HR Competencies Review Flashcards

Vocabulary flashcards covering core SHRM certification prep competencies, including leadership, motivation, ethics, inclusion & diversity, relationship management, communication, business acumen, change management, and analytics.

Functions of Management

The five core functions performed by leaders: Planning, Organizing, Staffing, Directing, and Controlling.

Coercive Leadership

A leadership approach in which the leader imposes a vision or solution on the team.

Authoritative Leadership

A leadership approach in which the leader proposes a solution and invites the team to join the challenge.

Affiliative Leadership

A leadership approach in which the leader creates strong relationships and encourages feedback.

Democratic Leadership

A leadership approach in which the leader invites followers to collaborate and acts by consensus.

Effective when there is a strong resistance to change.

Pacesetting Leadership

A leadership approach in which the leader models high performance standards and challenges followers to meet expectations.

Coaching Leadership

A leadership approach in which the leader focuses on developing team members' skills.

Trait Theory

A leadership theory asserting that leaders possess innate characteristics, equating personal traits with leadership effectiveness without empirical evidence.

Behavioral School

A leadership theory holding that leaders influence group members through specific behaviors. The goal is to get a better understanding of how team members like to work based on behaviors. (Blake Mouton theory)

Trait Theory

“Default style” Leader possess certain innate (natural) characteristics (strength or stamina) and personality traits (integrity, decisiveness) that followers do not possess or cannot acquire.

Blake-Mouton Theory

A behavioral leadership model that categorizes managers into five types (Country club, Impoverished, Authoritarian, Middle-of-the-road, Team leaders) based on concern for Task and concern for Employees.

Situational Theories

Leadership theories proposing that leaders flex their behaviors between task/directive and relationship/supportive behaviors to meet unique situational needs. All depends on the task. No single leadership style is the best. (Hersey Blanchard, Feilder contingency theory, path goal theory)

Hersey-Blanchard Situational Leadership

A leadership model where leadership style (Telling, Selling, Participating, Delegating) matches the skills, experience, and motivation level of team members.

Fiedler's Contingency Theory

A leadership theory stating that leaders change the situation to make it more favorable (based on leader-member relationships, task structure, and position power) to produce good outcomes.

Path-Goal Theory

A leadership theory stating that leaders help employees stay on track toward goals by addressing directive, supportive, achievement, or participative needs. (Adjusts dates, move budget, more hands on)

Emergent Leadership

A phenomenon where a leader is not formally appointed but emerges naturally from a group based on interactions.

Transactional Leadership

A leadership approach emphasizing order, structure, and formal two-way exchanges, common in military and large multinational organizations.

Leader-Member Exchange Theory

A theory focusing on the two-way relationship between leaders and chosen employees, which can drive productivity but may create in-groups and out-groups.

Transformational Leadership

A leadership style emphasizing the leader's ability to inspire employees to embrace change and encouraging communication, cooperation, and collaboration.

Servant Leadership

A leadership approach where the leader's primary goal is to serve the needs of their employees, leading to higher empathy and trust.

Formal Organizational Features

The formal aspects of an organization are usually documented in organizational charts and policies and announcements and handbook.

Informal Organizational Features

Informal organizational structures are more challenging to learn because they’re often based on interpersonal relationships. Space this can be seen in the organization’s culture and it’s social dynamics.

Influencing

Relies on using one’s power and or skills to change other perceptions or actions.

Types of power

Legitimate

Reward

Expert

Referent

Coercive

Legitimate Power

Power created formally through an official title or position.

Reward Power

Power created when followers receive something they value from a leader in exchange for commitment.

Expert Power

Power created when a leader possesses great intelligence, insight, knowledge, or experience.

Referent Power

Power created by the force of the leader's personality and personal charisma.

Coercive Power

Power created when a leader has the ability to punish non-followers. (Likely to get immediate results)

Theory X/Theory Y

Refers to how a leader views their own team members.

Theory X

Micromanage and coerce team members. A management belief that people inherently dislike work and must be strictly controlled and forced to perform.

Theory Y

A management belief that employees dislike rigid controls and inherently want to accomplish something. Leaders apply a more participative style.

Needs Theory

Individuals are motivated by a desire to satisfy certain needs. Common factor is achievement.

Leader will offer the right level of incentive, meaning “what is the employee looking for?”

Maslow, Herzberg, McMclelland, Self determination.

Maslow's Needs Theory

A motivation theory proposing five categories of needs that must be met in ascending order: Physiological, Safety and security, Belonging and love, Esteem, and Self-actualization.

Herzberg's Motivation-Hygiene Theory

A theory stating that workplace behavior is driven by intrinsic factors (motivation) and extrinsic factors (hygiene); satisfying hygiene factors removes discontent, but motivation is created by appealing to intrinsic desires.

McClelland's Three Needs Theory

A motivation theory stating that individuals are motivated primarily by achievement, affiliation, or power.

Self-Determination Theory

A motivation theory holding that individuals are driven by innate needs for competence, relatedness, autonomy, and purpose.

Expectancy Theory

A motivation theory stating that an individual's level of effort depends on result in a positive outcome or reward.

Vroom

Level of effort depends on expectancy in instrumentality and valence. All factors must be addressed to create motivated employees.

Attribution Theory

The way a person interprets the causes for past success or failure is related to the present level of motivation.

Heider, Weiner Motivation Theory

Success or failure can be attributed to internal factors or external factors. Internal factors may be under the employees control. External factors are probably beyond the employees control.

Goal-Setting Theory

A motivation can be increased by providing employees with goals against which they can assess their achievement. Employees should be involved in designing goals.

Equity Theory

Motivation is based on an employees sense of fairness.

Personal Leadership Qualities

A leader should be both self motivated and self disciplined. A leader should be comfortable with taking risks, committed to continuous learning, and should embody a growth mindset.

Transparency

An ethical workplace principle that supports stakeholder trust by disclosing details about dealings, transactions, or processes.

Not being left in the dark.

Honesty

An ethical principle reflecting a commitment to truthfulness and fairness while avoiding conflicts of interest and bribery.

Authenticity

A person's ability to stay true to their values and maintain integrity across personal and professional life. More believable.

Personal Integrity (as an HR professional)

Model ethical conduct and organizational values in all actions.

Professional Integrity (as an HR professional)

Demonstrate awareness of and commitment to ethics in their work.

Ethical Decision Making

Train employees so that they’re prepared if they face an ethical situation. Training helps in all situations.

Recognize ethical situations as they arise, gather the facts, apply code of ethics, consult others, and finally make a decision.

Code of Conduct

A formal document that defines behavioral expectations for all employees, communicates organizational commitments, and serves as a guide for actions/decision making. Examples should be provided to make it as clear as possible.

Investigation Steps/Elements

Investigator, Investigation, Documentation, Confidentiality, credibility, conclusions

Inclusive Mindset

The knowledge, skills, and abilities needed to create a work environment where all individuals are treated fairly and respectfully, have equal access to opportunities, and feel belonging.

3 Types of Diversity

Legacy

Experiential

Thought

Legacy Diversity

External physical Characteristics. A type of diversity consisting of traits that are recognizable and visible. (i.e. demographic or identity, usual measure of diversity)

Thought Diversity

A type of diversity encompassing different perspectives that result from an individual's education and background. (i.e. peple think differently)

Experiential Diversity

A type of diversity based on lived experiences.

Inclusion

The extent to which an individual is and feels welcomed, supported, and valued within an organization.

Equity

A state of fairness distinct from equality, aiming to lift all employees up and break down demographic barriers or challenges.

Culture

A set of beliefs, attitudes, values, and perspectives shared by members of a group and passed down from generation to generation.

Layers of Culture: Explicit Culture (Artifacts and Products)

Visible (i.e. office layout, dress code, stories, jargon, logos)

Influenced by norms and values

Layers of Culture: Norms & Values

Not easily seen, but stated (i.e. mission statements, vision, mottos, policies)

Layers of Culture: Basic Assumptions (Implicit Culture)

Unconscious (i.e. beliefs about human nature, tendencies, power dynamics, how people relate to each other) Not obvious to you or identical to your norm.

You have to be in this culture for a period of time to understand why it’s implicit.

High-Context Culture

A culture characterized by complex relationship networks, rich shared history

Implicit communication where what is said may not be what is meant. (i.e. China, Japan, France, Latin American Countries)

Low-Context Culture

A culture characterized by shorter relationship histories and explicit communication where what is said is directly what is meant. (i.e. USA UK, Canada)

Geert Hofstede’s Dimensions of Culture

A way to compare national cultures using six key dimensions.

1. Power Distance

2. Individualism/collectivism

3. Uncertainty avoidance

4. masculine/feminine

5. long term/short term

6. indulgence/restraint

1. Power Distance

A cultural dimension in Hofstede's model measuring the extent to which an unequal distribution of power is accepted.

Individualism/collectivism

Degree of group integration

Uncertainty Avoidance

A cultural dimension in Hofstede's model measuring tolerance for uncertainty, ambiguity and comfort with unstructured or unexpected situations.

High= low tolerance for uncertainty

Low= accept change; try to have few rules

Employee Resource Groups (ERGs)

Voluntary, self-selecting employee groups centered around a particular diversity dimension that maintain open membership to all employees.

Psychological Safety

A workplace climate where individuals feel comfortable speaking up, asking questions, seeking help, and admitting mistakes without fear.

Conscious Bias

Explicit prejudice that an individual understands they have, resulting in intentional behaviors.

Unconscious Bias

Implicit prejudice that an individual is unaware of, which still shapes behavior and decision-making.

Impostor Syndrome

The persistent feeling that one's success is due to luck rather than skill or hard work, causing individuals to feel unfit for their role.

Covering

A defensive behavior in which employees modify their appearance, affiliation, advocacy, or association to conform to assimilation pressures.

Cultural Taxation

The additional uncompensated workload placed on members of underrepresented groups who are asked to participate in I&D efforts.

Ethnocentrism

An obstacle to cross-cultural understanding characterized by a narrow worldview and viewing one's own culture as standard.

Civil Law

A legal system based on written codes approved by legislative bodies and enforced through government regulations.

Common Law

A legal system based on judicial decisions that evolves gradually over time.

Religious Law

A legal system based on religious beliefs and conventions combining written codes and spiritual interpretations.

Networking

The process of developing mutually beneficial internal and external contacts through the exchange of information.

Creating a professional network - i.e. alumni associations, meet ups, professional conferences, industry events, workshops, linkedin

Stakeholder Concept

A business framework recognizing that an organization creates value through multidirectional relationships with groups including investors, governments, political groups, customers, employees, trade associations, suppliers, and communities.

Considers the interests of all groups affected by a business. (i.e. Patagonia website)

HR Stakeholders

External customer - those receiving or purchasing the organizations product

Internal customer - include a number of roles within the organization (senior management, board of directors, employees)

Suppliers - value economic stability

Communities, political & religious groups, government - focus on shared interest

Emotional Intelligence

The quality of being sensitive to and understanding of one’s own and others’ emotions and the ability to manage one’s own emotions. (i.e. 24 hour rule of responding to emails)

Building Trust

Common values

Aligned interests

Benevolence - concern of another’s well being

Integrity

Communication

Types of Conflicts

Disagreements - requires negotiation or consensus to resolve

Interpersonal conflicts - requires at least one person to have emotional intelligence

Intragroup (inner team) conflicts - resolved through negotiation but may require a third party to intervene

Leader Conflict Resolution Tactics

Accommodate - emphasize agreement (one side gives in to accommodate other party)

Assert - impose a solution, useful in crisis

Avoid - withdraw and allow conflict to be resolved by others

Collaborate - search for a third way that both sides can own

Compromise - both sides concede something

Accommodating (or smooth)

A conflict resolution tactic that emphasizes agreement and downplays disagreement to preserve relationships.

Asserting (or force)

A conflict resolution tactic in which one party forces or imposes a solution.

Avoiding

A conflict resolution tactic where a party withdraws and allows conflict to resolve itself or remain unaddressed.

Collaborating (win win approach)

A conflict resolution tactic where parties work together to search for a 'third way' that both sides can own.

Compromising

A conflict resolution tactic requiring both sides to concede certain issues to reach agreement.

Negotiation

a process in which two or more parties work together to reach agreement on a matter.

Approaches to Negotiation

Soft - the relationship is worth more then the issue

Hard - winning is more important than the relationship

Principled - focus on issues, aim for mutual gain (win-win)

Soft Negotiator

Value the relationship more than the outcome (i.e. relationship with union reps especially when negotiating)

Hard Negotiator

Committed to winning even at the cost of the relationship

Principled negotiation (interest based)

The negotiator aims for mutual gain (win-win). Focusing on the problem instead of personal differences.

Negotiating Process: BATNA Analysis

An analysis of the Best Alternative to a Negotiated Agreement, used during negotiation preparation to evaluate non-agreement options.

Prepare>build relationship>exchange information>persuade>concede and agree

Communication Model

Demonstrates the potential difficulties of communication, whether it is oral, nonverbal, or written.

Noise - at each link of the communication chain, something can go wrong that will derail the purpose of the communication. (i.e. the instructor over zoom having bad internet connection)

Active Listening

Communicators who are fully engaged with their audience. Inviting others to speak. Focusing on what the other person is saying. Being aware of nonverbal messages.