1 - HR Competencies (From Study Group) Flashcards
Accommodate / Smooth
Conflict Resolution Tactics
Emphasize agreement and downplay disagreement
Activity-Based Budgeting
- Based on how much it costs to perform activities
- Funding based on the strategic significance of activities
Affiliative
Leader creates strong relationships and encourages feedback
Approaches to Negotiation
- Soft: the relationship is worth more than the issue at hand.
- Hard: winning is more important than the relationship
- Principled (interest-based or integrative bargaining): the focus is on issues, finding common interests, and achieving mutual gain
Artifacts
(Data Gathering Techniques)
- Objects created by members of a culture that convey a sense of that culture’s values and priorities, beliefs, habits and rituals, or perspectives.
- May include physical workspaces, virtual environments
Artifacts - Advantages
- Provides additional insight into cultural issues
- Can be observed without the help of those being observed
Artifacts - Disadvantages
- Requires researcher to understand the principles of culture - Can create misunderstandings if the researcher is not familiar with the culture
Assert / Force
Conflict Resolution Tactics
Impose a solution
Assets
What an organization owns
= Liabilities + Equity
Attribution Theory
(Heider, Weiner)
How a person interprets causes for past success or failure impacts motivation. A leader can help employees accurately attribute causes and create opportunities for success.
Authoritarian Managers
Blake Mouton Theory
High Task, Low Relationship
Expect people to do what they are told without question and tend not to foster collaboration.
Authoritative
Leader proposes a solution and invites team to join this challenge.
Avoid Conflict Resolution Tactics
Withdraw and allow conflict to be resolved (or not) by others.
Bargaining Power of Suppliers
Porter’s Five Forces
- How vulnerable are organizations in the industry to actions of supply chain partners?
- Are there few or many suppliers?
- What would happen if a supplier went out of business?
High bargaining power, be sure job descriptions include skills such as negotiation and managing risk and competencies such as Ethical Practice and Relationship Management
Bargaining Power of the Buyers
Porter’s Five Forces
- How vulnerable are organizations to actions by consumers looking for the lowest price or large customers who can greatly affect sales and revenue?
Align compensation to motivate marketing and sales toward behaviors important to the organization’s strategic objectives
- Develop long-term or sole-source relationshps
Behavioral School
Leaders influence group members through certain behaviors.
Blake-Mouton Theory
Leadership involves managing:
- Tasks (work that must be done to attain goals)
- Employees (relationships based on social and emotional needs)
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Building Trust
- Common Values
- Aligned Interests
- Benevolence
- Capability / Competence
- Predictability and Integrity
- Communication
Business Case
- Statement of Need
- Recommend Solution
- Risk & Opportunities
- Estimated costs and time frame
Challenge of Culture
- Ethnocentrism & parochialism: limited world views
- Cultural stereotypes: judgmental characterizations
- Cultural determinism: “the culture made me do it”
- Cultural relativism: everything varies with the situation
Coaching
Leader develops team members’ skills
Coercive
Leader imposes a vision or solution
Coercive Power
Created when the leaders has the power to punish non-followers
Collaborate / Confront Conflict Resolution Tactics
Search for a “third way” that both sides can own.
Common HR Data Sources
Compromise Conflict Resolution Tactics
Ask both sides to concede some issues to reach agreement.
Conflict Resolution Tactics
- Accommodate / Smooth
- Assert / Force
- Avoid
- Collaborate / Confront
- Compromise
Consulting Model
Country Club Manager
Blake-Mouton
Low Task, High Relationship
Secure atmosphere and trust individuals to accomplish goals, avoiding punitive actions to not jeopardize relationships
Creating a Code of Conduct
- Gather information
- Draft and review
- Formally adapt & communicate
- Monitor enforcement
- Evaluate and revise
Delegating
Hershey-Blanchard Situational Leadership
Very competent; ready for autonomy and self- direction
Democratic
Leader invites followers to collaborate and acts by concensus
Dilemma Reconciliation
- Recognize: create awareness of cultural differences
- Respect: appreciate the value of difference
- Reconcile: resolve differences by finding a common path
- Realize & Root: implement solutions and institutionalize
Effective Relationships
- Improve the quality of communication
- Increase productivity by supporting collaboration
- Create a positive work environment
Emergent Leadership
A leader is not appointed but emerges from the group. The group chooses the leader based on interactions.
Empathy
Emotional Intelligence Quotient (EIQ)
Being aware and accepting of the importance and legitimacy of others’ emotions
Equity
Amount of owners’ or shareholders’ portion of a business.
= Assets - Liabilities
Errors & Bias in Statistical Analysis
May include:
- Sampling
- Selection
- Response
- Performance
- Measurement
Ethical Workplace
- Personal integrity
- Professional integrity
- Ethical agent
Evaluating Data Sources
Existing Data
(Data Gathering Technique)
- Official documents about the business and culture
- Performance data from financial records, organizational databases, and HRIS
- Correspondence and reports
- Industry data and benchmarks
Advantages
- Eliminates the effects of observation and involvement and possible biases
- Rich, multi-perspective source of data
Disadvantages:
- Can be time-insensitive
- Requires experience to extract key data
- May require ingenuity to find data
Expectancy Theory (Vroom)
Levels of effort depend on
- Expectancy
- Instrumentality
- Valence
Expert Power
Created when a leader possesses great intelligence, insight, or experience
- Internal
- Offer advice and guidance
- Win respect for team and its work throughout org
- Can create dependency and weaken team members’ initiative or discourage own contributions
Fiedler’s Contingency Theory
Leaders change the situation to make it more favorable.
Situation favorableness occurs when:
- Leader-member relationships are strong.
- Task structure and requirements are clear.
- Leader can exert necessary power to reach group’s goal.
Unfavorable situations can be changed by:
- Improving relations between leader and team.
- Changing aspects of task.
- Increasing or decreasing leader’s exercise of power.
Formal Organizational Features
- Reporting lines
- Decision-making process
- Funding process
- Strategy, mission, values
- Assessment-shaping events
Formula-Based Budgeting
Different units receive varying percentages of budget
Frequency Distributions
- Used to sort numerical data to reveal patterns
- Frequency distribution
- Lists the grouped data from lowest to highest
- Frequency table
- Shows the size of individual data groups
Functions of Management
Planning
Organizing
Staffing
Directing
Controlling
Global HR Skills
- Develop a strategic view of the organization
- Develop a global organizational culture
- Secure and grow a safe and robust talent supply chain
- Use and adapt HR technology
- Develop meaningful metric
- Develop policies and practices to manage risks
Goal Setting Theory
Motivation can be increased if employees can assess their achievement against goals.
Optimally, employees should be involved in designing goals and supported in achieving them.
Hersey-Blanchard Situational Leadership
Leaders adapt their behaviors to meet the evolving needs of team members.
- Telling
- Selling
- Participating
- Delegating
Herzberg: Motivation-Hygiene Theory
Behavior is driven by:
- Intrinsic factors (challenging work, meaningful impact of work, recognition)
- Extrinsic factors (job security, pay, conditions)
Satisfying hygiene factors can remove some discontent that interferes with motivation, but satisfactory conditions are not enough in themselves to create motivation. Motivation is created by appealing to individual desires or needs.
Histogram
- Sorts data into groups and shows relative sizes as columns of varying heights or lengths
- Supports rapid comparison
Hofstede’s Dimensions of Culture
- Power Distance
- Individualism / Collectivism
- Uncertainty Avoidance
- Masculine / Feminin
- Long-term / Short-term
- Indulgence / Restraint
Honesty
Reflects commitment to truthfulness and fairness
Avoids conflicts of interest and the use of bribery
Impactful Communication
- An understanding of the audience’s needs and perspectives
- A clear message
- Effective delivery at the center is the communicator and the perception communicators create of themselves
Impoverished Managers
Blake-Mouton Theory
Low Task, Low Relationship
Use a delegate and disappear management style
Detach themselves creating power struggles
Income Statement
Compares revenues, expenses, and profits over a specified period of time—usually a year or a quarter
Net Income = Revenues - Expenses
Profit & Loss Statement (P&L)
Incremental Budgeting
Traditional approach; prior budget is basis for next budget
Individualism / Collectivism
Hofstede’s Dimensions of Culture
- Degree of group integration:
- Individualism values self-reliance
- Collectivism values group loyalty
Indulgence / Restraint
Hofstede’s Dimensions of Culture
- Indulgence: Enjoyment of life and freedom in gratifying desires.
- Restraint: Suppression of desires in order to meet social norms.
Informal Organizational Features
- Values and beliefs
- Cross-organizational relationships
- Communication methods
- Social networks
Integrated View Of Change
Interviews
(Data Gathering)
- Offer the opportunity for follow-up questions that may not be possible in a survey or focus group.
- Are rarely the sole form of gathering data.
- Are more effective if areas of discussion and specific questions are planned Interviewer should establish a positive and trusting relationship with the interviewees.
Leadership Approaches
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
Legitimate Power
Created formally through a title or position
- Save time in decision making
- Focus team on organizational goals
- Insufficient if leader is not competent and effective at leading
Levels of Law
Lewin Change Model
Life Cycle
- Introduction: Low revenue b/c little market awareness
- Must create identity and develop value proposition
- Growth: Revenue increases
- Create processes that will increase efficiency
- Maturity
- Market is saturated
- Growth only occurs through intro of new products or customer groups
- Renewal/No Growth/Decline
- Renew by changing offerings
- Take no action and accept low revenue
- Take no action and experience decline
Long-Term / Short-Term
Hofstede’s Dimensions of Culture
- Long-term: values perseverance, thrift; orders relationships by status
- Short-term: values social traditions, respect, trading favors, greetings
Malicious Compliance
Agreeing to programs from headquarters and then sabotaging their success.
Masculine / Feminine
Hofstede’s Dimensions of Culture
- Masculine: ambitious, concerned with work and achievement
- Feminine: Nurturing, concerned with quality of life and consensus
Maslow: Needs Theory
5 categories of needs that must be met in ascending order
- Physicological
- Safety and Security
- Belonging and Love
- Esteem
- Self Actualization
A lower-level need must be relatively satisfied in order for a higher level need to emerge or serve to motivate. However no need is ever totally satisfied.
McClelland: Three Needs Theory
- Individuals are motivated by
- achievement
- affiliation
- power.
- Achievement-oriented employees are given assignments that will require and call attention to their abilities.
- Socialization events or opportunities are incorporated into team schedules for affiliation-oriented employees
- Power-oriented employees are given tasks that they can control and direct.
Middle-of-the-Road Managers
Blake-Mouton Theory
Midpoint on task and relationship
Get work done but are not considered leaders
Motivation
Emotional Intelligence Quotient (EIQ)
Possessing a passion for the job or current objective.
Understanding why people behave the way they do helps leaders influence behavior by appealing to the right needs in the right way.
Negotiating Process
- Prepare
- Build a relationship
- Exchange information
- Persuade
- Concede & agree
Nonfinancial Metrics
- Market share
- Reputation among stakeholders
- Brand awareness
- Employer brand
- Social responsibility
- Quality, customer relations, innovation
- Activity ratios
- Employee retention and job satisfaction
- Employee engagement
Observation
(Data Gathering Technique)
- Mitigates any self-reporting filters present in interviews, surveys, and focus groups.
- Strengthen the HR professional’s understanding of the work at hand and the culture of the workplace.
- Allows observers to note factors that participants are unaware of, consider routine, or are reluctant to share.
Pacesetting
Leader models high performance standards
Pareto Chart
- Ranks categories of data
- Applies Pareto Principle:
- 80% of problems are caused by 20% of causes
Participating
Competent. Included in problem-solving and coached on higher skills.
Path-Goal Theory
Leaders help employees stay on track toward goals. Involves addressing different types of employee needs:
- Directive - help to understand the task and its goal
- Supportive - fulfill the relationship needs
- Achievement - motivate by setting challenging goals
- Participative - provide more control over work and leverage group expertise through participative decision making
Paths to Effective Work Relationships
- Strive for diversity in the range of your relationships.
- Invest time and energy in developing/sustaining relationships.
- Develop an ease with “small talk” about non-work matters.
- Talk about yourself without dominating the conversation.
- Learn to ask about others without prying into personal matters.
- Be considerate of other people’s time and obligations.
Perceiving Emotion
Identifying your own and others’ emotions
Persuading
- Use reason.
- Appeal to mutually held visions or values.
- Use reciprocity (banking “favors”).
- Trade by using expertise or resources to fulfill another’s needs.
- Always use influence with honesty and concern.
- Avoid manipulating others by misusing emotional appeals and networking.
Pie Chart
- Depicts as slices of a circle that comprise 100% of the data group
- Communicates high-level information about data distribution
Porter’s Five Forces
Power Distance Hofstede’s Dimensions of Culture
Extent to which unequal distribution of power is accepted
Protecting the Rights of Others
Aims for conduct that respects others’ safety, well-being, privacy
Referent Power
Created by the force of the leader’s personality
Ability to attract admiration, affection and/or loyalty
- Internal
- Appeals to social needs
- Will weaken if leader is not competent, effective and fair
Regression Analysis
Identify relationships between variables and their strength
Regulation Emotion
Detaching from emotions when they get in the way
Religious Law
- Based on religious beliefs and conventions (a mix of written codes and interpretations).
- Can influence HR policies and practices.
Reward Power
Created when followers receive something they value in exchange for a commitment
- Appeal to team members’ individual motivators
- Useful only when leader has access to and can extend team members meaningful rewards
Rivalry Among Existing Competitors
Porter’s Five Forces
All of the other forces have the potential to increase the intensity of competition within the industry.
Sampling (Data)
- Must represent the population being measured
- Must be sufficiently large to include possible variations
Scatter Diagram
- Plots data points against variable
- Tightness of clustering indicates the strength of the relationship
- Direction of the line indicates a positive or negative relationship of the variables
Self Awareness
Emotional Intelligence Quotient (EIQ)
Becoming aware of your emotions and needs and their effect on work relationships.
Self Regulation
Emotional Intelligence Quotient (EIQ)
Learning to control and accommodate one’s emotions
Self-Determination Theory
Individuals are motivated by innate needs:
- Competence
- Relatedness
- Autonomy (need to feel that one has control over one’s life)
- Purpose (sense that one’s actions have effects beyond individual or workplace)
Selling
Hersey Blanchard Situational Leadership
Competent but not fully motivated
“why are we doing this”
Situational Theories
- Extend the behavioral concept
- the effectiveness of different leadership styles depends on the situation.
- Leadership style is most effective when it flexes to the situation or the employees involved.
Social Skills (Social Intelligence)
Emotional Intelligence Quotient (EIQ)
Being able to create connections or rapport with others
Steps in Evidence-Based Decision Making
Surveys and Questionnaires
(Data Gathering)
Relatively inexpensive ways to gather a large amount of data from a large and dispersed group of subjects
- Obtain a valid sample
- Design the survey with analysis in mind
- Asking the right questions (for example, questions that reflect appropriate internal and external factors and are mindful of language and cultural differences)
Team Leaders
Blake-Mouton Theory
High Task, High Relationship
Lead by positive example
Foster team environment
Encourage individual and team development
Telling
Not yet motivated or competent
Theory X & Theory Y
- Theory X leaders believe that people must be strictly controlled and forced to work
- Theory Y leaders believe that employees dislike rigid controls and inherently want to accomplish something.
Threat of Entry
Porter’s Five Forces
- How easy it is for a new competitor to enter the industry?
- How much capital investment is required?
- How much times does it generally take for a new entry to become a threat to market share?
High, management and the workforce must be nimble.
Threat of Substitution
How easy it is for a competitor to capture customers by offering a similar product or a product that satisfies the same need but perhaps in a different way?
High threat, HR will need to develop a strategy that promotes cost efficiency
Low threat, develop entrepreneurial culture b/c the organization will have more capital to invest
Tools for Group Decision Making
- SWOT Analysis
- Multi-criteria decision analysis (MCDA)
- Cost-benefit analysis (CBA)
- Force-field analysis
Trait Theory
Leaders possess certain innate characteristics:
- Physical characteristics
- Personality traits
Trend Diagram
- Plots data points of a defined variable over time
- Shows cycles or developing trends
Trompenaars’s and Hampden-Turner’s Dilemmas
- Universal vs. particular
- Set of defined rules vs. context of each case
- Individual vs. communitarian
- Neutral vs. affective
- Control outward expression vs. display emotions in public
- Specific vs. diffuse
- Distinguish public/private life
- Achieved vs. ascribed
- Judged by what they have a achieved vs. wealth, gender, class
- Sequential vs. synchronic
- Time, plans are important to the future vs. flexible
- Internal vs. external
- Own path vs. fate
Types of Power
- Legitimate
- Reward
- Expert
- Referent
- Coercive
Uncertainty Avoidance
Hofstede’s Dimensions of Culture
- Tolerance for uncertainty, ambiguity.
- Comfort with new, unexpected situations.
Understanding Emotion
Interpreting complex emotions and understanding their causes.
Using emotion to facilitate thought
Decision making, problem-solving, etc., within the context of emotions
Zero-Based Budgeting
Each unit of goal is ranked, and available funds are allocated, with budgets starting at zero
Emotional Intelligence
The quality of being sensitive to and understanding of one’s own and others’ emotions and the ability to manage one’s own emotions and impulses.
- Perceiving emotion
- Using emotion to facilitate thought
- Understanding emotion
- Regulating emotion
Needs Theory
Individuals are motivated by desire to satisfy certain needs.
Understanding these needs allows leaders to offer the right incentives and create the most motivational external environments.
Layers of Culture
- Artifacts/products: food, dress, humor, music (explicit culture)
- Norms/values: Less obvious are the sense of acceptable behaviors
- Basic assumptions: Core beliefs about how the world is and ought to be (implicit)
High-Context Culture
- Statements meaning includes verbal message and the nonverbal and social and historic content attached.
- Implied
Low-Context Culture
- Statements meaning is encoded in its words only
- Directly stated
