1.4 Managing People (Done- Use Mindmap For Revision Too)

Question 1

How might employers try to meet the needs of employees? (4)

Answer 1

• reasonable holidays, sick leave, etc.
• a safe and comfortable working environment.
• job security.
• chances for promotion.

Question 2

What methods can a business use to increase the flexibility of their workforce? (4)

Answer 2

• Multi-skilling.
• Part-time and temporary staff.
• Flexible hours and home working.
• Outsourcing.

Question 3

What are three advantages of a flexible workforce?

Answer 3

• Allows a business to expand and contract quickly in response to changes in demand for its products.
• Some specialist jobs need to be done but it would be wasteful to employ a permanent worker to do them.
• Employing workers who can job share or work flexible hours may allow a business to operate more efficiently.

Question 4

Which objectives of employees and employers are sometimes in conflict? (4)

Answer 4

• Rates of pay (employees want more, employers suppress wages)
• The introduction of technology (employers- increase efficiency, employees- anxious about learning new production techniques).
• Flexible working (employers- more efficient and lower costs, employees- zero-hour contracts are unethical and unpopular).
• Work conditions (employers- increases costs, employees- want better conditions or facilities).

Question 5

What are three reasons why a business may need new staff?

Answer 5

• The business is expanding and more labour is needed.
• People are leaving and they need to be replaced.
• Positions have become vacant due to promotion.

Question 6

What are the 7 stages in the recruitment and selection process?

Answer 6

1. Identify the type and number of staff needed.
2. Prepare job description and person specification.
3. Advertise the job.
4. Evaluate applicants and select a shortlist for interview.
5. Carry out interviews.
6. Evaluate interviews and make appointments.
7. Provide feedback for unsuccessful candidates.

Question 7

What does a job description state?

Answer 7

The title of a job and the tasks, duties and responsibilities associated with that job.

Question 8

What is the main purpose of a job description?

Answer 8

To show clearly what is expected of an employee.

Question 9

What does a person specification state?

Answer 9

The details of the qualifications, experience, skills, attitudes and any other characteristics that would be expected of a person appointed to do a particular job.

Question 10

What is internal recruitment?

Answer 10

Recruitment from within the business.

Question 11

What are three advantages of internal recruitment?

Answer 11

• Often cheaper because it avoids advertising jobs at commercial rates.
• The qualities, abilities and potential of the candidates should be better known to the employer.
• Regular internal recruiting can motivate staff.

Question 12

What is external recruitment?

Answer 12

When someone is appointed from outside the business.

Question 13

What are the two main advantages of external recruitment over internal recruitment?

Answer 13

• The employer may want someone with new and different ideas to those already working in the business.
• External recruitment might attract a larger number of applicants than internal recruitment. More choice for employer!

Question 14

In what ways can an employer maximise the number of candidates for a job? (7)

Answer 14

• Word of mouth (hearing about a job from someone else.
• Direct application (when jobseekers send their details to employers on the off chance they have a vacancy).
• Advertising (in newspapers, on internet or on company website).
• Private employment agencies.
• Headhunting (where the agency draws up a list of people they think would be suitable for a job).
• Job centres (businesses can advertise vacancies through job centres).
• Government funded training schemes.

Question 15

What are three examples of training costs?

Answer 15

• Paying training providers.
• Loss of output (workers training will not be producing anything).
• Employees leaving (when employees have been invested in e.g. through covering the cost of their training).

Question 16

What are three examples of recruitment and selection costs?

Answer 16

• Jobs have to be advertised.
• The interviewing process requires senior staff who are usually paid more.
• Sometimes the new person recruited will negotiate a higher salary than the person they are replacing, adding to the business’ costs.

Question 17

Define training.

Answer 17

The process of increasing the knowledge and skills of workers so that they are better equipped to perform their jobs.

Question 18

What are three objectives of training?

Answer 18

• Making workers more productive by teaching them more effective ways of working.
• Making workers more flexible so they can do more than one job.
• Improve standards of work in order to improve quality.

Question 19

What is induction training?

Answer 19

Training for people starting a job.

Question 20

What is on-the-job training?

Answer 20

Training given in the workplace by the employer.

Question 21

What are 3 examples of on-the-job training?

Answer 21

• Learning from other workers.
• Mentoring.
• Job rotation.

Question 22

What are three advantages of on-the-job training?

Answer 22

• Output is being produced.
• Relevant because trainees learn by actually doing the job.
• Cheaper than other forms of training.

Question 23

What are three disadvantages of on-the-job training?

Answer 23

• Output may be lost if workers make mistakes.
• Trainers may get frustrated if they are ‘unpaid’ trainers.
• Could be a danger to others, e.g. surgeon or train driver.

Question 24

What are three advantages of off-the-job training?

Answer 24

• Output is not affected if mistakes are made.
• Training could take place outside work hours.
• Customers and others are not put at risk.

Question 25

What are three disadvantages of off-the-job training?

Answer 25

• Can be expensive if provided by specialists.
• Some aspects of work cannot be taught off the job.
• It may take time to organise.

Question 26

Which four stakeholders will benefit from training and how?

Answer 26

• Managers (benefit from workers being better motivated and more satisfied—> easier to attract and retain high quality staff).
• Owners (higher productivity= lower costs, potentially more profits).
• Employees (Reduced anxieties about work, more job satisfaction).
• Customers (may benefit from better quality products and improved customer service).

Question 27

What was Taylor’s approach?

Answer 27

(Money). He felt that workers should receive a ‘fair day’s pay for a fair day’s work’, and pay should be linked to output through piece rates. Taylor found the best way to do each job and designed incentives to motivate workers

Question 28

What are 3 problems with Taylor’s approach?

Answer 28

• There is no guarantee that the ‘best way’ will suit everyone.
• Taylor also viewed people at work more as machines, with financial needs, than as humans in a social setting
• Taylor overlooked that people also work for reasons other than money

Question 29

What did the Hawthorne studies conclude (Mayo)?

Answer 29

That changes in conditions and financial rewards had little or no effect on productivity. Instead, increases in output were mainly due to the greater cohesion in communication which workers and groups developed as they interacted and were motivated to work together.

Question 30

What are 2 problems with Mayo’s theory of human relations?

Answer 30

• It assumes workers and managers share the same goals which is not always the case.
• It is biased towards management as workers are manipulated into being productive.

Question 31

What are Maslow’s hierarchy of needs? (5)

Answer 31

• Physiological needs (wages high enough to meet weekly bills, good working conditions)
• Safety needs (job security, safe working conditions)
• Love and belonging (support, teamwork, communicating, trust)
• Esteem needs (recognition for doing a job well, gaining self esteem)
• Self actualisation (realising your potential- more responsibility, promotion)

Question 32

Which categories are ‘Herzberg’s 2 factor theory’ divided into?

Answer 32

Causes of satisfaction (motivators) and dissatisfaction (hygiene or maintenance factors).

Question 33

What are the motivators in Herzberg’s theory?

Answer 33

These are the factors which give workers job satisfaction, such as recognition for their efforts. This could increase productivity.

Question 34

What are hygiene or maintenance factors in Herzberg’s theory?

Answer 34

These are the factors that can lead to workers being dissatisfied, such as pay or conditions. If not met, productivity could decrease.

Question 35

What are piece rates?

Answer 35

Payments for each unit produced, e.g. A worker might be payed 50p per parcel delivered.

Question 36

What is job rotation?

Answer 36

The changing of jobs or tasks from time to time.

Question 37

What is autocratic leadership?

Answer 37

Where a manager makes all the decisions without consultation.

Question 38

What is democratic leadership?

Answer 38

Where managers allow others to participate in decision making.

Question 39

What is Laissez-faire leadership?

Answer 39

Where employees are encouraged to make their own decisions, within certain limits.

Question 40

What is paternalistic leadership?

Answer 40

Where the leader makes decisions but takes into account the welfare of employees.