HR Competencies Flashcards
BC #1: Leadership and Navigation Competency
The ability to direct and contribute to initiatives and processes within the organization.
BC #2: Ethical Practice Competency
The ability to integrate core values, integrity, and accountability throughout all organizational and business practices.
BC #3: Business Acumen Competency
The ability to understand and apply information with which to contribute to the organization’s strategic plan.
BC #4: Relationship Management Competency
The ability to manage interactions to provide service and to support the organization.
BC #5: Consultation Competency
The ability to provide guidance to organizational stakeholders.
BC #6: Critical Evaluation Competency
The ability to interpret information with which to make business decisions and recommendations.
BC #7: Global and Cultural Effectiveness Competency
The ability to value and to consider the perspective and backgrounds of all parties in global business.
BC #8: Communication Competency
The ability to effectively exchange information with stakeholders.
Douglas McGregor’s Theory X and Theory Y
“Theory X”
Leader’s perception of their followers affect their manner of leading. Theory X leaders perceive followers as inherently disliking work, so leaders are more autocratically (initiating).
Douglas McGregor’s Theory x and Theory Y
“Theory Y”
Leaders perception of their followers affect their manner of leading. Theory Y leaders believe followers can be self-motivated, create participatory and trusting work environments (consideration).
Blake-Mouton Theory (Grid)
Uses a grid to relate a leader’s concern for people to concern for production or task.
Blake Mouton Theory (5 Leaders -Grid)
Team Leaders, Authoritarian Managers, Country Club Managers, Impoverished Managers, and Middle of the Road Managers.
Blake Mouton Theory- Team Leaders (Grid)
High in both dimensions. These managers lead by positive example, foster a team environment, and encourage individuals and team development.
Blake Mouton Theory- Authoritarian Managers (Grid)
High on the task scale and low on concern for people. They expect people to do what they are told without question and tend not to foster collaboration.
Blake Mouton Theory- Country Club Managers (Grid)
Low on task scale and high on the people scale. They create a secure atmosphere and trust individuals to accomplish goals, avoiding punitive actions so as not to jeopardize relationships.
Blake Mouton Theory- Impoverished Managers (Grid)
Low on both task and people. These managers use a “delegate-and-disappear” management style. They detach themselves, often creating power struggles.
Blake Mouton Theory- Middle of the Road Managers (Grid)
With balanced scores on both dimensions. These individuals get the work done, but are not considered leaders.
Hershey-Blanchard Situational Leadership Theory (4 quadrants participating, selling, delegating, and telling)
Suggests that there is no ideal leader type, but that leadership style should be matched to the maturity of the employees. As employee’s maturity increases, leadership should become more relationship-motivated than task-motivated.
Hershey-Blanchard Situational Leadership Theory evolved to Situation Leadership II
Categorizes leadership styles into four behavioral types: directing, coaching, supporting, and delegating. Leaders will have a natural style , but effective leaders should adapt themselves to given situations to help employees become more self-reliant.
What is Situational Leadership II derived from?
Hershey-Blanchard’s Situational Leadership Theory
What are the four behavioral types of Situational Leadership II?
Categorizes leadership styles into four behavioral types: directing, coaching, supporting, and delegating.
Fiedler’s Contingency Theory
States that group performance depends upon the appropriateness of task-oriented or relationship-oriented leadership styles for a given situation, termed “situational favorableness”.
John Adair’s Action-Centered Leadership Model
Proposes that an effective leader accomplishes tasks through the efforts of a team. The leader becomes a team leader, not a hero.
Authentic Leadership
Leadership grounded in an individual’s value and principles, and focused on empowering others to act.
Business Intelligence
Ability to gather and analyze data from inside and outside the organization so that information is available for decision makers.
Civil Law
Legal system based on written codes (laws, rules, or regulations).
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.
Contrast Effect
Type of measurement bias that occurs when a strongly convincing individual enhances negative impression of next individual interviewed, and vice versa
Conflict of Interest
Situation in which a person or organization has the potential to be influenced by opposing set of incentives.
Cultural Noise
Type of measurement bias in which analyst fails to recognize that individuals is responding with answers the analyst wants to hear, and that analyst’s culture/values are determining what he or she hears.
Cultural Relativism
Concept that argues that ethical behavior is determined by local culture, laws and business practices.
Due Process
Concept that laws are enforced only through accepted , codified procedures
Culture
Set of beliefs, attitudes, values, and behaviors shared by members of a group and passed down from one generation to the next.
Transformational Leadership
Leadership based on vision and strategy and focused on challenging and developing organizational members in order to attain long range results.
Relationship Management Competency
The ability to manager interactions to provide service and to support the organization
Trend Analysis
Statistical method that studies the way in which a variable may change over time.
Reliability
Ability of an instrument to provide results that are consistent.
Median
Middle point above ad below which 50% of scores in a set of data lie.
Emotional Intelligence (EI)
Quality of being sensitive to and understanding of one’s own, and other’s emotions and the ability to manage one’s own emotions and impulses.
Weighted Average
Average of data that adds factors to reflect the importance of different values.
Mode
Value that occurs most frequently in a set of data
Global Mindset
Ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views.
Mean
Average score or value.
Regression Analysis
Statistical method used to determine whether a relationship exists between variables and the strength of the relationship.
Value Chain
The process by which an organization creates the product or service it offers to the customer.
Value
The benefit created when an organization meets it strategic goals.
Halo Effect
Type of measurement bias in which analyst allows one strong point that he or she values highly, and that works in subjects favor to overshadow all other information.
Ethical Universalism
Concept that argues that there are fundamental ethical principles that apply across cultures.
Negative Emphasis
Type of measurement bias that involves weighting a small negative reaction or piece of information more than it should objectively merit.
Variance Analysis
Statistical method that identifies the degree of difference between planned and unplanned performance.
Negotiation
Process in which two or more parties work together to reach agreement on a matter.
Unweighted Average
Raw average of data that gives equal weight to all values, with no regard for other factors.
Jurisdiction
Right of a legal body to exert authority over a given geographical territory, subject matter, or persons or institutions.
First-Impression Error
Type of measurement bias in which investigator makes snap judgments and lets first impression (either positive or negative) cloud subsequent evaluation.
Extraterritoriality
Extension of the power of a country’s laws over its citizens outside that country’s sovereign national boundaries.
Scenario/What-If Analysis
Statistical method used to test the possible effects of altering the details of a strategy to seed if the likely outcome can be improved.
Sterotyping
Generalized opinions about how people of a given gender, race, religion, age, educational level, job type, or natural origin look, think, act, feel, or respond.
Root-Cause Analysis
Type of analysis that starts with a result, and then works backward to identify fundamental cause.
Horn Effect
Type of measurement bias in which analyst allows one strong point that he or she values highly and that works against subject to overshadow all other information.
Validity
Ability of an instrument to measure what it is intended to measure.
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 disclosed laws.
Key Performance Indicators (KPIS)
Quantifiable measures of performance used to gauge progress toward strategic objectives or agreed standards of performance.
Intercultural Wisdom
Capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts; also called cultural intelligence.
HR Expertise (HR Knowledge)
The knowledge of principles, practices, and functions of effective human resource management.
