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Business Management > AOS 2 - Managing Employees > Flashcards

AOS 2 - Managing Employees Flashcards

1
Q

Human resource management

A

the organisation of employees’ roles pays and working conditions

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2
Q

Communicating business objectives

A

communicating business objectives - increased job satisfaction - reducing the cost of recruiting & training replacement employees - making a profit

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3
Q

Motivating employees

A

increased job satisfaction, improves the quality of goods & services - increases customer satisfaction - increase market share

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4
Q

Maslow’s hierarchy of needs

A

A motivation theory that suggests employees have 5 fundamental needs which they strive to fulfill in a set order

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5
Q

Physiological needs

A

The basic requirements for human survival such as food, water, and shelter

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6
Q

Safety & security needs

A

Are the desires for protection from dangerous or threatening environments

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7
Q

Social needs

A

Are the desires for a sense of belonging & friendships among groups

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8
Q

Esteem needs

A

Are the desires to feel important, valuable & respected

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9
Q

Self - Actualisation

A

The realization of one’s full potential through creativity and personal growth

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10
Q

MHON - A & D

A

A
- give managers a clear path to motivate employees
- employees can work in an engaging environment that allows them to reach their full potential

D
- difficult to measure if employee needs are being satisfied
- maybe time-consuming for a manager to determine the level of each individual employee

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11
Q

Lawrence & Nohria’s four drive theory

A

a motivation theory that suggests that employees strive to fulfill 4 fundamental needs

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12
Q

Drive to acquire

A

desire to achieve rewards & high status

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13
Q

Drive to bond

A

the desire to participate in social interactions & feel a sense of belonging

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14
Q

Drive to learn

A

the desire to gain knowledge, skills & employees

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15
Q

Drive to defend

A

the desire to protect personal security as well as values of the business

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16
Q

4DT - A & D

A

A
- provide managers with a simple framework to motivate their employees
- satisfying drives can increase employee performance & thus business profits

D
- may be difficult for a manager to manage all 4 drives
- if one or more drives are left unmet employees may lose satisfaction

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17
Q

Locke & Latham’s goal-setting theory

A

The goal-setting theory is a motivation theory which states that employees strive to achieve well defined objectives

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18
Q

Goals should

A

Clarity - specific & easy to measure
Commitment - employees should be setting goals
Challenge - difficult enough
Task complexity - shouldn’t overwhelm and should be achievable
Feedback - regular support, constantly monitor the process

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19
Q

Goals setting A & D

A

A
- goals can align employee efforts with achieving business objectives to improve business performance
- employees can gain a clear understanding of management’s expectations

D
- too many goals at once can be stressful & may demotivate employees
- setting goals at once can be stressful & may demotivate employees

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20
Q

Performance-related pay

A

A financial reward for reaching or exceeding a set business goal
A
- remuneration can be directly & indirectly linked to meeting bus objectives
- employees can personally gain from meeting set goals

D
- employees may take harmful shortcuts to reach their objective & receive reward
- overtime employees may require rewards to increase in value

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21
Q

Career Advancement

A

The upwards progression of an employee’s job position
A
- promoting employees help a business retain performing employees
- can allow employees to achieve personal improvement goals

D
- limited senior positions can prevent career advancement from being used by many employees
- potential for employees to be demotivated if overlooked for a promotion

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22
Q

Investment in training

A

Allocating resources to improve employees’ skills & knowledge
A
- employees can undertake tasks in a more productive manner due to improvements in skill
- can build a strong relationship between management & employees as both parties benefit

D
- some employees may not value increasing their skills & knowledge
- training employees is time-consuming & can delay the completion of work tasks

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23
Q

Support

A

Providing employees with any assistance that improves their satisfaction at work
A
- employees who feel supported are less likely to leave business
- employees feel valued by the manager as well-being is supported

D
- relies on managing to have good interpersonal skills
- can be time consuming

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24
Q

Sanction

A

Penalising employees for poor performance or breaching business policies
A
- pressure employees to act in accordance with management instructions
- motivate employees immediately

D
- can create negative corporate culture as tasks are completed out of fear
- levels of trust between employees & management may decrease

25
Q

SH motivation

A

Perfromace related pay
P - employees can be motivated to improve performance to immediately receive financial rewards
N - employees can be demotivated if they constantly compete with others to achieve financial rewards

Investment in training
P - employees can be quickly motivated by an opportunity to upskill
N - employees may be demoticated by inconvenience of training programs

26
Q

LH motivation

A

Investment in training
P - employees may be motivated on an ongoing basis as they feel they’re provided opportunities to develop their knowledge & skills
N - employees may feel demotivated by continued interruptions

Career advancement
P - employees may be motivated by ongoing opportunities to be promoted

27
Q

On the job training - A & D

A

A
- Employees can perform their role while training, minimising losses to productivity
- Individuals who train staff can develop work relationships

D
- Business may lack the amount of experienced staff required to train employees
- Employees who aren’t being trained may be disrupted by training processes lowering productivity

28
Q

Off the job training - A & D

A

A
- receiving training from professionals can enable employees to perform their roles to a high quality
- employees are likely to perform training in an environment meant for training reducing distractions

D
- having employees away from training can disrupt the workflow of the business lowering productivity
- Employees may struggle to apply new knowledge into the workplace if only info based

29
Q

Self - Evaluation

A

An employee assessing their individual performance against a set of criteria

30
Q

Employee observation

A

A range of employees from different levels of authority assess another employee’s performance against a set of criteria

31
Q

Management objectives

A

Both managers & employees collaboratively set individual employee goals that contribute to the achievement of wider business objectives

32
Q

Performance appraisal

A

A manager assesses the performance of an employee against a range of criteria providing feedback & establishing plans for improvement in the future

33
Q

Self - Evaluation - A & D

A

A
- an employer can gain an insight into an employee’s understanding of their own S & W
- can save managers time

D
- if an employee is dishonest a manager won’t gain reliable info
- training courses provided to address employee weaknesses will increase expenses

34
Q

Employee observation - A & D

A

A
- manager can gain multiple perspectives
- employees may be responsive to feedback provided by peers as value opinion

D
- employees may feel stressed
- development of criteria may be time-consuming

35
Q

Management objectives - A & D

A

A
- employees may gain a sense of achievement
- reviewing the performance of employees may be done quickly as a success if measured against the achievement of objectives

D
- employees may take harmful shortcuts in their work in order to achieve objectives
- developing objectives may take time

36
Q

Performance appraisal - a & d

A

A
- communication between managers & employees during one on one reviews can improve workplace relationships - increased communication between employees & managers can provide employees with clear direction

D
- employees may lose motivation if they receive multiple poor performances appraised
- the process can be time consuming

37
Q

Retirement

A

An individual deciding to leave the workforce as they no longer wish to work

38
Q

Redundancy

A

An employee no longer working for a business because there is insufficient work or their job no longer exists

39
Q

Resignation

A

An employee voluntarily terminates their own employment usually to take another position elsewhere

40
Q

Dismissal

A

The involuntary termination of an employee who fails to meet required standards or displays unacceptable or unlawful behavior

41
Q

Entitlement issues

A

After an employee is terminated, there is a range of entitlement issues an employer must consider. If an employer fails to fulfill their legal obligations the employees affected can take legal action to receive compensation.

42
Q

Transition issues

A

Transition issues such as financial uncertainty, stress & difficulty in obtaining new employment. While managers aren’t legally obligated to provide assistance it’s seen as socially responsible & ethical consideration for managers to respond to the issues

43
Q

Role of human resources managers

A

Are individuals who coordinate the relationship between employees & management within the business

  • recruit, hire, train & terminate employees - provide employees with appropriate training to maximise performance
44
Q

Role of employees

A
  • follow & understand workplace safety procedures - be aware of OH & S procedures that have been communicated to them
  • complete tasks with proper care & diligence - complete set tasks which aim of contributing to business objectives
45
Q

Role of employer association

A

Are advisory bodies that assist employees in understanding & upholding legal business obligations

  • share information - assist employees in approaching other businesses & build relationships
46
Q

Role of unions

A

Organisations are composed of individuals who represent & speak on behalf of employees in a particular industry to protect & improve their wages & working condition s

  • seek better wages & work conditions - actively provide employees with resources & tools to communicate needs to employees
47
Q

Award

A

An award is a legal document that outlines the minimum wages & conditions of work across an entire industry

48
Q

Award - A & D

A

A
- ensures employees don’t receive lower than the min wages & conditions set by FWC
- can be cost-effective as awards are already created by FWC

D
- may not be flexible to suit the specific needs of a business as wages & conditions set by FWC
-

49
Q

Agreement

A

An agreement is a legal document that outlines the wages & conditions of employees & is applicable to a particular business or group of business

50
Q

Agreement - A & D

A

A
- relationships between employees & employers are able to develop & improve as both parties are involved in establishing & negotiating their preferences in an agreement
- receive wages & conditions better than the relevant award

D
- more costly than an award as wages & conditions are settled upon between employees & employers
- can increase inequality in wages & conditions meaning employees could be receiving less than employees in similar businesses with an agreement

51
Q

Grievance procedures

A

A formalised set of steps that employees & employers can follow to resolve workplace disputes

52
Q

Mediation

A

An impartial 3rd party facilitates the discussion between disputing parties to help each side of the conflict reach a resolution themselves

53
Q

Mediation - A & D

A

A
- promotes positive working relationships for the future as disputing parties reach a decision together
- a disputing employee has control over the final decision meaning they’re more likely to be satisfied

D
- mediation doesn’t always result in a legally binding decision meaning parties could go back to their agreement in the future
- the process can be a waste of time as a final decision isn’t always reached

54
Q

Arbitration

A

An independent 3rd party nearing arguments from both disputing parties & making a legally binding decision to resolve a conflict

55
Q

Arbitration - A & D

A

A
- guarantees that a final decision is made by the 3rd party enabling the business to move forward from a dispute
- employees are not coecered into agreeing to something they don’t want to

D
- the business has reduced control over the final decision
- employees have reduced control over final decisions & thus may be unhappy at the end of the process

56
Q

Supporting employees

A

= increase job satisfaction promoting employees contribution of ideas = business is better able to meet customer needs = fulfil market needs

57
Q

Monitoring performance

A

= increase job satisfaction increase employee support for business intitatives = improves success of initiatives that aid community or reduce waste = fulfill social need

58
Q

Motivating employees x 2

A

= increase job satisfaction, motivating employees to work harder = increase sales and thus profit allowing higher dividend to be paid = meet shareholder expectations

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