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Business Studies A Level > 3. Human Resources > Flashcards

3. Human Resources Flashcards

Y2 Term 1 Miss Blackwell Continuation of HRM until McClelland (Motivational theorist)

1
Q

What is the difference between academic and vocational training?

A

Academic training - demands logical reasoning and essays

Vocational training - practical training which involves the development of tangible skills

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2
Q

Example of academic training

A

E.g. business may pay for employee to undertake an Open University qualification

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3
Q

Example of vocational training

A

E.g. business may pay for employees to undertake additional courses at a beauty school

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4
Q

What does TNA stand for?

A

Training Needs Analysis

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5
Q

What is Training Needs Analysis?

A

TNA is the process of identifying the gap between the current training and training needs so that employees can be given the skills that they need to do their job effectively.

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6
Q

Outline the basic process of a TNA

A
  1. Collect info from a range of stakeholders
  2. Observations in workplace
  3. Collect and analyse feedback
  4. Make training decisions to address gaps
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7
Q

Name 4 factors to consider when conducting a TNA

A
  • On/off the job training?
  • Off the job: provider?
  • Cost of training?
  • How many people require training?
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8
Q

Why is TNA needed for a successful business?

A
  1. Highlights issues which can then be resolved
  2. Prioritises training needs
  3. Improves the customer experience
  4. Helps to retain staff
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9
Q

What are the 4 main styles of leadership, (in order of control from most to least)?

A
  1. Autocratic
  2. Paternalistic
  3. Democratic
  4. Laissez-faire
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10
Q

Outline the characteristics of an AUTOCRATIC leadership style

A

Leader has full control of decisions
Leader uses power to get others to carry out work
Employees have little/no input
Employees are motivated through rewards

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11
Q

Benefits and limitations of AUTOCRATIC leadership

A

+ Reduces the need for experienced/skilled staff
+ Clear line of control
- Leader dependence
- Negative impact on morale

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12
Q

Name a famous autocratic leader

A

Ferdinand Piëch - VW Chairman, emissions scandal partly due to the fact that he created a fear for employees to say anything

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13
Q

Outline the characteristics of a PATERNALISTIC leadership style

A

Leader decides what is best for employees and addresses their needs
Leader rarely delegates and instead explains the reason as to why he has taken certain actions
Link to a parent

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14
Q

Outline the characteristics of a DEMOCRATIC leadership style

A

Power is focused between the individuals in the group
Employees have decision making power
Leader delegates but still has final say

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15
Q

Benefits and limitations of DEMOCRATIC leadership

A

+ Increases the employee’s motivation and therefore their productivity
+ Works well in flat organisations
- Can be difficult when there is a time-limit
- Difficult to ensure a consistent service to customers

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16
Q

Outline the characteristics of a LAISSEZ-FAIRE leadership style

A

“Leave to do” in French
Autonomy/freedom
Leader only provides advice when needed
Responsibility lies within the group

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17
Q

Benefits and limitations of LAISSEZ-FAIRE leadership

A

+ Works well with highly educated employees
+ Employees can have a high job satisfaction
- Damaging if employees cannot manage time well
- Employees require skills

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18
Q

Name the 5 leadership theories

A
  1. McGregor’s Theory X and Y
  2. Blake and Mouton’s Leadership Grid
  3. Carlyle and Galton’s 5 Traits
  4. Tannenbaum and Schmidt’s Contingency Approach
  5. Adair’s Three Circles
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19
Q

McGregor’s Theory X and Y concerns…

A

how a manager perceives staff

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20
Q

A theory X manager views employees as…

A

Lazy
Lacking the will to work unless supervised
Lacking initiative
Money motivated

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21
Q

A theory Y manager views employees as…

A

Enjoying their work if the right conditions are created
Willing to accept challenges
Creative
Not money motivated (enjoys delegation)

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22
Q

How might a theory X become a self-fulfilling prophecy?

A

Manager views employees as lazy
Controls and closely watches staff
Employees cannot work to their best ability
Manager believes this is conformation of his belief, however he has instigated it.

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23
Q

Blake and Mouton’s Leadership Grid considers t____ and p_____ needs

A

TASK and PEOPLE

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24
Q

What are the 5 categories on B&M’s leadership grid?

A 
Team leader :) 
Country club 
Middle of the road
Authoritarian 
Impoverished :(
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25
Q

Carlyle and Galton’s 5 key traits are…

A 
Motivational - able to motivate others
Integrity - showing an ethical approach
Self-confidence - being assured
Creative - new ideas
Intelligent - can reason
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26
Q

Evaluate the 5 traits theory

A

+ Simple theory and easy to identify the possessed characteristics
- There is no single set of traits that have been proven to be the most important and research suggests these cannot be taught

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27
Q

Draw Tannenbaum and Schmidt’s Contingency Approach -what are the 2 sides of the rectangle with a diagonal line?

A

Refer to book

Focus on AUTHORITY and FOCUS ON USE OF SUBORDINATES

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28
Q

What are the 4 styles of leadership behaviour according to Tannenbaum and Schmidt’s Contingency Approach?

A

TELL
SELL
CONSULT
PARTICIPATE

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29
Q

What are the 3 circles of Adair?

A

TASK

TEAM INDIVIDUAL

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30
Q

Why do the 3 circles overlap?

A

Task requires a team and not an individual
Team requires all individuals to be developed
The individuals need the task to be challenged/motivated

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31
Q

The 3 circles theory suggests that leadership can be t_____ and and that it is a transferrable s______

A

taught

skill

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32
Q

Evaluate the 3 circles theory of Adair

A

+ Practice an easy to understand
+ Motivational for leader as it suggests that the skills can be taught
- Doesn’t tell you “HOW” to build the team/achieve the task
- Difficult to manage all 3
- May spend too much time with certain individuals

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33
Q

What is the difference between management and leadership?

A 
A manager...
- minimises risk
- is procedural
- obeyed by employees 
A leader...
- drives change
- takes risks
- followed by employees
34
Q

What is management?

A

The process of co-ordinating the activities of a business in order to achieve defined objectives.

35
Q

What is meant by functions of management?

A

The set of core activities which define the role of managers in a business environment

36
Q

What are the 4 functions of management?

A

Planning
Organising
Directing
Controlling

37
Q

How can a manager’s success be measured?

A
  1. Ability to meet task deadlines
  2. Quality of the tasks that are completed
  3. Achievement of individual targets
  4. Level of labour turnover
  5. Customer feedback
38
Q

What is another word for a “constraint”?

A

A limitation or restriction

39
Q

What are the 2 categories of constraints that could prevent a manager from being successful?

A

The manager themselves OR internal factors of the business

40
Q

Why aren’t all managers themselves all successful?

A

Lack of skill/ability to manage

Lack of ability to make decisions

41
Q

What are the internal factors that prevent a manager from being successful?

A 
Lack of...
Resources
Co-ordination with other departments
Structure of the organisation 
Budget 
Strength of competition
42
Q

Redundancy

A

A form of dismissal. It happens when employers need to reduce their workforce and so a position no longer exists.

43
Q

Dismissal

A

Termination of the contract of employment of an employee, often as the result of a disciplinary procedure.

44
Q

Unfair dismissal

A

Where an employee is dismissed without a valid reason, or the employer fails to follow the proper procedures.

45
Q

Fair dismissal

A

Where an employee is dismissed with a valid reason and the employer follows the proper procedures.

46
Q

Which type of dismissal is most commonly brought before a tribunal?

A

Unfair dismissals

47
Q

What are the key characteristics of a dismissal in order for it to be legal?

A

Fair and justified

48
Q

What are the only 2 instances in which an “on the spot” dismissal is fair and justified?

A

Gross Misconduct

Gross Negligence

49
Q

What is meant by gross misconduct?

A

The performance or unacceptable or inappropriate behaviour

50
Q

What is meant by gross negligence?

A

A conscious and voluntary disregard of the need to use reasonable care, which is likely to cause foreseeable grave injury or harm to persons, property, or both.

51
Q

What are the other types of dismissal that are fair and justified?

A
  • Repeated poor conduct
  • Incapacity
  • Lack of capability
52
Q

Give 4 examples of dismissals which are unfair

A
  1. Whistleblowing
  2. Pregnancy
  3. Discrimination
  4. Trade union participation (strikes)
53
Q

Define the term “whistleblowing”

A

If an employee has evidence or “reasonably believes” that malpractice is occurring within the organisation, he or she can bring it to the attention of someone in authority without fear of retribution

54
Q

Outline the dismissal process

A
  1. First verbal warning
  2. First written warning
  3. Final written warning
  4. Dismissal
    ALL ACTION SHOULD BE CONFIRMED IN WRITING AND FOLLOW ON FROM A MEETING
55
Q

What does ACAS stand for?

A

Advice
Conciliation
Arbitration
Service

56
Q

What is the role of ACAS?

A
  • Offer impartial advice/support
  • Offer a mediation service
  • Can make a final decision in disputes
57
Q

What do ACAS suggest that employees do if they have a problem?

A

Informally raise the concern
No resolution - Formally put this into writing
No action taken by employer - Tribunal

58
Q

What is a grievance?

A

A grievance exists when an employee has a concern, complaint or problem.

59
Q

What is an employment tribunal?

A

A special sort of court that deals only with employment law; for example, an employee’s claim for unfair dismissal.

60
Q

What is the purpose fo an employment tribunal?

A

To resolve disputes that can’t be settled out of court

To clear businesses of wrongdoing OR compensate employees for wrongdoing that has occurred.

61
Q

What are the impacts for businesses of employment tribunals?

A
  1. Time to prepare
  2. Legal costs
  3. Compensation costs (if applicable)
  4. Possible reputation damage
62
Q

Motivation

A

A strong desire to act in a particular way and to achieve a certain result. (The will to want to work)

63
Q

Morale

A

Refers to “spirit”. If morale in an individual, group or team is high then there exists a spirit of confidence, purpose, etc.

64
Q

Benefits to the business of a high morale and motivated employees?

A 
Increases productivity 
High staff retention
Reduced lateness
Reduced employee turnover 
Easier to recruit staff
Less wastage
Lower training costs
More willing to do overtime
Business reputation
Change is easier to implement
65
Q

Monetary methods of motivation

A

Refer to financial incentives

66
Q

Non-monetary methods of motivation

A

Refer to non-financial incentives

67
Q

What are the 4 monetary methods of motivation?

A
  1. Bonus payments
  2. Profit sharing
  3. Commission
  4. Piece rate
68
Q

What is a bonus payment?

A

An additional payment that workers receive for reaching a target

69
Q

What is profit sharing?

A

Workers recieve a proportion of the profits made by a business

70
Q

What is commission?

A

A payment made to employees based on the value of sales achieved. It can form all or (more often) part of a pay package

71
Q

What are piece rates?

A

A payment for each item produced

72
Q

What are the 4 non-monetary methods of motivation?

A
  1. Job enrichment (extra responsibility)
  2. Team work (social needs)
  3. Praise (sense of value)
  4. The workplace environment (open plan = shared spaces)
73
Q

Pro and con of job enrichment?

A

+ Work becomes more interesting and/or challenging

- May feel too much pressure or be perceived as more work for the same money

74
Q

What are the names of the 2 earliest motivation theorists?

A
  1. Taylor (1856-1917)

2. Mayo (1880-1949)

75
Q

Name of Taylor’s theory?

A

Scientific Management

76
Q

Outline and evaluate Taylor’s theory regarding motivation

A 
(THINK LAUREN TAYLOR WANTS MONEY)
Workers should be paid via piece rates
- Outdated (workers looking for job satisfaction)
- Not suitable for tertiary jobs
- Reduction in quality of products
77
Q

Outline and evaluate Mayo’s theory regarding motivation

A 
PHYCOLOGICAL FACTORS ARE ALSO IMPORTANT
Recognition
Social needs
Communication
Environment
 - Today workers take these for granted + so are not motivational
78
Q

Outline McClelland’s theory regarding motivation

A

3 needs, 1 need is greatest for each employee: Achievement/ Likes regular feedback + takes calculated risk
Affiliation/ Favours collaboration over competition + Wants to be liked
Power/ Wants to be in control + Enjoys status

79
Q

How can a manager use McClelland’s theory to manage his staff?

A

Should identify the most dominant need and manage them by setting tasks appropriately

80
Q

Examples of ways in which a manager could manage each of the following…
Achiever
Affiliation needer
Power needer

A

Ach - Offer a promotion
Aff - Task involving others
Pow - Training programme for leadership position

81
Q

Limitations of McClelland’s theory?

A
  • Assumes employees will always be motivated by what their needs suggest
  • Meeting one employee’s needs may have a negative impact (e.g. a high achiever may make excessive demands on their subordinates)

Business Studies A Level (17 decks)

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