Random short topics Flashcards
Group decision-making tool in which the group defines the characteristics of a successful decision and then scores each alternative against those criteria.
Multi-criteria decision analysis (MCDA)
Visualization of the impact of change on productivity. When change is introduced, there is typically a decrease in productivity and then a gradual return to or, ideally, a surpassing of previous levels of productivity.
J curve
Group decision-making tool designed to analyze the forces favoring and opposing a particular change. A factor is weighted, and the factors on each side are summed and compared.
Force-field analysis
Ability to create connections or rapport with others.
Social intelligence
Ability to be sensitive to and understand one’s own and others’ emotions and impulses.
Emotional intelligence (EI)
Factors that initiate, direct, and sustain human behavior over time.
Motivation
HR structural alternative in which headquarters HR specialists craft policies and HR generalists located within divisions or other locales implement the policies, adapt them as needed, and interact with employees.
Functional HR
An organizational structure that leverages staff expertise in certain areas to improve the entire organization’s strategic performance.
Center of excellence (COE)
Systematic and comprehensive evaluation of an organization’s HR policies, practices, procedures, and strategies.
HR audit
HR structural alternative in which centers with specific areas of expertise develop HR policies in those areas; each unit can then select what it needs from a menu of these services.
Shared services HR model
HR structural alternative that allows organizations with different strategies in multiple units to apply HR expertise to each unit’s specific strategic needs.
Dedicated HR
Arrangement in which an enterprise and a vendor share different tasks within a larger complex, often strategic responsibility.
Cosourcing
Part of a service contract where the service expectations are formally defined.
Service-level agreement (SLA)
Varying ways an organization can create value, looking beyond traditional profit measures of revenue and expenses; includes such areas as philanthropy, volunteerism, corporate-sponsored community programs, social change, sustainability, corporate governance, employee rights, and workplace safety.
Corporate social responsibility (CSR)
System of rules and processes set up by an organization to ensure its compliance with local and international laws, accounting rules, ethical norms, internal codes of conduct, and other standards.
Governance
Economic, social, and environmental impact metrics used to determine an organization’s success.
Triple bottom line
Set of behavioral guidelines that an organization expects all of its directors, managers, and employees to follow to ensure appropriate moral and ethical business standards.
Ethics
State of being in accordance with all national, federal, regional, and/or local laws, regulations, and/or other government authority requirements applicable to the places in which an organization operates.
Compliance
Practice of purchasing and using resources wisely by balancing economic, social, and environmental concerns, with the goal of securing the interests of present and future generations.
Sustainability
Principles that guide decision making and behavior in an organization.
Code of conduct
Exchange of anything of value to gain greater influence or preference.
Bribery
Extent to which an organization’s agreements, dealings, information, practices, and transactions are open to disclosure and review by relevant persons.
Transparency
Treatment of personal information that has been disclosed to another person or organization.
Confidentiality
Process by which two or more parties work together to reach agreement on a matter.
Negotiation
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
Process of developing mutually beneficial contacts through the exchange of information.
Networking
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.
Stakeholder concept
Components of a message apart from its words. This could include physical gestures and posture and vocal tones, volume, and speed.
Nonverbals
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?Çöfor example, physical factors such as loud environments, cultural factors such as a distinctive accent, or cognitive factors such as the use of unfamiliar jargon.
Noise
In communication, structuring a message to include opportunities for correction or clarification. This requires two-way communication.
Feedback loop
______________ shows the productivity of retained employees, due perhaps to HR processes such as training for employees and supervisors and compensation strategies. This metric will increase since revenue will be divided by a smaller number of employees.
Human capital value added
What is the primary function of executive management?
Manage core business functions and their effect on the organization’s performance
Which metric would most accurately show the effect of the investment in an HR change initiative to increase employee productivity?
The human capital value-added metric shows growth in employee productivity. It is calculated by subtracting nonemployment expenses (e.g., materials, rent, utilities) from revenue, and dividing the difference by the number of employees. A value should be established at the beginning of the initiative so that a later value can be compared with it to show effect.
The balanced ________ can help leaders identify the key drivers of the organization’s past and continued success. These drivers can then be used to develop strategies to achieve those goals.
Scorecard
The three major areas of HR’s involvement in strategy are:
participating in creating the organizational goals, aligning HR’s functional strategy with the organizational strategy, and then supporting other functions as they work to fulfill their own strategic goals.
