2.5 Making human resource decisions Flashcards
Organisation Charts
A diagram that shows the internal structure of an organisation.
Hierarchy
The levels in an organisation.
Chain of Command
The line of authority from the top of a hierarchy downwards.
Span of Control
The number of workers who report directly to a manager or supervisor.
Delegate
Where a worker is given responsibility to do a job that isn’t part of their usual role.
Hierarchical / Tall structures
An organisation with many levels of hierarchy. This means a tall organisational structure
Centralised Organisation
All decisions are made at the Head Office and so branch managers have very little say eg McDonalds
Decentralised organisation
an organisation that allows staff to make decisions at a local
level.
Flat structure
an organisation with few layers
of hierarchy – presumably because each manager is responsible for many staff.
Hierarchical structure
an organisation with many layers of management, therefore creating a tall organisational pyramid.
Organisation chart
a diagram that shows the internal structure of an organisation.
Communication
the passing of information from one person or organisation to another.
Barrier to communication
something that prevents the flow of communication.
Insufficient communication
too little communication, which might leave some staff under-informed and demotivated.
Excessive communication
too much communication causing overload for staff – a
particular problem with email.
Flexible hours
a contract between a company and an employee that doesn’t specify how many
hours of work will be provided.
Freelance contract
an agreement over one job between a company and self-employed worker.
Permanent contract
an agreement between a company and an employee that work and income will be provided constantly into the long-term future.
Remote working
working away from the office, typically from home.
Temporary contract
an agreement between a company and an employee that work and income will be
provided for a specific time period, say six months.
Application form
the series of questions a job-seeker must fill in when trying to get an employer interested in interviewing them.
CV (curriculum vitae)
sets out the person’s qualifications, experience and any other relevant facts (it literally means the ‘story of life’).
External recruitment
appointing from outside the existing staff.
Internal recruitment
appointing from within the existing staff.
Job description
a short account of the main features of the job.
Person specification:
a description of the type of person who would best fit the job: their character, their experience and skills.
References
people such as teachers or previous bosses who are willing to answer questions about the qualities of a job applicant.
Retention
a calculation of how many staff stay loyal rather than leaving, for example staff staying as a percentage of all staff.
Formal training
the official training programme, for example a two-year graduate
training programme.
Informal training:
the unexpected, unplanned extra advice or demonstrations that come from colleagues or, occasionally, customers.
Mentor
someone in the workplace who gives you advice and help, officially or unofficially.
Ongoing training:
regular, perhaps weekly, training sessions for all staff.
Performance reviews
discussion sessions between you and your boss (perhaps every six months) about how well you are doing against the targets set for you.
Self-learning
teaching yourself, perhaps by thinking why a problem occurred and making sure you
learn from your mistakes.
Target-setting
when you are set goals by a manager and your job is to achieve them.
