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SHRM > HR Competencies > Flashcards

HR Competencies Flashcards

1
Q

Weighted Mean

A

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

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2
Q

Validity

A

Extent to which a measurement instrument measures what it is intended to measure

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3
Q

Business intelligence

A

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

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4
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

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5
Q

Delphi Technique

A

Technique that progressively collects information from a group of anonymous respondents

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6
Q

Extraterritoriality

A

Extension of the power of a country’s laws over its citizens outside that country’s sovereign national boundaries

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7
Q

High-context cultures

A

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

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8
Q

Mode

A

Value that occurs most frequently in a set of data

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9
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

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10
Q

Regression analysis

A

Statistical method used to predict a variable from one or more predictor variables

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11
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

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12
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

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13
Q

Value Chain

A

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

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14
Q

Affinity diagramming

A

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

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15
Q

Business case

A

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

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16
Q

Code of conduct

A

Principles that guide decision making and behavior in an organization

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17
Q

Equity

A

Amount of owners or shareholders portion of a business

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18
Q

Gross profit margin

A

Ratio of gross profit to net sales

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19
Q

Negotiation

A

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

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20
Q

Online analytical processing (OLAP)

A

Processing applications that store data in a multidimensional “cube” which enables users to analyze data quickly in a variety of different ways

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21
Q

Mind mapping

A

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

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22
Q

Net profit margin

A

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

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23
Q

Ratio analysis

A

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

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24
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 disclosed laws

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25
Q

Transparency

A

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

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26
Q

Value

A

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

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27
Q

Balance sheet

A

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

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28
Q

Cash flow statement

A

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

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29
Q

Due process

A

Concept that laws are enforced only through accepted, codified procedures

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30
Q

Income statement

A

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

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31
Q

Mean

A

Average score or value

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32
Q

Root cause analysis

A

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

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33
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 it’s activities

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34
Q

Motivation

A

Factors that initiate, direct and sustain human behavior over time

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35
Q

Nominal group technique (NGT)

A

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

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36
Q

Unweighted mean

A

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

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37
Q

Variance analysis

A

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

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38
Q

Civil law

A

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

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39
Q

Cultural intelligence

A

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

40
Q

Emotional intelligence (EI)

A

Ability to be sensitive to and understand ones own and others emotions and impulses

41
Q

Global mindset

A

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

42
Q

Jurisdiction

A

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

43
Q

Median

A

Middle value in a range of values

44
Q

Reliability

A

Extent to which a measurement instrument provides consistent results

45
Q

Social intelligence

A

Ability to create connections or rapport with others

46
Q

Blake Mouton Theory

A

Leadership theory that includes management styles; country club, impoverished managers, authoritarian, middle of the road and team leaders

47
Q

Hershey-Blanchard situational leadership

A

Leadership theory that includes telling, selling, participating and delegating

48
Q

Fielders contingency theory

A

Leadership theory where leaders change the situation to be more favorable to produce good outcomes

49
Q

Path-goal Theory

A

Leadership theory that includes coaching and developing; directive, supportive, achievement and participative

50
Q

Reporting lines, decision making process, funding process, strategy/mission/values, assessment shaping events

A

Formal organizational features

51
Q

Values/beliefs, cross organizational relationships, communication methods, social networks

A

Informal organizational features

52
Q

Ally that knows the organization’s systems well and knohow to make things happen

A

“allies” Bureaucratic Black Belts

53
Q

Ally that has good political instincts

A

“Allies” Tugboat Pilots

54
Q

Ally that are willing to partner but have their own agendas

A

“Allies” Benevolent Bureaucrats

55
Q

Ally that is willing to partner but only to share in any successes

A

“allies” Wind Surfers

56
Q

Type of power created formally through a title or position

A

Power Type: Legitimate

57
Q

Type of power created when followers receive something they value in exchange for commitment

A

Type of Power: Reward

58
Q

Type of power created when a leader possesses great intelligence, insight or experience

A

Type of power: Expert

59
Q

Type of power created by the force of the leaders personality

A

Type of Power: Referent

60
Q

Type of power created when the leader has the power to punish non followers.

A

Type of Power: Coercive

61
Q

Common values, aligned interest, benevolence, capability or competence, predictability and integrity and communication

A

Building trust qualities

62
Q

Perceiving emotion, using emotion to facilitate thought, understanding emotion, regulating emotion

A

Four branches of emotional intelligence - Peter Salovey and John D Mayer.

63
Q

Self awareness, self regulation, motivation, empathy and social skills

A

Five components of EIQ Emotional Intelligence Quotient (Daniel Coleman)

64
Q

Motivation Theory- is seen as absolutely irrelevant or absolutely critical in the workplace. Theory X leaders believe people must be strictly controlled and forced to work. Theory Y leaders believe the employees dislike rigid controls and inherently want to accomplish something

A

Theory X/ Theory Y

65
Q

Motivational Theory- Employee’s are motivated by a desire to satisfy certain needs

A

Needs Theory

66
Q

Motivational Theory- five basic categories: physiological, safety and security, belonging and love, esteem, self actualization

A

Maslow motivation theory

67
Q

Motivation Theory- behavior is driven by intrinsic and extrinsic factors, satisfying hygiene factors and appealing to individual desires and needs

A

Motivation Theory - Herzberg’s Motivation-Hygienne Theory

68
Q

Motivation Theory- motivated by achievement, affiliation and power

A

Motivation Theory- McClelland’ Three Needs Theory

69
Q

Motivation Theory- individuals are motivated by innate needs: competence, relatedness, autonomy and purpose

A

Motivation Theory- Self-determination Theory

70
Q

Motivation Theory- level of effort depends on expectancy, instrumentality, valence. All three must be addressed to create motivated employees

A

Motivation Theory - Expectancy Theory

71
Q

Motivation Theory- how a person interprets causes for past success or failure impacts motivation. A leader can help employees accurately attribute causes and create opportunities for success

A

Motivation Theory- Attribution Theory

72
Q

Motivation Theory- motivation can be increased if employees can assess their achievement against goals. Employees should be involved in designing goals an supported in achieving them

A

Motivation Theory- Goal Setting Theory

73
Q

Transparency, honesty, confidentiality and respecting the rights of others

A

Ethical principles

74
Q

Stakeholders

A

Can include investors, governments, political group, customers, employees, suppliers, communities and trade associations

75
Q

Conflict Resolution Tactic - emphasize agreement and downplay disagreement

A

Conflict Resolution Tactic- Accommodate (or Smooth)

76
Q

Conflict Resolution Tactic- impose a solution

A

Conflict Resolution Tactic- Assert ( or force)

77
Q

Conflict Resolution Tactic- withdraw and allow conflict to be resolved (or not) by others

A

Conflict Resolution Tactic- Avoid

78
Q

Conflict Resolution Tactic- search for a third way that both sides can own

A

Conflict Resolution Tactic- Collaborate ( or confront)

79
Q

Conflict Resolution Tactic- ask both sides to concede some issues to reach agreement

A

Conflict Resolution Tactic- Compromise

80
Q

Prepare, build relationship, exchange information, persuade, concede and agree

A

Negotiation Process

81
Q

Soft: the relationship is worth more than the issue
Hard: winning is more important than the relationship
Principled (interest based or integrative bargaining: focus is in issues, finding common interests and achieving mutual gain

A

Approaches to Negotiation

82
Q

Leadership/navigation, ethical practices, relationship management, communication, business acumen, consultation, critical evaluation, global and cultural effectiveness and HR expertise

A

HR Competencies (9)

83
Q

Integrates an understanding of the audiences needs and perspectives, a clear message and an effective delivery

A

Impactful communication

84
Q

Characteristics of a Glabal Mindset

A

Seeking a broader picture- Accepting contradictions- Trusting systems, procedures and norms rather than structure - valuing multicultural teamwork - viewing change as an opportunity -welcoming new ideas and opportunities to learn - behaving inclusively rather than exclusively.

85
Q

Artifacts and products in a culture; including food, dress, architecture, humor and music

A

Explicit culture

86
Q

Implicit culture

A

Basic assumptions; core beliefs about how the world is and ought to be

87
Q

Cultural Intelligence

A

Cognitive: thinking, learning and strategizing
Motivational: effectiveness, confidence, persistence, value, congruence
Behavioral: an individual’s range of possible actions and responses to international encounters

88
Q

Hall’s theory of cultures

A

High- context: complex long standing network of relationships,rich history of common experience and implicit rules, what you say may not be what you mean (China, Japan, France and Latin countries)
Low-context: relationships have less history, background information is packaged with explicit communication, what you say is what you mean (US, United Kingdom, Canada)

89
Q

Challenge of Culture

A 
Ethnocentrism and parachiolism (limited world views)
Cultural Stereotypes (judgemental characterizations)
Cultural Determinism ( the culture made me do it)
Cultural Relativism (everything varies with the situation)
90
Q

Dilemma Reconciliation

A

Recognize - create awareness of cultural differences
Respect - appreciate the value of difference
Reconcile - resolve differences by finding a common path
Realize and root - implement solutions and institutionalize them

91
Q

Porters Five Forces

A 
Bargaining power of suppliers
Bargaining power of buyers
Threat of entry
Threat of substitution 
Rivalry among competitors
92
Q

Business intelligence

A

Includes data gathering, data warehousing, query and reporting capabilities

93
Q

Budgeting Methods

A

Incremental- traditional approach; prior budget is basis for next budget
Zero based- each unit or goal is ranked and available funds are allocated with budgets starting at zero
Activity based - based on how much it costs to perform activities; funding based on strategic significance of activities
Formula based - different units receive varying percentages of budget

94
Q

Creating a Business Case

A

Statement of need
Recommended solution
Risks and opportunity- risk of doing nothing
Estimated costs and time frame

95
Q

Consulting Model 4 steps

A

Define problem
Design and implement solution
Measure effectiveness
Sustain improvement

96
Q

Tools for group decision making

A

SWOT Analysis - group can brainstorm strengths, weaknesses, opportunities and threats and agree on a numerical value for each
Multi-criteria Decision Analysis - a matrix is used to score each alternative and compare results
Cost Benefit Analysis - group discussion is critical to identifying all relevant costs and benefits
Force Field Analysis- analyze the forces favoring and opposing a particular change

97
Q

Steps in evidence based decision making

A 
Ask
Acquire
Appraise
Aggregate
Apply
Assess

SHRM (4 decks)

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