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Business Studies A Level > 4. Human Resources > Flashcards

4. Human Resources Flashcards

HRM (Starting from Vroom) - Workforce Planning

1
Q

Victor Vroom’s ______ theory

A

Expectancy Theory

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2
Q

What are the 3 elements that are multiplied together to give Vroom’s motivational theory figure?

A

Expectancy x Valence x Instrumentality

E: Employee decides whether they believe they are able to fulfil a task
V: The value of the reward on offer
I: Belief that if you perform well, a valued outcome will be recieved

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3
Q

What are the 3 elements of Vroom’s motivation theory measured between?

A

0 - 1

0 = less achievable 
1 = highly achievable
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4
Q

What is the manager’s role for Vroom’s motivation theory?

A
  1. Multiply 3 values (E x V x I)
  2. Managers must ensure reward is worth having and that promises rewards are fulfilled ( V & I)
  3. Ensure targets are achievable and the resources are in place (E)
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5
Q

What are the limitations of Vroom’s motivation theory?

A

Placing values on E/V/I is subjective to opinion
Time consuming
Cost of rewards too high for the business?
Doesn’t work in all contexts

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6
Q

Explain a situation in which Vroom’s theory cannot be applied?

A

In a business where employees are tasked with responsibilities, rather than jobs where performance can be measured

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7
Q

What are the 2 key types of factors in Herzberg’s theory?

A

Hygiene and motivating

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8
Q

What is the name of the motivation theorist that believed in hygiene and motivating factors?

A

Herzberg

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9
Q

What is meant by hygiene factors in Herzberg’s motivation theory?

A

Factors which do not motivate an individual, but if they were not in place the employee would be dissatisfied
E.g. pay, working conditions, appropriate supervision

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10
Q

Examples of motivating factors in Herzberg’s theory?

A

Job enrichment, praise, recognition, empowerment

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11
Q

Limitations of Herzberg’s theory on motivation?

A
  • Workers may classify factors in different ways
  • Some people may be both motivated and demotivated by both factors
  • Challenging to enrich and empower unskilled workers
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12
Q

Uses for Herzberg’s theory regarding motivation?

A

+ Applies to many workers
+ Checklist
+ Simple to understand and apply

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13
Q

What is the name of Maslow’s theory regarding motivation?

A

Hierarchy of needs

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14
Q

What is the name of the theorist who believed in the “Hierarchy of needs”?

A

Maslow

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15
Q

Outline the 5 parts to the Maslow’s hierarchy and what is meant by each one

Clue: SESS P

A
  1. Self-actualisation (Personal growth and full potential)
  2. Esteem (self worth)
  3. Social (love and belonging needs)
  4. Safety (stability/protection)
  5. Physiological (need for shelter, water and food)
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16
Q

Give examples of how a manager could meet the 5 needs in Maslow’s theory

A
  1. SELF-ACTUALISATION = Training/ Freedom to innovate (80/20 - Microsoft)
  2. ESTEEM = Praise/ bonuses
  3. SOCIAL = Xmas lunch/socialising after work
  4. SAFETY = Risk assessments/ receptionists
  5. PHYSIOLOGICAL = Pay allows for house/meal on shift
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17
Q

Why is Maslow’s hierarchy of needs presented as a pyramid?

A

Need to build from the bottom: without the lower order needs, the higher ones are likely to be meaningless

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18
Q

Uses for Maslow’s hierarchy of needs?

A

+ Structured checklist of explicit requirements
+ Easy to organise
+ Requires less effort for manager

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19
Q

Limitations of Maslow’s hierarchy of needs?

A
  • Not all employees require their higher order needs to be met
  • Challenging to meet the needs of every employee
  • Needs may not be hierarchical for some employees
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20
Q

Which motivation theorist was referred to as the “father of modern management”?

A

Drucker (1909-2005)

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21
Q

Motivational theorist: Drucker - key suggestions? (6)

A
  1. Decentralise and delayer as much as possible
  2. Be interested in your employees
  3. Provide training (constant development)
  4. Distribute rewards equally
  5. Communicate objectives
  6. Set goals with employees
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22
Q

Outline Drucker’s “Management by Objectives” theory?

A

Set objectives (alongside manager agreed)
Monitor
Evaluate
Reward
Review organisational objectives (in line with organisation’s purpose)

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23
Q

Limitations of Drucker’s theory?

A
  • Some employees are not motivated by “non-monetary” methods

- Relies on good leadership and effective soft skills

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24
Q

Locke’s (1938 - ) theory on motivation?

A

Employees like to have goals and enjoy working towards them

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25
Q

What were Locke’s 5 goal setting principles?

A 
Clarity (employees need to be clear)
Challenge (degree of difficulty)
Feedback (progress must be monitored)
Commitment (employees need to want to do it)
Task complexity (smaller targets set)
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26
Q

Limitations of Locke’s goal setting theory?

A
  • Other tasks forgotten as goals are prioritised
  • Setting of goal does not guarantee achievement
  • Manager may lack the time to monitor goal achievement
  • Demotivating if employees don’t achieve set goals
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27
Q

The “management guru” rather than “motivational theorist” was known as _______

A

Peters (1942 - )

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28
Q

Motivation theorist: Peters (1942 -) key suggestions?

A

Book - how can an organisation gain commitment from all working there? Employees need to be valued on all levels
Could see that McGregor’s theory :) was believed but that it was not being applied
Could see that Taylor’s theory (piece rates) was misguided

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29
Q

Trade Union

A

A trade union is an organised association of workers in a particular industry

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30
Q

Identify 5 changes that trade unions have brought to the workplace

A 
Improved health and safety 
Better pay
Training for new skills
Advice on your legal employment rights
Advice on finance and problems at work
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31
Q

What is meant by collective bargaining?

A

A representative of workers negotiates the employment terms as a group rather than individually, to increase their power.

32
Q

How does a trade union membership benefit workers?

A

Provides job security
Protects them against unfair dismissal
More likely to see improvements (pay/conditions)

33
Q

What are the 2 main functions of trade unions?

A

To represent its members

To negotiate with employees

34
Q

What must trade union members do in order to receive support and free legal advice?

A

Pay a fee

35
Q

Identify 2 benefits to the employer of trade unionism

A

Employee motivation and morale may be improved

Dealing with a union instead of lots of individuals saves time and money

36
Q

Why has the number of trade union memberships declined? How does this impact workers?

A
  • Decline in manufacturing (traditional industry)
  • Growth in the number of small firms (fewer issues)

Workers will have less power to determine pay/conditions

37
Q

UK law states that businesses MUST recognise a trade union in pay/employment when…

A

A majority of the workforce WANT TO BE REPRESENTED and have VOTED for it

38
Q

What actions can trade unions take when performing industrial action?

A 
Strike action (refusal to work)
Work to rule (only abide to contract)
Overtime ban (employees refuse to do overtime - potential lack of staff)
39
Q

Are those that strike paid for doing so?

A

NO

40
Q

Outline what proportion of a team should participate in trade union actions?

A

ALL IDEALLY

power in numbers

41
Q

Can non-union staff go on strike?

A

YES
they are protected from dismissal and have the same rights as union members, (action must be lawful)

Lawful = a trade dispute/ballot/a written letter to employer

42
Q

What is meant by employee-employer relations?

A

Refers to the relationship between an employer and it’s employees.

43
Q

What are the benefits of having a harmonious relationship between an employer and employees?

A

+ Employees are less resistant to change
+ Reduced labour turnover/absenteeism
+ Less disputes (saves time not having to solve them)

44
Q

What are the costs of not having a harmonious relationship between an employer and employees?

A
  • Possibility of industrial action
  • Reduced productivity
  • Reputational damage
45
Q

Identify 2 pieces of workplace legislation affecting employee-employer relations

A

Contracts of Employment

The Equality Act 2010

46
Q

By law, an employer must provide anyone who is an employee with…

A

A contract of employee

written document containing a summary of the main terms of employment, e.g. pay and hours

47
Q

Even if there is nothing in writing, an employment contract begins when…

A

the employee starts work

48
Q

The Equality Act legally protects people from…

A

discrimination in the workplace and in wider society

49
Q

What is meant by discrimination?

A

Treating a person unfairly because they possess certain characteristics

50
Q

List the 9 factors which it is illegal to discriminate somebody for, in the UK?

A 
Sex
Age
Race/ethnicity
Religion
Sexual orientation
Gender reassignment
Marital status/civil partnership status
Disability
51
Q

Employee Participation

A

Employees have the ability to take part in the decision making process at work

52
Q

What is “employee participation” also known as?

A

Industrial democracy

53
Q

Identify 7 benefits of employee participation

A 
Better communication
Increased levels of motivation
Improved quality of decision making 
Complying with the law
Reduced labour turnover rate
Fewer days lost due to work related injuries
Easier management of change
54
Q

Identify a type of employee participation

A

Work councils

55
Q

What is meant by work councils?

A

A formal meeting of managers and employee representatives to discuss pay and working conditions and to negotiate on issues such as changes in working practices.

56
Q

Which businesses are legally required to set up a European Works Council?

A

Large multinational companies operating in the EU

57
Q

What are the terms of zero-hour contracts for the worker and the employer?

A

Worker - not obliged to to accept any work offered

Employer - not obliged to provide any minimum working hours

58
Q

What are the pros and cons of using zero-hour contracts?

A

+ Creates leaner, more profitable businesses
+ Increases employment levels
+ Flexibility suits some workers (students)
- Leaders to worker exploitation
- Keeps wages low (employees are disposal and so lack bargaining power)
- Business reputation may be damaged
- Creates anxiety for some workers (parents with financial commitments)

59
Q

What is remote working also known as?

A

Working from home

60
Q

What are the pros of remote working? (4)

A

Employee:
+ Saves time/money travelling to work
+ Easier to concentrate (less distractions)
+ Motivation increase due to the trust element

Employer:
+ The business can increase the number of staff without needing more office space

61
Q

What are the cons of remote working? (6)

A
  • Some employees may do less work without discipline
  • Not all employees work effectively at home
  • Employees may miss verbal communication & social aspect
  • Employees may actually enjoy commuting
  • Barriers to remote working: need for tech
  • Blurs lines between home and work space
62
Q

Name the 9 types of flexible working practises

A 
Zero-hour contracts
Remote working 
Term-time working
Time off in lieu
Job sharing
Compressed hours
Annualised hours
Flexi-time
Part-time work
63
Q

Outline Flexi-time as a flexible working practise

A

A system of flexible working hours that gives employees some choice over the actual times they work their contracted hours.

64
Q

Flexi-time: 3 key periods?

A

Flexible start time: employees choose when they start work within a band at the beginning of the day

Core time: the period of time during the day when employees must be present

Flexible stop time: employees choose when they start work within a band at the end of the day

65
Q

Would Flexi-time work better for Jack Wills or an accountant agency?

A

An accountant agency

66
Q

What are the advantages of Flexi-time (to the employee)?

A

+ Can miss the traffic
+ Can fit around childcare
+ Work/life balance

67
Q

What are the disadvantages of Flexi-time?

A
  • Communication disrupted (meetings difficult to schedule)
  • Employees may be unproductive during unsupervised hours
  • Tension if not all are allowed to work in this way
  • Variable costs increase as the premises is open longer
68
Q

Part-time work

A

A form of employment with less than 35 hours worked per week

69
Q

Which flexible working practise has been vital in growing the labour market of many countries?

A

Part-time work

Creates a more diverse workplace and increases the number of people in work

70
Q

Evaluate the use of a part-time working practise

A

+ Costs reduced (less hours to pay)
+ Cover (more people who are willing to cover shifts)
- Communication worsens (higher chance people miss meetings)
- Manager workload increases (more people to organise)

71
Q

State what is meant by WORKFORCE PLANNING

A

Workforce planning is about deciding how many and what types of workers are required

72
Q

What factors should be considered when deciding upon the TYPE of worker?

A

Age (balance)
Skills (past experience)
Qualifications (e.g. doctors)
Experience (e.g. Amazon - work experience in factory)
Physical fitness (e.g. Amazon workers - timed collecting and picking goods)

73
Q

Why is it important to get the right number and right type of workers?

A

+ Meet customer needs
+ Achieve aims and objectives of business
+ Be financially efficient
+ Avoid high levels of staff turnover

74
Q

List the factors to consider when creating/amending a workforce plan

A 
Financial/budget constraints
Business objectives
Technology
Changing needs of the business
Overall increased/decreased sales
Labour turnover
Age of workforce
Changes in methods of production
Unforeseen circumstances
The state of economy
Changes in legislation
75
Q

Things to consider for the future when workforce planning?

A

By definition: skills and size

Others: shape, location and cost

Business Studies A Level (17 decks)

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