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IB Business > 2 - Human Reaource Management > Flashcards

2 - Human Reaource Management Flashcards

1
Q

Work force planning

A

Is a method used by a business to forecast hoe many and what types of employees are needed now and then

Short term:
- fill places in the business

Long term:
- accommodate strategic changes

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2
Q

How can a organization predict the future needs of any employee?

A
  • past data
  • productivity of workers
  • management knowledge
  • calculating staff turnover
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3
Q

Internal source of labour

A

Recruitment of employees already in the firm ( promotions or rehiring)

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4
Q

External sources of labour

A

When an employees is recruited from outside the organization

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5
Q

Labour turnover

+ Calculation (not given) to

A

The number of employees leaving within a given period

Formula:
(Number of employees leaving / Number of employees in the business) x 100

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6
Q

Avoidable causes of employees leaving

A
  • displeased with payment
  • poor working environment
  • job dissatisfaction
  • human resource policies
  • lack of facilities
  • working times
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7
Q

Unavoidable causes of employees leaving

A
  • family circumstances
  • retirement
  • marriage
  • child birth
  • dismissal
  • redundancy
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8
Q

The disadvantages of having a high turnover

A
  • bad reputation of company
  • training
  • inefficiency
  • loss of productivity
  • increased recruitment costs and time
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9
Q

Internal factor

A

Within the control of the business organization

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10
Q

External factors

A

Outside the control of the organization

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11
Q

Internal factors affecting human resource planning / workforce planning

A
  • structure it organization
  • budget
  • promotion
  • working practices
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12
Q

External factors affecting human resource planning / workforce planning

A
  • competition
  • payment
  • legislation ( countries rules)
  • technology advancements
  • population and demographics
  • economic situation
  • availability of skills
  • government training and subsidies
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13
Q

Common steps of the recruitment process

A
  1. Job analysis
  2. Job description
  3. Person specification
  4. Job evaluation
  5. Job advertisement
  6. Selection
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14
Q
  1. Job analysis
A

Study of what the job entails, providing detail of the skills needed, training and tasks of the job.

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15
Q
  1. Job description
A

Includes job title, context of the job, take, working environment

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16
Q
  1. Person specification
A

Derived from the job analysis and job description. Defines the quantities of the individual needed to fill the vacancy.

  • personality
  • skills
  • experience
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17
Q
  1. Job evaluation
A

Job evaluation allows managers to decide the value of the job compared to others. Differentiate payment

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18
Q
  1. Job advertisement
A

Advertising of job internally or externally

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19
Q
  1. Selection
A

Process of selecting the most suitable candidate for the job

  1. Application
  2. Job interview
  3. Testing
  4. Job offer
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20
Q

Internal sources advantages and disadvantage

A

Advantages

  • shorter induction training as employee is familiar with the company
  • existing resources can be used
  • manager is familiar with employee
  • less expensive
  • saves time
  • used to motivate other employee

Disadvantages

  • can cause company disputes
  • fewer new ideas and innovations
  • another vacancy is filled
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21
Q

External recruitment advantages and disadvantages

A

Advantages

  • avoids internal conflicts
  • new people bring new ideas
  • wider range of candidates

Disadvantages

  • more time and training needed
  • more expensive
  • existing staff demotivated as they are overlooked
  • person may not fit into the company
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22
Q

Training

Benefits

A

The acquisition or improvement of knowledge as a result of learning

Benefits:

  • advantage of rivals
  • better chances of employees being promoted
  • employees feel validated
  • helps reduce incidents in he workplace
  • improves productivity and efficiency
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23
Q

Types of training

A
  1. On the job training - is conducted while employees is performing work activities, without leaving the workplace
    - Induction training - start their work in the organization through introducing the role of the job and the business
    - mentoring - employee is paired with a more experienced worker
  2. Off the job training - training that takes place away from employees normal work place
  3. Cognitive - theoretical learning
    - lectures
    - demonstrations
    - describing
    - discussions
  4. Behavioral methods- practical experiences
    - business games
    - case studies
    - role plays
    - simulations
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24
Q

Appraisal / performance review

A

Involves different methods and uses preset standards to evaluate the employees performance.

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25
Q

Types of appraisal

A
  1. Formative - employee receives feedback on an ongoing basis even when undergoing training.
  2. Summative - when an employee finishes a project or period of training a summative appraisal my be conducted.
  3. 360 degree appraisal - uses survey to gather information about an employees performance from different people involved in their work.
  4. Self appraisal - employee uses the present criteria to asses their own performance
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26
Q

Dismissal

A

When the employer decides to terminate an employees contract

  • misconduct
  • capability
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27
Q

Dismissal process

A
  1. Full investigation
  2. Complete check
  3. Provide written evidence
  4. Meeting with employee
  5. Written notice
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28
Q

Redundancy

A

A lawful reason to dismiss an employee when there is a insufficient work in the company, when there’s a recession or reduced demand

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29
Q

Redundancy process

A
  1. Planning the redundancy
  2. Identify alternatives to redundancies
  3. Prepare a schedule
  4. Inform employees
  5. Select redundancies
  6. Individual consultations
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30
Q

Reasons for changing work patterns and practices

A
  • globalization
  • flexible work
  • improve loyalty and increase productivity
  • attractiveness increases
  • decreased absenteeism
31
Q

Part time work

Advantages and Disadvantages

A

Is when an employees are contracted to work fewer hours than are required of full time employees

Advantages

  • lower costs
  • easy to replace
  • employees have time to presume other interests
  • normally more productive
  • useful during seasonal demands

Disadvantages

  • lower loyalty and motivation
  • training and recruitment is higher
  • they receive lower pay
  • fewer benefits
32
Q

Temporary employment

A

I’d an employment situation where an employee is expected to remain in a position for a certain period of time

33
Q

Flextime employment

A

When an employee can choose the hours they work within the core time the business is open

34
Q

Teleworking

A

When employees spends all or part time of their work time at a location other than their workplace

35
Q

Outsourcing

Advantages and Disadvantages

A

When a company transfers part of its work to outside suppliers it companies instead of completing it internally

Advantages

  • saves costs
  • allows business to focus on core activities
  • allows specialization
  • business can hire best experts of the project

Disadvantages

  • difficulties in communication and time differences
  • outside company accesses confidential information, pose security threat
36
Q

Offshoring

Advantages and Disadvantages

A

I occurs when a company relocates part of it to a manufacturing process without giving up control or ownership

Advantages

  • cheaper
  • less rules
  • lower cooperate taxes
  • focus on core business functions
  • they can gain info on local markets
  • offers customers lower prices = more competitive

Disadvantages

  • communication and language issues
  • social differences
  • Time zone differences
  • security issues
37
Q

Reshoring

A

Is the process of bringing back manufacturing facilities that were offered to another country

38
Q

In housing

A

Reverse of outsourcing , operations moved back

39
Q

Delegation

A

Is the assignment of responsibilities or authority to another person to carry out specific activities

Advantages

  • build skills
  • motivate people
  • more free time

Disadvantages

  • takes repetitive and tedious
  • frustrated employees
40
Q

Span of control

A

Describes the number of subordinates that a manger can directly control.

  1. Narrow span of control
    - close supervision
    - many levels of management
  2. Broad span of control
    - less control from supervisor
    - low management cost
41
Q

Draw a narrow and broad wide span of control

A

Narrow:
- tall

Wide:
One to many on the same level

42
Q

Hierarchy

A

Pyramid like structure where each level has a high and lower one

  1. Fart organization structure
  2. Flat organization structure
43
Q

Chain of command

A

Is an organization is the line of authority or responsibility which is passed from one person to another

  1. Long chain of command
  2. Short chain of command
44
Q

Bureaucracy

A

Rules and procedures must be followed ( military)

45
Q

Delayering

A

A HR strategy of reducing the number of layers in an organizational hierarchy

Advantages

  • fewer costs
  • faster decisions
  • encourages innovation

Disadvantages

  • increase workload
  • people will lose their job
46
Q

Centralization

A

All decisions are made by small groups of managers close to the head

47
Q

Decentralized

A

Means a transfer of decision making power, usually achieved by delegation of authority to individuals or groups at all levels of the organizations

48
Q

Organizational chart

A

Graphical illustration of relationships between organizations departments functions and people

49
Q

Types of organizational structures

A
  1. Flat / horizontal - few levels of hierarchy, small business
  2. Talk / vertical - structure with multiple levels of management
  3. Hierarchical - tall organizational structure, looks like a pyramid with many levels
  4. By product - business is organized into departments focused on different products
  5. By function - organization is divided into smaller groups based of specialized function areas
  6. By region - used for organizations with operations in different geographical structures
50
Q

Shamrock organization

A

Am I tended plan for these complicated issues while practicing labour flexibility.

An organization with core staff only, which outsources activities and functions to external contractors and temporary workers

Core workers - core managers, employees who are necessary for the business to fulfill its core missions and deliver a USP

Contract employees - activities not at the core of the business but which are nevertheless necessary.

51
Q

Types of communication

A
  1. Verbal
    - meetings
    - face to face
    - conservations
    - gossip
    - phone calls
  2. Visual communication
    - charts
    - diaphragms
    - symbols
    - maps
  3. Electronic communication
    - email
    - text
    - Twitter
    - Facebook
  4. Written communication
    - letters
    - notes
    - emails
    - bulletins
52
Q

The key functions of management

A

Summaries the work a manager does within a business organization

53
Q

Management

A

Is the work of business organizations resources

54
Q

Leadership

A

Is the use of strategic and creative thinking that inspires people to meet challenges and accomplish definite goals

55
Q

Leaderships styles

A
  1. Autocratic leadership - a leader makes decisions with little or no outside input.
  2. Paternalistic leadership - when a leader treats employees as if they were family
  3. Democratic leadership - employees feel validated and are encouraged to share their ideas
  4. Laissez faire leadership - give employees minimal direction and large amounts of freedom
  5. Situational - ability of the leader to adjust their style of leadership based on the task
56
Q

Motivation

Intrinsic
Extrinsic

A

Set of reasons we do something

57
Q

Types of financial rewards

A
  • salary
  • wage (time rate)
  • Wage (piece rate)
  • commission
  • profit related pay
  • performance related pay
  • fringe benefits (perks)
58
Q

Non financial tools

A
  1. Teamwork - is the collaboration effort of a group working together to achieve completion of a task or goal
  2. Purpose - is when the employee seeks to make positive contribution with their work for the greater good
  3. Empowerment - entails giving employees greater responsibility in deciding how to preform their job
  4. Job enlargement - is when tasks are added to an employee job description
  5. Job rotation - when employees change job for a period of time to learn a new task within a work process
  6. Job enrichment - is when an employees are given added take that require more skill and training
59
Q

Motivation theories

A
  1. Taylor’s scientific management - having assembly work lines that break down workflows into smaller components, helps improve efficiency and productivity
  2. Maslow hierarchy of needs - stresses the importance of having basic needs met so the other higher order needs psychological and self fulfillment needs to be satisfied
  • self actualization
  • Esteem needs
  • love and belongingness needs
  • safety needs
  • physiological needs
  1. Fredrick Herzbergs two factor theory
    - hygiene needs - without them they become demotivated
    - motivation needs
  2. Adams equity theory
    - suggests employees are satisfied when they are previewing that there’s equity between work they put it and what they receive
  3. Pink drive theory of motivation
    - the idea that modern employees don’t respond to extrinsic rewards alone they need intrinsic ones too

Autonomy - freedom

Mastery - the opera unity to master a skill

Purpose - have purpose

60
Q

Mallows hierarchical needs

A
  1. Maslow hierarchy of needs - stresses the importance of having basic needs met so the other higher order needs psychological and self fulfillment needs to be satisfied
61
Q

Taylor’s scientific management

A
  1. Taylor’s scientific management - having assembly work lines that break down workflows into smaller components, helps improve efficiency and productivity
62
Q

Fredrick Herzbergs two factor theory

A
  1. hygiene needs, without them you become demotivated but they don’t motivate you
    - salary
    - peer relationships
    - security
    - status
  2. Motivation needs
    - personal growth
    - achievement
    - advancement
    - recognition
    - work itself
63
Q

Adams equity theory

A

Suggests employees are satisfied when they are previewing there’s equity between what they put in and what they receive

64
Q

Pinks drive theory of motivation

A
  • employees don’t respond to only extrinsic rewards but need internal ones too
    1. Autonomy - freedom
    2. Mastery - master a new skill
    3. Purpose - have purpose
65
Q

Organization culture

A

The sum of values, attitudes, beliefs, expectations and assumptions of an organization.

66
Q

Key elements of organizational culture

A
  • values
  • practices
  • people
  • vision of the organization
  • history and folklore
67
Q

Types of organizational culture

A
  1. Power culture
    - individuals make decisions
    - formal rules and procedure
    - autocratic leaders
  2. Role culture
    - rule book situations
    - old, stable, grounded firms
  3. Task culture
    - problem solving and teamwork
    - innovative and flexible companies
    - teamwork
  4. Person culture
    - open door policy
    - free two way communication
    - values experience and expertise
68
Q

Cultural clash

Their circumstances and consequences

A

Within a business occurs when more than one culture becomes dominant and there is a conflict as a result

Circumstances

  • mergers
  • acquisitions
  • change in leaderships
  • growth

Consequences
- employees become fearful of their jobs

69
Q

Trade Unions

A

Are a group of individuals or people that represent the ingests on the management team in a collective bargaining process

70
Q

Industrial relation methods used by employees

A

Unions may use the following method to achieve their objectives in the negotiation process with employers:

  1. Collective bargaining - process in which work conditions and wages are negotiated with employers through their agents
  2. A go slow - is an action where employees are instructed to work at reduced rate, slowing down, reducing productivity
  3. Work to rule - employees work at minimum level required by their contract
  4. Overtime ban - employees are instructed by their union to refuse to work beyond contracted hours
  5. Strike - employees refuse to work
71
Q

Employee methods used by employers

A
  • Collective bargaining
  • redundancies
  • contract changes
  • closure
  • lockout
72
Q

Approaches to conflict resolution

A
  • single union agreement
  • no strike agreement
  • employee participation and industrial agreement
  • conciliation and arbitration
73
Q

Reasons for resistance to change in the workplace

A
  1. Self interest
  2. Low tolerance
  3. Misinformation
  4. Interpretation
  5. Circumstances
74
Q

HR stratifies to reduce mint change and resistance to change

A
  • agreement planning
  • timing the change
  • communicating the change

IB Business (6 decks)

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