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SHRM-SCP > SHRM > Flashcards

SHRM Flashcards

1
Q

Renumeration Survey

A

Salary survey

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2
Q

Hofstede’s Cultural Dimentions

A

To describe cultures of different countries:

Power Distance
Individualism/Collectivism
Masculinity/Feminity
Uncertainty Avoidance
Long Term/Short Term Orientation
Indulgence/Restraint

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3
Q

Kolb Learning Styles

A

Active Experimentation
Concrete Experimentation
Reflective Observation
Abstract Conseptualism

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4
Q

High context Culture

A

Information is shared implicitly.
Relationships are long term and stable.

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5
Q

Low context culture

A

Information is conveyed explicitly.
Relationships are short-lived and transactional.

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6
Q

Business Torts

A

Wrongful acts that just a business. No criminal. Result in civil liability.

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7
Q

Human process management

A

Tracking and management of human processes (KPIs, best practices)

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8
Q

Featherbedding

A

Hiring or retaining employees that are not needed (or have become obsolete) to merely keep people employed.

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9
Q

Taft-Hartley Act

A

1947: Anti-communist legislation.
Banned: jurisdictional strikes, solidarity strikes, secondary boycotts, wildcat (unauthorized) strikes, pre-entry closed shop unions, monetary donations to federal political campaigns.

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10
Q

Uniform Guidelines for Employee Selection Procedures

A

1974: EEOC, DOL, CSC, DOJ

Set of principles which are designed to assist employers labor, organizers, employment agencies, and boards to comply with federal law, prohibiting discrimination on protected classes.
Apply to tests and other selection procedures, which are used as a basis for any employment decision the is not limited to hiring promotion, demotion membership in an organization, referral retention licensing certification.

Includes adverse impact.

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11
Q

Attribution theory

A

A psychology term that refers to how people perceive the causes of an experience. for example, to an internal or external locus of control.

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12
Q

Likert Leadership Study

A

University of Michigan

Four systems of management/leadership:

Exploited authoritative
Benevolent authoritative
Consultative
Participative

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13
Q

Trompenaar’s Model

A

Another intercultural communication tool.
universalism versus particularism
Individualism versus communitarianism
Neutral versus emotion
Specific versus diffuse
Achievement versus ascription
Sequential versus synchronic
Internal versus external control

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14
Q

Delphi technique

A

Qualitative research/ Business forecasting method

Step one panel of experts is identified
Step two each expert completed individual survey or questionnaire
Step three the results are anonymized
Step four The panel reviews all of the research and does this a couple of times
Step five the goal is to reach a consensus or convergence of opinion among the experts. It’s an iterative prophets process that allows for reflection nuance, and reconsideration of opinion.

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15
Q

Triple bottom line

A

People planet profit

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16
Q

Perquisites

A

Fringe benefits
Renta accommodation gas and water reimbursement for medical expenses company car expense account vacation benefits raises health insurance breaks

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17
Q

Red circle

A

When an employee is being paid substantially more than their respective worth in labor. Or the highest level of the band for their position.

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18
Q

G4 Guidlines

A

Global reporting initiative or GRI
A set of guidelines for sustainability reporting by organizations, regardless of their size sector.

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19
Q

Edward Schein

A

Organizational culture guy from the 80s. Says there are three strength levels of organizational cultures.
One. Artifacts and behaviors
too. Espouse values
three. Assumptions.

20
Q

Douglas MacGregor (X and Y Theory)

A

X Manager believes employees don’t want to work. Uses rewards and punishments. We/Them

Y Manager believes employees want to work and want more responsibility. Less supervision. Collaborative and cordial.

21
Q

Economic Value Added

A

An Estimate of profit

Net Profits MINUS (Capital used TIMES Cost of capital)

22
Q

Skinner’s Reinforcement Theory

A

People learn through rewards and punishments.

23
Q

Vrooms Expectancy Theory

A

People are motivated to select behaviors they believe will be successful.

Motivation is a product of a person’s expectations for success.

24
Q

Locke’s Goal Setting Theory

A

5 principles of Goal Setting

Clarity
Challenge
Commitment
Feedback
Task Complexity

25
Q

Balanced scorecard

A

A report used to keep track of and measure business functions and their outcomes.

A metric used to identify, improve, and control a businesses functions and outcomes.

Learning and growth
Business processes,
customers,
finance

26
Q

Differential Pay

A

Pay for working outside of your hours (overtime/holiday) or taking on additional work (interim bonus).

Hazard pay
Weekend pay
Location pay

27
Q

Gantt Chart

A

Bar Chart that illustrates a project schedule.

Calendar with work tasks as bars.

28
Q

6 components of Employment Law

A

Authorization to work
Compensation
Employee Relations
Job safety and health
EEO
Leave and Benefits

29
Q

Management by objective

A

Supervision/employee evaluation style

Defining objectives to be conveyed by management then deciding how to achieve each objective.

SMART goals is used for this process

  1. Review organizational goal
  2. Set worker objective
  3. Monitor progress
  4. Evaluate
  5. Give reward
30
Q

Negotiated grievance policy

A

Part of a union contract to negotiate disputes. Not discrimination or harassment.

31
Q

Cost leadership strategy

A

Business approach where they gain advantage by cutting production and service costs.

32
Q

Formalization vs centralization

A

Formalization: standardization of jobs
Centralization: concentration of decision making authority

33
Q

Sarbanes-Oxley Act

A

Prevents corporate accounting scandals.

Mandates financial recording keeping and reporting for businesses

34
Q

Landrum-Griffin Act

A

Labor Management Reporting and Disclosure Act

Regulates unions internal affairs.

35
Q

Leadership Styles

A

Affiliative: building bonds and relationship

Charismatic: charisma of leader

Democratic: building consensus

Coaching: developing people

Servant: employee centered

Transformational: change and growth

Visionary: during times of change

36
Q

Works made for hire act

A

Exception made to Copyright law.

Employer owns the copyright.

37
Q

Employee Life Cycle

A

Attraction
recruitment
Onboarding
Retention
Development
Off boarding

38
Q

Leadership Theories

A

Situational Leadership: flexible and adaptive

Transformational Leadership: inspires, increases morale, empowering

Participatory Leadership: democratic

Inclusive Leadership: promotes fairness and belonging

Leader-member exchange theory: looks at relationship between teams and leaders

Servant leadership: employee centered, growth focused

Transactional leadership: uses rewards and punishments

Trait theory: how personality traits impact leadership

Contingency theory: leadership success is contingent on situation

39
Q

Goal-setting theory

A

Emphasizes 5 principals

Clarity
Challenge
Commitment
Feedback
Realistic and appropriate

40
Q

Equity theory of motivation

A

Motivation is impacted by perception of fairness.

Employees compare themselves to others inside and outside the organization.

Perceived unfairness leads to negative emotions, reduced productivity, and attrition.

41
Q

Herzberg’s Two-Factor theory

A

Job satisfaction and dissatisfaction are mutually exclusive.

Two factors: hygiene (comfort, benefits, etc) and motivation (challenging, recognition, connection to job, etc)

42
Q

Types of conflict

A

Relationship
Task
Interorganizational
Intraorganizational

43
Q

Principled Bargaining

A

Negotiation tactic.

Emphasizes relationship and win-win.

44
Q

Interest-based bargaining

A

Everyone shares their grievances and try’s to jointly negotiate to satisfy everyone.

45
Q

Position based bargaining

A

Zero-sum. Winner takes all.

46
Q

Lewin’s Change Management Model

A

Unfreeze: prepare for the change
Change: change is slowly implemented
Refreeze: change is internalized and institutionalized

SHRM-SCP (1 decks)

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