Random short topics

Question 1

Group decision-making tool in which the group defines the characteristics of a successful decision and then scores each alternative against those criteria.

Answer 1

Multi-criteria decision analysis (MCDA)

Question 2

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.

Answer 2

J curve

Question 3

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.

Answer 3

Force-field analysis

Question 4

Ability to create connections or rapport with others.

Answer 4

Social intelligence

Question 5

Ability to be sensitive to and understand one’s own and others’ emotions and impulses.

Answer 5

Emotional intelligence (EI)

Question 6

Factors that initiate, direct, and sustain human behavior over time.

Answer 6

Motivation

Question 7

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.

Answer 7

Functional HR

Question 8

An organizational structure that leverages staff expertise in certain areas to improve the entire organization’s strategic performance.

Answer 8

Center of excellence (COE)

Question 9

Systematic and comprehensive evaluation of an organization’s HR policies, practices, procedures, and strategies.

Answer 9

HR audit

Question 10

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.

Answer 10

Shared services HR model

Question 11

HR structural alternative that allows organizations with different strategies in multiple units to apply HR expertise to each unit’s specific strategic needs.

Answer 11

Dedicated HR

Question 12

Arrangement in which an enterprise and a vendor share different tasks within a larger complex, often strategic responsibility.

Answer 12

Cosourcing

Question 13

Part of a service contract where the service expectations are formally defined.

Answer 13

Service-level agreement (SLA)

Question 14

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.

Answer 14

Corporate social responsibility (CSR)

Question 15

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.

Answer 15

Governance

Question 16

Economic, social, and environmental impact metrics used to determine an organization’s success.

Answer 16

Triple bottom line

Question 17

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.

Answer 17

Ethics

Question 18

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.

Answer 18

Compliance

Question 19

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.

Answer 19

Sustainability

Question 20

Principles that guide decision making and behavior in an organization.

Answer 20

Code of conduct

Question 21

Exchange of anything of value to gain greater influence or preference.

Answer 21

Bribery

Question 22

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

Answer 22

Transparency

Question 23

Treatment of personal information that has been disclosed to another person or organization.

Answer 23

Confidentiality

Question 24

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

Answer 24

Negotiation

Question 25

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.

Answer 25

Principled negotiation

Question 26

Process of developing mutually beneficial contacts through the exchange of information.

Answer 26

Networking

Question 27

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.

Answer 27

Stakeholder concept

Question 28

Components of a message apart from its words. This could include physical gestures and posture and vocal tones, volume, and speed.

Answer 28

Nonverbals

Question 29

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.

Answer 29

Active listening

Question 30

Process of constructing a message so that an audience sees communicated facts in a certain way and is persuaded to take a certain action.

Answer 30

Framing

Question 31

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.

Answer 31

Noise

Question 32

In communication, structuring a message to include opportunities for correction or clarification. This requires two-way communication.

Answer 32

Feedback loop

Question 33

______________ 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.

Answer 33

Human capital value added

Question 34

What is the primary function of executive management?

Answer 34

Manage core business functions and their effect on the organization’s performance

Question 35

Which metric would most accurately show the effect of the investment in an HR change initiative to increase employee productivity?

Answer 35

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.

Question 36

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.

Answer 36

Scorecard

Question 37

The three major areas of HR’s involvement in strategy are:

Answer 37

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.