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SHRM CP 2020 > 1 - HR Competencies (From Study Group) > Flashcards

1 - HR Competencies (From Study Group) Flashcards

1
Q

Accommodate / Smooth

Conflict Resolution Tactics

A

Emphasize agreement and downplay disagreement

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2
Q

Activity-Based Budgeting

A
  • Based on how much it costs to perform activities
  • Funding based on the strategic significance of activities
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3
Q

Affiliative

A

Leader creates strong relationships and encourages feedback

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4
Q

Approaches to Negotiation

A
  • 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
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5
Q

Artifacts

(Data Gathering Techniques)

A
  • 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
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6
Q

Artifacts - Advantages

A
  • Provides additional insight into cultural issues
  • Can be observed without the help of those being observed
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7
Q

Artifacts - Disadvantages

A
  • Requires researcher to understand the principles of culture - Can create misunderstandings if the researcher is not familiar with the culture
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8
Q

Assert / Force

Conflict Resolution Tactics

A

Impose a solution

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9
Q

Assets

A

What an organization owns

= Liabilities + Equity

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10
Q

Attribution Theory

(Heider, Weiner)

A

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.

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11
Q

Authoritarian Managers

Blake Mouton Theory

A

High Task, Low Relationship

Expect people to do what they are told without question and tend not to foster collaboration.

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12
Q

Authoritative

A

Leader proposes a solution and invites team to join this challenge.

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13
Q

Avoid Conflict Resolution Tactics

A

Withdraw and allow conflict to be resolved (or not) by others.

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14
Q

Bargaining Power of Suppliers

Porter’s Five Forces

A
  • 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

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15
Q

Bargaining Power of the Buyers

Porter’s Five Forces

A
  • 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
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16
Q

Behavioral School

A

Leaders influence group members through certain behaviors.

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17
Q

Blake-Mouton Theory

A

Leadership involves managing:

  • Tasks (work that must be done to attain goals)
  • Employees (relationships based on social and emotional needs)
    *
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18
Q

Building Trust

A
  • Common Values
  • Aligned Interests
  • Benevolence
  • Capability / Competence
  • Predictability and Integrity
  • Communication
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19
Q

Business Case

A
  1. Statement of Need
  2. Recommend Solution
  3. Risk & Opportunities
  4. Estimated costs and time frame
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20
Q

Challenge of Culture

A
  • Ethnocentrism & parochialism: limited world views
  • Cultural stereotypes: judgmental characterizations
  • Cultural determinism: “the culture made me do it”
  • Cultural relativism: everything varies with the situation
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21
Q

Coaching

A

Leader develops team members’ skills

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22
Q

Coercive

A

Leader imposes a vision or solution

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23
Q

Coercive Power

A

Created when the leaders has the power to punish non-followers

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24
Q

Collaborate / Confront Conflict Resolution Tactics

A

Search for a “third way” that both sides can own.

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25
Q

Common HR Data Sources

A
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26
Q

Compromise Conflict Resolution Tactics

A

Ask both sides to concede some issues to reach agreement.

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27
Q

Conflict Resolution Tactics

A
  • Accommodate / Smooth
  • Assert / Force
  • Avoid
  • Collaborate / Confront
  • Compromise
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28
Q

Consulting Model

A
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29
Q

Country Club Manager

Blake-Mouton

A

Low Task, High Relationship

Secure atmosphere and trust individuals to accomplish goals, avoiding punitive actions to not jeopardize relationships

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30
Q

Creating a Code of Conduct

A
  1. Gather information
  2. Draft and review
  3. Formally adapt & communicate
  4. Monitor enforcement
  5. Evaluate and revise
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31
Q

Delegating

Hershey-Blanchard Situational Leadership

A

Very competent; ready for autonomy and self- direction

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32
Q

Democratic

A

Leader invites followers to collaborate and acts by concensus

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33
Q

Dilemma Reconciliation

A
  • 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
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34
Q

Effective Relationships

A
  • Improve the quality of communication
  • Increase productivity by supporting collaboration
  • Create a positive work environment
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35
Q

Emergent Leadership

A

A leader is not appointed but emerges from the group. The group chooses the leader based on interactions.

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36
Q

Empathy

Emotional Intelligence Quotient (EIQ)

A

Being aware and accepting of the importance and legitimacy of others’ emotions

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37
Q

Equity

A

Amount of owners’ or shareholders’ portion of a business.

= Assets - Liabilities

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38
Q

Errors & Bias in Statistical Analysis

A

May include:

  • Sampling
  • Selection
  • Response
  • Performance
  • Measurement
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39
Q

Ethical Workplace

A
  • Personal integrity
  • Professional integrity
  • Ethical agent
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40
Q

Evaluating Data Sources

A
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41
Q

Existing Data

(Data Gathering Technique)

A
  • 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
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42
Q

Expectancy Theory (Vroom)

A

Levels of effort depend on

  • Expectancy
  • Instrumentality
  • Valence
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43
Q

Expert Power

A

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
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44
Q

Fiedler’s Contingency Theory

A

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.
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45
Q

Formal Organizational Features

A
  • Reporting lines
  • Decision-making process
  • Funding process
  • Strategy, mission, values
  • Assessment-shaping events
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46
Q

Formula-Based Budgeting

A

Different units receive varying percentages of budget

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47
Q

Frequency Distributions

A
  • 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
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48
Q

Functions of Management

A

Planning

Organizing

Staffing

Directing

Controlling

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49
Q

Global HR Skills

A
  • 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
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50
Q

Goal Setting Theory

A

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.

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51
Q

Hersey-Blanchard Situational Leadership

A

Leaders adapt their behaviors to meet the evolving needs of team members.

  • Telling
  • Selling
  • Participating
  • Delegating
52
Q

Herzberg: Motivation-Hygiene Theory

A

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.

53
Q

Histogram

A
  • Sorts data into groups and shows relative sizes as columns of varying heights or lengths
  • Supports rapid comparison
54
Q

Hofstede’s Dimensions of Culture

A
  • Power Distance
  • Individualism / Collectivism
  • Uncertainty Avoidance
  • Masculine / Feminin
  • Long-term / Short-term
  • Indulgence / Restraint
55
Q

Honesty

A

Reflects commitment to truthfulness and fairness

Avoids conflicts of interest and the use of bribery

56
Q

Impactful Communication

A
  • 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
57
Q

Impoverished Managers

Blake-Mouton Theory

A

Low Task, Low Relationship

Use a delegate and disappear management style

Detach themselves creating power struggles

58
Q

Income Statement

A

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)

59
Q

Incremental Budgeting

A

Traditional approach; prior budget is basis for next budget

60
Q

Individualism / Collectivism

Hofstede’s Dimensions of Culture

A
  • Degree of group integration:
    • Individualism values self-reliance
    • Collectivism values group loyalty
61
Q

Indulgence / Restraint

Hofstede’s Dimensions of Culture

A
  • Indulgence: Enjoyment of life and freedom in gratifying desires.
  • Restraint: Suppression of desires in order to meet social norms.
62
Q

Informal Organizational Features

A
  • Values and beliefs
  • Cross-organizational relationships
  • Communication methods
  • Social networks
63
Q

Integrated View Of Change

A
64
Q

Interviews

(Data Gathering)

A
  • 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.
65
Q

Leadership Approaches

A

Coercive

Authoritative

Affiliative

Democratic

Pacesetting

Coaching

66
Q

Legitimate Power

A

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
67
Q

Levels of Law

A
68
Q

Lewin Change Model

A
69
Q

Life Cycle

A
  1. Introduction: Low revenue b/c little market awareness
    • Must create identity and develop value proposition
  2. Growth: Revenue increases
    • Create processes that will increase efficiency
  3. Maturity
    • Market is saturated
    • Growth only occurs through intro of new products or customer groups
  4. Renewal/No Growth/Decline
    • Renew by changing offerings
    • Take no action and accept low revenue
    • Take no action and experience decline
70
Q

Long-Term / Short-Term

Hofstede’s Dimensions of Culture

A
  • Long-term: values perseverance, thrift; orders relationships by status
  • Short-term: values social traditions, respect, trading favors, greetings
71
Q

Malicious Compliance

A

Agreeing to programs from headquarters and then sabotaging their success.

72
Q

Masculine / Feminine

Hofstede’s Dimensions of Culture

A
  • Masculine: ambitious, concerned with work and achievement
  • Feminine: Nurturing, concerned with quality of life and consensus
73
Q

Maslow: Needs Theory

A

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.

74
Q

McClelland: Three Needs Theory

A
  • 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.
75
Q

Middle-of-the-Road Managers

Blake-Mouton Theory

A

Midpoint on task and relationship

Get work done but are not considered leaders

76
Q

Motivation

Emotional Intelligence Quotient (EIQ)

A

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.

77
Q

Negotiating Process

A
  1. Prepare
  2. Build a relationship
  3. Exchange information
  4. Persuade
  5. Concede & agree
78
Q

Nonfinancial Metrics

A
  • Market share
  • Reputation among stakeholders
  • Brand awareness
  • Employer brand
  • Social responsibility
  • Quality, customer relations, innovation
  • Activity ratios
  • Employee retention and job satisfaction
  • Employee engagement
79
Q

Observation

(Data Gathering Technique)

A
  • 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.
80
Q

Pacesetting

A

Leader models high performance standards

81
Q

Pareto Chart

A
  • Ranks categories of data
  • Applies Pareto Principle:
    • 80% of problems are caused by 20% of causes
82
Q

Participating

A

Competent. Included in problem-solving and coached on higher skills.

83
Q

Path-Goal Theory

A

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
84
Q

Paths to Effective Work Relationships

A
  • 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.
85
Q

Perceiving Emotion

A

Identifying your own and others’ emotions

86
Q

Persuading

A
  • 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.
87
Q

Pie Chart

A
  • Depicts as slices of a circle that comprise 100% of the data group
  • Communicates high-level information about data distribution
88
Q

Porter’s Five Forces

A
89
Q

Power Distance Hofstede’s Dimensions of Culture

A

Extent to which unequal distribution of power is accepted

90
Q

Protecting the Rights of Others

A

Aims for conduct that respects others’ safety, well-being, privacy

91
Q

Referent Power

A

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
92
Q

Regression Analysis

A

Identify relationships between variables and their strength

93
Q

Regulation Emotion

A

Detaching from emotions when they get in the way

94
Q

Religious Law

A
  • Based on religious beliefs and conventions (a mix of written codes and interpretations).
  • Can influence HR policies and practices.
95
Q

Reward Power

A

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
96
Q

Rivalry Among Existing Competitors

Porter’s Five Forces

A

All of the other forces have the potential to increase the intensity of competition within the industry.

97
Q

Sampling (Data)

A
  • Must represent the population being measured
  • Must be sufficiently large to include possible variations
98
Q

Scatter Diagram

A
  • 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
99
Q

Self Awareness

Emotional Intelligence Quotient (EIQ)

A

Becoming aware of your emotions and needs and their effect on work relationships.

100
Q

Self Regulation

Emotional Intelligence Quotient (EIQ)

A

Learning to control and accommodate one’s emotions

101
Q

Self-Determination Theory

A

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)
102
Q

Selling

Hersey Blanchard Situational Leadership

A

Competent but not fully motivated

“why are we doing this”

103
Q

Situational Theories

A
  • 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.
104
Q

Social Skills (Social Intelligence)

Emotional Intelligence Quotient (EIQ)

A

Being able to create connections or rapport with others

105
Q

Steps in Evidence-Based Decision Making

A
106
Q

Surveys and Questionnaires

(Data Gathering)

A

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)
107
Q

Team Leaders

Blake-Mouton Theory

A

High Task, High Relationship

Lead by positive example

Foster team environment

Encourage individual and team development

108
Q

Telling

A

Not yet motivated or competent

109
Q

Theory X & Theory Y

A
  • 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.
110
Q

Threat of Entry

Porter’s Five Forces

A
  • 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.

111
Q

Threat of Substitution

A

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

112
Q

Tools for Group Decision Making

A
  • SWOT Analysis
  • Multi-criteria decision analysis (MCDA)
  • Cost-benefit analysis (CBA)
  • Force-field analysis
113
Q

Trait Theory

A

Leaders possess certain innate characteristics:

  • Physical characteristics
  • Personality traits
114
Q

Trend Diagram

A
  • Plots data points of a defined variable over time
  • Shows cycles or developing trends
115
Q

Trompenaars’s and Hampden-Turner’s Dilemmas

A
  • 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
116
Q

Types of Power

A
  • Legitimate
  • Reward
  • Expert
  • Referent
  • Coercive
117
Q

Uncertainty Avoidance

Hofstede’s Dimensions of Culture

A
  • Tolerance for uncertainty, ambiguity.
  • Comfort with new, unexpected situations.
118
Q

Understanding Emotion

A

Interpreting complex emotions and understanding their causes.

119
Q

Using emotion to facilitate thought

A

Decision making, problem-solving, etc., within the context of emotions

120
Q

Zero-Based Budgeting

A

Each unit of goal is ranked, and available funds are allocated, with budgets starting at zero

121
Q

Emotional Intelligence

A

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
122
Q

Needs Theory

A

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.

123
Q

Layers of Culture

A
  • 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)
124
Q

High-Context Culture

A
  • Statements meaning includes verbal message and the nonverbal and social and historic content attached.
  • Implied
125
Q

Low-Context Culture

A
  • Statements meaning is encoded in its words only
  • Directly stated

SHRM CP 2020 (19 decks)

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