SPHR Exam

planning

setting goals and determining the best course of action to achieve them

organizing

arranging resources and tasks to implement the plans effectively

commanding (directing)

leading and motivating employees to execute the plans

controlling

monitoring progress and making necessary adjustments to stay on track with goals

coordinating

ensuring all parts of the organization work together harmoniously toward common objectives

mission statement

describe the company, what it does, where it’s going, and how it’s different from other organizations

vision statement

inspire the organization and inform customers and stakeholders, describing what will carry the organization into the future and what it will accomplish

corporate values statement

a way for leaders to communicate their standards for how the organization will conduct business

competencies

the parts an operation that they do best and that set them apart from the competition

external forces impacting an organization

technological developments

industry changes

economic environment

labor pool

legal and regulatory activity

organizational development

a field of research and practice focused on improving an organization’s capacity to handle its internal and external functioning and relationships

organizational design

the creation and optimization of an oganization’’s structure to ensure it can achieve its objectives effectively

key elements of organizational development

change management

employee development

culture change

performance improvement

key elements of organizational design

structure

processes

roles and responsibilities

hierarchy

code of ethics

a statement of ideal standards that the organization is committed to uphold in its business practices

code of conduct

a statement of behaviors that the organization expects from employees

topics to consider when creating code of conduct and code of ethics

honesty

integrity

confidentiality

conflicts of interest

insider information

gifts

personal use of company assets

fairness

total quality management (TQM)

long-term intervention strategy requiring employees at all levels in an organization to focus on providing products that meet customer needs

most popular TQM tools

check sheet

histogram

pareto chart

cause and effect diagram

stratification

process-control chart

check sheet

list of items that might be expected to occur

histogram

a way of looking at random occurrences to find out whether there is pattern

pareto chart

provides graphical representation of the 80/20 rule, highlighting the most significant factors contributing to a problem.

cause-and-effect diagram

quality analysis tool used to identify potential causes of a specific problem or effect. It visually maps out the relationships between causes and their effects.

stratification charts

show individual components of a problem in addition to the total or summaryof a dataset, helping to identify patterns and variations within subgroups.

process control chart

a graphical representation of elements that are out the acceptable range by setting parameters above and below the range

Philip Crosby’s 4 absolutes of quality

conformance to requirements

prevention

performance standards

measurement

conformance to requirements

when management clearly described what is required, quality could be determined by whether the product met the standard

prevention

do it right the first time

performance standards

zero defects

measurement

additional cost of not producing zero-defect products the first time

six sigma

way to measure quality defects - defects per million

DMAIC

define

measure

analyze

improve

control

process flow analysis

assessing critical business functions

process map

used to show the end result of a process, and all the steps and people involved in getting there

job design

structuring and organizing tasks, responsibilities, and relationships within a job to optimize efficiency, employee satisfaction, and organizational effectiveness

job design methods

job enrichment

job enlargement

job rotation

job crafting

job loading

job enrichment

assign new responsibilities or tasks that challenge the employee to use existing skills and abilities in new ways or to develop new ones as they tackle new assignments

job characteristic model

skill variety

task identity

task significance

autonomy

feedback

job enlargement

additional tasks are added to the job without increasing he level of responsibility

job rotation

allows employees to cross train for jobs within other areas of the company

job crafting

steps employees take to (1) change the work itself, such as scope of tasks, and (2) change the amount or quality of interaction with others including coworkers and customers

job loading

seeks to redesign work in order to better serve employee psychological needs for understanding and meaning, thus increasing ownership of work outcomes

horizontal loading

adding different tasks to a job that are equal to other tasks

vertical loading

adds decision making responsibility to a position

sustainability

speaks to company behavior that doesn’t deplete the resources used to achieve an outcome

Why the digital divide is important to HR strategically?

1. limited internet access affects where companies may operate

2. access to the internet is how many students are educated

3. professional growth is limited

4. the internet is a revenue system

diversity

a combination pf various people working together, often with differences in culture, race, generation, gender, or religion

surface-level diversity

biological variables that may not correlate to job attitudes or overall performance

employee resource groups (ERG)

a voluntary, employee-led organization within a company that provides support, networking, and advocacy, for specific communities or affinity groups

affirmative action

policies and practices designed to address historical discrimination by promoting the hiring, promotion, and advancement of individuals from underrepresented groups

cultural competence

the ability to effectively interact and communicate with people from different cultural backgrounds, understanding and respecting their perspectives and values

allyship

individuals from privileged or majority groups actively supporting and advocating for marginalized or underrepresented groups, often through education, advocacy, and amplification of voices

intersectionality

the interconnected nature of social categorizations such as race, class, and gender, which create overlapping systems of discrimination or disadvantage.

tokenism

the practice of making only a symbolic effort to be inclusive, often by including a minimal number of members from marginalized groups without genuine commitment to diversity.

pipeline problem

the barriers that prevent underrepresented groups from advancing in certain fields, particularly in education and employment.

inclusive leadership

A leadership style that actively promotes and values diversity, ensuring that all voices are heard and considered in decision-making processes.

equity audit

A comprehensive evaluation of an organization's policies, practices, and outcomes aimed at assessing fairness and ensuring equitable opportunities for all employees, particularly those from marginalized groups.

diversity tax

A term referring to the additional burdens or challenges faced by individuals from underrepresented groups in the workplace, often requiring them to expend more effort to achieve the same recognition and advancement as their counterparts.

cultural competence

the ability of a diverse group of people to achieve organizational aims, and a measure of a company’s ability to work with individuals from multiple walks of life.

360- degree feedback

"A system where employees get feedback on their performance from their managers, peers, and sometimes even customers.

401(k) plan

A retirement savings plan where employees can save part of their paycheck, often with a match from their employer, to use when they retire.

actual deferral percentage (ADP) test

A test to make sure that a company’s 401(k) plan doesn’t favor higher- paid employees over lower- paid ones.

ADDIE model

A process for designing training programs that involves Analysis, Design, Development, Implementation, and Evaluation.

administrative services– only (ASO) plan

A type of health insurance plan where the employer handles claims and costs instead of an insurance company, but hires a company to help manage it.

affirmative action plans

Policies designed to increase opportunities for underrepresented groups by actively considering them in hiring and promotions.

alternative dispute resolutions (ADRs)

Ways to solve conflicts outside of court, like mediation or arbitration.

anchoring bias

A tendency to rely too much on the first piece of information when making decisions.

andragogy

The method and practice of teaching adult learners.

arbitration

A process where a neutral third party makes a binding decision to settle a dispute, instead of going to court.

asynchronous

A form of communication or learning where people don’t have to participate at the same time.

auditory learners

People who learn best by hearing information, such as through lectures or discussions.

average bias

A tendency to prefer or choose the middle option, avoiding extremes.

base pay

The basic salary or hourly wage an employee receives before any extras like bonuses or benefits.

behavioral controls

Rules or guidelines set by employers to influence how employees perform their jobs.

best practice

A method or technique that is generally accepted as the most effective way to do something.

blended learning

An education method that combines online digital media with traditional in- person teaching.

body of knowledge

The complete set of concepts, terms, and activities that make up a professional discipline or area of study.

bona fide occupational qualifications (BFOQs)

Job requirements that are necessary for a particular position and that can legally exclude certain people like requiring a pilot to have good vision.

bonus

Extra money given to employees on top of their regular pay as a reward or incentive for performance.

boomerang employee

An employee who leaves a company but later returns to work for the same company.

broadbanding

A pay structure that groups several pay grades together into a single band allowing more flexibility in salary.

brownfield organization

The redevelopment or upgrading of an existing facility site, or operation. In this project, the company is working within an existing structure or location, often dealing with existing infrastructure, systems, and sometimes contamination or outdated equipment.

call-back pay

Extra pay given to employees who are called back to work after their regular shift has ended.

captive plan

An insurance plan owned and controlled by a company to cover its own risks.

case study

A detailed analysis of a real- life situation or problem used for learning or decision making.

cash-balance plans

A type of retirement plan where the employer credits a participant’s account with a set percentage of their salary plus interest.

commissions

Payments made to employees usually salespeople, based on the amount of sales they make.

community outreach

Efforts by a company to engage with and support the local community.

compa ratio

A comparison of an employee’s pay to the midpoint of a pay range, used to assess fairness.

comparable worth

The principle that jobs requiring similar skills and responsibilities should be paid equally, regardless of who performs them.

compensation administration

The process of managing and designing a company’s pay structure and benefits.

competency- based compensation

A pay system where employees are compensated based on their skills, knowledge, and abilities rather than their job title or duties.

computer- based training

Learning or training delivered via a computer, often through interactive software.

conferences

Large meetings or events where people gather to discuss and learn about specific tops or industries.

concession bargaining

A negotiation process where a union agrees to give up some benefits or wages to help the employer in difficult times.

constructive discharge

When an employee feels forced to quit due to intolerable working conditions created by the employer.

contingent workforce

Workers who are not permanent employees, such as freelancers, contractor, temporary staff.

continuous recruitment

An ongoing process of actively seeking out and hiring new employees, even when there are no immediate job openings.

contract workers

Employees hired for a specific task or project for a set period of time, oftem without the benefits of full-time employees.