1.4.1 Approaches to staffing Flashcards
Staff as an asset:
employees = most important resource & source of comp adv (kaizen/TQM) = financial incentives, job enrichment
individuals = needs planned for, quality circles
staff welfare = customer welfare
consultation, long term
greatest inv, 80/85% of the budget
role and task culture
reward employee performance/motivate staff efficiently
“soft” all benefits up cost of work force = comp adv
flat structure
motivated & empowered
Staff as a cost:
employees = resource of business
corporate business planning
resources we need, how get them, how much they cost
competitive = downward pressure on costs, profit max (SHs, short term = change in employee no.s recruit/redundant
minimal communication = downward (top down)(autocratic)
pay enough to retain, piece rate(pay per item) , chain of command
cost effective, quick decision making focus on senior managers (suffer from higher absenteeism/staff turnover, less successful recruitment)
power culture
tall structure
flexible working
working arrangements, variety of options offered
working time/location and pattern of working
multi skilled
staff allowed to carry out variety of task rather than specialise
entrpreneur, customer service, cell production, job rotation, task - matrix, cover absenteeism
temporary staff
staff on contract with fixed length
e.g. project work, contractors, sick/maternity leave
outsourcing
delegating 1 or more business processes to external provider, who then owns/manages and administers selected processes to an agreed standard
homeworking
working away from office, using tech (computer/internet)
dismissal
employee dismissed due to break of contract/other acceptable behaviour or performance
“unfair” = subject to legal claims
gross misconduct(drunk), physical/verbal assault (persistent), abuse of power,
poor performance(fraud, security, illegal activity, theft company money/property)
not entitled to payout if dismissed
redundant
ending the employment of an individual as business no longer needs any one to fulfil their role
employee loses their job as job no longer required by business, requires consultation/redundancy payments
voluntary, restructure
4 components of a flexible workforce
- part time & temporary
- outsourcing
- multi-skilling
- flexible hours, home working
part time
employee works less than normal working week e.g. 16hours per week
pros and cons of home working
pros: save time/money, productivity, sleep = wellbeing, decreased absenteeism, cheaper (offices)
cons: work life balance, interaction, intrapreneurship, team aspect, occupational health (health regarding job-lifestyle)
benefits of flexible working
- power to make a choice (empowered)
- access larger talent = recruitment (wider pool)
- practical = ease = lifestyle = decrease travel
- reduce stress = productive = turnover/absenteeism reduce
- retain staff
against flexible working
- lose ‘interpersonal’
- connection = teamwork, intrapreneurship, morale
- chose hours that suit them not business
- communication difficulty = dis EOS
- commitment/cohesion = others part time & miss training
- inability to substitute skills
reasons to return to work place
- loss of team working
- easier support network = communication
- support for other businesses
- greater focus in decision making
- security
- lose attention to finer details “granularity”
disciplinary process
verbal warning challenging poor behaviour reminder
written warning
appraisal
final written warning
individual bargaining vs collective bargaining
individual: workers negotiate own pay/conditions with employer
collective: workers allow union to negotiate on their behalf
employee participation (methods to increase)
where workers are involved in the decision making (industrial democracy)
- employee shareholders
- autonomous work group (teams = control)
- team working (responsible for parts)
- quality circles
- work’s council
trade unions & functions/purpose
organisations of workers seek through collective bargaining with employers to
- protect/improve real incomes
- job security
- protect against dismissal/other issues (regarding legislation)
- lobby for better working conditions
- range of others (services, injury claims)
-represent members & negotiate with employers
benefits of trade unions
- save time & costs
- part of communication process
- increase morale/motivation
- supportive partner undergoing significant change
why has trade union membership declined
- increase flexible working (no need for protection)
- improved employee involvement, no need for collective bargaining
- decrease manufacturing increase service = unions less established
- increase no of small firms = dont recognise/need unions
ACAS (advice conciliation arbitration service)
independent public body = provide free impartial advice to employees/employers & representatives on…
1. employee rights
2. best practice/policies
3. resolve workplace conflict
services (advice, training, mediation, support) e.g. redundancy, pay/wages, health/wellbeing, flexible working
industrial relations fail to be resolved….
- industrial action = strike/protest/petition/boycott
- seek advice = TU/ACAS
- lower productivity = turnover/absenteeism/morale
- damage reputation (word of mouth/social media)
- recruitment harder
ways to avoid industrial disputes
- regular communication/honest discussion
- regular consultations with trade unions (before escalate)
- staff forum/joint working group = pass on info/ideas = employee participation
- works council (employee consultative body, major issues)
- team group meetings/feedback session = informal discussions, staff voice, briefing, appraisal, line management
