1 - HR Competencies (From Study Group) Flashcards

Question

Common HR Data Sources

Answer 1

Ask both sides to concede some issues to reach agreement.

Answer 2

* Accommodate / Smooth * Assert / Force * Avoid * Collaborate / Confront * Compromise

Answer 3

Low Task, High Relationship Secure atmosphere and trust individuals to accomplish goals, avoiding punitive actions to not jeopardize relationships

Answer 4

1. Gather information 2. Draft and review 3. Formally adapt & communicate 4. Monitor enforcement 5. Evaluate and revise

Answer 5

Very competent; ready for autonomy and self- direction

Answer 6

Leader invites followers to collaborate and acts by concensus

Answer 7

* Recognize: create awareness of cultural differences * Respect: appreciate the value of difference * Reconcile: resolve differences by finding a common path * Realize & Root: implement solutions and institutionalize

Answer 8

* Improve the quality of communication * Increase productivity by supporting collaboration * Create a positive work environment

Answer 9

A leader is not appointed but emerges from the group. The group chooses the leader based on interactions.

Answer 10

Being aware and accepting of the importance and legitimacy of others' emotions

Answer 11

Amount of owners' or shareholders' portion of a business. = Assets - Liabilities

Answer 12

May include: * Sampling * Selection * Response * Performance * Measurement

Answer 13

* Personal integrity * Professional integrity * Ethical agent

Answer 14

* Official documents about the business and culture * Performance data from financial records, organizational databases, and HRIS * Correspondence and reports * Industry data and benchmarks Advantages * Eliminates the effects of observation and involvement and possible biases * Rich, multi-perspective source of data Disadvantages: * Can be time-insensitive * Requires experience to extract key data * May require ingenuity to find data

Answer 15

Levels of effort depend on * Expectancy * Instrumentality * Valence

Answer 16

Created when a leader possesses great intelligence, insight, or experience * Internal * Offer advice and guidance * Win respect for team and its work throughout org * Can create dependency and weaken team members' initiative or discourage own contributions

Answer 17

Leaders change the situation to make it more favorable. Situation favorableness occurs when: * Leader-member relationships are strong. * Task structure and requirements are clear. * Leader can exert necessary power to reach group’s goal. Unfavorable situations can be changed by: * Improving relations between leader and team. * Changing aspects of task. * Increasing or decreasing leader’s exercise of power.

Answer 18

* Reporting lines * Decision-making process * Funding process * Strategy, mission, values * Assessment-shaping events

Answer 19

Different units receive varying percentages of budget

Answer 20

* Used to sort numerical data to reveal patterns * Frequency distribution * Lists the grouped data from lowest to highest * Frequency table * Shows the size of individual data groups

Answer 21

Planning Organizing Staffing Directing Controlling

Answer 22

- Develop a strategic view of the organization - Develop a global organizational culture - Secure and grow a safe and robust talent supply chain - Use and adapt HR technology - Develop meaningful metric - Develop policies and practices to manage risks

Answer 23

Motivation can be increased if employees can assess their achievement against goals. Optimally, employees should be involved in designing goals and supported in achieving them.

Answer 24

Leaders adapt their behaviors to meet the evolving needs of team members. - Telling - Selling - Participating - Delegating

Answer 25

Behavior is driven by: * Intrinsic factors (challenging work, meaningful impact of work, recognition) * Extrinsic factors (job security, pay, conditions) Satisfying hygiene factors can remove some discontent that interferes with motivation, but satisfactory conditions are not enough in themselves to create motivation. Motivation is created by appealing to individual desires or needs.

Answer 26

* Sorts data into groups and shows relative sizes as columns of varying heights or lengths * Supports rapid comparison

Answer 27

- Power Distance - Individualism / Collectivism - Uncertainty Avoidance - Masculine / Feminin - Long-term / Short-term - Indulgence / Restraint

Answer 28

Reflects commitment to truthfulness and fairness Avoids conflicts of interest and the use of bribery

Answer 29

- An understanding of the audience's needs and perspectives - A clear message - Effective delivery at the center is the communicator and the perception communicators create of themselves

Answer 30

Low Task, Low Relationship Use a delegate and disappear management style Detach themselves creating power struggles

Answer 31

Compares revenues, expenses, and profits over a specified period of time—usually a year or a quarter **Net Income = Revenues - Expenses** Profit & Loss Statement (P&L)

Answer 32

Traditional approach; prior budget is basis for next budget

Answer 33

* Degree of group integration: * Individualism values self-reliance * Collectivism values group loyalty

Answer 34

* Indulgence: Enjoyment of life and freedom in gratifying desires. * Restraint: Suppression of desires in order to meet social norms.

Answer 35

* Values and beliefs * Cross-organizational relationships * Communication methods * Social networks

Answer 36

* Offer the opportunity for follow-up questions that may not be possible in a survey or focus group. * Are rarely the sole form of gathering data. * Are more effective if areas of discussion and specific questions are planned Interviewer should establish a positive and trusting relationship with the interviewees.

Answer 37

Coercive Authoritative Affiliative Democratic Pacesetting Coaching

Answer 38

Created formally through a title or position * Save time in decision making * Focus team on organizational goals * Insufficient if leader is not competent and effective at leading

Answer 39

1. Introduction: Low revenue b/c little market awareness * Must create identity and develop value proposition 2. Growth: Revenue increases * Create processes that will increase efficiency 3. Maturity * Market is saturated * Growth only occurs through intro of new products or customer groups 4. Renewal/No Growth/Decline * Renew by changing offerings * Take no action and accept low revenue * Take no action and experience decline

Answer 40

* Long-term: values perseverance, thrift; orders relationships by status * Short-term: values social traditions, respect, trading favors, greetings

Answer 41

Agreeing to programs from headquarters and then sabotaging their success.

Answer 42

* Masculine: ambitious, concerned with work and achievement * Feminine: Nurturing, concerned with quality of life and consensus

Answer 43

5 categories of needs that must be met in ascending order - Physicological - Safety and Security - Belonging and Love - Esteem - Self Actualization A lower-level need must be relatively satisfied in order for a higher level need to emerge or serve to motivate. However no need is ever totally satisfied.

Answer 44

* Individuals are motivated by * achievement * affiliation * power. * Achievement-oriented employees are given assignments that will require and call attention to their abilities. * Socialization events or opportunities are incorporated into team schedules for affiliation-oriented employees * Power-oriented employees are given tasks that they can control and direct.

Answer 45

Midpoint on task and relationship Get work done but are not considered leaders

Answer 46

Possessing a passion for the job or current objective. Understanding why people behave the way they do helps leaders influence behavior by appealing to the right needs in the right way.

Answer 47

1. Prepare 2. Build a relationship 3. Exchange information 4. Persuade 5. Concede & agree

Answer 48

* Market share * Reputation among stakeholders * Brand awareness * Employer brand * Social responsibility * Quality, customer relations, innovation * Activity ratios * Employee retention and job satisfaction * Employee engagement

Answer 49

* Mitigates any self-reporting filters present in interviews, surveys, and focus groups. * Strengthen the HR professional’s understanding of the work at hand and the culture of the workplace. * Allows observers to note factors that participants are unaware of, consider routine, or are reluctant to share.

Answer 50

Leader models high performance standards

Answer 51

* Ranks categories of data * Applies Pareto Principle: * 80% of problems are caused by 20% of causes

Answer 52

Competent. Included in problem-solving and coached on higher skills.

Answer 53

Leaders help employees stay on track toward goals. Involves addressing different types of employee needs: * Directive - help to understand the task and its goal * Supportive - fulfill the relationship needs * Achievement - motivate by setting challenging goals * Participative - provide more control over work and leverage group expertise through participative decision making

Answer 54

* Strive for diversity in the range of your relationships. * Invest time and energy in developing/sustaining relationships. * Develop an ease with “small talk” about non-work matters. * Talk about yourself without dominating the conversation. * Learn to ask about others without prying into personal matters. * Be considerate of other people’s time and obligations.

Answer 55

Identifying your own and others' emotions

Answer 56

* Use reason. * Appeal to mutually held visions or values. * Use reciprocity (banking “favors”). * Trade by using expertise or resources to fulfill another’s needs. * Always use influence with honesty and concern. * Avoid manipulating others by misusing emotional appeals and networking.

Answer 57

* Depicts as slices of a circle that comprise 100% of the data group * Communicates high-level information about data distribution

Answer 58

Extent to which unequal distribution of power is accepted

Answer 59

Aims for conduct that respects others' safety, well-being, privacy

Answer 60

Created by the force of the leader's personality Ability to attract admiration, affection and/or loyalty * Internal * Appeals to social needs * Will weaken if leader is not competent, effective and fair

Answer 61

Identify relationships between variables and their strength

Answer 62

Detaching from emotions when they get in the way

Answer 63

* Based on religious beliefs and conventions (a mix of written codes and interpretations). * Can influence HR policies and practices.

Answer 64

Created when followers receive something they value in exchange for a commitment * Appeal to team members' individual motivators * Useful only when leader has access to and can extend team members meaningful rewards

Answer 65

All of the other forces have the potential to increase the intensity of competition within the industry.

Answer 66

* Must represent the population being measured * Must be sufficiently large to include possible variations

Answer 67

* Plots data points against variable * Tightness of clustering indicates the strength of the relationship * Direction of the line indicates a positive or negative relationship of the variables

Answer 68

Becoming aware of your emotions and needs and their effect on work relationships.

Answer 69

Learning to control and accommodate one's emotions

Answer 70

Individuals are motivated by innate needs: * Competence * Relatedness * Autonomy (need to feel that one has control over one’s life) * Purpose (sense that one’s actions have effects beyond individual or workplace)

Answer 71

Competent but not fully motivated "why are we doing this"

Answer 72

- Extend the behavioral concept - the effectiveness of different leadership styles depends on the situation. - Leadership style is most effective when it flexes to the situation or the employees involved.

Answer 73

Being able to create connections or rapport with others

Answer 74

Relatively inexpensive ways to gather a large amount of data from a large and dispersed group of subjects * Obtain a valid sample * Design the survey with analysis in mind * Asking the right questions (for example, questions that reflect appropriate internal and external factors and are mindful of language and cultural differences)

Answer 75

High Task, High Relationship Lead by positive example Foster team environment Encourage individual and team development

Answer 76

Not yet motivated or competent

Answer 77

- Theory X leaders believe that people must be strictly controlled and forced to work - Theory Y leaders believe that employees dislike rigid controls and inherently want to accomplish something.

Answer 78

* How easy it is for a new competitor to enter the industry? * How much capital investment is required? * How much times does it generally take for a new entry to become a threat to market share? High, management and the workforce must be nimble.

Answer 79

How easy it is for a competitor to capture customers by offering a similar product or a product that satisfies the same need but perhaps in a different way? High threat, HR will need to develop a strategy that promotes cost efficiency Low threat, develop entrepreneurial culture b/c the organization will have more capital to invest

Answer 80

* SWOT Analysis * Multi-criteria decision analysis (MCDA) * Cost-benefit analysis (CBA) * Force-field analysis

Answer 81

Leaders possess certain innate characteristics: - Physical characteristics - Personality traits

Answer 82

* Plots data points of a defined variable over time * Shows cycles or developing trends

Answer 83

* Universal vs. particular * Set of defined rules vs. context of each case * Individual vs. communitarian * Neutral vs. affective * Control outward expression vs. display emotions in public * Specific vs. diffuse * Distinguish public/private life * Achieved vs. ascribed * Judged by what they have a achieved vs. wealth, gender, class * Sequential vs. synchronic * Time, plans are important to the future vs. flexible * Internal vs. external * Own path vs. fate

Answer 84

* Legitimate * Reward * Expert * Referent * Coercive

Answer 85

* Tolerance for uncertainty, ambiguity. * Comfort with new, unexpected situations.

Answer 86

Interpreting complex emotions and understanding their causes.

Answer 87

Decision making, problem-solving, etc., within the context of emotions

Answer 88

Each unit of goal is ranked, and available funds are allocated, with budgets starting at zero

Answer 89

The quality of being sensitive to and understanding of one's own and others' emotions and the ability to manage one's own emotions and impulses. * Perceiving emotion * Using emotion to facilitate thought * Understanding emotion * Regulating emotion

Answer 90

Individuals are motivated by desire to satisfy certain needs. Understanding these needs allows leaders to offer the right incentives and create the most motivational external environments.

Answer 91

* Artifacts/products: food, dress, humor, music (explicit culture) * Norms/values: Less obvious are the sense of acceptable behaviors * Basic assumptions: Core beliefs about how the world is and ought to be (implicit)

Answer 92

* Statements meaning includes verbal message and the nonverbal and social and historic content attached. * Implied

Answer 93

* Statements meaning is encoded in its words only * Directly stated

1 - HR Competencies (From Study Group) Flashcards

(125 cards)