HRM Exam 2: Communication, Decision-Making, Motivation, Quality, and Controls

Vocabulary practice flashcards covering organizational communication, decision quality, motivation theories, quality management systems (Lean, Six Sigma, ISO 9001), and managerial controls.

Execution (Communication)

The principle that strategy only creates value when people understand what to do, why it matters, and what “good” looks like.

Four Behaviors of a Strong Listener

Attend, clarify, paraphrase, and respond.

Face-to-Face Communication

The communication medium with the highest richness; best used when stakes, emotion, ambiguity, or trust are high.

The Test (Organizational Communication)

Determining whether internal and external messages are consistent, as employees notice when the external story does not match internal reality.

Learning Agility

The practice of asking better questions, seeking feedback, listening for disconfirming information, and communicating what you are learning.

Sensemaking

Turning complexity into a shared story by answering: What is happening? What matters? What does it mean for us?

Judgment Under Ambiguity

Making and explaining a decision before certainty exists by naming assumptions, tradeoffs, risks, and what would change your mind.

Embedded Development

Using everyday communication—feedback, coaching, reflection, and debriefs—to build capability while work is happening.

High-Stakes Rule

The guideline stating that the more consequential or emotional the message, the more visible human ownership should be.

Communicate About AI

Explaining why AI is being used, what changes for employees, where humans remain accountable, and what skills people need.

Critical Thinking

Assessing the reasoning behind an idea to determine: What should I believe?

Automation Bias

A cognitive bias where a person trusts an AI output simply because it looks authoritative.

Six Elements of Decision Quality

Frame, Values, Alternatives, Logic, Information, and Commitment.

Direction (Motivation)

What a person chooses to work toward.

Intensity (Motivation)

How much energy and effort a person invests in an activity.

Persistence (Motivation)

How long a person sustains effort when obstacles arise.

Intrinsic Motivation

Engaging in work because the activity itself is interesting or satisfying, such as curiosity, enjoying problem-solving, mastering a craft, or creative challenge.

Extrinsic Motivation

Engaging in work for a separable outcome or consequence, such as pay, bonuses, promotions, grades, public awards, or avoidance of discipline.

Autonomy, Competence, and Relatedness

Core psychological needs: experiencing choice and meaningful input (Autonomy), feeling effective and able to grow (Competence), and feeling connected and valued (Relatedness).

Hygiene Factors

Workplace factors such as pay, supervision, working conditions, policy, interpersonal relations, and security.

Motivators (Herzberg)

Workplace factors such as achievement, meaningful work, responsibility, growth, recognition, and advancement.

Expectancy

The belief connecting effort to performance: “If I try, can I perform?” (Effort → performance).

Instrumentality

The belief connecting performance to an outcome: “If I perform, will it lead to an outcome?” (Performance → reward).

Valence

The personal worth assigned to an outcome: “Do I value the outcome?” (Reward → personal value).

Quality

Consistently meeting requirements and customer expectations.

Lean

A management approach aimed at improving customer value by removing work that consumes resources without adding value.

Six Sigma

An approach that uses evidence to reduce defects and make process results more consistent.

DMAIC Method

The structured problem-solving method in Six Sigma: Define the problem, Measure performance, Analyze causes, Improve the process, and Control results.

ISO 9001

An international standard for managing processes so organizations consistently meet requirements.

Preventive Controls

Safeguards designed to reduce the likelihood of an error or violation before it occurs through rules, training, or safeguards.

Detective Controls

Mechanisms designed to identify errors, violations, or emerging problems during or after activity through monitoring and review.

Corrective Controls

Actions taken to respond to a discovered problem, repair its effects, and address root causes to reduce recurrence.

Idealized Influence

Demonstrating integrity, fairness, and accountability by modeling ethical conduct and controls, owning mistakes, and supporting employees who raise concerns.

Inspirational Motivation

Articulating a credible shared purpose that connects quality and responsible performance, and setting goals that value accuracy alongside speed.

Individualized Consideration

Coaching employees on tasks they find difficult and providing the specific training and support each individual needs.

Intellectual Stimulation

Inviting questions and fresh thinking by encouraging employees to question weak procedures, investigate root causes, and test improvements with evidence.