HR Competencies Flashcards by Ashley B

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

Affiliative leadership approach

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Motivation theory that states that the way a person interprets the causes for past successor, failure is related to the present level of motivation; includes theories of Heider and Weiner.

Attribution Theory

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

Authoritative leadership approach

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

Behavioral theories

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Leadership approach in which the leader focuses on developing team member skills, believing that success comes from aligning the organizations goals with the employees, personal and professional goals

Coaching leadership approach

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

Coercive leadership approach

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

Coercive power

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

Democratic leadership approach

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

Emergent theory

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Theory that states that motivation is based on an employee sense of fairness; the individual compares their perceived value with that of others, and similar rules, and makes a calculation based on their inputs and outputs

Equity Theory

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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

Expectancy theory

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Power that is created, when a leader is recognized as possessing, great intelligence, insight, or experience

Expert Power

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

Goal-setting theory

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Leadership theory that focuses on a two-way relationship between leaders and chosen employees; the leader, mentor selected team members, and give them access to more information and resources, in order to strengthen levels of trust and support

Leader-member exchange theory

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

Legitimate power

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Factors that initiate direct and sustain human behavior overtime

Motivation

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Motivation theory that states that individuals are motivated by a desire to satisfy certain needs and that understanding these needs allows leaders to offer the right incentives, and create the most motivational external environments include self-determination and theories of Maslow, Herzberg, and McClelland.

Needs theory

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

Pacesetting leadership approach

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Power that is created by the force of the leaders personality

Referent power

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Power that is created when the leader can offer followers some thing they value an exchange for their commitment

Reward power

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

Servant leadership

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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.

Situational theories

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Motivation theory, dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant or absolutely critical

Theory X/Theory Y

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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

Trait theory

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Leadership theory that emphasizes a leaders preference for order and structure; focuses on control and short-term planning

Transactional leadership

Leadership theory that emphasizes the leaders 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

Transformational leadership

Ability to stay true to values and maintain integrity in both personal and professional lives, and from an organizational perspective, approach to forming and maintaining relationships with colleagues and others in the organization

Authenticity

Exchange of anything value to gain greater influencer preference

Bribery

Principles that guide decision-making and behavior in an organization

Code of conduct

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

Confidentiality

Situation in which a person or organization may benefit from undue influence due to involvement in outside activities, relationships or investments that conflict with or have an impact on the employment relationship or it’s outcomes

Conflict of interest

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

Integrity

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

Privacy

Extent to which an organizations agreements, dealings information, practices and transactions are open to disclose and review by relevant persons

Transparency

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

Covering

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

Cultural taxation

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

Diversity

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

Employee resource group (ERG)

A feeling that one success is due to luck, not hard work or skill; can lead individuals to feeling unfit for their current role

Impostor syndrome

Extent to which each person in an organization feels welcome, respected, supported, and value as a team member

Inclusion

Refers to a workforce that approaches problems, using different conceptual thought approaches that may stem from an atypical brain structure for example, attention deficit disorder(ADD), attention deficit/hyperactivity disorder(ADHD), and anything categorized as existing on the autism spectrum (autism, spectrum disorder, or ASD)

Neurodiversity

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

Emotional intelligence (EI)

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

Negotiation

Process of developing mutually beneficial contacts through the exchange of information

Networking

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

Principled negotiation

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 activities

Stakeholders concept

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.

Active listening

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

Framing

In communication any factor that can disrupt the sending and receipt of a message - for example, physical factors, such as loud environments, cultural factors such as distinctive accent, or cognitive factors such as the use of unfamiliar jargon

Noise

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

Nonverbals

Legal system based on writing codes (laws, rules, or regulations)

Civil 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 overtime

Common law

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

Cultural intelligence

Basic beliefs, attitudes, values behaviors, and customs shared and followed by members of a group, which give rise to the group sense of identity

Culture

Concept that laws are enforced only through accepted, codified procedures

Due process

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

Global mindset

Societies or groups characterized by complex, usually long-standing 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.

High-context cultures

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

Jurisdiction

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

Low-context cultures

Concept that stipulates that no individual is beyond the reach of the law, and that authority is exercised only in accordance with written in publicly disclosed laws

Rule of law

Money an organization owes its vendors and suppliers

Accounts payable

Money and organizations customers owe the organization

Accounts receivable

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

Analytical processing

Financial physical, and sometimes intangible properties and organization owns

Assets

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

Balance sheet

Performance management tool that depicts an organizations overall performance, as measured against goals, lagging indicators, and leading indicators

Balanced scorecard

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

Business case

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

Business intelligence

Statement of an organizations ability to meet its current and short-term obligations, showing incoming and outgoing cash and cash reserves in operations, investments, and financing

Cash flow statement

Business management software, usually a suite of integrated applications, that a company can use to collect, store, manage, and interpret data from many business activities

Enterprise resource planning (ERP)

Amount of owners, or shareholders portion of the business

Equity

Ratio of gross profit to net sales

Gross profit margin

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

Income statement

Organizations debts, and other financial obligations

Liabilities

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

Net profit margin

Document that defines the output customers can expect

Service-level agreement

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

Value

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

Value chain

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

Consultation

Tool designed to analyze the forces favoring and opposing a particular change. A group identifies and weights factors 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.

Force-field analysis

Visualization of the impact of change on productivity. When changes introduced, there is typically a decrease in productivity and then a gradual return to or, ideally, a surpassing, a previous levels or productivity.

J curve

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

Multi-criteria decision analysis (MCDA)

Type of analysis, in which a group identifies strengths, opportunity, aspirations, and results; a framework that combines fact-finding with an organizations, goals and desires, presenting an analysis of the organizations actual state, and how it will measure achievement

SOAR analysis

Data sorting technique in which a group categorizes in sub categorizes data until relationships are clearly drawn

Affinity diagramming

Technique that progressively collect information from a group of anonymous respondents

Delphi technique

Small group of invited persons (typically 6 to 12) who actively participate in a structured discussion, led by a facilitator, for the purpose of eliciting their input

Focus group

Average score or value

Mean

Middle value in a range of values

Median

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

Mind mapping

Value that occurs most frequently in a set of data

Mode

Technique in which participants, each suggest ideas through a series of rounds and then discuss the items, eliminate redundancies and irrelevancies, and agree on the importance of the remaining items

Nominal group technique (NGT)

Subjective evaluation of actions, feelings, or behaviors

Qualitative data

Objective measurements that can be verified and used in statistical analysis

Quantitative data

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

Ratio analysis

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

Regression analysis

Extent to which a measurement instrument provides consistent results

Reliability

Type of analysis that starts with the result, and then works backward to identify fundamental cause

Root-cause 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

Scenario/what-if analysis

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

Standard deviation

Statistical method that examines data from different points in time to determine if a variance is an isolated event, or if it is a part of a longer trend

Trend analysis

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

Unweighted mean

Extent to which a measurement instrument measures what it’s intended to measure

Validity

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

Variance analysis

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

Weighted mean