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A-level Business > 6 - Human resource performance 👩‍💻 > Flashcards

6 - Human resource performance 👩‍💻 Flashcards

1
Q

Define HR

A

the design, implementation and maintenance of strategies to manage people for optimum business performance

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2
Q

How is HR managed?

A
  • workforce planning
  • recruitment & selection
  • training & development
  • rewarding & motivating staff
  • communication
  • roles and responsibilities
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3
Q

Why is HR important for businesses that provide services?

A

people are critical in quality and customer service

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4
Q

Why is HR important for businesses in full markets?

A

High competitiveness means staff must be motivated to keep business efficient and productive

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5
Q

Why is HR important for businesses with flatter organisational structures?

A

fewer layers has placed a greater emphasis on management, delegation and communication

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6
Q

What are some human resource objectives?

A
  • employee engagement/involvement
  • talent development
  • training
  • diversity
  • alignment of values
  • number/skills/location of employees
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7
Q

What are internal influences on HR objectives?

A
  • employee relations
  • organisational structure
  • financial constraints
  • corporate culture
  • overall performance of the business
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8
Q

What are external influences on HR objectives?

A
  • legislation
  • actions of competitors
  • economic factors
  • political factors
  • technological factors
  • social factors
  • structure of population - demographics
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9
Q

Define Hard HRM

A

treats employees as a resource to be monitored and used efficiently in order to achieve strategic objectives

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10
Q

Define Soft HRM

A

treats employees as valuable assets, a major source of competitive advantage which is vital in achieving its strategic objectives

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11
Q

Hard HRM can be seen as what leadership style?

A

Autocratic

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12
Q

Soft HRM can be seen as what leadership style?

A

Democratic

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13
Q

Key features of Hard HRM

A
  • minimal communication
  • fast & efficient
  • Theory X
  • high levels of labour turnover
  • little empowerment for staff
  • demotivated
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14
Q

Key features of Soft HRM

A
  • focus on job design/satisfaction
  • motivating
  • strong and two-way communication
  • Theory Y
  • low levels of labour turnover
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15
Q

Summarise Hard HRM

A

employees hired and fired as necessary

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16
Q

Summarise Soft HRM

A

employees trained and retained

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17
Q

Formula for labour turnover

A

No of employees leaving over given time / avg. no of employed over time X 100

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18
Q

Formula for retention rates

A

No of employees with 1+yrs service / overall workforce numbers X 100

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19
Q

Formula for labour productivity

A

Output per period / no of employees per period

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20
Q

Formula for labour costs per unit

A

Total labour costs / total units of output

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21
Q

Formula for absenteeism

A

Number of staff absent / no of staff in total X 100

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22
Q

Formula for employee costs as a % of revenue

A

Employee costs / revenue X 100

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23
Q

Benefits of low retention rates

A
  • pay staff low wages = unskilled
  • new ideas and enthusiasm
  • may already be trained (from competitors)
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24
Q

Drawbacks of low retention rates

A
  • recruitment is expensive
  • training is costly
  • loss of trained staff to competitors
  • impacts customer service
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25
Q

Define job design

A

the process of deciding on the content of the job in terms of its duties and responsibilities

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26
Q

How is maintaining quality an important influence on job design?

A

Jobs should be designed so they support the required level of quality

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27
Q

How is operational efficiency an important influence on job design?

A

ensures employees have equipment available to be productive

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28
Q

How is labour retention an important influence on job design?

A

poor job design often causes high labour turnover

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29
Q

How is the skills of the workforce an important influence on job design?

A

employees can only undertake jobs effectively with the right skills

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30
Q

Hackman and Oldham Model

Name 3 ways of adding challenge to a job

A

variety, autonomy and decision authority

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31
Q

Hackman and Oldham Model

Name 2 ways of adding variety to a job

A

job enrichment and job rotation

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32
Q

Hackman and Oldham Model

What are the 5 job characteristics?

A

Skill variety
Task identity
Task significance
Autonomy
Job feedback

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33
Q

What are organisational charts?

A

diagrams showing the internal structure of the business, making it easy to identify the specific roles/responsibilities

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34
Q

Define span of control

A

how many people you DIRECTLY look after

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35
Q

Define chain of command

A

how many layers there are underneath you of which communication passes along

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36
Q

Why shouldn’t directors/managers/team leaders have too wide a span of control?

A

find it difficult to properly manage and supervise employees

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37
Q

Advantages of tall organisational structures

A
  • close supervisory control
  • defined roles
  • obvious chain of command
  • more mentoring
  • clear promotion ladder
  • decision making at top
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38
Q

Disadvantages of tall organisational structures

A
  • high management costs
  • slow decision making
  • employees less motivated
  • subordinates have less freedom
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39
Q

Advantages of flat organisational structures

A
  • flexible and adaptable
  • more direct communication
  • faster decision making
  • more democratic
  • greater freedom for staff
  • less hoarding of info at top
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40
Q

Disadvantages of flat organisational structures

A
  • less clear specific job functions
  • less opportunity for promotion
  • higher managerial workload
  • difficult to coordinate between staff
  • produces more generalists, less specialists
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41
Q

Define delegation

A

the passing down of authority to more junior employees

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42
Q

Advantages of delegation

A
  • more autonomy
  • motivating as staff feel more valued
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43
Q

Disadvantages of delegation

A
  • may cause stress if workload is too high
  • quality my decrease as time is more divided
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44
Q

Define a matrix structure

A

a type of structure that combines traditional departments seen in function structures, with project teams (everyone connects)

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45
Q

Pros of matrix structures

A
  • easier, more efficient communication
  • motivating
  • encourages collaboration and teamwork
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46
Q

Define a centralized structure

A

authority rests with the senior management at centre of the business

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47
Q

Define a decentralized structure

A

should be delegated down the hierarchy, away from the center, and spread out decision making

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48
Q

Advantages of a centralised structure

A
  • ensures consistency
  • more organized
  • more experienced decision making
  • easier to implement common practices
  • only 1 head management to be paid
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49
Q

Disadvantages of centralised structure

A
  • less motivating
  • worse customer service
  • not tailored to individual needs
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50
Q

Advantages of a decentralised structure

A
  • motivating and empowering for staff
  • better customer service
  • tailored to individuals
  • training/development of junior staff = improves retention
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51
Q

Disadvantages of decentralised structure

A
  • less experienced
  • duplication of roles in departments
  • not strategic (long term) decisions
  • lack of consistency
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52
Q

Define delayering

A

the removal of one or more levels of hierachy from a business’ organisational structure

53
Q

Advantages of delayering for staff

A
  • offers opportunity for delegation, empowerment & motivation
  • encourages innovation
54
Q

Advantages of delayering for business

A
  • reduces remuneration costs
  • removes department rivalry
  • improves communication as fewer levels
55
Q

Disadvantages of delayering

A
  • don’t always suit a flatter structure
  • demotivates due to job losses
  • disruption in staff
  • wider span of control can damage communication
56
Q

Define job analysis

A

the process of grouping tasks and responsibilities into job roles based on the needs of a business/skills of a workforce

57
Q

Define person specification

A

list of skills/characteristics an employer seeks in an employee

58
Q

Define job description

A

outlines a list of tasks/responsibilities involved in day-to-day jobs

59
Q

Define an application form

A

document tailored to the needs of the business to assess suitability of candidates

60
Q

Define a CV

A

documents created by employee outlining qualifications and experiences

61
Q

Define inteviews

A

candidate is slected after a one-on-one conversation

62
Q

Define psychomeric tests

A

a questionnaire designed to assess personality traits and responses to situations

63
Q

Define assessment centres

A

candidate is assessed in a group scenario

64
Q

Define selection

A

choosing the right employees from among those who have applied

65
Q

Define recruitment

A

the process of deciding who will fulfil a specific job role, which is essential to ensure that a business has enough employees with the right skills/experience

66
Q

Why recruit employees?

A
  • diversification
  • decreases staff stress = improves motivation
  • expansion
    -new departments
  • new ideas/innovation
67
Q

Advantages of internal recruitment

A
  • candidates familiar with business
  • promotion opportunities are motivating
  • cheaper as ssaves advertising new job role
68
Q

Disadvantages of internal recruitment

A
  • no fresh ideas
  • limited number of people who can do the job
69
Q

Advantages of external recruitment

A
  • managers have wider choice of candidates with different skills
70
Q

Disadvantages of external recruitment

A
  • expensive due to adverts
  • candidate won’t know business culture/ how its run
  • needs lots of training
71
Q

Define a contract of employment

A

legal document stating the hours of work, rates of pay, duties and other conditions

72
Q

Benefits to employer of full time staff

A
  • more reliable
  • staff more skilled
  • increased output
  • better quality service
  • more committed
73
Q

Benefits to employee of full time

A
  • permanent = stable
  • guarantee pay
  • holiday pay/sick pay
  • more promotion opportunities
74
Q

Benefits to employer of part time staff

A
  • less pay
  • only have to pay when they work
  • more flexible with needs of business = work when needed
  • more staff = more idea
75
Q

Benefits to employee of part time

A
  • flexible
  • more holiday
  • work-life balance
  • more shifts = overtime
76
Q

Benefits of an effective selection process

A
  • values align
  • finds highly skilled workers
    -recruitment is expensive
  • choose the right candidate
  • higher productivity
77
Q

Define redeployment

A

use of employees in any aspect to achieve a particular effect

78
Q

Define redundancy

A

business dismisses an employee because the business no longer needs anyone to do the job

79
Q

Why do businesses try to avoid redundancy?

A
  • costtly
  • bad media
  • time-consuming
  • competition may steal staff
  • morale may lower
80
Q

Define training

A

the process of instructing an individual about how to carry out tasks directly related to his/her job

81
Q

Define induction training

A

first day training

82
Q

Advantages of induction training

A
  • reduces chance of error
  • provides understanding of expectations
83
Q

Disadvantages of induction training

A
  • time consuming
  • not as in depth
  • less personal
  • removes staff from normal job role
84
Q

Define on-the-job training

A

instructing employees at their workplace / being placed within another staff member for 1 day

85
Q

Advantages of on-the-job training

A
  • work realistic
  • cheaper
  • more practical
  • first hand + specific
  • easier to assess progress
86
Q

Disadvantages of on-the-job training

A
  • interrupting flow
  • irritate staff member
  • reduces productivity
  • bad habits may be taught
  • outdated
87
Q

Define off-the-job training

A

training at a centre or going on a course

88
Q

Advantages of off-the-job training

A
  • delivered by experts
  • up to date + relevant
  • employee may be motivated by employer investing in them
89
Q

Disadvantages of off-the-job training

A
  • expensive
  • time-consuming
  • not tailored to needs of business
  • impacts productivity
90
Q

What is the importance of training?

A
  • improves productivity
  • motivating
  • improves employee retention rates
  • staff are efficient
91
Q

Define motivation

A

the desire to complete a task and to do a good job

92
Q

What is remuneration?

A

payment by wages and salaries

93
Q

What are bonuses?

A

paid depending on the performance of the business as a whole

94
Q

What is commission?

A

Getting paid based on how much you sell

95
Q

What are promotions?

A

Moving up the organisation’s hierarchy

96
Q

What are fringe benefits?

A

Extra incentives such as a company car or health care benefits

97
Q

Taylorism

What are the key points?

A
  • motivated by pay
  • science can be used to increase efficiency
  • workers given 1 task to master
  • system is most important
98
Q

Taylorism

What is time and motion study?

A
  • analysing the fastest method so workers didn’t have to be skilled, just efficient
99
Q

Taylorism

Pros to scientific management

A
  • standardised approach
  • increase productivity
  • fewer employees needed
  • consistent products and quality
  • cheap pay
  • easy to implement
100
Q

Taylorism

Cons to scientific management

A
  • unfulfilled employees
  • creates unemployment
  • potential for strike action
  • loss of individual initiative
  • survival of the fittest environment
  • dehumanising
  • higher absenteeism
  • decreases product quality
101
Q

Define piece rate pay

A

Paid per product

102
Q

Maslow

What is at the bottom of the hierarchy of needs?

A

Physiological needs - basic needs eg. air, water, food, shelter, showers, clothing

103
Q

Maslow

What is above physiological needs in the hierarchy?

A

Safety needs - personal security, employment, health, property, resoruces

104
Q

Maslow

What is in the middle of the hierarchy of needs?

A

Love and belonging - friendship, intimacy, family, connections

105
Q

Maslow

What is above love and belonging?

A

Esteem - respect, status recognition, strength, freedom

106
Q

Maslow

What is at the top of the hierarchy of needs?

A

Self-actualisation - desire to become the most that one can be

107
Q

Herzberg

What two factor theory of motivation did he create?

A

Job satisfaction and dissatisfaction

108
Q

Herzberg

What do motivators mean?

A

Factors that can act to motivate enployees

109
Q

Herzberg

What are hygiene factors?

A

Can reduce job dissatisfaction, but can’t motivate by themselves

110
Q

Herzberg

Examples of hygiene factors

A

Fair pay
Relationships
Policies
Job security

111
Q

Herzberg

Examples of motivators

A

Growth
Career advancement
Meaningful work
Recognition

112
Q

Mayo

What style of leadership was he?

A

Democratic

113
Q

Mayo

What did he believe would motivate employees other than money?

A

Having social needs met at work, better communication between managers and more involvement, working in groups

114
Q

Mayo

What did he create?

A

The Human Relations School of Thought - focused on managers taking an interest

115
Q

McGregor

What is Theory X management?

A
  • employees need close supervision
  • staff must be pushed to perform
  • staff will avoid responsibility
  • employees only desire money
  • employees will avoid work where possible
116
Q

McGregor

Theory Y management

A
  • employees seek responsibility
  • naturally want to work
  • employees want independence
  • staff will drive themselves
  • motivated by self-fulfilment
117
Q

McGregor

What leadership style is Theory X?

A

Autocratic

118
Q

McGregor

What leadership style is Theory Y?

A

Democratic

119
Q

Define a trade Union

A

An organisation with members who are usually workers or employees that looks after their interests at work

120
Q

What does a Trade Union do?

A
  • negotiating agreements with employers on pay and conditions
  • discussing big changes like large scale redundancy
  • discussing members’ concerns with employers
  • going with members to disciplinary and grievance meetings
121
Q

Define a work council

A

A forum within a business where workers and management meet to discuss working conditions, pay and training

122
Q

Who is in a works council?

A

Employee representatives to the works council are elected by the workforce

123
Q

When are work councils common?

A

When no trade Union exists and are more common in Europe

124
Q

What is an industrial dispute?

A

They occur when there is a disagreement between the management and the trade union representatives

125
Q

What is work-to-rule?

A

When employees do exactly what their job entails and nothing more

126
Q

What is go slow industrial action?

A

Workers take their time, which slows down production

127
Q

What is an overtime ban?

A

Workers decide not to work over their regular paid hours

128
Q

What is a sit-in industrial action?

A

Workers occupy the workplace and refuse to carry out their work (usually when the factory or office is in danger of closing)

129
Q

What are strikes?

A

When employees withdraw their labour

A-level Business (10 decks)

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