HR Competencies Flashcards
Leadership approach in which the leader creates strong relationships with an inside the team; team members are motivated by loyalty 
Affiliative leadership approach
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
Leadership approach in which the leader proposes a bold vision or solution, and invites the team to join this challenge
Authoritative leadership approach
Category of leadership theories that states that leaders influence group members through certain behaviors; includes Blake-Mouton theory
Behavioral theories
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
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
Power that is created, when the leader can punish those who do not follow
Coercive power
Leadership approach in which the leader invites followers, to collaborate and commits to acting by consensus
Democratic leadership approach
Leadership theory that states that leaders are not appointed, but emerge from the group, which chooses the leader, based on interactions
Emergent theory
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
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
Power that is created, when a leader is recognized as possessing, great intelligence, insight, or experience
Expert Power
Theory that states that motivation can be increased by providing employees with goals against which they can assess their achievement
Goal-setting theory
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
Power that is created formally, through a title or position in the hierarchy that is associated with the rights of leadership
Legitimate power
Factors that initiate direct and sustain human behavior overtime
Motivation
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
Leadership approach in which the leader sets a model for high-performance standards and challenges followers to meet these expectations
Pacesetting leadership approach
Power that is created by the force of the leaders personality
Referent power
Power that is created when the leader can offer followers some thing they value an exchange for their commitment
Reward power
Leadership theory in which the leaders’ goal is to serve the needs of their employees; emphasizes the sharing of power
Servant leadership
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
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
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
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
