Special Topics in Human Resource Management, Leadership, and Conflict Resolution

Vocabulary practice flashcards covering Strategic HRM, Leadership Development, and Conflict Resolution from HRMT 85.

Strategic Human Resource Management (SHRM)

The practice of aligning HR strategy with long-term organizational objectives by recruiting the right talent, transitioning from administrative tasks to proactive strategy, and aligning HR decisions across all business functions.

The Alignment Chain

The strategic sequence connecting Vision to Mission, Business Strategy, HR Strategy, HR Practices, Employee Behavior, and ultimately Performance.

Workforce Planning

The process of determining how many employees are needed, what skills are required, and when/where they are needed to support future organizational success.

Strategic Recruitment

Finding talent that aligns with future organizational strategy, taking into account organizational culture, leadership potential, and adaptability rather than merely filling an open vacancy.

Lewin's Three-Stage Model

A foundational framework for managing organizational change consisting of three stages: Unfreeze (preparing people), Change (introducing new behaviors and tools), and Refreeze (stabilizing new habits).

Unfreeze

The first stage of Lewin's change model in which leaders prepare people for change by communicating existing problems and building awareness around why change is necessary.

Change (Lewin's Stage)

The second stage of Lewin's model in which new behaviors, procedures, technologies, coaching, and training programs are actively introduced.

Refreeze

The final stage of Lewin's model in which new organizational behaviors are stabilized, reinforced, and monitored to make them permanent.

Ethical Dilemmas in Transformation

Moral challenges arising during major organizational changes, such as balancing job loss from automation against profit, preserving employee data privacy under electronic monitoring, and preventing algorithmic bias in AI recruitment tools.

Leader Development vs. Leadership Development

Day (2000) distinguishes Leader Development (focused on individual skill competencies and personal growth) from Leadership Development (focused on building collective capacity and shared leadership across the system).

Proto-Transformational Leaders

Parents and primary caregivers who foster early development by balancing high expectations with emotional support, encouraging autonomy, and helping children build self-efficacy (Popper & Mayseless, 2003).

Idealized Influence

A transformational leadership pillar where a leader acts as a role model, walks the talk, and earns deep respect; in parenting, children mirror their parents' ethics and behavior.

Inspirational Motivation

A transformational leadership pillar where a leader provides meaning, optimism, and a compelling vision of the future; in parenting, parents instill purpose and self-esteem.

Intellectual Stimulation

A transformational leadership pillar where a leader challenges assumptions, encourages creativity, and frames mistakes as learning opportunities.

Individualized Consideration

A transformational leadership pillar where a leader treats each follower as an individual with unique needs and talents; in parenting, parents adapt caregiving to each child's needs.

Relevant Experience (Predictive Power)

A key biodata predictor identified by Owens & Schoenfeldt (1979) that contributes up to $20\%$ predictive power in leadership effectiveness.

Action Learning

An experiential learning method where leaders develop skills by solving real-world organizational problems while reflecting on the process.

Full Range Leadership Program (FRLP)

An evidence-based leadership development intervention established by Avolio & Bass (1991) combining MLQ 360-degree feedback, personal development plans, and targeted training modules.

Autocratic Leadership Style

A leadership style characterized by high demand, direct control, and centralized authority.

Democratic Leadership Style

A leadership style characterized by consultative decision-making, open communication, and employee participation.

Laissez-faire Leadership Style

A passive or avoidant leadership style characterized by hands-off management and minimal direct guidance.

Workplace Conflict

A disagreement or perceived incompatibility between individuals or groups regarding their interests, goals, needs, values, or expectations.

Functional Conflict

Constructive disagreement that challenges assumptions, surfaces tough issues, and improves decisions without resorting to personal attacks.

Dysfunctional Conflict

Destructive conflict characterized by blame, lack of cooperation, reduced productivity, high turnover, and political infighting.

Poor Communication (Conflict Driver)

The leading root cause of workplace conflict, accounting for $40\%$ of all disputes due to gaps in clarity and feedback.

Intrapersonal Conflict

Conflict occurring internal to a single individual, such as struggling to decide whether to accept a promotion requiring relocation.

Interpersonal Conflict

Conflict occurring between two individuals, such as a supervisor and an employee holding opposing performance expectations.

Intragroup Conflict

Conflict occurring among members of the same team or department, such as HR team members disagreeing over recruitment methods.

Intergroup Conflict

Conflict occurring between separate groups or departments, such as HR requesting a larger training budget while Finance demands spending cuts.

Competing Style

A conflict management style where an individual strongly pursues their own position; appropriate when immediate action or critical safety decisions are required.

Collaborating Style

A conflict management style focused on discovering an integrative solution that fully satisfies both parties' concerns; appropriate when the issue is important to both sides.

Compromising Style

A conflict management style in which each party gives up something to reach an acceptable, practical middle ground.

Avoiding Style

A conflict management style involving temporary withdrawal from the dispute; appropriate when the issue is trivial or emotions need time to cool down.

Accommodating Style

A conflict management style where one party yields to the other's concerns; appropriate when preserving the relationship outweighs the importance of the specific outcome.

Conflict Style Matrix

A dual-axis model that categorizes conflict styles based on the relative Importance of Goal versus the Importance of Relationship.

Conflict Process Steps

A sequential 5-step framework for resolving workplace issues: 1. Identify Scope, 2. Understand Causes, 3. Listen Intently, 4. Clarify Facts, and 5. Next Step.

Mediation

A resolution process where an impartial neutral third party assists disputing parties in communicating so they can reach their own voluntary agreement.

Arbitration

A formal resolution process where a neutral third party hears both sides of a dispute and makes a binding determination according to rules or law.

Grievance Procedure

A formal, structured policy through which employees can present official workplace complaints or concerns to management.

Intrinsic Motivation

Motivation stemming from internal drivers, including personal growth, feelings of achievement, learning, and meaningful work.

Extrinsic Motivation

Motivation driven by external rewards or consequences, such as monetary salary, performance bonuses, promotions, and public recognition.