calculation to reach
a correct answer. No, you may not bring your calculator with you
into the test center. Yes, a calculator will be on your monitor screen
for use if you need it. A whiteboard with a marker or numbered
blank sheets of paper with a pencil will be provided so you may
write, but you cannot write down anything to take with you after the
exam.

Knowledge-Based Questions
The knowledge-based questions will require you to know your facts.
These questions test your knowledge of HR theories and laws.
Sometimes you are asked to identify an example chart or graph, so
pay attention to the figures included in the chapters.

Interpretational Questions
Interpretational questions will seek to test your ability to deduce a
situation or condition and select the best, most appropriate answer.
All answers may actually be correct, yet selecting the best answer
could apply. Sometimes these questions, as well as the situational
questions, seek to determine if you know the right sequence of
actions to take, so pay attention to hints like the words first, next,
and last.

Preparing for the Exam

Preparing for any type of certification exam is not about memorizing
information. Certification exams require that an HR professional be
able to demonstrate that they can apply their experience and
knowledge in a host of different situations. You have already
invested in an education for your career. Investing in serious study
time and preparation will pay off when you pass your exam.
 For those with more limited or minimal experience, we suggest
you begin studying at least 6 months prior to your exam date. For
those with significantly more experience as an HR professional, a 3-
month minimum should be your yardstick. If you want to “shoot
from the hip” and not study the material outlined in this book, your
odds of passing will be low—even if you have been in an exempt HR
position for eons. We aren’t saying that it can’t be done, but we
know that your chances are much better if you use the information
in this book and its accompanying practice exams to prepare.
Guessing strategies are hardly foolproof and not a good substitute
for solid study habits in preparation for an exam.

Preparing Ahead of Time

Here are our tips on actions to take between now and your exam.
We will follow this section with tips directly related to studying.

• Control your self-talk. “I CAN PASS! I WILL PASS! I

SUCCESSFULLY MAKE TIME TO STUDY!” ought to be part of
your vocabulary. If you need reinforcement, put up sticky
notes on the side of your monitor or on your bathroom mirror.
• Focus on understanding the concepts. Remember, the exam is
experience based.
• Solicit support from your boss, co-workers, family, and friends
to ensure preparation for your exam remains a priority until
your test date.
• Set study goals and get study time on your calendar, plus fit it
in whenever you can. If the person coming to you for a 10
o’clock meeting is late, open the book and review the glossary
until they arrive.
• Schedule your exam at a time consistent with your personal
biorhythms and at a time that works with the other demands
in your life. Saturday morning timeslots fill up first, so if that is
your preferred time, sign up early.
 • Some folks feel better doing a practice drive to their test
center, timing how long it takes and checking out the parking
situation. Make sure your parking spot is one where you can
be for enough hours with a little cushion. You do not want to
risk the distraction of worrying about a potential parking ticket.
• If you have a disability that needs an accommodation, speak
up early in the process to report this and ask for what
accommodation you need.
• Know that nothing that has occurred in the last 18 months will
be covered on your exam in a question that is scored. It can
take a year or two to process the questions and include them
as scored questions on an exam. Therefore, don’t worry about
current events or a new law that just passed.
• The night before the exam, pamper yourself so that you go
into the exam refreshed. Get the appropriate amount of rest.
Do not cram late into the night. Studies prove that a REM state
of sleeping is extremely helpful for brain functions.

Studying
Here are our tips directly related to studying:

• Before studying, go for a brief walk to take in some air and

clear your mind in preparation for being focused. Put all your
other thoughts, projects, and responsibilities on a back burner
and allow your mind to be a clean slate exclusively for
attentive SHRM studying.
• Make sure your “do not disturb” sign is on your door if you are
at home or in the office and that others clearly know nothing is
to disturb you during your study time. One passing student
worked in a downtown building next to a bar. She wanted to
study at lunchtime, but knew she’d get interrupted if she
stayed in her office. She made a deal with the bartender, and
at lunchtime Monday through Friday she took the back booth
and studied with her standing diet soda order. No one would
 image her in a bar during the day, so she achieved her private,
uninterrupted study time.
• Do some studying 5 to 6 days a week versus waiting and
cramming at the end. Even 10 minutes here and there
reinforces what you’ve learned. Most exam takers find an hour
a day is enough time to devote to their regular study schedule
when they commit enough weeks to preparation.
• Clear your study area. It should be void of anything else that
might capture your attention and distract you from studying,
especially your phone. Keep the focus on the studying at hand,
and to add a little incentive, create a bit of visual incentive for
yourself—the desired end result, which would be a letter
stating you have successfully passed your exam. Spoof a letter
from SHRM, print it, put it in a nice picture frame, and place it
in front of you every time you begin your study time. What the
mind can conceive, you can achieve!
• Make regular time to study and select a time of day that is
optimal for you. Are you best in the wee hours of the early
morning with a cup of coffee prior to work, or perhaps it’s the
noon hour? Maybe your rhythm is one of a person who kicks in
just after dinner. Find that sweet hour and make the
appointment on your calendar listing it as VIP-SHRM. You are
the very important person, and this appointment will cause
you to think twice before allowing another activity to slip into
your time slot.
• Give additional focus to areas that have the heaviest
weighting on your exam and areas where you know you lack
expertise.
• As you study the material, you may want to make flash cards
to help you shore up areas of knowledge that will help you
pass the exam. You can make flash cards using the website
http://www.kitzkikz.com/flashcards/, or you can use old-
fashion index cards or, better yet, business card stock. This is
particularly useful if you are a kinetic learner and learn best by
 touching things. Punch a hole in the corner of your cards and
keep them on a ring, so if you drop them, there is only one
item to pick up, not multiple cards flying all over.
• As you work through this exam guide and discover a term that
is new to you, pause long enough to flip to the glossary and
look it up. Knowing how a word or phrase is used can be
helpful in discovering its application or meaning. Consider
adding those terms to your flash cards.
• We strongly recommend you consider using the complement
publication to this exam guide, SHRM-CP®/SHRM-SCP®
Certification Practice Exams, by Beverly N. Dance, William D.
Kelly, and Joanne Simon-Walters, to further help you with an
assessment of your HR knowledge strengths and weaknesses.
Time yourself as you take the mock exams.
• Physically train by sitting and answering test questions at your
computer for 4 hours with no food or beverage, ideally at the
same time of day your exam is scheduled. (Four hours to
account for the pretest before and survey at the end, in
addition to the two parts of the exam.) See what it feels like.
Learn if you will need the 15-minute break after an hour and
50 minutes or if you would prefer to launch immediately into
the second half of your exam. We highly recommend taking
the full 15 minutes to stretch your body and refresh yourself.
Know what pace you need to go to complete the exam without
rushing.
• Now that you’ve focused on learning and studying what
concepts and content the exam is going to test you on how
you can apply that knowledge. Practice asking yourself, “How
could they ask me to apply this knowledge?” “How can I
eliminate wrong answers to increase my odds of choosing the
most correct answer?”
• Know your federal legislation by the full name, the acronym,
and its nickname if it has one (such as the Wagner Act).
Action for Your Exam Day
• Set an additional alarm or arrange for a phone call to ensure
you are awake when you need to be if you have a morning
exam slot. Have your entrance information organized and your
photo ID ready to go. If you use reading glasses, have them
ready too.
• Plan to get to your test center 30 minutes early for check-in.
Allow plenty of time for bad traffic so you do not add any
anxiety. If you’re taking public transportation, have one backup
connection that could still get you to your test center on time.
• Strategize your caffeine and fluid consumption. You want to
be hydrated for maximum brain capacity. Water is good for the
body but even better for the brain. It brings oxygen that helps
your brain functions improve. No food or drink of any kind is
allowed inside the testing room.
• Use the bathroom immediately prior to entering the testing
room. Yes, if needed you can take a break during the exam,
yet every minute you use on a break is a minute you are not
using to answer questions since the clock keeps running
throughout any break requested during either part of the
exam. Also realize that a mid-test break will consume
additional time due to flagging the proctor and getting your
monitor locked, plus getting reseated and your monitor
unlocked at the proctor’s convenience.
• Eat an appropriate breakfast or lunch, depending on your
exam time.
• Wear comfortable clothing. Leave your watch, jewelry, and
scarves at home, or be prepared to take them off and secured
in your assigned locker. (Wedding rings are tolerated.) If you
are dressed in layers, assess the room temperature and decide
which layers you will keep on during your test. Most test
centers will not allow you to shed a layer during the exam—
crazy, we know.
 • Pack and bring with you any snacks and fluids you may want
to use during your time at the test center.
• Use your assigned locker for your snacks, phone, purse,
watch, and so on. Do not bring study notes into the test center
with you. If a proctor sees those notes while you are accessing
your water bottle, you will be disqualified and automatically
failed.
• Relax and mentally prepare for security, similar to what you
would go through at an airport. Be prepared to show them you
haven’t stuffed notes into your socks or written answers on
your arms and that your pockets are empty.
• Take one of the center’s tissues to have at hand. If you have it
handy, you probably won’t need it. You won’t lose precious
time flagging the proctor to get one later. Realize you may
need to hand it back at the end to prove you didn’t write on it
to sneak out notes.

Taking the Exam

Here is our advice to apply once you are escorted into the exam
center’s testing room.

• Feel free to do a core dump of notes onto your white board as

soon as you are seated. Jot down any concepts, definitions, or
formulas you want.
• Take the pre-test where the highlighting, marking, and
strikethrough features are explained. Don’t rush since you
don’t get to apply that time to your exam. Use that period to
get used to your surroundings by checking the height of your
chair, the correct brightness of the computer screen, your
mouse, and try out the calculator on the screen. Decide if you
are most comfortable with or without the headphones or
earplugs. If the onscreen calculator is not working, flag the
proctor and insist on another station.
• After reading a question, extract the key elements. Think of
what answer you’d give if the exam were all fill-in-the-blank
format prior to reading the answers. When your answer is one
of the four options, that is a good sign.
• Even when the first answer looks right, discipline yourself to
read all four of the answer choices before making your
selection. It may be that you need to select the best answer
because all answers are correct.
• Respond to your learning style. If you are an oral learner,
move your lips while reading. If you are kinetic learner, move
your mouse cursor across the screen as you read.
• If a word or concept has momentarily left you, leave the test
question unanswered, mark it, and come back to it. That
phrase may come to you through a subsequent question.
• Use the strikethrough feature to eliminate distracters and
narrow your choices. Using the strikethrough feature is
particularly useful for those questions you mark to return to
later, as you won’t have to read all four options again. Mark as
many questions to return to as you want.
• For scenario questions, read the first question that you will
need to answer from the passage prior to reading the passage.
That way, you may read the material in a more targeted and
efficient way.
• Watch and slow down to catch key words and phrases that
could change your answer if you missed reading them, such as
the following:
• Most/least
• Always/never
• All/except
• Will/will not
• Employer or employee
• Look for the one answer that differs from the other three.
• If two options are essentially identical, they must both be
wrong since there is always one best answer. Don’t use the
length of an answer as a clue.
• Trust your gut, your first impression. A first impression of the
correct answer is many times the best choice. This should not
be confused with “guessing.” This refers to topics you know
that you know.
• If you encounter two “right” answers, with one matching the
Body of Knowledge and one matching your company policies,
choose the Body of Knowledge answer. This is particularly
important if you know your organization does not follow best
practices.
• There will be no patterns, so don’t even look for them. The
psychometric exam process used for the SHRM exam prevents
questions from falling into patterns. Federal laws are the only
laws on the exams. Check your knowledge of state,
international, and local laws outside the door of the exam
center. If you must guess at an answer, pick the answer that is
the most employer friendly and the least employee friendly to
get away from a state bias.
• Avoid over-analyzing. The most common weakness of HR test
takers is over-analyzing the options. Do not read into a
question variables that are not there. If you are looking at two
“right” answers, ask yourself, “Which of these two do I get to
most directly?” Pick the one with the shortest number of logic
steps to get there. Be thorough, but be reasonable in your
analysis and answer selection.
• Start each question by eliminating the obvious “not best”
answers and then focus on what remains.
• Resist the urge to change your answers. Only change an
answer if you are absolutely, positively 100% sure your initial
choice was wrong based on new information. Trust your first
impression. Resist the urge to second-guess yourself and
change answers.
 • Manage your time. Do not rush. A timer will be on the screen
in the top-right corner, counting down how much time you
have left. You will have a little over a minute and a half for
each question, but allot more time for your scenario questions.
• Answer every question. Use the computer report to check that
you have answered all your questions prior to submitting your
exam for grading. Your exam does not penalize for wrong
answers.
• Remember to breathe. Periodically take a deep breath in and
out. Also engage in shoulder and neck exercises to keep
tension at bay.
• Stay calm, confident, and relaxed.

After the Exam

After you submit your exam for grading, you will need to complete a
survey to get to the screen to learn your preliminary results. Once
you know them and leave the test center, here are our tips for after
the exam.

• Plan a fun activity after your exam to decompress and

celebrate!
• Regardless of the exam scoring, know that you are already a
winner! Think about how much you have learned on this
journey.
• Establish your online recertification account with SHRM right
away and record your continuing education and other
recertification credits as you earn them to keep yourself
certified after all this hard work. Bookmark this page so it is
easy find again. Sixty units in 3 years is quite doable.

Remember, This Book Is a Resource

Finally, this book has been designed not only to assist SHRM exam
takers but also to be a reliable reference book on the shelf in any HR
professional’s office. There is a lot to remember in the discipline of
human resources. It is our desire that you find this book to be a
quick resource that guides you in times when something pops up
that you haven’t encountered before or for which you may need a
refresher. At a minimum, we hope it provides you with direction to
gather more information for your particular HR circumstances.
Finally, dear reader, thank you for selecting this book. We
sincerely hope your SHRM exam goes well and wish you the
absolute best on your exam day and throughout your career in HR!
Another random document with
no related content on Scribd:
määrin. Kaupungin ahtaiden katujen varsilla, missä useimmat talot
ovat vielä vanhaan tapaan rakennetut, näkyy lukuisten venäläisten
kauppiasten ja käsityöläisten nimikilpien joukossa myös sellaisia
kirjoituksia kuin: Bottier de Paris (pariisilainen suutari) ja Marchande
de Modes (muotikauppiatar). Sellainen rehentely ei kuitenkaan voine
pettää herkkäuskoistakaan. Tavara, mitä näistä kaupoista voi ostaa,
on sellaista, ettei piintyneinkään takalistolainen voi olla epätietoinen
sen alkuperästä.

Perille päästyä johti liikkeelläolo Assanoffin ajatukset viimein

vähän toisaalle. Hän ravisti itsensä virkeäksi ja osoitti jälleen entistä
luonnonlaatuaan, toisin sanoen: hän alkoi jälleen elää. Moreno
esiteltiin everstillensä, toverit ottivat hänet hyvin vastaan ja
eurooppalaiset juhlivat häntä, ja ollessaan välttämättömyyden pakon
alaisena hän tuli vähemmän kuin siihen asti katsoneeksi
menneisyyteen. Kolmen kuukauden kuluttua hänellä oli jälleen
luutnantin olkalaput. Hän otti osaa erääseen retkeen, suoritti siinä
hyvin tehtävänsä ja yleni ratsumestariksi. Sotilaalla on oma tapansa
katsella elämää: jos hänelle lupaisi paratiisin korvaukseksi
virkavuosioikeuksista ja helvetin jostakin korkeammasta asemasta,
niin tuskin sittenkään kukaan epäröisi, ja jos joku pitäisikin
parempana olla Jumalan luona, ei hän ikinä lakkaisi katumasta
uhraustaan.

Sittenkin Don Juan antoi vielä vuosikausia sydämensä

toivomusten harhailla Espanjaan. Tosin ei hänen rakkautensa
aiheuttanut hänelle enää samaa kalvavaa tuskaa kuin ensimmäisinä
kuukausina. Se muuttui hempeäksi tottumukseksi, melankoliseksi
tunnelmaksi, josta hänen sielunsa sai tavallaan tyydytystä. Hän
kirjoitti usein ja sai myös vastauksia. Rakastavat toivoivat parhaansa
mukaan erillään olonsa loppumista. Kun politiikka hautasi sen
tapparan, joka oli katkaissut heidän sydämiensä siteen, täytyi heidän
pian huomata, etteivät aineelliset elinehdot sallineet Morenon jättää
Kaukaasiaa, kun hänellä ei ollut muuta kuin palkkansa eikä hän
enää voinut muuttaa elämänuraa; nuori nainen ei myöskään ollut
kyllin rikas voidakseen tulla lemmittynsä luo. Niin jäi kaikki
entiselleen. Ei kumpikaan mennyt naimisiin. Vähitellen he lakkasivat
tuntemasta itseään perin onnettomiksi, mutta onnellisia ei heistä
tullut koskaan.

*****

Kauan ennen sitä aikaa, josta nyt on puhe, tuli Moreno eräänä
yönä jokseenkin myöhään kotiin iltakutsuista kenraalikuvernöörin
luota ja näki kaukaa autiolla kadulla, joka kulkee tataarilaiskaanin
entisen, nyt ruutimakasiiniksi muutetun palatsin ohi, naisolennon,
joka astui samaan suuntaan kuin hänkin. Oli talvi ja kylmä, lumi peitti
maata useampien tuumain vahvuudelta, kaikki oli jäässä ja yö
synkimmillään.

Moreno arveli itsekseen: — Kukahan tuo onneton olento lienee?

Ratsumestari oli nähnyt paljon kurjuutta ja onnettomuutta

lähimmässä ympäristössään, eikä hänen omassakaan elämässään
ollut iloa. Sellaisissa olosuhteissa muuttuu ihminen joko huonoksi tai
erikoisen kunnolliseksi. Morenosta oli tullut kunnon mies.

Niin paljon kuin pimeys salli, tarkkasivat hänen silmänsä säälien

tuon olennon yksinäistä kulkua. Huomatessaan, että nainen pysähtyi
ja horjahteli, hän kiirehti askeleitaan saavuttaakseen hänet ja
auttaakseen, mutta samassa hän suureksi hämmästyksekseen
havaitsi, että onneton olento pysähtyi juuri hänen ovensa eteen, ja
kohta kuului myös hänen takaansa nopeita askeleita.
 Moreno kääntyi ja tunsi heti 'hengen vihollisen'. Gregor Ivanitsh oli
paljain päin, turkitta ja liikkui niin nopeasti eteenpäin kuin hänen
suuresti lisääntynyt ruumiinpainonsa salli. Moreno luuli, eikä ilman
syytä, että "hengen vihollinen" oli tuota naista tavoittamassa, ja
hänen päähänsä pälkähti, että se saattaisi tapahtua huonossa
tarkoituksessa.

Hän tarttui siis Gregor Ivanitshin käteen ja huusi kovaa: "Minne

matka?"

"Herra ratsumestari, pyydän teiltä, älkää pidättäkö minua. Tyttö

parka on karkuteillä."

"Kuka? Mistä tytöstä te puhutte?"

"Selityksiin ei nyt ole aikaa, herra ratsumestari, mutta kun kerran

olette tässä, niin auttakaa minua pelastamaan hänet. Ehkä se on
vielä mahdollista, voi, ja jos kukaan pystyy häntä rauhoittamaan, niin
juuri te!"

Hän veti Morenoa mukanaan. Tämä ei pannut vastaan,

hämmästynyt kun oli, ja ollessaan vain muutaman askeleen päässä
kodistaan hän huomasi kauhukseen, kuinka nainen ojensi kätensä
ovea vasten pysyäkseen pystyssä ja samalla horjahteli: seuraavassa
silmänräpäyksessä hän varmasti syöksyisi kynnyksen yli. Moreno
tarttui häneen, kietoi käsivartensa hänen ympärilleen ja katsoi häntä
kasvoihin. Nainen oli Umm Djehan.

Tuntiessaan Morenon hän sai kuin sähköiskun, joka lyhyeksi

hetkeksi salaman tavoin antoi hänelle uutta voimaa. Umm Djehan
kietoi käsivartensa Morenon kaulaan, suuteli häntä tulisesti eikä
virkkanut muuta kuin ainoan sanan: "Hyvästi!"
 Sitten hänen käsivartensa heltisivät, ja hän vaipui taaksepäin.
Moreno katsoi häneen tyrmistyneenä ja huomasi, että hän oli kuollut.

Samassa tuli Gregor Ivanitsh paikalle ja auttoi häntä pitämään

elotonta ruumista pystyssä. Moreno tahtoi viedä hänet asuntoonsa.

"Ei", sanoi 'hengen vihollinen' päätään pudistaen, "lapsi parka on

minun luonani ollut sairaana, sentähden tahdon myös hautauttaa
hänet omalla kustannuksellani. Nyt hän on kuollut. Hän ei ole minua
rakastanut, mutta minä tahdoin hänen parastaan, ja siinä on syytä
kyllin, että saan pitää itseäni hänen ainoana omaisenaan."

"Mitä sitten oikeastaan on tapahtunut?" kysyi Moreno.

"Eipä paljoa. Hän ei halunnut joutua myydyksi, hän ei suostunut

lähtemään Trapezuntiin. Hän kieltäytyi tanssimasta, ja mitä ei
koskaan ennen ollut tapahtunut, mitä ei koskaan ennen oltu hänessä
nähty, hän kulutti yöt ja päivät itkien, hän raastoi rintojaan ja repi
kynsillä kasvojaan. Kauneudenloiste ei tiennyt enää kuinka tulisi
hänen kanssaan toimeen ja halusi kovasti päästä hänestä eroon.
Silloin sanoin puolestani Umm Djehanille: 'Tyttäreni, olet väärällä
tiellä, ja juuri henki saa ilmeisesti pääsi pyörälle. Unohda tyhmät
ajatukset! Juo, naura, laula, huvittele, anna oikuillesi täysi valta! Olet
nuori, olet kaunis, herätät ihailua ja tanssit kuin haltiatar. Kenraalikin
makaa jalkojesi juuressa, jos haluat. Minkätähden oikeastaan et
tahdo?"

Hän vastasi minulle: 'Koska rakastan saamatta vastarakkautta.'

Enempää selvää ei hänestä voinut saada. Minä, joka olin ennen

ollut häneen rakastunut, en enää siitä välittänyt, vaan otin hänet
kaikessa ystävyydessä huostaani ja vein vuokratilalleni hänen
omalla suostumuksellaan. Hoidin häntä, koetin viihdytellä — mutta
mitä arvelette — pelkästä itkemisestä hän viimein alkoi yskiä ja minä
haetin lääkärin, joka selitti, että hänen oli oltava hyvin varovainen ja
vältettävä kylmettymistä. Tiedättekö, mitä hän teki? Hän meni ulos ja
piehtaroi lumessa! Niin, henki, henki! Älkää minulle enää siitä
puhuko! Tehän olette kaikki sokeita, pakanoita! Viimein, kolme
päivää sitten, hän sanoi minulle toden totta sen, mitä teille nyt
kerron. Se on sulaa järjettömyyttä, mutta kuitenkin toistan tarkoin
hänen omat sanansa. Hän sanoi minulle: 'Vie minut Bakuun!'

'Mitäs sinä sieltä haluat?' kysyin.

'Kuolla', vastasi hän.

Tuska ahdisti hänen kurkkuaan ja minä vastasin tylysti: 'Täällä on

yhtä hyvä kuolla kuin Bakussa.'

'Ei ole! Tahdon kuolla ratsumestari Morenon kynnykselle.'

Luulin hänen puhuvan sekapäisenä. Koskaan hän ei ollut lausunut

nimeänne, ei koskaan, sanon teille, ei kertaakaan. Hän suuttui ja
vastasi minulle vihaisesti: 'Etkö ymmärrä minua?'

Kun hän suuttui, tuli häneltä verta suusta, ja hänellä oli tuntikausia
tuskia. Annoin siis perään.

'No, hyvä, mennään vain!'

"Tulimme tänne. Hän lähetti minut juuri äsken apua hakemaan

sanoen voivansa huonommin, mikä ikävä kyllä oli liiankin totta. Ja
totellessani häntä… niin, näettehän itse."

Huokaus katkaisi miesparalta äänen.

 Moreno tunsi syvää surua. Se ei tosin ollut järkevää. Suurin onni,
mikä voi Umm Djehania kohdata, oli tullut hänen osakseen. Mitä
olisikaan voinut hänestä tulla elämässä? Jos hän olisi pysynyt
todellisena ja uskollisena lesgittärenä, ei Assanoffin ja
nuoruudenunelmain menettäminen olisi murtanut hänen sydäntään.
Hän oli paljon kärsinyt, hän olisi vastedeskin epäilemättä saanut
kärsiä, mutta hänen tyydytetty ylpeytensä ja varmentunut
itsetietoisuutensa olisivat pitäneet häntä pystyssä loppuun saakka, ja
joko hän sitten olisi tanssitaitonsa tenholla lumonnut shemahalaisia
asiantuntijoita tai antanut etusijan vanhan kaimakamin maailmaa
vierovalle haaremille, niin hän olisi joka tapauksessa päässyt
korkeaan ikään ja voinut elämäniltana vaipua kuten vanhan
patriarkan vaimot rauhalliseen ja kunniakkaaseen kuolemanuneen.
Mutta hänkin oli lopulta tullut uskottomaksi kotimaansa jumalille. Hän
oli kyllä ponnistellut vastaan, kapinoinut ja urhoollisesti kaatunut
tämän vastarintansa uhrina; mutta siitä huolimatta pitää kuitenkin
paikkansa, että hän oli sydämensä pohjassa käynyt heikoksi: hän oli
rakastunut eurooppalaiseen!

Kun Moreno kertoi Assanoffille koko tarinan, koski se

sivistyneeseen tataariin tavattoman voimakkaasti. Viikkoon hän ei
selvinnyt, ja missä hänet tapasikin, hän lauloi marseljeesia.
Myöhemmin hän rauhoittui.
 *** END OF THE PROJECT GUTENBERG EBOOK
KAUKAASIALAINEN TANSSIJATAR ***

Updated editions will replace the previous one—the old editions will
be renamed.

Creating the works from print editions not protected by U.S.

copyright law means that no one owns a United States copyright in
these works, so the Foundation (and you!) can copy and distribute it
in the United States without permission and without paying copyright
royalties. Special rules, set forth in the General Terms of Use part of
this license, apply to copying and distributing Project Gutenberg™
electronic works to protect the PROJECT GUTENBERG™ concept
and trademark. Project Gutenberg is a registered trademark, and
may not be used if you charge for an eBook, except by following the
terms of the trademark license, including paying royalties for use of
the Project Gutenberg trademark. If you do not charge anything for
copies of this eBook, complying with the trademark license is very
easy. You may use this eBook for nearly any purpose such as
creation of derivative works, reports, performances and research.
Project Gutenberg eBooks may be modified and printed and given
away—you may do practically ANYTHING in the United States with
eBooks not protected by U.S. copyright law. Redistribution is subject
to the trademark license, especially commercial redistribution.

START: FULL LICENSE

THE FULL PROJECT GUTENBERG LICENSE
 PLEASE READ THIS BEFORE YOU DISTRIBUTE OR USE THIS WORK

To protect the Project Gutenberg™ mission of promoting the free

distribution of electronic works, by using or distributing this work (or
any other work associated in any way with the phrase “Project
Gutenberg”), you agree to comply with all the terms of the Full
Project Gutenberg™ License available with this file or online at
www.gutenberg.org/license.

Section 1. General Terms of Use and

Redistributing Project Gutenberg™
electronic works
1.A. By reading or using any part of this Project Gutenberg™
electronic work, you indicate that you have read, understand, agree
to and accept all the terms of this license and intellectual property
(trademark/copyright) agreement. If you do not agree to abide by all
the terms of this agreement, you must cease using and return or
destroy all copies of Project Gutenberg™ electronic works in your
possession. If you paid a fee for obtaining a copy of or access to a
Project Gutenberg™ electronic work and you do not agree to be
bound by the terms of this agreement, you may obtain a refund from
the person or entity to whom you paid the fee as set forth in
paragraph 1.E.8.

1.B. “Project Gutenberg” is a registered trademark. It may only be

used on or associated in any way with an electronic work by people
who agree to be bound by the terms of this agreement. There are a
few things that you can do with most Project Gutenberg™ electronic
works even without complying with the full terms of this agreement.
See paragraph 1.C below. There are a lot of things you can do with
Project Gutenberg™ electronic works if you follow the terms of this
agreement and help preserve free future access to Project
Gutenberg™ electronic works. See paragraph 1.E below.
1.C. The Project Gutenberg Literary Archive Foundation (“the
Foundation” or PGLAF), owns a compilation copyright in the
collection of Project Gutenberg™ electronic works. Nearly all the
individual works in the collection are in the public domain in the
United States. If an individual work is unprotected by copyright law in
the United States and you are located in the United States, we do
not claim a right to prevent you from copying, distributing,
performing, displaying or creating derivative works based on the
work as long as all references to Project Gutenberg are removed. Of
course, we hope that you will support the Project Gutenberg™
mission of promoting free access to electronic works by freely
sharing Project Gutenberg™ works in compliance with the terms of
this agreement for keeping the Project Gutenberg™ name
associated with the work. You can easily comply with the terms of
this agreement by keeping this work in the same format with its
attached full Project Gutenberg™ License when you share it without
charge with others.

1.D. The copyright laws of the place where you are located also
govern what you can do with this work. Copyright laws in most
countries are in a constant state of change. If you are outside the
United States, check the laws of your country in addition to the terms
of this agreement before downloading, copying, displaying,
performing, distributing or creating derivative works based on this
work or any other Project Gutenberg™ work. The Foundation makes
no representations concerning the copyright status of any work in
any country other than the United States.

1.E. Unless you have removed all references to Project Gutenberg:

1.E.1. The following sentence, with active links to, or other

immediate access to, the full Project Gutenberg™ License must
appear prominently whenever any copy of a Project Gutenberg™
work (any work on which the phrase “Project Gutenberg” appears, or
with which the phrase “Project Gutenberg” is associated) is
accessed, displayed, performed, viewed, copied or distributed:
 This eBook is for the use of anyone anywhere in the United
States and most other parts of the world at no cost and with
almost no restrictions whatsoever. You may copy it, give it away
or re-use it under the terms of the Project Gutenberg License
included with this eBook or online at www.gutenberg.org. If you
are not located in the United States, you will have to check the
laws of the country where you are located before using this
eBook.

1.E.2. If an individual Project Gutenberg™ electronic work is derived

from texts not protected by U.S. copyright law (does not contain a
notice indicating that it is posted with permission of the copyright
holder), the work can be copied and distributed to anyone in the
United States without paying any fees or charges. If you are
redistributing or providing access to a work with the phrase “Project
Gutenberg” associated with or appearing on the work, you must
comply either with the requirements of paragraphs 1.E.1 through
1.E.7 or obtain permission for the use of the work and the Project
Gutenberg™ trademark as set forth in paragraphs 1.E.8 or 1.E.9.

1.E.3. If an individual Project Gutenberg™ electronic work is posted

with the permission of the copyright holder, your use and distribution
must comply with both paragraphs 1.E.1 through 1.E.7 and any
additional terms imposed by the copyright holder. Additional terms
will be linked to the Project Gutenberg™ License for all works posted
with the permission of the copyright holder found at the beginning of
this work.

1.E.4. Do not unlink or detach or remove the full Project

Gutenberg™ License terms from this work, or any files containing a
part of this work or any other work associated with Project
Gutenberg™.

1.E.5. Do not copy, display, perform, distribute or redistribute this

electronic work, or any part of this electronic work, without
prominently displaying the sentence set forth in paragraph 1.E.1 with
active links or immediate access to the full terms of the Project
Gutenberg™ License.
1.E.6. You may convert to and distribute this work in any binary,
compressed, marked up, nonproprietary or proprietary form,
including any word processing or hypertext form. However, if you
provide access to or distribute copies of a Project Gutenberg™ work
in a format other than “Plain Vanilla ASCII” or other format used in
the official version posted on the official Project Gutenberg™ website
(www.gutenberg.org), you must, at no additional cost, fee or expense
to the user, provide a copy, a means of exporting a copy, or a means
of obtaining a copy upon request, of the work in its original “Plain
Vanilla ASCII” or other form. Any alternate format must include the
full Project Gutenberg™ License as specified in paragraph 1.E.1.

1.E.7. Do not charge a fee for access to, viewing, displaying,

performing, copying or distributing any Project Gutenberg™ works
unless you comply with paragraph 1.E.8 or 1.E.9.

1.E.8. You may charge a reasonable fee for copies of or providing

access to or distributing Project Gutenberg™ electronic works
provided that:

• You pay a royalty fee of 20% of the gross profits you derive from
the use of Project Gutenberg™ works calculated using the
method you already use to calculate your applicable taxes. The
fee is owed to the owner of the Project Gutenberg™ trademark,
but he has agreed to donate royalties under this paragraph to
the Project Gutenberg Literary Archive Foundation. Royalty
payments must be paid within 60 days following each date on
which you prepare (or are legally required to prepare) your
periodic tax returns. Royalty payments should be clearly marked
as such and sent to the Project Gutenberg Literary Archive
Foundation at the address specified in Section 4, “Information
about donations to the Project Gutenberg Literary Archive
Foundation.”

• You provide a full refund of any money paid by a user who

notifies you in writing (or by e-mail) within 30 days of receipt that
s/he does not agree to the terms of the full Project Gutenberg™
 License. You must require such a user to return or destroy all
copies of the works possessed in a physical medium and
discontinue all use of and all access to other copies of Project
Gutenberg™ works.

• You provide, in accordance with paragraph 1.F.3, a full refund of

any money paid for a work or a replacement copy, if a defect in
the electronic work is discovered and reported to you within 90
days of receipt of the work.

• You comply with all other terms of this agreement for free
distribution of Project Gutenberg™ works.

1.E.9. If you wish to charge a fee or distribute a Project Gutenberg™

electronic work or group of works on different terms than are set
forth in this agreement, you must obtain permission in writing from
the Project Gutenberg Literary Archive Foundation, the manager of
the Project Gutenberg™ trademark. Contact the Foundation as set
forth in Section 3 below.

1.F.

1.F.1. Project Gutenberg volunteers and employees expend

considerable effort to identify, do copyright research on, transcribe
and proofread works not protected by U.S. copyright law in creating
the Project Gutenberg™ collection. Despite these efforts, Project
Gutenberg™ electronic works, and the medium on which they may
be stored, may contain “Defects,” such as, but not limited to,
incomplete, inaccurate or corrupt data, transcription errors, a
copyright or other intellectual property infringement, a defective or
damaged disk or other medium, a computer virus, or computer
codes that damage or cannot be read by your equipment.

1.F.2. LIMITED WARRANTY, DISCLAIMER OF DAMAGES - Except

for the “Right of Replacement or Refund” described in paragraph
1.F.3, the Project Gutenberg Literary Archive Foundation, the owner
of the Project Gutenberg™ trademark, and any other party
distributing a Project Gutenberg™ electronic work under this
agreement, disclaim all liability to you for damages, costs and
expenses, including legal fees. YOU AGREE THAT YOU HAVE NO
REMEDIES FOR NEGLIGENCE, STRICT LIABILITY, BREACH OF
WARRANTY OR BREACH OF CONTRACT EXCEPT THOSE
PROVIDED IN PARAGRAPH 1.F.3. YOU AGREE THAT THE
FOUNDATION, THE TRADEMARK OWNER, AND ANY
DISTRIBUTOR UNDER THIS AGREEMENT WILL NOT BE LIABLE
TO YOU FOR ACTUAL, DIRECT, INDIRECT, CONSEQUENTIAL,
PUNITIVE OR INCIDENTAL DAMAGES EVEN IF YOU GIVE
NOTICE OF THE POSSIBILITY OF SUCH DAMAGE.

1.F.3. LIMITED RIGHT OF REPLACEMENT OR REFUND - If you

discover a defect in this electronic work within 90 days of receiving it,
you can receive a refund of the money (if any) you paid for it by
sending a written explanation to the person you received the work
from. If you received the work on a physical medium, you must
return the medium with your written explanation. The person or entity
that provided you with the defective work may elect to provide a
replacement copy in lieu of a refund. If you received the work
electronically, the person or entity providing it to you may choose to
give you a second opportunity to receive the work electronically in
lieu of a refund. If the second copy is also defective, you may
demand a refund in writing without further opportunities to fix the
problem.

1.F.4. Except for the limited right of replacement or refund set forth in
paragraph 1.F.3, this work is provided to you ‘AS-IS’, WITH NO
OTHER WARRANTIES OF ANY KIND, EXPRESS OR IMPLIED,
INCLUDING BUT NOT LIMITED TO WARRANTIES OF
MERCHANTABILITY OR FITNESS FOR ANY PURPOSE.

1.F.5. Some states do not allow disclaimers of certain implied

warranties or the exclusion or limitation of certain types of damages.
If any disclaimer or limitation set forth in this agreement violates the
law of the state applicable to this agreement, the agreement shall be
interpreted to make the maximum disclaimer or limitation permitted
by the applicable state law. The invalidity or unenforceability of any
provision of this agreement shall not void the remaining provisions.

1.F.6. INDEMNITY - You agree to indemnify and hold the

Foundation, the trademark owner, any agent or employee of the
Foundation, anyone providing copies of Project Gutenberg™
electronic works in accordance with this agreement, and any
volunteers associated with the production, promotion and distribution
of Project Gutenberg™ electronic works, harmless from all liability,
costs and expenses, including legal fees, that arise directly or
indirectly from any of the following which you do or cause to occur:
(a) distribution of this or any Project Gutenberg™ work, (b)
alteration, modification, or additions or deletions to any Project
Gutenberg™ work, and (c) any Defect you cause.

Section 2. Information about the Mission of

Project Gutenberg™
Project Gutenberg™ is synonymous with the free distribution of
electronic works in formats readable by the widest variety of
computers including obsolete, old, middle-aged and new computers.
It exists because of the efforts of hundreds of volunteers and
donations from people in all walks of life.

Volunteers and financial support to provide volunteers with the

assistance they need are critical to reaching Project Gutenberg™’s
goals and ensuring that the Project Gutenberg™ collection will
remain freely available for generations to come. In 2001, the Project
Gutenberg Literary Archive Foundation was created to provide a
secure and permanent future for Project Gutenberg™ and future
generations. To learn more about the Project Gutenberg Literary
Archive Foundation and how your efforts and donations can help,
see Sections 3 and 4 and the Foundation information page at
www.gutenberg.org.
 Section 3. Information about the Project
Gutenberg Literary Archive Foundation
The Project Gutenberg Literary Archive Foundation is a non-profit
501(c)(3) educational corporation organized under the laws of the
state of Mississippi and granted tax exempt status by the Internal
Revenue Service. The Foundation’s EIN or federal tax identification
number is 64-6221541. Contributions to the Project Gutenberg
Literary Archive Foundation are tax deductible to the full extent
permitted by U.S. federal laws and your state’s laws.

The Foundation’s business office is located at 809 North 1500 West,

Salt Lake City, UT 84116, (801) 596-1887. Email contact links and up
to date contact information can be found at the Foundation’s website
and official page at www.gutenberg.org/contact

Section 4. Information about Donations to

the Project Gutenberg Literary Archive
Foundation
Project Gutenberg™ depends upon and cannot survive without
widespread public support and donations to carry out its mission of
increasing the number of public domain and licensed works that can
be freely distributed in machine-readable form accessible by the
widest array of equipment including outdated equipment. Many small
donations ($1 to $5,000) are particularly important to maintaining tax
exempt status with the IRS.

The Foundation is committed to complying with the laws regulating

charities and charitable donations in all 50 states of the United
States. Compliance requirements are not uniform and it takes a
considerable effort, much paperwork and many fees to meet and
keep up with these requirements. We do not solicit donations in
locations where we have not received written confirmation of
compliance. To SEND DONATIONS or determine the status of
compliance for any particular state visit www.gutenberg.org/donate.

While we cannot and do not solicit contributions from states where

we have not met the solicitation requirements, we know of no
prohibition against accepting unsolicited donations from donors in
such states who approach us with offers to donate.

International donations are gratefully accepted, but we cannot make

any statements concerning tax treatment of donations received from
outside the United States. U.S. laws alone swamp our small staff.

Please check the Project Gutenberg web pages for current donation
methods and addresses. Donations are accepted in a number of
other ways including checks, online payments and credit card
donations. To donate, please visit: www.gutenberg.org/donate.

Section 5. General Information About Project

Gutenberg™ electronic works
Professor Michael S. Hart was the originator of the Project
Gutenberg™ concept of a library of electronic works that could be
freely shared with anyone. For forty years, he produced and
distributed Project Gutenberg™ eBooks with only a loose network of
volunteer support.

Project Gutenberg™ eBooks are often created from several printed

editions, all of which are confirmed as not protected by copyright in
the U.S. unless a copyright notice is included. Thus, we do not
necessarily keep eBooks in compliance with any particular paper
edition.

Most people start at our website which has the main PG search
facility: www.gutenberg.org.

This website includes information about Project Gutenberg™,

including how to make donations to the Project Gutenberg Literary
Archive Foundation, how to help produce our new eBooks, and how
to subscribe to our email newsletter to hear about new eBooks.