SHRM CP 2023

Freedom of Association

Right for workers to unite to promote desired employment conditions as a group

4 Layers of Diversity

1. Personality

2. Internal Dimensions

3. External Dimensions

4. Organizational Dimensions

Summary Offense

Gross misconduct in which no prior warnings are required for termination so long as a proper investigation and hearing was preformed

3 reasons to approach diversity as a strategic initative

1. To make it a priority

2. To allow for its complexity

3. To address organizational resistance to change

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Structural Org

look at how the org is helped or hindered by its structure

Interventions include movement of decision making authority, mergers/acquisitions/divestitures

Interpersonal Org

focus on work relationships between employees

Process/Technological Org

focus on activities such as work flow and departmental coordination

Most critical piece of effective performance management

Clarity of performance standards

For effective information management, a balance must be struck between:

Openness and security

Porter's 3 Successful generic strategies

1. Cost Leadership

2. Differentiation

3. Focus

2 functions of an HR audit

1. Help management understand what is happening in HR

2. Allow HR to determine which programs should be eliminated or enhanced

Zero based Budgeting

Everyone's budget starts at zero and departments must present a case on how their budget will help the org's goals. Each department is then given a priority rating

Incremental budgeting

aka line item budgeting, is based on the prior year's budget being increased by a set percentage

According to Goleman, what leadership attribute separates good leaders from great leaders?

Emotional intelligence

4 T's that help an org increase global mindsets

Travel, Teams, Training, & Transfers

Trait Engagement

The inherent personality-based elements that predispose an individual to being engaged

Primary goal of supply analysis

Obtain a snap shot of the current talent pool

Primary focus of organizational development

Managing change and disrupting the status quo

Pull Learning

a continuous process where training is pulled seamlessly through computers anywhere, at anytime

Behavioral Engagement

The effort employees put into their jobs - occurs when both Trait & State engagement are in place

Exempt status salary minimum

Exempt individuals must make a minimum of $455/week

ADA applies to companies with X number of employees

15

Upside risk

Provides an opportunity that arises out of uncertainty of outcomes (i.e. an early completion date)

What does Reservation mean in the context of diversity and inclusion?

laws mandate a percentage quota or other special considerations for specified minority groups or ethnic communities, is often based on the concept that historic national discrimination against a given minority requires counterbalancing favorable "affirmative actions."

Cultural determinism

the idea that all human actions are the product of culture, which denies the influence of other factors like physical environment and human biology on human behavior

Short Term Assignee

An assignee that goes to another country for a period of less than 1 year without moving family

Globalist

Someone that spends their entire career on international assignments

Repatriate

One who returns from assignment

International Assignee

Traditional expat

Just in time Assignee

Ad hoc, contract assignees

E-Procurement

use of electronic communications and transaction processing when buying (or contracting for/tendering) supplies and services

Leader vs. Manager

Manager - Plans activities, organizes resources, directs tasks

Leader - Models group values, challenges the status quo, inspires & motivates others

Trait Theory of Leadership

Leaders are assigned based on inherent personality personalist traits, wisdom, & political skills

+ Some traits do commonly appear with leaders

- No proven correlation of success

- Discourages the development of leadership skills

Behavioral School of Leadership & key behaviors

Leaders influence through certain behaviors:

1) Consideration - employee centered (meeting the social and emotional needs of the group)

2) Initiating Structure - Job oriented (focus on task goals)

Blake & Mouton's Managerial (Leadership) Grid

Behavioral leadership model, designed to explain how leaders help organizations to reach their purposes

Blake-Mouton's Team Leader Definition

lead by positive examples & encouragement

Blake-Mouton's Authoritarian Definition

do what you're told, not foster collaboration

Blake-Mouton's Country Club Definition

avoid discipline to protect relationships

Blake-Mouton's Impoverished Definition

delegate & disappear

Blake-Mouton's Middle of the Road Definition

get work done, but are not leaders

Situational Leadership

Leaders can flex behaviors to meet the needs of unique situations based on employee maturity

1) Relationship Behavior - support employees psychologically

2) Task Behavior - provide guidance on task completion

Hersey and Blanchard's situational leadership theory

Telling - used when employee lacks KSAs

Selling - used when employee is capable of task, but requires explanation

Participating - used when employee is capable, but manager supports brainstorming

Delegating - used when employee no longer needs support

Fielder's Contingency Theory

Situational leadership theory that states a leader is most effective when the leader's skills match task & team needs creating "situational favorableness"

situational favorableness is based on what key factors

the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members

1) Leader-member relations are strong

2) Task structure & requirements are clear

3) Leader can exert the power needed to reach the group goal

Path-Goal Theory of Leadership

A situational leadership theory in which a leader performs the behavior needed to keep the team on track towards their goal

Types of "path-goal theory" leadership behaviors (4)

1) Directive - define the task/goal

2) Supportive - fulfill relationships & remove obstacles

3) Achievement - Motivate by setting challenging goals

4) Participative - control work & leverage group expertise through participative decision making

Emergent Theory of Leadership

A leader gradually & naturally emerges & exerts influences over others

Belbin's model of solo & team leadership

Solo Leadership - Interferes in everything, expects leaders to conform, collects "yes men," directs member activities, sets objectives

Team Leadership - delegates team roles, embraces diverse styles, encourages constructive disagreement, develops growth, creates vision

Authentic Transformational Leadership (4 key ideas)

1) Power - formal & informal leaders arise at all org levels & they exercise their power by empowering others

2) Orientation - think in long term visions rather than short term results

3) EI - self awareness

4) Ethical Grounding - model & encourage org values

Strong vs Weak HR

Strong - develop & coach others, build positive relationships, model values, have functional expertise

Weak - Focus internally vs. externally, lack long term perspective, don't anticipate or adjust to change, resist "stretch" goals

Universal (Non)Leadership Characteristics

Universal Leadership Characteristics

- Trustworthy, just, honest, foresight, encouraging, dynamic, motivator, confidence builder, dependable, win-win problem solver

Universal Non-Leadership Characteristics

- Loner, asocial, indirect, noncooperative, irritable, egocentric, dictatorial

Influencing

Relying on one's power to change other's perspectives

Types of Power

- Legitimate: hierarchy/title

- Reward: offer of value

- Expert: knowledge or experience

- Referent: personality, loyalty, admiration

- Coercive: threat of punishment

Tactics of Influence

- Reasoning: explaining your view logically with examples

- Vision/Value: when evidence is unavailable, appeal to a shared vision

- Relationships: enlist allies via existing networks

- Reciprocity: banking "favors" for future use

Ways to build trust

- Common values: helps overcome a sense of "otherness"

- Aligned Interests: navigates cross cultural relations via a common goal

- Benevolence: having genuine concern of others

- Capabilities of Competence: follow through

- Predictability & Integrity: "walks the talk"

- Communication: promote 2 way communication

4 ways to use emotions

1) perceiving emotions

2) using emotions to facilitate thought

3) understanding emotions

4) managing emotions

5 components of Emotional Intelligence Quotient

1) Self Awareness

2) Self Regulation

3) Motivation/Passion

4) Empathy

5) Social Skills/Intelligence

McGregor's Theory X and Theory Y

Theory X - the assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform.

Theory Y - the assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction.

3 underlying principles of human behavior

1. People have a reason to do what they do

2. People do this to accomplish something

3. People have unique motives

Maslow's Hierarchy of Needs

(level 1) Physiological Needs, (level 2) Safety and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5) Self Actualization

Herzberg's Motivation-Hygiene Theory

Employees have 2 categories of needs for motivation to occur

1) Hygiene Factors (extrinsic): factors that surround the job i.e. job security, pay, conditions, coworker relations

2) Motivation Factors (intrinsic): factors in the job itself i.e. opportunity for recognition, achievement, growth

Hygiene satisfies an employee to stay, but does not motivate them to improve

Mcclendand's 3 needs of motivation theory

1) Achievement: give them challenges to accomplish

2) Affiliation: give them feedback to build connections

3) Power: give them a task to delegate

self-determination theory

People have a desire to grow and are self motivated by:

1) Competence: a desire to master a task

2) Relatedness: Interact & be a part of a group

3) Autonomy: control of one's own life

Expectancy Theory of Motivation

Level of effort depends on 3 factors

1) Expectancy: a certain effort will lead to a particular level of performance

2) Instrumentality: A specific action leads to a specific reward

3) Valence: strength of one's desire for an outcome

Attribution Theory of Motivation

people attribute behaviors to:

1) Internal: intelligence, desire, attitude

2) External: other people, the task itself, access to proper tools

Attribution theory factors can be:

1) Stable or unstable: consistency or changeability (one's own intelligence can't change, but their study effort can)

2) Locus of control: if it's an internal or external cause

3) Control Ability: degree to which the factor can be controlled

4 motivational states (Positive & Negative)

Positive:

1) Empowerment: employees are optimistic in their ability to improve

2) Resilience: tempered optimism & pessimism built on the ability to attribute success & failure causes accurately & realistically

Negative:

1) Learned Helplessness: one fails so often they believe they cannot succeed

2) Aggression: repeated failure is caused by external factors & leads to hostility

Goal Setting Theory

Goals should be specific & clear, significant, & sufficiently challenging to allow for growth

Steps to implementing an anticorruption program

1) identify specific risk areas

2) institute control

3) provide training

4) embed disciplinary methods

5) implement robust monitoring, detection, & auditing

6) reassess

PWC framework for ethical decision making

1) recognize ethical situations as they arise

2) establish the facts & options

3) evaluate ethical dimensions of outcomes

4) apply relevant codes of ethics

5) consult with others

6) make a decision and own it

Utilitarian

Greatest good for the greatest number. AKA common good approach

Rights Approach

will a decision violate basic human rights

Justice approach

degree to which an action may be preferential

Virtue approach

will the action promote or disrupt the decision maker's character development

3 keys of networking

1) Find people with something you need

2) Have something others need

3) Maintain the connection

Conflict Resolution Modes

1. Accommodate (Smooth): emphasize agreement - best when there is little time to argue or reach root cause of the issue

2. Assert (force): leader imposes a "win/lose" solution - best in a crisis, or when authority is being threatened

3. Avoid: useful for small conflicts or when relationships aren't worth keeping

4. Collaborate - most effective: seek a "win/win" solution - best when there is time & relationships are important

5. Compromise: leader asks everyone to bargain in a "lose/lose" solution - best for complex issues with strong egos and little time

Best approach to compromising

1) both sides express their version

2) both side's paraphrase the other

3) brainstorm solutions that everyone believes will work

4) all parties agree on the next steps

5) facilitator ends the meeting on good terms

3 types of negotiators

1) Soft Negotiators: value relationships over outcomes, will back down to reach an agreement

2) Hard Negotiators: committed to winning

3) Principled Negotiators: aim for mutual gain - identify common interests via integrative bargaining

Negotiation Process (6 steps)

1) Preparation (identify BATNA)

2) Relationship Building

3) Info exchange

4) Persuasion

5) Concessions

6) Agreement

Audience Analysis for communication

- who should receive the info and what are their needs

- What do they already know/what are they missing

- How will the audience react (surprise, resistance, lack of interest)

- What approaches will work best

4 behaviors of an impactful communicator

1) Listening

2) Credibility

3) Create Presence

- Posture & movement

- Gesture

- Eye contact

- Vocal qualities

4) Do NOT display falseness or nervousness

Global Mindest

Ability to take an internationally inclusive mindset in which cultural differences are not ignored, but appreciated

3 elements to develop a global mindset

1) Appropriate knowledge, skills, & understanding

2) Desire & motivation to change

3) System & MGMT support

Layers of culture

- Basic Assumptions (implicit culture - core beliefs)

- Norms and Values (right and wrong)

- Artifacts and Products (explicit culture - food, dress etc.)

Cameron & Quinn's Clan Org cultures

value family among employees

Cameron & Quinn's Adhocracy Org cultures

value entrepreneurship & risk taking

Cameron & Quinn's Hierarchy Org cultures

value rules, efficiency, & stability

Cameron & Quinn's Market Org cultures

driven by competition & value results

Trompenaar's 4 corporate cultures

Intercultural Wisdom/Cultural Intelligence

capacity to recognize, interpret, & adapt to multicultural situations & context

3 aspects of cultural intelligence

1) Cognitive: thinking, learning, & strategizing on cultural differences

2) Motivational: effectiveness, confidence, & attraction to enjoy other cultures

3) Behavioral: being flexible & adaptable in multicultural contexts

Halls theory of high and low context culture

High Context: require more detail & explanation in relationships & communication

Low context: what you say is what you mean

Hofstede's Cultural Dimensions

power distance

individualism/collectivism

masculinity/femininity

uncertainty avoidance

long-term orientation

indulgence/restraint

Trompenaar's Cultural Dilemmas (7)

Universal/Particular

- Universal: consistency, clarity, rule following

- Particular: flexible, pragmatic, ambiguous

Individual/Communitarian

- Individual: freedom & opportunity to advance

- Communitarian: loss of personal freedom for the benefit of the whole

Neutral/Affective

- Neutral: no public emotions

- Affective: freedom of emotion

Specific/Diffuse

- Specific: open public life, but closed private life

- Diffuse: access to public life only by introduction, but it comes with private life too

Achieved/Ascribed

- Achieved: value on accomplishments

- Ascribed: valued on who you are and who you know

Sequential/Synchronic

- Sequential: Sees time as linear & important to life where the future is more important than the past

- Synchronic: sees time as something that can accommodate all tasks & deadlines flexibly, where the past & present is more important than the future

Internal/External

- Internal: individuals decide their own path

- External: individuals are part of a larger design & can't create their own paths

Obstacles to Cross Cultural Understanding (4)

1) Ethnocentrism & Parochialism: our way is the best/only way

2) Cultural Stereotypes

3) Cultural Determinism: culture excuses actions & impedes change

5) Cultural Relativism

Malicious Compliance

local management agreeing to a standardized policy they know won't work in their region

Dilemma reconciliation & the 4 Rs

Process of charting a course through cultural differences by using the 4 R's

1) Recognize: create awareness of cultural differences

2) Respect: Appreciate diversity

3) Reconcile: resolve differences to find a common path

4) Realize * Root: impement & reward actions

5 paths to dealing with diversity

1) Dominate (Parochialism)

2) Avoid conflict

3) Accommodate (cede to local culture)

4) Compromise

5) create an alternative (cultural synergy)

Cultural Synergy

Determine if a conflict is cultural in nature and identify what led to the dilemma. Then, craft alternatives from similarities