HR Exam 1

0.0(0)
learnLearn
examPractice Test
spaced repetitionSpaced Repetition
heart puzzleMatch
flashcardsFlashcards
Card Sorting

1/117

encourage image

There's no tags or description

Looks like no tags are added yet.

Study Analytics
Name
Mastery
Learn
Test
Matching
Spaced

No study sessions yet.

118 Terms

1
New cards

4 skills employers desire most

  1. critical thinking

  2. problem solving

  3. judgement and decision making

  4. active listening

2
New cards

5 characteristics of bad employees

  1. problems with interpersonal relationships

  2. fail to hire, build, and lead a team

  3. fail to meet business objectives

  4. unable to change or adapt

  5. lack functional orientation

3
New cards

organizational behavior

The study of individuals and groups within an organizational context, and the study of internal processes and practices as they influence the effectiveness of individuals, teams, and organizations

4
New cards

leadership

the process of developing ideas and a vision, living by values that those ideas and that vision, influencing others to embrace them in their own behaviors, and making hard decisions about human and other resources

5
New cards

leader

person who exhibits the key attributes of leadership

6
New cards

manager

directs, controls, and plans the work of others and is responsible for results.

7
New cards

3 key functions of leaders and managers

authority, responsibility, accountability

8
New cards

authority

the right to make decisions

9
New cards

responsibility

assignment for achieving a goal

10
New cards

accountability

acceptance of success or failure

11
New cards

7 competencies

self, diversity, across cultures, communication, teams, change, ethics

12
New cards

ethics competency

The knowledge, skills, and abilities to incorporate values and principles that distinguish right from wrong when making decisions and choosing behaviors

13
New cards

ethics

the values and principles that distinguish right from wrong

14
New cards

self competency

The knowledge, skills, and abilities to assess your personal strengths and weaknesses, set and pursue professional and personal goals, balance work and personal life, and engage in new learning

15
New cards

diversity competency

The knowledge, skills and abilities to value unique individual, group and organizational characteristics, embrace such characteristics as potential sources of strength, and appreciate uniqueness of each.

16
New cards

across cultures competency

The knowledge, skills and abilities to recognize and embrace similarities and differences among nations and cultures.

17
New cards

culture

the dominant pattern of living, thinking, feeling, and believing that is developed and transmitted by people, consciously or unconsciously, to subsequent generations

18
New cards

communication competency

Knowledge, skills and abilities to use all the modes of transmitting, understanding, and receiving ideas, thoughts and feelings for accurately transferring and exchanging info

19
New cards

teams competency

The knowledge, skills, and abilities to develop, support, and lead groups to achieve goals

20
New cards

change competency

The knowledge, skills, and abilities to recognize and implement needed adaptations or entirely new transformations in the people, tasks, strategies, structures, or technologies

21
New cards

capital

cash, valuables, or goods used to generate income. people are the most important in business

22
New cards

Human Resource Management (HRM)

the process of employing people, training and compensating them, developing policies relating to people, and developing strategies to retain employees.

23
New cards

external factors of HRM

globalization, healthcare costs, diversity, technology, changing demographics, layoffs

24
New cards

today's HRM challenges

cost containment, technology, economy, workforce, ethics

25
New cards

heredity

as much as 50 to 55 percent of personality traits may be inherited

26
New cards

environmental influences on personality

family, group membership, life experiences

27
New cards

Big Five personality factors

emotional stability, agreeableness, extraversion, conscientiousness, openness

28
New cards

locus of control

degree to which individuals believe that they can control events effecting them. internal - life is controlled by their own actions external - life is controlled by fate or chance

29
New cards

proactive personality

A dispositional tendency take personal initiative across a range of activities and situations

30
New cards

emotions

complex patterns of feelings toward an object or person

31
New cards

emotional intelligence

how well an individual handles oneself and others rather than how smart or capable the individual is in terms of technical skills

32
New cards

self-awareness

recognizing one's emotions, strengths and limitations, and capabilities, and how these affect others

33
New cards

social empathy

sensing what others need in order for them to develop

34
New cards

self-motivation

being results oriented and pursuing goals beyond what is required

35
New cards

social skills

the ability of an individual to influence others

36
New cards

collectivism

focus on "we" versus "i", emphasis on belonging to an organization, avoid pointing out mistakes to save face

37
New cards

individualism

non-conformists, emphasis on individual initiatives and achievement, everybody has a right to a private life and opinion

38
New cards

high power distance

employees should be submissive to leaders, power holders are entitled to privileges and status, employees should follow chain of command

39
New cards

high uncertainty avoidance

The uncertainty inherent in life is a threat. Rules and laws reduce uncertainty, Conflict and competition can and should therefore be avoided in favor of orderliness, there is need for consistency.

40
New cards

masculinity vs femininity

M: men are assertive, material success is valued, work roles should be clear.

41
New cards

F: men&women should be concerned with the quality of life, caring for others is valued, no distinction in work roles for men&women.

42
New cards

long-term orientation

respect for work ethic, perseverance, sustained efforts toward results over time are valued, willingness to subordinate oneself for a broader societal purpose

43
New cards

components of attitude

affective, cognitive, behavioral

44
New cards

affective component

feeling, sentiments, moods and emotions about some specific person, idea, or object

45
New cards

cognitive component

thoughts, opinions, knowledge, or information held by the individual about a specific person, idea, event, or object

46
New cards

behavioral component

predisposition to act on a favorable or unfavorable evaluation to a specific person, idea, event, or object

47
New cards

hope

involves a person's mental willpower (determination) and waypower (road map) to achieve goals

48
New cards

Hope = mental willpower + waypower to achieve goals

49
New cards

job satisfaction

reflects the extent to which individuals find fulfillment in their work

50
New cards

organizational commitment

The strength of an employee's involvement in the organization and identification with it.

51
New cards

the perceptual process

  • objects in the person's environment

  • observation

  • perceptual selection -perceptual organization

  • interpretation -response

52
New cards

person perception

The process by which the individual attributes characteristics or traits to other people

53
New cards

implicit personality theory

a person's beliefs about the relationships between another's physical characteristics and personality

54
New cards

expatriates

employees who live and work outside of their home countries

55
New cards

impression management

an attempt by an individual to manipulate or control the impressions that others form about them

56
New cards

attribution process

the ways in which people come to understand the causes of their own and others' behavior

57
New cards

antecedents

factors internal to the perceiver (info, beliefs, motivation)

58
New cards

attributions

made by the perceiver (Perceived internal versus external causes of behavior)

59
New cards

consequences

for the perceiver (behavior, feelings, expectations)

60
New cards

attribution of external causes

-Consistency is low -Distinctiveness is high -Consensus is high

61
New cards

attribution of internal causes

-Consistency is high -distinctiveness is low -consensus is low

62
New cards

fundamental attribution error

the tendency to underestimate the influence of situational factors and to overestimate the influence of personal factors in evaluating someone else's behavior

63
New cards

classical conditioning

process by which individuals learn to link the info from a neutral stimulus to a stimulus that causes a response

64
New cards

operant conditioning

process by which individuals learn voluntary behavior

65
New cards

contingency of reinforcement

the relationship between a behavior and the preceding and following environmental events that influence that behavior

66
New cards

positive reinforcement

add a pleasant event

67
New cards

punishment

add an unpleasant event

68
New cards

extinction

remove a pleasant event

69
New cards

negative reinforcement

remove an unpleasant event

70
New cards

fixed interval

Reinforcer given after a given period of time

71
New cards

fixed ratio

Reinforcer given aftera number of behaviors

72
New cards

variable interval

Reinforcer given at random times

73
New cards

variable ratio

Reinforcer given after a random number of behaviors

74
New cards

social learning theory

knowledge acquisition through the mental processing of info by observing and imitating others

75
New cards

5 dimensions of social learning/cognitive theory

symbolizing, forethought, vicarious learning, self-control, self-efficacy

76
New cards

intrinsic motivation

comes from interest in and enjoyment of the work itself

77
New cards

extrinsic motivation

comes form factors external to the work such as pay and other rewards

78
New cards

performance formula

performance = ability x motivation x resources

79
New cards

first level vs second level outcomes(expectancy theory)

1st- results of doing the job 2nd- pos/neg rewards produced by first level outcomes

80
New cards

expectancy

the belief that a particular level of effort will be followed by a particular level of performance

81
New cards

instrumentality

the relationship between first-level and second-level outcomes

82
New cards

valence

preference for a particular second-level outcome

83
New cards

expectancy theory

people are motivated to behave in ways that produce desired combinations of expected outcomes.

84
New cards

strong motivation if: effort achieves good result result leads to reward reward is valued

85
New cards

equity model

A motivation model focusing on an individual's feelings about how fairly he or she is treated in comparison with others.

86
New cards

inputs-what an individual is contributing outcomes-what an individual receives from an exchange

87
New cards

Job Characteristics Model

a job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties

88
New cards

involves: skill variety, task identity, task significance, autonomy, job feedback

89
New cards

self-determination theory

proposes that people will be more intrinsically motivated when they have certain needs fulfilled and identifies three important psychological needs: autonomy, competence, and relatedness

90
New cards

goals

future outcomes that individuals and groups desire and strive to achieve

91
New cards

goal setting

the process of specifying desired outcomes toward which individuals, teams, departments, and organizations will strive and is intended to increase organizational efficiency and effectiveness

92
New cards

SMART goals

specific, measurable, attainable, result-oriented, time bound

93
New cards

Management by Objectives (MBO)

management system that uses goal difficulty and goal clarity as its foundation for motivating employees

94
New cards

managers and employees jointly set goals for performance

95
New cards

compensation plan

includes pay, healthcare, benefits

96
New cards

compensation strategies

market compensation policy market plus market minus

97
New cards

types of incentive plans

commission plans- An employee may or may not receive a salary but will be paid extra (e.g., a percentage for every sale made)

98
New cards

bonus plans- Extra pay for meeting or beating some goal previously determined. Bonus plans can consist of monetary compensation, but also other forms such as time off or gift certificates.

99
New cards

profit-sharing plans- Annual bonuses paid to employees based on the amount of profit the organization earned.

100
New cards

stock options- When an employee is given the right to purchase company stock at a particular rate in time. Please note that a stock "option" is different from the actual giving of stock, since the option infers the employee will buy the stock at a set rate, obviously, usually cheaper than the going rate.