Phcle Study Cards

Front 1

Centralized decision-making:

Back 1

A decision-making model and leadership structure where decisions are made by leaders at the top of an organization or at the central/main office, rather than disbursed across the organization and/or other sites/buildings. In this structure, power sits with a limited few.

Front 2

Decentralized decision-making:

Back 2

A decision-making model and leadership structure where decisions are made by leaders across the organization, rather than by leaders/sites at the top. In this organization power is delegated across leaders in varying divisions, functions, or sites.

Front 3

Divisional structure:

Back 3

An organization structure in which employees are assigned to a division that contains all organization functions (such as transportation, finance, curriculum and assessment, etc.). Divisions typically exist to serve a specific customer, focus on a strategic initiative or organization-wide project, or geographic area. Divisions are run and managed by an executive leader and tend to be more autonomous. In PK12 education, divisions are often seen when very large districts are split into geographic regions (i.e., east and west) or when a district has a leader of Early Childhood Programs, K-5, and another of 6-12.

Front 4

Functional structure:

Back 4

An organization structure in which employees are assigned to a department or function such as transportation, finance, curriculum and assessment, etc. The individuals in a department all work on related tasks, projects, or outcomes.

Front 5

Goal:

Back 5

A desired outcome.

Front 6

Matrix Structure:

Back 6

An organization structure in which employees are assigned to both a functional area as well as a division or team. In this situation employees could report to two individuals – one in their department and one in their function.

Front 7

Mission:

Back 7

Statement that describes how an organization will fulfill its vision. Typically, these statements include who the organization serves, who the organization is, and what the organization values.

Front 8

Organizational Strategy:

Back 8

Actions and tactics that are organized to ensure an organization fulfills its vision, mission, values, and goals.

Front 9

Organization Structure:

Back 9

The reporting structure developed to ensure an organization can meet its goals. Structures outline and communicate the flow of information and work to an organization’s staff.

Front 10

PEST Analysis:

Back 10

An analysis tool or protocol for analyzing Political, Environmental, Sociocultural, and Technical factors. Reviewing these external factors enables organizations to assess their influence on processes, projects, or initiatives.

Front 11

Strategy:

Back 11

A plan or method that enables an organization to achieve its long-term goals.

Front 12

SWOT Analysis:

Back 12

An analysis tool or protocol for analyzing Strengths, Weaknesses, Opportunities, and Threats for a process, project, or initiative. It supports planning, development, and decision-making efforts. It is important to remember that Strengths and Weakness are meant to be about the organization internally while Opportunities and Threats examine factors (e.g., peoples, practices, environment) external to the organization.

Front 13

Values:

Back 13

Behaviors, beliefs, actions, knowledge, skills, or abilities the organization values above all others.

Front 14

Vision:

Back 14

A statement regarding what the organization wishes to achieve or become.

Front 15

Capital:

Back 15

A term that is used to refer to an asset. Organizations can choose to invest in an asset as they believe it bring the organization value.

Front 16

Compliance-oriented:

Back 16

Work that focuses meeting the requirements or demands of rules, orders, contractual agreements, regulations, laws, legislation, etc.

Front 17

Human Capital Leader:

Back 17

Anyone in an organization who hires, grows, leads, or evaluates staff.

Front 18

Human Capital Management:

Back 18

A system by which organizations make and implement “human capital decisions, such as decisions on preparation, recruitment, hiring, placement, retention, dismissal, compensation, professional development, tenure, and promotion.” (ESSA definition)

Front 19

Strategic HR:

Back 19

The management of human resources-related practices and processes in a proactive way that aligns to the long-term and short-term goals of the organization. This management philosophytends to be more forward-thinking and future focused.

Front 20

Resource:

Back 20

“A source of supply or support: an available means —usually used in plural; a natural source of wealth or revenue —often used in plural; a natural feature or phenomenon that enhances the quality of human life.” (Merriam Webster)

Front 21

Strategic Alignment:

Back 21

The process of developing and connecting goals throughout an organization—of division, department, sub-department and individual—to focus all staff members on their contribution to overall organizational objectives.

Front 22

Transactional HR

Back 22

The process and practices that support the day-to-day activities of the human resources function. These practices tend to be more administrative and reactive. Often people identify activities such as revising workplace policies, benefits enrollment, and the processes of paperwork to be examples of transactional activities.

Front 23

Care-based Principle

Back 23

A decision-making process rooted in empathy in which you consider how you would want to be treated in that situation.

Front 24

Ethical Dilemma

Back 24

A situation in which an individual or organization must make a decision when none of the options are clearly acceptable or ideal because they involve competing values. Also referred to as a right-vs- right dilemma.

Front 25

Ends-based Principle

Back 25

A decision-making process that attempts to select an outcome that results the most good for largest number of people possible.

Front 26

Ethics

Back 26

Attitudes and beliefs that guide the actions and decisions of organizations and individuals.

Front 27

Right-vs-Right Dilemma

Back 27

Situations which require decisions to be made between two paths that can both be justified or seen as the “right” way. Typically fall into four categories:(1) Individual vs. Community, (2) Truth vs. Loyalty, (3) Short Term vs. Long Term, and (4) Justice vs. Mercy.

Front 28

Right-vs-Wrong Dilemmas

Back 28

Situations which require decision between a “right” or moral choice and a “wrong” or unethical choice. These dilemmas often involve circumstances in which one choice would create a personal advantage for yourself while disadvantaging others.

Front 29

Rule-based Principle

Back 29

A decision-making process that considers the impact a decision would have if it became a universal standard and everyone were to act or behave in a similar way.

Front 30

Communication Channel

Back 30

The means and methods through which organizations and people communicate.

Front 31

Key Messages

Back 31

The selected strategic points of your communication that you want a primary audience to know and/or remember.

Front 32

Primary Audience

Back 32

Individuals to whom the message is specifically directed. These are the individuals we are attempting to inform, teach, or change.

Front 33

Secondary Audience

Back 33

Individuals who will be affected by your message but are not the intended recipients.

Front 34

Adverse Impact

Back 34

An employment decision, practice, or policy that unintentionally disadvantages members of a protected class (e.g. race/ ethnicity, gender).

Front 35

Adverse Impact Analysis

Back 35

Also known as the 4/5ths or 80 percent rule, this analysis is used to assess disparate impact in employment practices (e.g., hiring, promotions)

Front 36

Break-Even Analysis

Back 36

Find the number of units needed for zero loss or profit. (Formula:Break-even point = fixed costs / (price per unit – variable cost per unit; Format: of result# of units)

Front 37

Cost-Benefit Analysis

Back 37

Allows an organization to decide if the benefits a program or project brings outweighs the expenses or costs. (Formula: Benefits – costs; Format of result: dollar value)

Front 38

Disparate Treatment

Back 38

An employment practice that intentionally disadvantages members of a protected class.

Front 39

Feasibility Analysis

Back 39

The following are four primary techniques for conducting feasibility analyses: 1) Total Cost Calculation; 2) Cost-Benefit Analysis; 3) Return on Investment; and 4) Break- Even Analysis.

Front 40

Overall Risk

Back 40

Place incidents on a matrix based on level of impact (e.g., moderate, minor, none) and likelihood of occurrence (likely, possible, unlikely)This then allows the organization to assign an overall risk rating and (e.g., high, medium, low), and manage each risk in the appropriate way.

Front 41

Relative Risk

Back 41

Identify potential risks/threats to the organization and prioritize them based on their impact and likelihood of occurrence.

Front 42

Risk Analysis

Back 42

Evaluating 1) relative and 2) overall risk are two approaches to risk analysis. These reviews should be conducted by a team.

Front 43

Risk Assessment

Back 43

The process of identifying potential hazards and issues that could harm or stop a project, plan, process, person or organizations.

Front 44

Return on Investment (ROI)

Back 44

Calculates the benefits/earnings from the investment as a percentage or ratio of the original amount invested. (Formula:ROI = (benefits or earnings received from investment – investment costs) / investment costs; Format of result: percentage of ratio)

Front 45

Risk management

Back 45

The process of identifying and assessing the risks to a project, plan, process, person, or organization and managing those risks to minimize impact.

Front 46

Total Cost Calculation

Back 46

Assesses whether adequate resources are available to implement a new program or scale up an existing program. (Formula:Total costs = Total fixed costs + Total variable costs; Format of result: dollar value)

Front 47

Fiscal Sustainability

Back 47

The ability of an organization to continue to fund (with cash) a project or program.

Front 48

Fixed Costs

Back 48

Expenses or costs that remain constant regardless of the quantity of products or services produced.

Front 49

Programmatic Sustainability

Back 49

Having the support and resources needed to effectively manage a program and its activities. Involves attending to strategic alignment, staffing structures and responsibilities, culture, and the external environment.

Front 50

Sustainability

Back 50

Ability to maintain programming or offerings and their benefits over time.

Front 51

Variable Costs

Back 51

Costs that change based on the quantity of products or services produced.

Front 52

Customer Experience

Back 52

How customers perceive their interactions with your organization or department.

Front 53

Customer Focus

Back 53

An orientation toward meeting your customers' needs.

Front 54

Customer Service

Back 54

Assistance or advice provided to users of product or service.

Front 55

External Customers

Back 55

Outside organizations and individuals who are not employed by the organization providing them the service, materials, or information.

Front 56

Internal Customers

Back 56

A department, team, or individual who receives services, materials, or information from someone else in the same organization.

Front 57

COPIS or SIPOC

Back 57

A tool that provides a high-level view of the key elements of a process. COPIS stands for Customers, Outputs, Process, Inputs, and Suppliers.

Front 58

Input Measures

Back 58

Amount of resources put into the process or the preconditions necessary for the transformation process.

Front 59

Lagging Indicator

Back 59

Measures performance after a process outcome starts to follow trend.

Front 60

Leading Indicator

Back 60

Measures performance before a process outcome starts to follow a trend.

Front 61

Outcome Measures

Back 61

Data on changes or benefits to the customer. Shows what the outputs of a process accomplish.

Front 62

Output Measures

Back 62

Data on the number of products or services produced/delivered by a process.

Front 63

Process

Back 63

A defined sequence of repeatable actions intended to produce a desired outcome.

Front 64

Performance Measurement

Back 64

Regular collection of data to assess whether processes are being performed correctly and efficiently and the desired results are being achieved (Hatry, 2006).

Front 65

Process Map

Back 65

A representation of how a process functions at a specific time. Process maps can be drawn to represent either the current state or a desired future state. Three primary tools used for process mapping are COPIS, flow charts, and swim lane diagrams. These can be used individually, or in combination to assess and improve processes. See the Mapping Processes resources in the Continuous Improvement online module for examples and a practice activity.

Front 66

Process Measures

Back 66

Data on how services are provided, or products are created.

Front 67

Swim Lane Diagram

Back 67

Process map that distinguishes which employee or workgroup has responsibility for each step of the process. Swim lanes can be organized horizontally or vertically.

Front 68

Bias

Back 68

A stereotype in favor of or against a person or group. Bias can be conscious or unconscious and can impact any type of employment decision (e.g., hiring, evaluation, promotion). See the article by Campbell for common types of bias.

Front 69

Dashboard

Back 69

A tool that displays real-time or near real-time information and is used to monitor and improves processes.

Front 70

Fishbone Diagram

Back 70

A root cause analysis tool used to brainstorm and categorize potential causes for a problem.

Front 71

Reliability

Back 71

The extent to which a data collection procedure yields consistent results on repeated trials. Also referred to as precision.

Front 72

Root Cause Analysis

Back 72

Tools used to uncover main causes of an issue. Examples include the fishbone diagram and 5 whys process. See the Root Cause Analysis resource in the Continuous Improvement online module for examples.

Front 73

Scorecard

Back 73

A tool that is updated quarterly or annually and displays high-level metrics that are linked to strategic goals.

Front 74

Validity

Back 74

The extent to which a data collection procedure measures what it is supposed to measure. Also referred to as accuracy.

Front 75

Waste

Back 75

Identifying and eliminating waste improves the output, reliability, and quality of processes. The eight types of waste are Defects, Overproduction, Waiting, Neglected talent, Transportation, Inventory, Motion, and Excess processing. See the Identifying and Eliminating Waste resource in the Continuous Improvement online module for examples.

Front 76

5-Whys Analysis

Back 76

An iterative questioning process that involves asking why repeatedly to uncover the root cause of an issue.

Front 77

Demand Analysis

Back 77

An evaluation of future needs of the organization including desired staffing levels; desired knowledge, skills, and abilities; and projected personnel expenses.

Front 78

Gap Analysis

Back 78

The process of comparing supply and demand to identify areas of misalignment.

Front 79

Supply Analysis

Back 79

An evaluation of current resources including staffing levels; staff knowledge, skills, and abilities; and projected funding.

Front 80

Workforce Analysis

Back 80

Process of examining data to uncover gaps between supply and demand. It is the first phase of workforce planning and serves as the foundation of a workforce plan.

Front 81

Workforce Plan

Back 81

Report that identifies targeted strategies to ensure that the organization’s workforce is operating within budget and addresses the existing and anticipated needs of all learners.

Front 82

Workforce Planning

Back 82

Process to align the workforce with the needs and priorities of the organization and the students it serves.

Front 83

Job Analysis

Back 83

Systemic study of jobs to determine what activities (tasks) and responsibilities they include, personal qualifications necessary for performance, conditions under which work is performed, and reporting structure.

Front 84

Job Description

Back 84

Written summary of the qualifications required to perform a job, including duties, responsibilities, physical requirements, and necessary qualifications. (Job descriptions are a foundational part of many HR processes.)

Front 85

Actual Candidates

Back 85

People who have applied for a position in your organization. Help you determine how well an HR brand intervention worked.

Front 86

Employee Value Proposition

Back 86

A statement that communicates the essence of an organization—how it is unique, what it stands for, and why people would want to be part of it.

Front 87

Human Resources (HR) Branding

Back 87

Process of managing and influencing your reputation as an employer with current and prospective employees and stakeholders.

Front 88

Ideal Candidates

Back 88

Person(s) who would best meet your needs in a position. Help you hypothesize what the future-state HR brand should be.

Front 89

Incumbents

Back 89

Person(s) who are currently in a specific position within the organization. Help you analyze your current HR brand.

Front 90

Sourcing

Back 90

Uncovering sources of high-potential candidates by reviewing information on current successful employees.

Front 91

Talent Pipeline

Back 91

Pool of potential candidates who are qualified and prepared to fill key roles in your organization when there are openings.

Front 92

Talent Pipeline Management

Back 92

Actively building and maintaining a sustainable pool of talent for your organization.

Front 93

Recruiting

Back 93

Targeted strategies to identify qualified candidates and convince them to apply to your organization.

Front 94

Active candidates

Back 94

Individuals who are currently searching for a new job.

Front 95

Passive candidates

Back 95

Individuals who possess desired skills and/or qualifications, but who are not actively searching for a new job.

Front 96

External Recruitment

Back 96

Looking outside the organization to fill an open position.

Front 97

Internal Recruitment

Back 97

Looking at employees within the organization to fill an open position.

Front 98

Targeted Recruitment

Back 98

Active process of identifying individuals who meet specific criteria. Often used when hiring for high- level positions or positions that require a specialized skillset.

Front 99

Behavior-Based Interview Questions

Back 99

Interview questions that attempt to tap into candidates’ past behavior to help make predictions about future behavior. They generally ask candidates to describe what they did in specific situations and share the outcomes of their efforts.

Front 100

Competencies

Back 100

The knowledge, skills, abilities, and professional qualities needed to perform a job.

Front 101

Cost per Hire

Back 101

The costs associated with hiring a new employee, which may include recruiting, screening, and training expenses. Calculated by dividing total costs by the number of people hired.

Front 102

Funneling

Back 102

A hiring process that quickly sorts through applicants using low-cost, low-effort methods in the preliminary stages to help preserve resources for use in screening and hiring the most promising candidates for a position.

Front 103

Inter-Rater Reliability

Back 103

The extent to which two or more individuals (coders, raters, observers, etc.) agree (i.e., give consistent estimates of the same phenomenon).

Front 104

Job-Relevant Criteria

Back 104

Hiring criteria that are directly related to the requirements and responsibilities of a specific job.

Front 105

Knowledge/Competency-Based Questions

Back 105

Interview questions geared toward assessing specific areas of knowledge or skill.

Front 106

Realistic Job Preview

Back 106

An approach that provides candidates with accurate and complete information about a job and the work environment, including both positive and negative aspects of the position.

Front 107

Selection

Back 107

Process to identify the most suitable candidate for an open position based on the competencies required to perform the job.

Front 108

Situational - Scenario-Based Questions

Back 108

Interview questions that require candidates to problem-solve in the moment by asking them to respond to scenarios.

Front 109

Structured Interviews

Back 109

Interviews that follow outlines, are grounded in strictly job-related questions (that are uniform across a candidate pool) and often use predetermined rating scales to evaluate candidate responses.

Front 110

Unstructured Interviews

Back 110

Interviews that tend to be largely conversational, do not follow predetermined outlines and may include job-irrelevant questions. Employers who administer unstructured interviews often vary the questions they ask from one applicant to the next.

Front 111

Adverse Impact

Back 111

A significantly different rate of selection in hiring, promotion, or other employment decisions that negatively and disproportionately impacts members of a specific race, gender, or ethnic group.

Front 112

Bona Fide Occupational Qualification (BFOQ)

Back 112

Any employment qualification that appears to be discriminatory but that is justifiable due to business necessity.

Front 113

Defamation

Back 113

Any intentional false communication, either written or spoken, that harms a person's reputation; decreases the respect, regard, or confidence in which a person is held; or induces disparaging, hostile, or disagreeable opinions or feelings against a person. Employers who provide negative reference information about former employees can be subject to claims of defamation.

Front 114

Disparate Treatment

Back 114

An employment decision, practice, policy, or tool that intentionally discriminates against a protected class based on race, color, religion, sex, or national origin.

Front 115

Equal Employment Opportunity (EEO)

Back 115

Employment practices that ensure nondiscrimination on the basis of race, sex, religion, color, national origin, physical or mental ability, medical condition, age, or genetic information.

Front 116

Protected Class

Back 116

Specific groups of individuals who are protected from employment discrimination by law. An individual may be in a protected class due to their race, color, gender, religious beliefs, national origin, mental or physical disability, genetic information, pregnancy, or veteran status. An individual can be a member of one or more protected classes, and state laws can define additional protected classes such as marital status, sexual orientation, and even smokers.

Front 117

Centralized Staffing Function

Back 117

Staffing processes are standardized and directly controlled by the central office management team.

Front 118

Decentralized Staffing Function

Back 118

Staffing is managed locally, with strategies and processes that are tailored to local circumstances.

Front 119

Equity gap

Back 119

The difference between the rate students from low- income families or students of color are educated by excellent educators and the rate at which other students are educated by excellent educators.

Front 120

Placement

Back 120

The process by which staff are assigned to buildings and/or groups of students.

Front 121

Employee Handbook

Back 121

Document used to communicate important workplace policies and expectations to employees.

Front 122

Onboarding

Back 122

Process of helping new employees adjust to the performance and cultural aspects of their new roles over an extended period of time (often 6 months or more).

Front 123

Orientation

Back 123

Process that focuses on paperwork and other compliance activities for new hires. Typically, this is a one-time event held before an employee begins their new job.

Front 124

Types of Information

Back 124

Comprehensive orientation and onboarding programs introduce new employees to their role and work team and help them learn about the organization and the community it supports.

Front 125

Organization information

Back 125

e.g., District overview, Vision, mission, and goals, Facilities, Organizational policies and rules, Benefits and employee support services

Front 126

Job-specific

Back 126

e.g., Job duties and expectations, Department or team goals, Introduction to manager and colleagues

Front 127

Community

Back 127

e.g., Relocation information, Local businesses, Banking, Transportation

Front 128

Coaching

Back 128

Relationship between two individuals that tends to be short-term and focused on improving performance.

Front 129

Mentoring

Back 129

Relationship between two individuals focused on long-term development toward career goals and objectives.

Front 130

Adult Learning Principles

Back 130

Self-directed, transferrable, connected, experiential

Front 131

Self-directed

Back 131

Provides choice and opportunities to prioritize activities.

Front 132

Transferrable

Back 132

Has real-life use in their current role.

Front 133

Connected

Back 133

Builds on what learners know and do well while extending their thinking.

Front 134

Experiential

Back 134

Provides opportunities for processing, hands- on application, and reflection.

Front 135

Andragogy

Back 135

The method and practices of teaching adult learners.

Front 136

Horizontal Development

Back 136

Acquiring new knowledge, skills, and competencies.

Front 137

Professional Development

Back 137

Learning activities that expand skills, knowledge, and abilities to support personal growth and career advancement; also referred to as professional learning.

Front 138

Training

Back 138

A learning activity focused on the acquisition of knowledge and skills required for a particular job or task.

Front 139

Vertical Development

Back 139

Advancing the capability to think in more complex, systemic, and interdependent ways.

Front 140

Learning Zone Model

Back 140

Model that can be used for designing learning experiences. Divides the experience of learning into three zones.

Front 141

Comfort Zone

Back 141

Limited opportunity for learning. Often involves routine tasks that don’t require individuals to acquire new knowledge or skills. Can provide a safe space for individuals to reflect and make sense of their experiences.

Front 142

Risk Zone

Back 142

Optimal space for learning. Requires individuals to stretch beyond their current capabilities.

Front 143

Danger/Panic Zone

Back 143

Learning is blocked by fear and anxiety. Individuals feel overwhelmed by expectations.

Front 144

Comprehensive Evaluation

Back 144

The ongoing process of using multiple measures to assess individual or group performance relative to clearly defined standards and provide opportunities for reflection, feedback, and support.

Front 145

Performance Management

Back 145

Process of maintaining or improving job performance through ongoing communication between a supervisor and an employee in support of accomplishing the strategic goals of the organization.

Front 146

Due Process

Back 146

Requirement to respect the legal rights afforded to individuals.

Front 147

Seven Tests for Just Cause:

Back 147

a) Adequate warning- Has the employeebeen informed of rule or policy and consequences of not meeting those expectations?

b) Reasonableness of policy- Does thepolicy impact safe and efficient operations?

c) Completeness of investigation- Was an investigation conducted before decidingupon disciplinary action?

d) Objectivity of investigation- Was the investigation fair and take all sides of the story into account?

e) Proof of infraction- Have you obtained factual evidence?

f) Uniformity of rules application- Have disciplinary actions been applied consistent and predictably in the past?

g) Reasonableness of discipline- Have you established a progressive disciplineprocess and consideredthe context of the situation?

Front 148

Exit Interview

Back 148

A conversation held with an employee to learn about their motivations for leaving the organization.

Front 149

Involuntary Turnover

Back 149

Occurs when the decision to end employment is made by the organization. Common reasons include layoffs or reductions in force and performance issues.

Front 150

Stay Interview

Back 150

A regular, informal conversation between a supervisor and an employee about the employee's level of job satisfaction and specific ways the supervisor can maintain or improve it.

Front 151

Voluntary Turnover

Back 151

Occurs when the decision to end employment is made by the employee such as a resignation or retirement.

Front 152

Career Ladders

Back 152

Professional pathways through which individuals can more broadly impact and expand their role in the organization. Also referred to as career pathways, career lattices, and career tracks.

Front 153

Succession Planning

Back 153

Process for identifying and developing high-performing internal staff to assume critical positions within an organization.

Front 154

Candidate Slate

Back 154

This simple organizational tool helps identity future candidates for identified roles in an organization, as part of the succession planning process.

Front 155

Nine-Cell Chart

Back 155

This succession planning tool uses two parameters to assess employees’ readiness to assume new positions in the organization. It involves a three-step process:

1) Use evaluations and other data to plot employees based on (a) their performance and (b) extent to which their actions/behaviors align with organizational values;

2) Have managers review and suggest adjustments; and

3) Finalize charts and use for further development and decision-making.

Front 156

Employee Engagement

Back 156

The quality of individuals' interactions with their work and strength of their commitment to their workplace.

Front 157

Employee Satisfaction

Back 157

Extent to which employees are happy or content with their jobs or work environment.

Front 158

Expectancy Theory

Back 158

Individuals’ motivation is result of three factors 1) Valence- how much the individual values the reward, 2) Expectancy- extent to which the individual believes their increased efforts will lead to improved performance/success at a task, 3) Instrumentality- belief that if they perform well, they’ll receive the reward.

Front 159

Maslow’s Hierarchy of Needs

Back 159

Suggest people have varying levels of needs, each of which must be met before progressing to the others.

Front 160

Motivation

Back 160

Internal and external factors that drives the desire and energy of someone to be committed to their work or pursue a goal.

Front 161

Motivation-Hygiene Theory

Back 161

Certain factors cause job satisfaction when they are present (motivation factors) while others cause dissatisfaction when they are absent (hygiene factors)

Front 162

Self-determination Theory

Back 162

People have three fundamental needs autonomy, competence, and relatedness that, when met, foster intrinsic motivation and overall wellbeing.

Front 163

Theories of Intelligence

Back 163

Individuals’ beliefs about intelligence and ability known as implicit theories or mindsets tend to fall into one of two categories. Entity theory/fixed mindset is characterized by the belief that intelligence and ability are fixed and stable traits.Incremental theory/growth mindset is characterized by the belief that intelligence and ability are malleable and can be improved.

Front 164

Theory X

Back 164

Belief that people naturally dislike work and avoid responsibility so employees must be constantly directed and supervised.

Front 165

Theory Y

Back 165

Belief that if people find their work satisfying, they will seek out challenging work and additional responsibility.

Front 166

Interest-based Bargaining

Back 166

Negotiation strategy in which parties collaborate to develop mutually beneficial agreements. Also referred to as integrative bargaining and win-win bargaining.

Front 167

Positional Bargaining

Back 167

Negotiation strategy that involves holding to a fixed idea or position.

Front 168

Experiential Rewards

Back 168

Rewards that are intangible. Employees experience them when they engage in work programs or activities.

Front 169

Financial Rewards

Back 169

Rewards that are tangible and can be measured or assigned a value or cost.

Front 170

Negative Incentive

Back 170

Punishes individuals for undesirable choices or behavior.

Front 171

Positive Incentive

Back 171

Rewards individuals for desirable choices or behavior.

Front 172

Recognition

Back 172

Formal or informal acknowledgement of effort or desired behavior.

Front 173

Reward

Back 173

Awards performance or accomplishment.

Front 174

Total Rewards

Back 174

All the financial and experiential incentives, rewards, and benefits provided to employees by their employer.

Front 175

Total Rewards Philosophy

Back 175

The principles that guide the design, delivery, forms, and determination of total rewards programs.

Front 176

Compensation study process

Back 176

to ensure base pay is both market competitive and internally equitable- 1) update job descriptions using job analysis, 2) conduct job evaluation, and 3) complete a market study analysis

Front 177

Organizational strategy

Back 177

informs compensation strategy (organizational strategy a HR strategy, a compensation strategy)

Front 178

Bonus

Back 178

Direct or indirect compensation that is offered in addition to an individual's base pay, usually awarded upon achieving a goal or milestone.

Front 179

Classification

Back 179

A job evaluation method in which jobs are classified into an existing grade/category structure or hierarchy. Each level in the grade/category structure has a description and associated job titles.

Front 180

Compensation Study

Back 180

Process of analyzing current pay structures and practices to ensure external market equity and that internal job worth mirrors the organization’s market and strategy.

Front 181

Cost-of-Living Adjustment (COLA)

Back 181

An across-the-board base pay inflation designed to align with increases in the cost of living.

Front 182

Direct Compensation

Back 182

A monetary incentive or reward.

Front 183

Fixed pay

Back 183

Pay that does not vary based on performance or results achieved. The basic cash compensation that an employer pays for work duties. Also referred to as base pay.

Front 184

Indirect Compensation

Back 184

Pay received in the form of services and benefits (i.e., pensions, health insurance, vacations).

Front 185

Job Evaluation

Back 185

A process for determining the relative compensatory value of a job in an organization.

Front 186

Market Analysis

Back 186

The benchmarking of wages paid to employees with wages paid to individuals in similar positions in the marketplace.

Front 187

Point Factoring

Back 187

A job evaluation method in which jobs are ranked using a system based on factors and points.

Front 188

Ranking

Back 188

A job evaluation method in which jobs are compared to each other based on the overall worth of the job to the organization.

Front 189

Strategic Compensation

Back 189

The alignment of compensation with desired organizational goals.

Front 190

Variable pay

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Pay that changes directly with the level of performance or results achieved.

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Co-pay

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A fixed amount an individual pays for a covered health care service.

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Deductible

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Amount an individual pays for covered health care expenses before an insurance company begins to pay on a health insurance claim.

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Health Maintenance Organization (HMO)

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Typically have lower monthly premiums and out-of-pocket expenses. Specialist visits require a referral from your primary care physician. Coverage isn’t provided for out-of-network healthcare providers.

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Preferred Provider Organization (PPO)

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Typically have higher monthly premiums and out-of-pocket expenses. Able to see a specialist without a referral. Visits to out-of-network providers has a higher fee and separate deductible.

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Premium

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The amount that an individual and/or their employer pays for a health insurance plan.

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Culture

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Beliefs, values, and norms that are shared across an organization and inform employee behavior.

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Three Levels of Culture

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Artifacts, values, and underlying assumptions.

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Artifacts

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Tangible and visible representations of culture such as office location, classroom layout, artwork, posters, and the dress code. Artifacts provide the first impression of an organization’s culture.

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Values

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Stated reasons for how the organization operates. Includes the mission, vision, goals, and philosophies that drive behavior.

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Underlying Assumptions

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Shared, taken- for-granted beliefs. Provide the foundation for the values and artifacts levels of culture.

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Well-being

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The state of being happy, healthy, and prosperous. It involves emotional, physical, psychological, social, career, and financial health.

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Wellness

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The state of being in good physical and mental health.

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Diversity

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The variety of experiences and perspectives which arise from differences in personal, social, or organizational characteristics.

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Dimensions of Diversity

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Values and beliefs, Personal, social and organizational

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Personal

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often visible and unchangeable traits (e.g., race/ethnicity, color, gender, age, physical ability)

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Social

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reflect life choices of the individual and often revealed only after we get to know someone (e.g., marital status, education level, religion, political affiliations)

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Organizational

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associated with your work identity (e.g., seniority, work location, union membership, job level)

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Inclusion

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The degree to which individuals are valued, respected, and supported.

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Employment Law

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Federal employment laws, case law, rules, guidelines, and enforcement agencies, as well as their implications for practice in human capital management

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Department of Labor Employment Laws

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Wages and hours worked, safety and health standards, health benefits, retirement standards, and workers' compensation, other workforces standards, and work authorization for non-us citizens.

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Wages and Hours Worked

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1) Minimum Wage and Overtime Pay - Fair Labor Standards Act

2) Wage Garnishment - Consumer Credit Protection Act

3) Child Labor Protections (Nonagricultural Work) - Fair Labor Standards Act - Child Labor Provisions

4) Workers with Disabilities for the Work Being Performed - Fair Labor Standards Act - Section 14(c)

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Safety and Health Standards:

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Occupational Safety and HealthAct

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Health Benefits, Retirement Standards, and Workers' Compensation

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1) Employee Benefit Plans - Employee Retirement Income Security Act

2) Continuation of Health Coverage – Consolidated Omnibus Budget Reconciliation Act (COBRA)

3) Family and Medical Leave Act (FMLA)- Provides unpaid leave for up to 12 weeks for medical issues. The U.S. has no federally required paid time off.

4) Patient Protection and Affordable Care Act (PPACA)

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Lie Detector Tests

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Employee Polygraph Protection Act

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Work Authorization for non-U.S. citizens

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General Information on Immigration, Including I-9 Forms - Immigration and Nationality Act

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Laws Enforced by the EEOC

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1) Title VII of the Civil Rights Act of 1964 (Title VII)

2) The Pregnancy Discrimination Act

3) The Equal Pay Act of 1963 (EPA)

4) The Age Discrimination in Employment Act of 1967 (ADEA)

5) Title I of the Americans with Disabilities Act of 1990 (ADA)

6) Sections 102 and 103 of the Civil Rights Act of 1991

7) Sections 501 and 505 of the Rehabilitation Act

8) The Genetic Information Nondiscrimination Act of 2008 (GINA) of 1973

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Laws Impacting Education Organization

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1) Every Student Succeeds Act (ESSA)

2) Family Educational Rights and Privacy Law (FERPA)

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Recency bias

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When reviewing an employee’s performance, managers tend to focus on the most recent time period instead of the total time period. You can also call this the “What have you done for me lately?” bias. If someone recently rocked a presentation or flubbed a deal, that recent performance is going to loom larger in a manager’s mind. Why? Because it’s easier to remember things that happened recently.

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Primacy Bias

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When reviewing employee performance, managers focus on information learned early on in the relationship, like first impressions. This is why first impressions count so much. According to Dr. Heidi Grant Halvorson of Columbia Business school. If I’m a jerk to you when we first meet, and I buy you a coffee the next day to make up for it, you are going to see that nice gesture as some sort of manipulative tactic and think, “This jerk thinks he can buy me off with a coffee.” However, if I make a great first impression, and buy you a coffee the next day, then you’re likely to see it as an act of goodwill and think to yourself, “Wow, that Kevin really is a nice guy.”

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Halo/Horns Effect Bias

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Allowing one good or bad trait to overshadow others, i.e. letting an employee’s congenial sense of humor override their poor communication skills.

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Centrality/Central Tendency Bias

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The tendency to rate most items in the middle of a rating scale.

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Leniency Bias

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Leniency bias occurs when managers give favorable ratings even though they have employees with notable room for improvement.

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Similar-to-Me Bias

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The inclination to give a higher rating to people with similar interests, skills and backgrounds as the person doing the rating.Simply put, we tend to like people that are like us. In addition to making performance reviews tricky, this can make your workplace feel less inclusive.

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Idiosyncratic Rater Bias

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When managers evaluate skills they’re not good at, they rate others higher. Conversely, they rate others lower in things they’re great at.In other words, managers weight their performance evaluations toward personal eccentricities.

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Confirmation Bias

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The tendency to search for or interpret new information in a way that confirms a person’s preexisting beliefs.

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Gender Bias

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When giving feedback, individuals tend to focus more on the personality and attitudes of women. Contrarily, they focus more on the behaviors and accomplishments of men. This exacerbates gender bias, growth/promotion opportunities, and the pay gap.

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Law of Small Numbers Bias

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The incorrect belief that a small sample closely shares the properties of the underlying population.