Competencies Flashcards
9 competencies covered in SHRM-BASK
Privacy
An individual’s right to freedom from intrusion (by viewing, monitoring, reading, etc.) into matters, actions, or information that is personal.
Ethical Practice Competency
Transparency
Extent to which an organization’s agreements, dealings, information, practices, and transitions are open to disclosure and review by relevant persons.
Ethical Practice Competency
Authenticity
Ability to stay true to values and maintain integrity in both personal and professional lives and, from an organization perspective, approach to forming and maintaining relationships with colleagues and others in the organization.
Ethical Practice Competency
Bribery
Exchange of anything of value to gain greater influence or preference.
Ethical Practice Competency
Code of Conduct
Principle that guide decision making and behavior in an organization.
Ethical Practice Competency
Confidentiality
Treatment of personal information that has been disclosed to another person or organization.
Ethical Practice Competency
Integrity
Maintaining consistency between one’s values and one’s actions.
Ethical Practice Competency
Conflict of interest
Situation in which a person or organization may benefit form undue influence due to involvement in outside activities, relationships, or investments that conflict with or have an impact on the employment relationship or its outcomes.
Ethical Practice Competency
Affiliative leadership approach
Leadership approach in which the leader creates strong relationships with and inside the team; team members are motivated by loyalty.
Leadership & Navigation
Authoritative leadership approach
Leadership approach in which the leader proposes a bold vision or solution and invites the team to join this challenge.
Leadership & Navigation
Coaching leadership approach
Leadership approach in which the leader focuses on developing team members’ skills, believing that success comes from aligning the organization’s goals with employees’ personal and professional goals.
Leadership & Navigation
Coercive leadership approach
Leadership approach in which the leader imposes a vision or solution on the team and demands that the team follow this directive.
Leadership & Navigation
Democratic leadership approach
Leadership approach in which the leader invites followers to collaborate and commits to acting by consensus.
Leadership & Navigation
Pacesetting leadership approach
Leadership approach in which the leader sets a model for high performance standards and challenges follower to meet these expectations.
Leadership & Navigation
Motivation
Factors that initiate, direct, and sustain human behavior over time.
Leadership & Navigation
Reward power
Power that is created when the leader can offer followers something that value in exchange for their commitment.
Leadership & Navigation
Expert Power
Power that is created when a leader is recognizes as possessing great intelligence, insight, or experiences.
Leadership & Navigation
Referent Power
Power that is created by the force of the leader’s personality.
Leadership & Navigation
Legitimate power
Power that is created formally, through a title or position in the hierarchy that is associated with the rights of leadership.
Leadership & Navigation
Coercive Power
Power that is created when the leader can punish those who do not follow.
Leadership & Navigation
Needs theory
Motivation theory that states that individuals are motivated by a desire to satisfy certain needs and the understanding these needs allows leaders to off the right incentives and create the most motivational external environments; includes self-determination and theories of Maslow, Herzberg, and Mclelland.
Leadership & Navigation
Emergent theory
Leadership theory that states that leaders are not appointed but emerge from the group, which chooses the leader based on interactions.
Leadership & Navigation
Theory X/ Theory Y
Motivational theories dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant or absolution critical.
X= negative, assuming employees don’t want to work.
Y= Positive, assumes that employees are self-motivated, and flourish on responsibility
Leadership & Navigation
Expectancy Theory
Motivation theory that states that effort increases in relation to one’s confidence that the behavior will result in a positive outcome and reward; includes Vroom’s theory.
Leadership & Navigation
Goal-setting theory
Theory that states that motivation can be increased by providing employees with goals against which they can assess their achievement.
Leadership & Navigation
Behavioral theories
Category of leadership theories that states that leaders influence group members through certain behaviors; includes Blake Mounton theory.
Leadership & Navigation
Leader-member exchange theory
Leadership theory that focuses on a two way relationship between leaders and chosen employees; the leader mentors selected team members and gives them access to more information and resources in order to strengthen levels of trust and support.
Leadership & Navigation
Trait theory
Leadership theory that states that leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics and personality traits.
Leadership & Navigation
Situational theories
Category of leadership theories that states that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors; includes Hersey-Blanchard situational leadership, Fiedler’s contingency theory, and path goal theory.
Leadership & Navigation
Attribution theory
Motivation theory that states that the way a person interprets the causes for past success or failure is related to the present level of motivation; includes theories of Heider and Weiner.
Leadership & Navigation
Equity theory
Theory that states that motivation is bases on an employee’s sense of fairness; the individuals compare their perceived value with that of others in similar roles and makes a calculation based on their inputs and outputs.
Leadership & Navigation
Sevant leadership
Leadership theory in which the leaders’ goal is to serve the needs of their employees; emphasizes that sharing of power.
Leadership & Navigation
Transformational leadership
Leadership theory that emphasizes a leader’s ability to inspire employees to embrace change; leaders encourage and motivate employees to innovate and seek out changes that can add value and growth to the organization.
Leadership & Navigation
Transactional leadership
Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.
Leadership & Navigation
Blake Mouton Theory
a behavioral leadership model that aims to help managers understand their leadership style based on two key dimensions: concern for people and concern for production (task).
5 Types, Impoverished, Country Club, Produce or Perish, Middle of the Road, Team
Blake Mouton Theory, Impoverished
This style reflects low concern for both people and production. Leaders with this style are generally disengaged and have minimal involvement with their team or task outcomes.
Blake Mouton Theory, Country Club
This style indicates high concern for people but low concern for production. Leaders in this category focus heavily on creating a positive work environment and building relationships but may neglect task completion.
Blake Mouton Theory, Produce to Perish
This style emphasizes high concern for production but low concern for people. Leaders in this category prioritize achieving goals and maximizing productivity but may overlook team morale or individual needs.
Blake Mouton Theory, Middle of the Road
This style represents a balanced approach with moderate concern for both people and production. Leaders aim to maintain a satisfactory level of performance in both areas but may not excel in either.
Black Mouton Theory, Team
This style reflects high concern for both people and production. Leaders in this category strive to create a positive work environment, foster teamwork, develop individuals, and achieve organizational goals simultaneously.
Hersey-Blanchard Situation Leadership
Situational Leadership Model that is a framework that focuses on adapting leadership styles based on the readiness or maturity of followers.
Fiedler’s Contingency Theory
a leadership theory that posits that effective leadership depends on the interaction between the leader’s style and the situational favorableness (or contingency) of the leadership situation. The theory emphasizes that there is no one-size-fits-all approach to leadership and that different leadership styles may be more effective depending on the situation.
Path Goal Theory
a leadership theory that focuses on how leaders can help followers achieve their goals by clarifying the path to success and providing the necessary support and motivation.
Maslow
Maslow’s Hierarchy of Needs, is a psychological framework that describes human motivation and the hierarchy of needs that drive human behavior.
Physiological Needs
Safety Needs
Love and Belonginess needs.
Esteem Needs
Self-Actualization Needs
Herzberg
Herzberg’s Two-Factor Theory, also known as the Motivation-Hygiene Theory, is a psychological theory. The theory focuses on the factors that contribute to job satisfaction and dissatisfaction in the workplace.
McClelland
Three Needs Theory, also called the Achievement Motivation Theory, which focuses on three fundamental needs that drive human behavior: achievement, power, and affiliation.
Self Determination
Self-Determination Theory (SDT) is a psychological framework developed by Edward L. Deci and Richard M. Ryan that focuses on human motivation and personality development. The theory posits that individuals have three basic psychological needs that, when satisfied, contribute to their intrinsic motivation and well-being.
Vroom
is a motivational theory that focuses on the relationship between effort, performance, and outcomes. The theory suggests that individuals are motivated to act in a certain way based on their beliefs about the outcomes of their actions and the probability of achieving those outcomes.
High- context cultures
Societies or groups characterized by complex, usually longstanding networks of relationships; members share a rich history of common experience, so the way they interact and interpret events is often not apparent to outsiders. Examples include Japan and China. Prefer to get to know someone before they do business.
Global Mindset
Rule of law
Concept that stipulates that no individual is beyond the reach of the law and that authority is exercised only in accordance with written and publicly disclose laws.
Global Mindset
Common Law
Legal system in which each case is considered in terms of how it relates to legal decisions that have already been made; evolves through judicial decisions over time.
Global Mindset
Low-context cultures
Societies in which relationships have less history; individuals know each other less well and don’t share a common database of experience, so communication must be very explicit. Examples include United States and Canada. What you say is what you mean.
Global Mindset
Cultural intelligence
Capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts.
Global Mindset
Culture
Basic beliefs, attitudes, values, behaviors, and customs shared and followed by members of a group which give rise to the group’s sense of identity.
Global Mindset
Civil law
Legal system based on written codes (law, rules, or regulations.)
Global Mindset
Global mindset
Ability to take an international perspective, inclusive of other cultures’ views.
Global Mindset
Due Process
Concept that the laws are enforced only through accepted, codified procedures.
Global Mindset
Jurisdiction
Right to legal body to exert authority over a given geographical territory, subject matter, or persons or institutions.
Global Mindset
Emotional intelligence
Ability to be sensitive to and understand one’s own and others’ emotions and impulses.
Stakeholder concept
Concept that proposes that any organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activates.
Networking
Process of developing mutually beneficial contacts through the exchange of information.
Negotiation
Process by which two or more parties work together to reach agreement on a matter.
Principled negotiation
Process in which negotiators aim for mutual gain, emphasizing the need to focus on the problem instead of personal differences and on mutually beneficial outcomes.
Analytical Processing
Applications that can analyze data faster and, in more ways, than traditional relational databases, offering a multidimensional analysis of business data.
Accounts payable
Money an organization owes its venders and suppliers
Assets
Finacial, physical, and sometimes intangible properties an organiation owns.
Accounts receivable
Money an organization’s customers owe the organization.
Equity
Amount of owners’ or shareholders’ portion of a business
Gross Profit margin
Ratio of gross profit to net sales
cash flow statement
Statement of an organization’s ability to meet its current and short-term obligations, showing income and outgoing cash and cash reserves in operations, investments, and financing.
Value
The benefit created when an organization meets its strategic goals, measure of usefulness, worth, or importance.
Enterprise resource planning (ERP)
Business management software, usually a suite of integrated applications, that a company can use to collect, store, manage, and interpret data from many businesses activates.
Value chain
The process by which an organization creates the product or service it offers to the customer.
Business case
Presentation to management that establishes that a specific problem exists and argues for a proposed solution.
Liabilities
Organization’s debts and other finacial obligations.
Balanced scorecard
Performance management tool that depicts an organization’s overall performance, as measured against goals, lagging indicators, and leading indicators.
Income statement
Statement that reports revenues, expenses, and profits for a specified period of time, for example, quarterly or annually.
Balance Sheet
Statement of an organization’s financial position at a specific point in time. showing assets liabilities and shareholder equity.
Net profit margin
Ratio of net income (gross sales minus expenses and taxes) to net sales.
Business intelligence
Ability to use information to gain a deeper understanding of an organization and make sound business decisions.
Service-level agreement
Document that defines the output customers can expect.
Nonverbals
Components of a message apart from its words. this could include physical gestures and posture and vocal tones, volume, and speed..
Noise
In communications, any factor that can disrupt the sending and receipt of a message -for example, physical factors such as loud environments, cultural factors such as a distinctive accent, or cognitive factors such as the use of unfamiliar jargon.
Framing
Process of constructing a message so that an audience sees communicated facts in a certain way and is persuaded to take a certain action.
Active listening
Communication technique to increase the engagement between communicators and their audiences. It involves two-way communication and attention to nonverbal signs that indicate interest and reactions to the message and speaker.
Mean
Average score of value
Median
Middle value in a range of values
Delphi technique
Technique that progressively collects information from a group of anonymous respondents
Focus group
Small group of invited persons (typically six to twelve) who actively participate in a structured discussion, led by a facilitator, for the purpose of eliciting their input.
Affinity diagramming
Data-sorting technique in which a group categorizes and subcategorizes data until relationships are clearly drawn.
Regression analysis
Statistical method used to determine whether a relationship exists between variables and the strength of the relationship.
Variance analysis
Statistical method for identifying the degree of difference between planning and actual performance or outcomes.
Reliability
Extent to which a measurement instrument provides consistent results.
Weighted mean
Average of data that adds factors to reflect the importance of different values.
Quantitative date
Objective measurements that can be verified and used in statistical analysis.
Unweighted mean
Raw average of data that gives equal weight to all values, with no regard for other factors.
Ratio analysis
Comparing the sizes of two variables to produce an index or percentage; commonly used to analyze financial statements.
Validity
Extent to which a measurement instrument measures what it is inteded to measure.
Nominal group technique (NGT)
Technique in which participants each suggest ideas though a series of rounds and then discuss the items, eliminate redundancies and irrelevancies, and agree on the importance of the remaining items.
Standard deviation
Distance of any date point from the center of a distribution when data is distributed in a “normal” or expected pattern.
Qualitative date
Subjective evaluation of actions, feelings, or behaviors.
Trend analysis
Statistical method that examines data from different points in time to determine if a variance is an isolated event or if it is part of a longer trend.
Mind mapping
Data-sorting technique in which group members add related ideas and indicate logical connections, eventually grouping similar ideas.
Root-cause analysis
Type of analysis that starts with a result and then works backward to identify fundamental cause.
Mode
Value that occurs most frequently in a set of data.
Scenario/what if analysis
Statistical method used to test the possible effects of altering the details of a strategy to see if the likely outcome can be improved.
Neurodiversity
Refers to a workforce that approaches problems using different conceptual thought approaches that may stem form atypical brain structure, ADD,ADHD and autism.
Covering
Defensive behavior that occurs when an organization recruits a diverse workforce but, consciously or otherwise, promotes assimilation rather than inclusion.
Cultural taxation
Additional workload that is generated for members of an underrepresented group due to their requested participation in DE&I efforts.
Diversity
The similarities and differences between individuals, accounting for all aspects of one’s personality and individual identity.
Employee resource group (ERG)
Voluntary group for employees who share a particular diversity dimension (race, religion, ethnicity, sexual orientation, etc. ) ; also known as affinity group or network group.
Impostor syndrome
A feeling that one’s success is due to luck, not hard work or skill; can lead individuals to feeling unfit for their current role.I
Inclusion
Extent to which each person in an organization feels welcomed, respected, supported, and valued as a team member.
Multi-criteria decision analysis (MCDA)
Type of analysis in which a team determines critical characteristics of a successful decision and then uses a matrix to score each alternative and compare results.
J curve
Visualization of the impact of change on productivity. When change is introduced, there is typically a decrease in productivity and then a gradual return to or, ideally, a surpassing of previous levels of productivity.
SOAR analysis
Type of analysis in which a group identifies strengths, opportunities, aspirations, and results; a framework that combines fact finding with an organization’s goals and desires, presenting an analysis of the organization’s actual state of how it will measure achievement.
Force-field analysis
Tools designed to analyze the forces favoring and opposing a particular change; a group identifies and weights Factos that could influence an outcome in either a negative or positive manner according to their possible impact and then uses these factors to score different opportunities.
Consultation
Providing guidance to organizational stakeholders; involves diagnosing problems or identifying opportunities, developing effective solutions, winning support for solutions, and implementing them effectively.
