HR Competencies

Question 1

What are the 8 Behavioral HR Competencies?

Answer 1

Leadership - Leadership and Navigation, Ethical Practice Business - Business Acumen, Consultation, Critical Evaluation Interpersonal - Relationship Management, Global and Cultural Effectiveness, Communication

Question 2

What are Daniel Goleman’s SIX approaches to leadership?

Answer 2

Coercive, Authoritative, Affiliative, Democratice, Pacesetting, Coaching

Question 3

Coercive

Answer 3

Coercive- leader imposes a vision or solution on the team and demands that the team follow this directive.

Effective- crisis when immediate and clear action is required

Ineffective - when it can damage employees sense of ownership in their work and motivation

Question 4

Authoritative

Answer 4

Authoritative- leader proposes a bold vision or solution and invites the team to join this challenge

Effective- there is no clear path but proposal is compelling and captures the teams imagination. encouraged to contribute their own ideas and take risks

Ineffective - when leader lacks real expertise

Question 5

Affiliative

Answer 5

Affiliative - leader creates strong relationships with and inside the team encouraging feedback. team memberw are motivated by loyalty

Effective- effective at all times. especially when a leader has inherited a dysfunctional team that needs transformed. leader must have strong relationship-building and management skills.

Ineffective - when used alone. opportunties to address perfomrance concerns may not be taken because leader fears damaging a relationship

Question 6

Democratic

Answer 6

Democratic- leader invites followers to colloborate and commites to acting by consensus

Effective- leader doesnt have clear vision or anticiaoptes strong resistance to change. team must be competent and leader must have strong communucation skills

Ineffective - when time is short since builsing consensus takes time and multiple meetings

Question 7

Pacesetting

Answer 7

Pacesetting- the leader sets a model for high performance standards and challenges followers to meet these expectations

Effective- when teams are composed of highly competent and internally motivated emoloyees

Ineffective - when expectations and the pace of work become excessive and employees get tired and discouraged. leaders can set high goals but focus on task not give enough time for motivation, feedbacj, relationship building

Question 8

Coaching

Answer 8

Coaching- team leader focuses on developing the skills of the team members believing that successes comes from aligning the organizations goals with employees personal and professional goals

Effective- when leaders are highly skilled in strategic management, communication and motivation and when they manage their time to include coaching. team members must be receptive to coaching,

Ineffective - when employees resist changing their performance

Question 9

Define trait theory?

Answer 9

Leaders possess physical characteristics. good looking, tall, male, etc.

Question 10

Define blake mouton theory?

Answer 10

Leadership involving tasks and employees.

country club managers - create a secure atmosphere and trust individuals to accomplish goals, avoid punitive actions

impoverished managers - use the delgate and disappear management style. detach themselves

authoritarian managers - expect people to do what they are told without question and do not foster collaboration

middel of road managers - get the work done but not considered managers

team leaders - lead by positive example, foster team enviornment and encourage personl and team development

Question 11

Define situational theory?

Answer 11

leaders flex behaviors to match the unique situation

Question 12

Define the Hersey-Blanchard Situational Leadership style?

Answer 12

Behaviors involve tasks and relationships

As team members grow, leaders supply the appropriate behavior:

telling-when the employee is not yet motivated or competent

selling-when the competent employee still needs focus and motivation

participating-when competent workers can be included in problem solving and coached on higher skills

delegating-when very competent team members can benefit from greater levels of autonomy and self-direction

Question 13

Define Fielders Contingency Theory?

Answer 13

Leaders change the situation to make it more favorable, more likely to produce good outcomes.

situation favorableness occurs when:

leader-member relationships are strong, task structure and requirements are clear and leader can exert necessary power to reach the groups goals

unfavorable situations occur when:

changing aspects of task like breaking down pieces to be more manageable or providing more resources, increasing or decreasing the leaders exercise of power, improving relations between leader and team

Question 14

Define Path-Goal Theory?

Answer 14

Address different employees needs.

directive-help the employee understand the task and its goal

supportive - try to fulfill employees relationship needs

achievement - motivate by setting challenging goals

participative - provide more control over work and leverage group expertise through participative decision making

Question 15

Define Emergent Theory?

Answer 15

The thought that a leader will emerge from a group of people

Question 16

What are some things that formal organizational features include?

Answer 16

Reporting lines, decision-making processes, funding process, companies strategy/mission/values, assessments

Question 17

Name the 4 kinds of allies?

Answer 17

Bureaucratic black belts, tugboat pilots, benvolent bureaucrats and wind surfers

Question 18

Define bureaucratic black belts

Answer 18

Know the organization well and know how to make things happen. the know decision making processess and requirements. they can educate leaders about how to gather support for an idea and help them avoid mistakes that may damage their credibility or prolong the process

Question 19

Define Tugboat Pilots

Answer 19

have good political instincts. they usually have a deep history with the company and can prediuct reactions. they can point out other potential allies who may have a related interest and may benefit from an HR initiative

Question 20

Define benevolent bureaucrats

Answer 20

willing to partner but have their own agendas. An HR leader must assess the impact these other agendas are likely to have on an HR initative.

Question 21

Define Wind Surfers

Answer 21

willing to partner but only to share in any successes. they add little value to the initative and to the process of gaining support.

Question 22

Name the 5 types of power?

Answer 22

Legitimate, reward, expert, referent, coercive

Question 23

Define legitimate power.

Answer 23

Power that is created formally through a title or position. (CEO)

Effective-can save time in decision making and focus team on the organizations goals

Ineffective- may be insufficient if leader is not competent and effective at leading

Question 24

Define reward power

Answer 24

Power is created when the leader can offer followers something in exchange for the commitment. allegiance to a leader. (promotions, compensation)

Effective-can appeal to team members indiviudal motivators

Ineffective-is useful only when leader has access to and can extend team members meaningful rewards

Question 25

Define expert power

Answer 25

power created when a leader is recognied as possessing great knowledge, insight or experience

Effective-can improve a teams efforts by offering advice and guidance. can win respect for the team and its work throughout the organization

Ineffective-can create depedency and weaken team members initative or discourage their own contributions. Effect will weaken if the individual is a weak team leader

Question 26

Define referent power

Answer 26

power created by the force of the leaders personality- the ability to attract admiration, affection and loyalty. (charasmatic)

Effective-appeals to social needs of individuals, the desire for affiliation.

Ineffective-will weaken if leader is not competent, effective and fair.

Question 27

Define coercive power

Answer 27

power created when the leader has the power to punish those who do not follow (power crazed leaders)

Effective-likely to get immediate results

Ineffective-damages team members motivation and self-direction over time

Question 28

What are the 4 types of persuading?

Answer 28

Reasoning-explaining the advantages of ones view logically, clearly and with examples.

Appeal-appeal to mutually held visions or values

Reciprocity-a system of banking “favors” for favors in the future

Trade-trade for what they want for the future

Question 29

Name some things you have to do to build trust?

Answer 29

Common values, aligned interests, benevolence-genuine concern about others, capability or competence, predictibility and integrity, communication

Question 30

Define Emotional Intelligence (EI)

Answer 30

quality of being sensitive to and understanding of ones own and others emotions and the ability to manage ones owns emotions and impulses

Question 31

Four branches of EI were defined by who?

Answer 31

Peter Salovey and John Mayer

Question 32

What are the four branches of EI?

Answer 32

Perceiving emotion-tune with reading a room,

Using emotion to facilitate thought-capitalizing on feelings to promote and inform decison making. can approach from multiple viewpoints

Understanding emotion-interpreting complex emotions and understanding their causes, can predict employees emotions

Regulating emotion-tracking and managing ones own and others emotions. can detach their own emotions if it helps in solving a problem

Question 33

What does EIQ mean and who popularized the concept of this in the workplace?

Answer 33

Emotional Intelligence quotient, Daniel Goldman

Question 34

What are the 5 components to EIQ?

Answer 34

Self-awareness, self-regulation, motivation, empathy, social skills (social intelligence)

Question 35

Explain the Theory X/Theory Y motivation theory?

Answer 35

Theory X is employees need to be micromanaged because they typically dont want to do a good job.

Theory Y is leaders believe employees do want to do a good job. they empower their employees

Question 36

What is Needs Theory?

Answer 36

People are motivated by a desire to satisfy certain needs. Understanding these needs will allow leaders to offer the right incentives and create the most motivational environments

Question 37

What is Maslows Motivation Theory?

Answer 37

Must have 5 basic categories of need met

Physiological-survival needs

safety and secuirty

belonging and love-acceptance

esteem-self esteem

self-actualization-the need to fulfill ones potential

Question 38

What is Herzberg’s motivation theory?

Answer 38

Behavior is driven by intrinsic factors and extrinsic factors,

Instrinic-challenging work, meaningful and impactful work, recognition

Extrinstic-job security, pay and conditions

Question 39

What is the McClelland Motivation Theory?

Answer 39

People are motivated by three different things:

Achivement (accomplishment)

Affiliation (feeling like part of a group)

Power (Influene or control over others)

Question 40

What is the self-determination motivation theory?

Answer 40

Employees are motivated by

competence, relatedness, autonomy and purpose

Question 41

What is the expectancy motivation theory?

Answer 41

Effort increases in relation to ones confidence that the behavior will result in a positive outcome and reward

Question 42

What is the attribution motivation theory?

Answer 42

The way a person inerprets the causes for past successes and failures is related to the present level of motivation.

Question 43

What is the Vroom motivation theory?

Answer 43

Level of effort depends on:

expectancy (with effort, employee can succeed)

instrumentality (success will result in a reward)

valence (the reward is meaningful to the employee)

Question 44

What is the Heider, Weiner Motivation theory?

Answer 44

Success or failure can be attributed to internal factors (skills, knowledge) or external factors (available resources)

track record of successes can create empowered and resilient employees. track record of failure will create learned helplessness and even aggression/hostility in the workplace

leaders create opportunities for success for less experienced employees perhaps by providing more resources, coaching and guidance.

Question 45

What is goal setting theory?

Answer 45

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

effective goals and designing their own goals

Question 46

What are the three subcompetencies in the Ethical Practice competencies?

Answer 46

Personal Inegrity-courageous, strive to be ethical,

professional integrity-awareness of and commitment to ethics in their work

ethical agent-communicate ethical goals to new employees or create hotlines

Question 47

What are the six frameworks for ethical decision making according to PwC?

Answer 47

recognize situations as they arise, establish facts, evaluate the ethical dimensions of possible actions, apply relevant codes of ethics and behavior, consult with others, make a decision and learn from ones mistake