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
Balanced scorecard
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
Differential Pay
Pay for working outside of your hours (overtime/holiday) or taking on additional work (interim bonus). Hazard pay Weekend pay Location pay
27
Gantt Chart
Bar Chart that illustrates a project schedule. Calendar with work tasks as bars.
28
6 components of Employment Law
Authorization to work Compensation Employee Relations Job safety and health EEO Leave and Benefits
29
Management by objective
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
Negotiated grievance policy
Part of a union contract to negotiate disputes. Not discrimination or harassment.
31
Cost leadership strategy
Business approach where they gain advantage by cutting production and service costs.
32
Formalization vs centralization
Formalization: standardization of jobs Centralization: concentration of decision making authority
33
Sarbanes-Oxley Act
Prevents corporate accounting scandals. Mandates financial recording keeping and reporting for businesses
34
Landrum-Griffin Act
Labor Management Reporting and Disclosure Act Regulates unions internal affairs.
35
Leadership Styles
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
Works made for hire act
Exception made to Copyright law. Employer owns the copyright.
37
Employee Life Cycle
Attraction recruitment Onboarding Retention Development Off boarding
38
Leadership Theories
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
Goal-setting theory
Emphasizes 5 principals Clarity Challenge Commitment Feedback Realistic and appropriate
40
Equity theory of motivation
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
Herzberg’s Two-Factor theory
Job satisfaction and dissatisfaction are mutually exclusive. Two factors: hygiene (comfort, benefits, etc) and motivation (challenging, recognition, connection to job, etc)
42
Types of conflict
Relationship Task Interorganizational Intraorganizational
43
Principled Bargaining
Negotiation tactic. Emphasizes relationship and win-win.
44
Interest-based bargaining
Everyone shares their grievances and try’s to jointly negotiate to satisfy everyone.
45
Position based bargaining
Zero-sum. Winner takes all.
46
Lewin’s Change Management Model
Unfreeze: prepare for the change Change: change is slowly implemented Refreeze: change is internalized and institutionalized