6 human resources Flashcards
human resources objectives
- employee engagement
- talent development
- training
- diversity
- alignment in values
- number, skills ,location of employees
internal and external influences on human resources objectives
soft HR approach
Focus on employees communication and empowerment.
-democratic
-flat org structure
-prefer non-financial motivations
-encourage delegation
-higher employee cost
hard HR approach
Focus on efficiency and productivity, treats employees as resource.
-autocratic
-tall org structure
-financial motivations
-little delegation
-potential reputation damage
labour productivity and labour cost per unit
retention rate and labour turnover
retention: the percentage staying
turnover: the percentage of leaving
employee cost as percentage turnover
the employee cost to the total sales revenue
absenteeism
organisation design
purpose: meeting HR objectives
consider:
-level of hierarchy
-span of control
-chain of commands
level of hierarchy
tall: low-skilled workforce
flat: more skilled workforce
span of control
The number of employees for who a manger is responsible
tall: narrow
flat: wide
chain of command
communication and accountability of subordinates
tall: long
flat: short
line management
directly in control of the subordinates (?)
influences on organisation structure
Type
Size
Management and leadership
Competitors: the market
delayering
Removing layers of management from the hierarchy of the organisation
->tall org structure
delegation
Assignment to other of the authority for particular function, task and decision
influence on changing organisation structure
Growth
Reduce cost and complexity
Boost motivation
Quality improvements
result of changed organisation structure
Internal resistance
Redundant cost
Disruption and de-motivation
Impact on quality of services
centralised vs decentralised decision making
- centralised → tall structure
- decentralised → flat structure (authority is delegated)
human resource plan
-recruit
-train
-redeployment
-redundancy
(Hackman and Oldham’s model)
-> job design : identify importance of job design and impact of motivation
task variety , identity, significance-> high motivation
autonomy->higher quality work performance
feedback-> high satisfaction
Taylor’s
(motivational theory)
financial motivator: piece rate
Herzberg’s
(motivational theory)
hygiene factor
motivator
encourage job enrichment
Maslow’s
(motivational theory)
self actualisation
self esteem
social
security
psychological
flat rate
time based
piece rate
output-based
commission
% of value sold
salary schemes
the benefits that come with the salary (e.g. bonus and assets, like computers)
performance-related pay
performance based
cash bonus / increase in wage rate or salary
empowerment
(non-financial motivation)
POWER to do their job
team working
(non-financial motivation)
flexible working
(non-financial motivation)
work life balance
job enrichment
(non-financial motivation, Herzberg)
different range and difficulty of (unrelated) tasks ->opportunity in job +feedback
job retention
amount of staff staying
(job enlargement and job rotation)
- job enlargement :more related task/ similar nature
- job rotation : rotating employees through different jobs (multi-tasking training)
Mayo’s
employee-employer relation
- social needs of employees
- teamwork with team
- communications and feedback with employers
McGreg’s
employee-employer relation
x:
y:
Trade Unions
Organisation of workers that seek collective bargaining.
Individual trade unions is associated with specific industries, trades and professions.
benefits for business:
-saves negotiating time
-improve morale and motivation
-receive help when facing significant change
