SPHR Vocabulary - A thru V

SPHR Vocabulary Words

• Adverse Impact calculation
• .80 x percentage of males hired = threshold % for females
• Example= .80 x 50 = 40. If the % for women hired is less than 40% then advere impact.
• Balance Sheet
• Summarize the financial position at any given moment.
• Only transactions measurable in money are recorded.
• Balance Sheet Equation
• Liabilities + Equity = Assets
• or
• Assets - Liabilities = Equity
• Broadbanding Advantages
• supports delayering, autonomy
• Business Case
• describes organizational challenge and possible alternative solutions; presenting evidence in support of a proposed solution.
• Characteristics of a Profession
• 1. National organization
• 2. Code of ethics
• 3. Research
• 4. Body of Knowledge
• 5. Credentialing
• Compa ratio
• 1.find mid-point
• 2. take salary and divide by mid-point
• Critical Management Areas for HR
• Managing projects,
• Managing change,
• Managing 3rd party contractors,
• Managing technology

B-C

• Business Case describes organizational challenge and possible alternative solutions; presenting evidence in support of a proposed solution.
• Characteristics of a Profession 1. National organization
• 2. Code of ethics
• 3. Research
• 4. Body of Knowledge
• 5. Credentialing
• Compa ratio 1.find mid-point
• 2. take salary and divide by mid-point
• Critical Management Areas for HR Managing projects,
• Managing change,
• Managing 3rd party contractors,
• Managing technology

D-G

• Decreasing returns
• Learning curve where the learning increases rapidly at first and the rate slows. Learning routine task; most common learning curve.
• Equity
• what the company owes to owners, shareholders (combined with liabilities on the balance sheet)
• Evolution of Organizations
• 1. Startup/Introduction
• 2. Growth
• 3. Maturity
• 4. Decline
• Extended organization
• Alliance between organizations to create processes and info channels that allow communication and collaboration. Commonly formed through outsourcing. May appear to one organization.
• Griggs v Duke Power
• Recognized adverse impact
• Discrimmination need not be intensional or overt
• Practice can be illegal even when applied to everyone.
• Burden on employer to prove requirements are job related
• Gross profit margin
• gross profit divided by net sales = gross profit margin

H-I

• Henri Fayol
• Theorist on management.
• Income Statement
• Compares revenues, expenses, and profits over a specified period of time.
• revenues - expenses = net income
• Increasing returns
• Learning curve when learning something completely new. Slow while basics are learned; inceases as skills and knowledge are acquired. Content is complex; learner doesn't have the background.

M-N

• Management Functions
• Planning = forecasting for future
• Organizing=designing process
• Directing=scheduling, conducting
• Controlling=measuring effectiveness
• Merger, Acquisition Process
• 1. Prepare HR staff
• 2. Perform due diligence
• 3. Plan integration
• 4. Implement, monitor, measure
• Michael Porter
• Competitive Strategies: cost leadership, differentiation, focus.
• Net profit margin
• net income divided by net sales = net profit margin

P

• PERT chart
• Program Evaluation and Review Technique = pertinent; critical chart. Used to schedule, organize, coordinate tasks. Includes timeline; and shows the critical path (even with steps that can be omitted)
• Plateau learner
• Fast at first and then flattens.
• Project
• Series of tasks and activities with sstated goals and objectives; schedule with defined start and end date and budget setting limits on resources.
• Project
• series of tasks and activities with a stated goal and objectives; defined start and end dates; and a budget for monetary and time resources
• Project Management Phases
• 1. Define problem, gain support
• 2. Plan project
• 3. Implement project plan
• 4. Monitor, control, adapt
• 5. Evaluate outcomes

R-S

• Regression analysis
• Statistical method used to predict a variable from one or more variables
• Reliability
• Consistency of measurement.
• Scatter diagram
• Diagram that shows the relationship between data items using x and y axis.
• Scheduling
• To an operations department the act of detailed planning based upon incoming orders, order history, and forecasts for future demand.

S

• S shaped curve
• Combo of increasing and decreasing returns. Problem solving is learned on the S curve. Slow onset, then fast; then slow again with more complexity, and then faster.
• Strategic Planning Process
• Strategy Formulation = where are we going
• Strategy Development = SWOT; objectives established;
• Strategy Implementation = short term objectives est; resources allocated
• Strategy Evaluation = strategies reviewed; perform measured; corrections
• SWOT Analysis
• Strengths (internal)
• Weakness (internal)
• Opportunity (external)
• Threat (external)

T-V

• Title VII
• C R2 Sexy Nation
• Colore, Religion, race, sex, national origin
• Validity
• Ability to measure what isintended to measure
• Vendor Selection Process
• 1. Analyze needs,define goals
• 2. Define budget
• 3. Create a request for proposal
• 4. Send RFPs to chosen vendors
• 5. Evaluate vendor proposals
• 6. Choose a vendor
• 7. Negotiate contract
• 8. Implement project, monitor schedule
• 9 Evaluate project