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SHRM Learning System Vocab > Competencies > Flashcards

Competencies Flashcards

9 competencies covered in SHRM-BASK

1
Q

Privacy

A

An individual’s right to freedom from intrusion (by viewing, monitoring, reading, etc.) into matters, actions, or information that is personal.

Ethical Practice Competency

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2
Q

Transparency

A

Extent to which an organization’s agreements, dealings, information, practices, and transitions are open to disclosure and review by relevant persons.

Ethical Practice Competency

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3
Q

Authenticity

A

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

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4
Q

Bribery

A

Exchange of anything of value to gain greater influence or preference.

Ethical Practice Competency

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5
Q

Code of Conduct

A

Principle that guide decision making and behavior in an organization.

Ethical Practice Competency

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6
Q

Confidentiality

A

Treatment of personal information that has been disclosed to another person or organization.

Ethical Practice Competency

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7
Q

Integrity

A

Maintaining consistency between one’s values and one’s actions.

Ethical Practice Competency

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8
Q

Conflict of interest

A

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

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9
Q

Affiliative leadership approach

A

Leadership approach in which the leader creates strong relationships with and inside the team; team members are motivated by loyalty.

Leadership & Navigation

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10
Q

Authoritative leadership approach

A

Leadership approach in which the leader proposes a bold vision or solution and invites the team to join this challenge.

Leadership & Navigation

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11
Q

Coaching leadership approach

A

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

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12
Q

Coercive leadership approach

A

Leadership approach in which the leader imposes a vision or solution on the team and demands that the team follow this directive.

Leadership & Navigation

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13
Q

Democratic leadership approach

A

Leadership approach in which the leader invites followers to collaborate and commits to acting by consensus.

Leadership & Navigation

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14
Q

Pacesetting leadership approach

A

Leadership approach in which the leader sets a model for high performance standards and challenges follower to meet these expectations.

Leadership & Navigation

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15
Q

Motivation

A

Factors that initiate, direct, and sustain human behavior over time.

Leadership & Navigation

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16
Q

Reward power

A

Power that is created when the leader can offer followers something that value in exchange for their commitment.

Leadership & Navigation

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17
Q

Expert Power

A

Power that is created when a leader is recognizes as possessing great intelligence, insight, or experiences.

Leadership & Navigation

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18
Q

Referent Power

A

Power that is created by the force of the leader’s personality.

Leadership & Navigation

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19
Q

Legitimate power

A

Power that is created formally, through a title or position in the hierarchy that is associated with the rights of leadership.

Leadership & Navigation

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20
Q

Coercive Power

A

Power that is created when the leader can punish those who do not follow.

Leadership & Navigation

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21
Q

Needs theory

A

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

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22
Q

Emergent theory

A

Leadership theory that states that leaders are not appointed but emerge from the group, which chooses the leader based on interactions.

Leadership & Navigation

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23
Q

Theory X/ Theory Y

A

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

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24
Q

Expectancy Theory

A

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

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25
Q

Goal-setting theory

A

Theory that states that motivation can be increased by providing employees with goals against which they can assess their achievement.

Leadership & Navigation

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26
Q

Behavioral theories

A

Category of leadership theories that states that leaders influence group members through certain behaviors; includes Blake Mounton theory.

Leadership & Navigation

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27
Q

Leader-member exchange theory

A

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

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28
Q

Trait theory

A

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

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29
Q

Situational theories

A

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

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30
Q

Attribution theory

A

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

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31
Q

Equity theory

A

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

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32
Q

Sevant leadership

A

Leadership theory in which the leaders’ goal is to serve the needs of their employees; emphasizes that sharing of power.

Leadership & Navigation

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33
Q

Transformational leadership

A

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

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34
Q

Transactional leadership

A

Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.

Leadership & Navigation

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35
Q

Blake Mouton Theory

A

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

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36
Q

Blake Mouton Theory, Impoverished

A

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.

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37
Q

Blake Mouton Theory, Country Club

A

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.

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38
Q

Blake Mouton Theory, Produce to Perish

A

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.

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39
Q

Blake Mouton Theory, Middle of the Road

A

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.

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40
Q

Black Mouton Theory, Team

A

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.

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41
Q

Hersey-Blanchard Situation Leadership

A

Situational Leadership Model that is a framework that focuses on adapting leadership styles based on the readiness or maturity of followers.

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42
Q

Fiedler’s Contingency Theory

A

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.

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43
Q

Path Goal Theory

A

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.

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44
Q

Maslow

A

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

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45
Q

Herzberg

A

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.

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46
Q

McClelland

A

Three Needs Theory, also called the Achievement Motivation Theory, which focuses on three fundamental needs that drive human behavior: achievement, power, and affiliation.

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47
Q

Self Determination

A

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.

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48
Q

Vroom

A

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.

49
Q

High- context cultures

A

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

50
Q

Rule of law

A

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

51
Q

Common Law

A

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

52
Q

Low-context cultures

A

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

53
Q

Cultural intelligence

A

Capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts.

Global Mindset

54
Q

Culture

A

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

55
Q

Civil law

A

Legal system based on written codes (law, rules, or regulations.)

Global Mindset

56
Q

Global mindset

A

Ability to take an international perspective, inclusive of other cultures’ views.

Global Mindset

57
Q

Due Process

A

Concept that the laws are enforced only through accepted, codified procedures.

Global Mindset

58
Q

Jurisdiction

A

Right to legal body to exert authority over a given geographical territory, subject matter, or persons or institutions.

Global Mindset

59
Q

Emotional intelligence

A

Ability to be sensitive to and understand one’s own and others’ emotions and impulses.

60
Q

Stakeholder concept

A

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.

60
Q

Networking

A

Process of developing mutually beneficial contacts through the exchange of information.

60
Q

Negotiation

A

Process by which two or more parties work together to reach agreement on a matter.

61
Q

Principled negotiation

A

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.

62
Q

Analytical Processing

A

Applications that can analyze data faster and, in more ways, than traditional relational databases, offering a multidimensional analysis of business data.

63
Q

Accounts payable

A

Money an organization owes its venders and suppliers

64
Q

Assets

A

Finacial, physical, and sometimes intangible properties an organiation owns.

65
Q

Accounts receivable

A

Money an organization’s customers owe the organization.

66
Q

Equity

A

Amount of owners’ or shareholders’ portion of a business

67
Q

Gross Profit margin

A

Ratio of gross profit to net sales

68
Q

cash flow statement

A

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.

69
Q

Value

A

The benefit created when an organization meets its strategic goals, measure of usefulness, worth, or importance.

70
Q

Enterprise resource planning (ERP)

A

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.

71
Q

Value chain

A

The process by which an organization creates the product or service it offers to the customer.

71
Q

Business case

A

Presentation to management that establishes that a specific problem exists and argues for a proposed solution.

72
Q

Liabilities

A

Organization’s debts and other finacial obligations.

73
Q

Balanced scorecard

A

Performance management tool that depicts an organization’s overall performance, as measured against goals, lagging indicators, and leading indicators.

74
Q

Income statement

A

Statement that reports revenues, expenses, and profits for a specified period of time, for example, quarterly or annually.

75
Q

Balance Sheet

A

Statement of an organization’s financial position at a specific point in time. showing assets liabilities and shareholder equity.

76
Q

Net profit margin

A

Ratio of net income (gross sales minus expenses and taxes) to net sales.

77
Q

Business intelligence

A

Ability to use information to gain a deeper understanding of an organization and make sound business decisions.

78
Q

Service-level agreement

A

Document that defines the output customers can expect.

79
Q

Nonverbals

A

Components of a message apart from its words. this could include physical gestures and posture and vocal tones, volume, and speed..

80
Q

Noise

A

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.

81
Q

Framing

A

Process of constructing a message so that an audience sees communicated facts in a certain way and is persuaded to take a certain action.

82
Q

Active listening

A

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.

83
Q

Mean

A

Average score of value

84
Q

Median

A

Middle value in a range of values

85
Q

Delphi technique

A

Technique that progressively collects information from a group of anonymous respondents

86
Q

Focus group

A

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.

87
Q

Affinity diagramming

A

Data-sorting technique in which a group categorizes and subcategorizes data until relationships are clearly drawn.

88
Q

Regression analysis

A

Statistical method used to determine whether a relationship exists between variables and the strength of the relationship.

89
Q

Variance analysis

A

Statistical method for identifying the degree of difference between planning and actual performance or outcomes.

90
Q

Reliability

A

Extent to which a measurement instrument provides consistent results.

91
Q

Weighted mean

A

Average of data that adds factors to reflect the importance of different values.

92
Q

Quantitative date

A

Objective measurements that can be verified and used in statistical analysis.

93
Q

Unweighted mean

A

Raw average of data that gives equal weight to all values, with no regard for other factors.

94
Q

Ratio analysis

A

Comparing the sizes of two variables to produce an index or percentage; commonly used to analyze financial statements.

95
Q

Validity

A

Extent to which a measurement instrument measures what it is inteded to measure.

96
Q

Nominal group technique (NGT)

A

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.

97
Q

Standard deviation

A

Distance of any date point from the center of a distribution when data is distributed in a “normal” or expected pattern.

98
Q

Qualitative date

A

Subjective evaluation of actions, feelings, or behaviors.

99
Q

Trend analysis

A

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.

100
Q

Mind mapping

A

Data-sorting technique in which group members add related ideas and indicate logical connections, eventually grouping similar ideas.

101
Q

Root-cause analysis

A

Type of analysis that starts with a result and then works backward to identify fundamental cause.

102
Q

Mode

A

Value that occurs most frequently in a set of data.

103
Q

Scenario/what if analysis

A

Statistical method used to test the possible effects of altering the details of a strategy to see if the likely outcome can be improved.

104
Q

Neurodiversity

A

Refers to a workforce that approaches problems using different conceptual thought approaches that may stem form atypical brain structure, ADD,ADHD and autism.

105
Q

Covering

A

Defensive behavior that occurs when an organization recruits a diverse workforce but, consciously or otherwise, promotes assimilation rather than inclusion.

106
Q

Cultural taxation

A

Additional workload that is generated for members of an underrepresented group due to their requested participation in DE&I efforts.

107
Q

Diversity

A

The similarities and differences between individuals, accounting for all aspects of one’s personality and individual identity.

108
Q

Employee resource group (ERG)

A

Voluntary group for employees who share a particular diversity dimension (race, religion, ethnicity, sexual orientation, etc. ) ; also known as affinity group or network group.

109
Q

Impostor syndrome

A

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

110
Q

Inclusion

A

Extent to which each person in an organization feels welcomed, respected, supported, and valued as a team member.

111
Q

Multi-criteria decision analysis (MCDA)

A

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.

112
Q

J curve

A

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.

113
Q

SOAR analysis

A

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.

114
Q

Force-field analysis

A

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.

115
Q

Consultation

A

Providing guidance to organizational stakeholders; involves diagnosing problems or identifying opportunities, developing effective solutions, winning support for solutions, and implementing them effectively.

SHRM Learning System Vocab (5 decks)

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