SPHR
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.
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
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"
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.
Trend Analysis
Compares the changes in a single variable over time.
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.
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.
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.
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).
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
Correlation Coefficient
Describes the relationship between two variables and is stated as a number between -1.0 and +1.0
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.
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
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