2.2.2 The workforce in business Flashcards
1
Q
describe the recruitment process
A
- identify vacancy
- write job description
- write person specification
- advertise job
- send out application form
- receive applications
- shortlist candidates
- interview
- select best candidate
- make job offer
2
Q
why might a job vacancy arise
A
- employee leaves/retires
- employee promoted
- business grows
- need for new skills
3
Q
define job description
A
document that describes the duties of the worker
4
Q
define person specification
A
profile of type of person needed for job, their skills and qualities
5
Q
define internal recruitment
A
when vacancy filled with someone who already works in organisation
6
Q
define external recruitment
A
when vacancy filled with someone outside of the organisation
7
Q
describe the advantages of internal recruitment
A
- cheaper and quicker
- limits number of potential applicants
- people already familiar with business and how it operates
- provides opportunity for promotion , motivation
8
Q
describe the advantages of external recruitment
A
-Outside people bring in new ideas and a wider
range of experience
-larger pool of candidates to find best person
9
Q
describe advantages of an application form as a method of selection
A
- Easy to compare as all applicants will answer the same questions.
- The business can chose the questions
10
Q
describe disadvantages of an application form as a method of selection
A
- The candidate may have specific skills that they can not showcase on the form.
- Has the candidate completed the form themselves?
11
Q
describe advantages of a CV as a method of selection
A
-Will show the candidates ICT skills
-The candidate has more freedom to show off certain
qualities.
12
Q
describe disadvantages of a CV as a method of selection
A
- Difficult to compare.
- Questions cannot be directed by the business.
13
Q
describe advantages of an interview as a method of selection
A
-The business can meet the candidate and see their
appearance, communication skills, etc…
14
Q
describe disadvantages of an interview as a method of selection
A
-Some very suitable candidates may be overcome by nerves and my under perform. The best candidate may
therefore not be chosen
15
Q
explain the purpose of training
A
-Train new workers for particular jobs
-Help to improve the efficiency of existing workers
- Avoid accidents at work
- Retrain workers so they can cope with new
technology
-Help workers gain promotion to better jobs within
the firm
16
Q
define induction training
A
training aimed at introducing new employees to a business and its procedures
17
Q
define on-the-job training
A
employees receive training whilst remaining in workplace, normally shown what to do by more experienced worker through demonstration or shadowing
18
Q
describe the advantages of on-the-job training
A
- cheaper
- trainee given individual training
- trained in ways of firm
- worker still produces while training
19
Q
describe the disadvantages of on-the-job training
A
- trainee may not produce as much as wold wen working
- trainer may need to leave their work to help trainee
- quality of work done by trainee may not be good, lea to wasted resources or poor reputation
20
Q
define off-the-job training
A
when employees taken away from place of work to be trained, normally completely different location
21
Q
describe the advantages of off-the-job training
A
- experts may provide training
- trainee can use specifically designed training equipment
- workers often enjoy change of environment
22
Q
describe the disadvantages of off-the-job training
A
-more expensive
23
Q
define motivation
A
the will (desire) to work and to do a good job
24
Q
define time rate as a monetary method of motivation
A
staff are paid for the number of hours worked
25
define overtime as a monetary method of motivation
staff are paid extra for working beyond normal hours.
26
define piece rate as a monetary method of motivation
staff are paid for the number of items produced
27
define commission as a monetary method of motivation
staff are paid for the number of items they sell.
28
define Performance related pay as a monetary method of motivation
staff get a bonus for meeting a target set by their
| manager.
29
define profit sharing as a monetary method of motivation
staff receive a part of any profits made by the business.
30
define salary as a monetary method of motivation
staff are paid monthly no matter how many hours they work.
31
define fringe benefits as a monetary method of motivation
are payments in kind, eg a company car or staff discounts.
32
define employee remuneration
reward or compensation given to the employees for their work performances
33
define job rotation as a non-monetary method of motivation
staff are switched between different tasks to reduce monotony.
34
define job enlargement as a non-monetary method of motivation
staff are given more tasks to do of similar difficulty.
35
define job enrichment as a non-monetary method of motivation
staff are given more interesting and challenging tasks.
36
define empowerment as a non-monetary method of motivation
staff are given the authority to make decisions about how they do their job.
37
define team working as a non-monetary method of motivation
Putting groups of workers in a team who are responsible together for completing a certain task
38
describe the first level of Maslow's hierarchy of needs
physiological needs- basic needs all humans must satisfy in order to stay alive
39
describe the second level of Maslow's hierarchy of needs
safety needs- need to feel safe from physical danger that might put you at risk of injury or death
40
describe the third level of Maslow's hierarchy of needs
social needs- need to be with other people, to get on with them, have fun and work in groups
41
describe the fourth level of Maslow's hierarchy of needs
esteem needs- need to feel that other people value what you are and what you do
42
describe the fifth level of Maslow's hierarchy of needs
self-actualisation- need to feel that you've been able to use talents you have to achieve your potential
43
describe autocratic leadership style
leader makes all the decisions and expects employees to carry out their orders
44
describe democratic leadership style
leader allows discussion with the employees and they have influence on decision made
45
describe laissez-faire leadership style
leader allows employees to decide how they want to work
46
explain the sex discrimination act 1975
law intends to stop male or females being treated differently from members of the opposite sex
47
explain the equal pay act 1970
law introduced to make sure women paid same as men when they do similar work
48
explain the employment rights act 1996
law means business must give workers a 'statement of particulars'. document includes information such as job title, pay, when worker will be paid and how many hours they must work
49
explain the race retaliation act 1976
law introduced to stop people of different race, nationality, or ethnic origin being treated differently from those of other origins
50
explain the minimum wage legislation
law ensures that workers cannot be paid below an amount decided by government, set hourly wage rates differ according to age of worker
51
explain the health and safety at work act 1974
law makes it responsibility of employer to protect workers from dangers in workplace
52
explain the disability discrimination act 1995
law designed to give equal opportunities to disabled people, means can't b discriminated against during recruitment process,and that employers expected to make reasonable changes to premises to allow access around them
53
define trade union
organisations that represent workers and give individuals a way of communicating with their employers, even in large organisations
54
identify what trade unions aim to improve for workers
- pay
- working conditions
- hours
- redundancy
- safety at work
55
define a tall structure
many levels of hierarchy. span of control narrow and there are opportunities for promotion. Long chain of command, making firm unresponsive to change.
56
define a flat structure
few levels of hierarchy. short chain of command, making the firm responsive to change. A wide span of control means that tasks must be delegated and managers can feel overstretched.
57
describe advantages of a tall structure
- many promotion opportunities
| - span of control smaller so may have more contact with manager and more help
58
describe advantages of a flat structure
- speed of communication from top to bottom quicker
- messages more accurate as passed through fewer levels
- wider span of control encourages delegation, makes workers more motivated
59
describe advantages of a narrow span of control
- closer support of subordinates possible
- closer monitoring of subordinates
- allows manager to communicate quickly with employees under them
60
describe advantages of a wide span of control
- costs less to run as business doesn't need to employ as many managers
- more opportunity to delegate responsibilities
- subordinates feel more valued as have more responsibility
61
describe disadvantages of a narrow span of control
- subordinates may feel over-supervised
| - more costly as more managers required
62
describe disadvantages of a wide span of control
- supervision more difficult, may lead to inefficiency as some workers not monitored or supervised
- stress levels are higher as managers have more people to control
63
define line managers
responsible for overseeing the work of other staff.
64
define subordinates
report to other staff higher up the hierarchy. Subordinates are accountable to their line manager for their actions.
65
define delegation
when managers entrust tasks or decisions to subordinates.
66
define span of control
measures the number of subordinates reporting directly to a manager
67
define chain of command
the path of authority along which instructions are
| passed, from the CEO downwards.
68
define lines of communication
routes messages travel along
69
how and why might the organisation of a business change over time
- become more hierarchical as get larger
- as grows and employs more staff, managers might be needed to organise and control things bigger business= more managers
- senior managers at top of hierarchy become v powerful
- layers may be removed so responsibilities spread out
70
define internal communication
communication between people employed in same organisation
71
define external communication
communications between people in an organisation and others outside that organisation
72
define vertical communication
communication up or down hierarchy within an organisation
73
define horizontal communication
communications between people on same level of hierarchy in an organisation
74
define formal communication
communications that use official channels of communication within an organisation
75
define informal communication
communications outside official channels of communication within an organisation
76
define one-way communication
when sender sends message but doesn't receive message in return
77
define two-way communication
when person receiving message can rely to sender
78
what are 3 methods of communication
- written
- verbal
- communication using images
79
explain the advantages of non-verbal/written communication
- record of message
- receiver can re-read message to understand fully
- message can be sent to more than one person at a time
- avoids confrontation
80
explain the disadvantages of non-verbal/written communication
- not possible to check immediately that receiver has understood
- success of message depends on how clearly i written
81
explain the advantages of communication with images
- people often like looking at images
| - more impact, easier to remember
82
explain the disadvantages of communication with images
-may not be possible to check immediately that receiver has understood
83
explain the advantages of verbal communication
- person can check message has been understood by asking for feed back
- person can emphasise points by tone of voice
84
explain the disadvantages of verbal communication
- if lots people listening may not be clear that all have heard or understood it
- if receiver doesn't like what they hear they may cause trouble
- no permanent record of message
85
describe attitude of sender as a barrier to communication
sender may 'talk down' to receiver so they like what they hear
86
describe language used as a barrier to communication
sender may not make message clear to receiver
87
describe the time when communication is sent as a barrier to communication
message may be sent at wrong time
88
describe the wrong method of communication as a barrier to communication
eg. an email with an urgent message won't work if receiver rarely checks emails
89
describe feedback is not received or not appropriate as a barrier to communication
sender may not check with receiver that they've understood the message
90
describe a problem with the means of communication as a barrier to communication
eg email not received if problem with receiver's computer
91
describe the advantages of ICT
- productivity increases
- quality of presentation is better
- resources can be shared more easily
- variety of resources can be accessed for free on internet
92
disadvantages of ICT
- technology is expensive
- technology can become out of date quickly
- technical problems can occur
