SPHR

Vroom: Expectancy Theory - Instrumentality

"What's in it for me?" Will their effort to complete the work be the instrument for obtaining a reward for the work?

Freferick Herzberg's Motivation/Hygiene Theory (Two-factor Theory)

"what makes people happy is what they do or the way they're used, and what makes people unhappy is the way they're treated"

Blake-Mouton Managerial Grid

A grid to explain the characteristics of different leadership styles. The grid considers two aspects of leadership: concern for people and concern for production. leaders at the lowest extreme (1,1) show no concern for either people or production. At the highest extreme (9,9), leader show maximum concern for both production and people - most effective leaders.

Path-Goal Theory of Leadership

A leader can impact the behavior of a group by establishing goals and providing direction on reaching those goals.

Employee Self-Service (ESS)

Allows employees to access their own records through some type of automated system, 24/7.

Weighted Moving Average

Assigns more weight to current data with the use of a predetermined number and drops the oldest data when new data is added

3 Types of Learners

Auditory, Visual, Tactile/Kinesthetic

Applicant Tracking System (ATS)

Automated method for keeping track of job applicants from the time they first apply to an organization to the point when the position is filled, and beyond. Reports can be used for annual EEO-1 reports or Affirmative Action Plans (AAPs).

Emotional Intelligence (EI or EQ)

Awareness of one's own emotions and ability to control how one reacts to them.

Secondary Research

Based on information that has been collected or reported by others.

Quantitative Analysis

Based on mathematical models for measuring historical data

Clayton Alderfer: ERG Theory - Growth

Based on the self-esteem and self-actualization concepts Maslow described

Fiedler's Contingency Theory

Begins with an assessment of the leaders style, using the least preferred co-worker scale (LPC). Fiedler propose that the LPC score could be used to predict the situations in which the leader would have a better chance for

Douglas McGregor: Theory Y Managers

Believe that, given the opportunity, people will seek out challenging work and additional responsibilities if the work is satisfying. These managers are more likely to invite participation in the decision-making process from their subordinates.

Positive Correlation Coefficient

Both factors move in the same direction, both up or both down

Moving Average / Rolling Average

Calculate an average over a period of time, such as the last 12 months. When a new number is added, the oldest value drops off.

Return on Investment (ROI)

Calculated by dividing the benefits realized as a result of the program by the total related direct and indirect costs. Generally only includes hard costs.

Vroom: Expectancy Theory - Valence

Calculations as to whether the possible reward is worth the effort required to successfully complete the work

Hiring Management System (HMS)

Carry the employer brand throughout the application process. Simplify the candidates experience by moving data directly from candidate input to the database.

Trend Analysis

Compares the changes in a single variable over time.

Hersey-Blanchard Theory of Leadership

Describes leadership in terms of the maturity level of the followers. Maturity refers to psychological maturity (or motivation) and job task maturity (or level of experience).

Correlation Coefficient

Describes the relationship between two variables and is stated as a number between -1.0 and +1.0

Interpersonal Intelligence

Emotional intelligence or social aptitude

Clayton Alderfer: ERG Theory (3 Levels of Need)

Existence Relatedness Growth Allows for the possibility that people can work on multiple levels simultaneously

David McClelland: Acquired Needs Theory

Experiences acquired throughout their lives motivate people to achieve in one of three areas: Achievement Affiliation Power

Situational Theories of Leadership

Explain leader effectiveness in different situations. The elements that are considered or how the leader and followers interact and how the work is structured.

Hersey-Blanchard Theory of Leadership - Delegating

Followers have both the experience and motivation to accomplish their tasks. The leader identifies the goal, and followers are accountable for producing results.

Douglas McGregor: Theory X Managers

Have a worldview of employees as lazy and uninterested in work and needing constant direction to complete their assignments. Employees are interested in job security above all else. These employees are generally autocratic, utilizing a top-down management style.

HRIS

Human Resource Information System

McClelland: Aquired Needs Theory - Affiliation

Individuals who need affiliation look for acceptance in the work group and need regular interaction with your co-workers or customers

Fiedler Contingency Theory - Task Structure

Jobs that are highly structured provide a leader with a greater influence than do those that require less structure.

Laissez-faire Leader

Leader who abdicates responsibility and leaves employees to figure things out without guidance or support. These leaders allow group members to operate on their own. This style provides no guidance or direction and can lead to chaos. In general, it results in lower levels of productivity.

Democratic Leader

Leader who involves employees in the process. This type of leader is most effective in environments of highly-skilled professional employees were so motivated and accomplish tasks on their own. This style is most effective when relationships in the work environment are of primary concern.

Coach (Leader)

Leader who prepares employees to take on additional responsibilities. This type of leader works with group members to develop skills and abilities so they will be able to operate independently.

Authoritarian Leader

Leader who tells employees what to do. These leaders are effective in situations requiring immediate action or those that are life-threatening. This may be the best leadership style when productivity is the highest concern.

Thomas Carlyle "Great Man Theory"

Leaders are born with innate qualities that set them apart from other "mere mortals." Leadership cannot be learned.

Least Preferred Co-Worker Scale (LPC)

Leaders identify the co-worker, past or present, with whom they had the most difficulty working and rate this person on a scale of 1 to 8 on a series of measures such as the co-workers level of cooperation and friendliness.

Learning and Performance Management Systems (LPMSs)

Manage performance (including 360 assessments, self-assessments, succession planning, and manager feedback) and track individual rewards.

Time-Series Forecasts

Measure historic data and provide a basis for projecting future requirements.

Simple Linear Regression

Measures the relationship between one variable against another variable. Example: staffing and production output

Multiple Linear Regression

Measures the relationship between several variables to forecast another. Example: lower staffing levels, absenteeism, and production output

Correlation

Measures two variables to determine whether there is a relationship between them

Simulation Models

Models allow several possible plans to be tested in abstract form.

Business Reasons to Make Workplace Diversity a Priority

More creative Reflects the population Increases the candidate pool

Vroom: Expectancy Theory - Expectancy

Motivation starts with an assessment by individuals about their capabilities to successfully complete an assignment

Clayton Alderfer: ERG Theory - Relatedness

Need of esteem we find in others, like Maslow's definition of social needs

Clayton Alderfer: ERG Theory - Existence

Needs required to maintain basic life needs, like Maslow's psychological and safety needs

Primary Research

Original, meaning that the researcher has performed the

J. Stacey Adams: Equity Theory

People are constantly measuring what they put into work against what they get from work.

Victor Vroom: Expectancy Theory

People are motivated by the expectation of the reward they will receive when they succeed and each individual calculates the level of effort required to receive a particular reward to determine whether the reward is worth the effort that is required to obtain it.

Moslow's Hierarchy of Needs (5 levels)

Physiological Needs - most basic needs; food, shelter, clothing Safety Needs - safe from physical and emotional harm Social Needs - acceptance and belonging in their social group Esteem Needs - recognition for their achievements Self-actualization Needs - opportunities to be creative and fulfill their own potential; depend on themselves to find and act on them

B.F. Skinner: Operant Conditioning - Behavioral Reinforcement

Positive Reinforcement Negative Reinforcement Punishment Extinction

SHRM Code of Ethics and Professional Standards in HR Management

Professional Responsibility Professional Development Ethical Leadership Fairness and Justice Conflicts of Interest Use of Information

Diversity initiatives

Programs and policies that help companies increase the diversity of the workforce or to increase the effectiveness of an already diverse workforce.

Ratios

Provide a benchmark based on the historic relationship of one variable to another

Diversity Training

Seeks to educate all groups about the cultures, needs, and attitudes of other groups in the workforce to ensure the inclusion of all groups and workplace activities.

Intrapersonal Intelligence

Self-knowledge or how well individuals know themselves

Fiedler Contingency Theory - Position Power

Situations in which a leader has the discretion to assign tasks or to reward or punish members of the group provide the leader with a greater chance of success.

7 Steps of a Needs Analysis/Needs Assessment

Step 1: Describe the objective Step 2: Define the current situation Step 3: Conduct a gap analysis Step 4: Set priorities Step 5: Investigate and develop options Step 6: Evaluate options and determine budget impact Step 7: Recommend solutions

5 Steps of the Scientic Method

Step 1: Identify a problem Step 2: Create a hypothesis Step 3: Decide how to test the hypothesis Step 4: Collect data to verify the hypothesis Step 5: Draw conclusion/analyze the data

6 Steps of Disciplinary Action

Step 1: Verbal Warning Step 2: First Written Warning Step 3: Final Written Warning Step 4: Decision-Making Day Step 5: Suspension Step 6: Termination of Employment

Learning Management System (LMS)

Streamlines the administration of employee training programs. Features include automatic enrollment of students, notification to managers when employees don't attend, course calendars, facility assignments, pre- and post-testing, and report generation.

Nominal Group Technique

Structured meeting format designed to elicit participation from all members of the group in order to arrive at the best possible solution to the problem at hand. There is a facilitator and it starts with individuals thinking about and writing down all of their ideas about the issue. when all ideas are presented the process of prioritization and consensus-building takes place until a resolution has been agreed upon.

Qualitative Analysis

Subjective evaluations of General observations and information and include various types of judgmental forecasts

Mean Average

Sum of the values in a set of numbers, divided by the number of values in the set Example: A+B+C / 3

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.

Behavioral Theories of Leadership

The first behavior that focused on the structural elements of the job, such as establishing rules and guidelines for employees. The second was behavior that considered the needs of employees, such a standing up for them and explaining decisions.

Hersey-Blanchard Theory of Leadership - Participating

The followers has progressed in terms of their ability but may lack the necessary motivation and require support to encourage them to act on their own.

Path-Goal Theory of Leadership - Achievement

The leader establishes a difficult goal and encourages the group to accomplish a

Path-Goal Theory of Leadership - Participative

The leader involves the group in the decision-making process

Path-Goal Theory of Leadership - Supportive

The leader provides encouragement for the group members

Path-Goal Theory of Leadership - Directive

The leader specifies what is to be done

Median

The number in the physical center when all values are aligned in sequential order Example: 1, 2, 3, 4, 5 - Median is 3

Mode

The number that occurs most frequently in a set of numbers Example: 1, 2, 3, 4, 3, 3 - Mode is 3

Project Management (PM)

The process of initiating, planning, executing, controlling, and closing an assignment that is temporary in nature.

Fiedler Contingency Theory - Leader-Member Relations

The relationships leaders have with members of the group are the key factor in determining the level of influence the leader has in the group

Job Enrichment

The significance of the tasks in a job is increased to provide challenging work and growth opportunities

McClelland: Aquired Needs Theory - Power

These individuals are looking for either personal power or institutional power. Those interested in institutional power or often effective managers who are motivated by coordinating work groups to achieve organizational goals.

Transactional Leadership

This type of leadership focuses on getting the job done and seeks to do this by offering a reward in exchange for accomplishing organizational goals. These leaders manage by exception, either by seeking out areas where rules aren't being followed and making a correction or by taking action when the goal isn't met.

Transformational Leadership

This type of leadership focuses on the relationships in the group, building them to achieve organizational goals. These leaders set the ideal for the group and act as Role Models, inspiring excellence in the group and stimulating new ideas and perspectives. These leaders are coaches who work with individuals to develop their skills and abilities and improve their performance.

McClelland: Aquired Needs Theory - Achievement

Those motivated by achievement take moderate risks to achieve their goals, respond to frequent feedback, and generally prefer to work as sole contributors or with others interested in achieving at the same level

Delphi Technique

To obtain input from a group of individuals who provide their expertise in succeeding rounds of questions about an issue or problem. Participants never meet but provide their input in written form.

Weighted Average

Used to compensate for data that may be out of date, the more current data is multiplied by a predetermined number to better reflect the current situation

Hersey-Blanchard Theory of Leadership - Telling

When followers are immature or inexperienced, the leader must be more directive by providing guidelines and defining roles for the followers.

Hersey-Blanchard Theory of Leadership - Selling

When followers have some experience, the leader is still directing them but in a more General sense. Greater emphasis is placed on encouraging followers who have the motivation but lacks sufficient experience to do the job.

Negative Correlation Coefficient

When one factor goes up, the other goea down; and vice versa

Contract

a legally enforceable agreement between two or more parties in which all parties benefit in some way

Extinction

discourages future occurrence of the behavior by ceasing to reinforce it

Punishment

discourages future occurrence of the behavior by providing an unpleasant response when the behavior occurs

Positive Reinforcement

encourages continuation of a behavior by providing a pleasant response when the behavior occurs

Negative Reinforcement

encourages continuation of a behavior by removing an unpleasant response to a behavior

KSA

knowledge, skills, abilities

Needs assessment / Needs analysis

methods for obtaining the information necessary to make decisions that will best accomplish an organization's goals

Satisfaction (Motivation) Factors

motivate by changing the nature of the work so that people are challenged to develop their talents and fulfill their potential

Dissatisfaction (Hygiene) Factors

motivate to the extent that they allow people to avoid unpleasant experiences

Tactile/Kinesthetic learners

physical learners; rely on their sense of touch for memory recall

PMP

project management professional

Third-party contract

some part of the transaction is provided by an entity other than those who have signed the contract

Andragogy

the study of how adults learn; education in which the Learner participates in decisions about what will be taught and how it will be delivered

Pedagogy

the study of how children learn semicolon education in which the teacher decides what will be taught and how it will be delivered