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Business > AoS 2 Unit 3 > Flashcards

AoS 2 Unit 3 Flashcards

1
Q

motivation

A

what drives a person to apply individual effort over a sustained period of time

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2
Q

two variables that drive motivation

A

reward & punishment

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3
Q

what Maslow believed

A

maslow believed all people have needs to be satisfied and will work towards satisfying those needs

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4
Q

Maslows hierarchy of needs

A

self actualisation
esteem
love/ belonging
safety
Physiological

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5
Q

self actualisation (maslow)

A

morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts

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6
Q

esteem (maslow)

A

self-esteem, confidence, achievement, respect of others, respect by others

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7
Q

love/ belonging (maslow)

A

friendship, family, sexual intimacy

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8
Q

safety (maslow)

A

security of: body, employment, resources, morality, family, health, property

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9
Q

Physiological (maslow)

A

breathing, food, water, sex, sleep, homeostasis, excretion

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10
Q

how Maslows theory translates to the business environment

A

self actualisation- opportunities for creativity, autonomous problem solving
esteem- appreciation or recognition, promotion, responsibility
social- being accepted as part of a team, forming professional relationships
Safety- safe working conditions, job security
physiological- satisfactory pay to access water and food, secure shelter

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11
Q

Locke and Latham’s goal setting theory

A

Locke- employees are motivated by clear goals with appropriate feedback on their achievement of the goals
goals needed to be challenging and clear, and employees need to be committed to meet the challenge, with recognition given to efforts being made
Latham- tested Lockes theory, results endorsed the strong connection between goal setting and work performance

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12
Q

Five principles of goal setting (Locke and Latham)

A

Clarity
Challenge
Commitment
Feedback
Task Complexity

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13
Q

Clarity (L&L)

A

Goals should be simple and specific, everyone should understand what is expected and the result that will be rewarded, time frame built into goals so there is a clear end date for it to be achieved

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14
Q

Challenge (L&L)

A

the goal should extend the employees but should still be achievable and relate to business objectives, people are often motivated by achieving something they have not successfully completed before, completing tasks that are highly valued by the employer/manager can also motivate, significance of the challenge should guide the reward for achievement

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15
Q

Commitment (L&L)

A

for an employee to actively pursue goal achievement, employee needs to be driven to do so, the greater the input from the employees in goal setting, the more likely they are to commit, which means a more challenging goal can be set, leading to greater rewards

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16
Q

Feedback (L&L)

A

frequency of feedback depends on timeframe of goal, recognise progress achieved, make adjustments, clarify expectations, can be formal or informal- may have milestones for expected progress

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17
Q

Task complexity (L&L)

A

should not overwhelm employees, but should challenge them, additional training may be required to ensure skill development and goal attainment, task allows employees to contribute to the objectives of the business

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18
Q

Lawrence and Norias four drive theory

A

they identified four main drives that shape how humans think and behave
to acquire
to bond
to learn (comprehend)
to defend

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19
Q

acquiring and achieving (L&N)

A

desire to acquire objects, status, influence and resources
- remuneration comparable to competitors to retain quality staff
- monetary rewards for performance
- perks of the position
- acknowledge the performance of staff-set expectations
- career pathway opportunities

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20
Q

bonding and belonging (L&N)

A

driven to connect with people, fit in, be a part of common cause, support others
- managers interact with all employees in a positive manner
- teamwork and collaboration encouraged and recognised
- staff encouraged to support team culture
- recognise personal milestones and achievements
- foster friendships between employees

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21
Q

comprehending and learning (L&N)

A

driven to develop skills, to understand, to explore, be challenged
- engaging tasks or range of work tasks
- opportunities to gain skills and experience
- support employees in gaining skills and qualifications
- each set of duties should be valued and make a contribution to the achievement of the business objectives

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22
Q

defending (L&N)

A

driven to protect people and things, remove threats to safety and security
- welcoming workplace, intimidation not used as management strategy
- fair and transparent processes for rewards and recognition
- employees can voice concerns without fear of reprisal
- develop atmosphere of trust

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23
Q

financial motivational theories

A

pay increases - wage/salary rise as incentive to work hard and make significant contribution to the business
bonus - one-off payment for meeting particular targets, often at christmas time or when targets have been met
commision - usually a fixed percentage of the sale price
share plans - registered company can offer shares in the ownership of the business
profit sharing - offering a fixed percentage of business profits as an incentive to raise profit levels, amount varies according to profit
gainsharing - encourage employees to suggest ideas for productivity improvements, with the savings being passed on to employees, therefore improving employee engagement

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24
Q

pay increases adv & dis

A

adv- predictable and easily calculated, clear target for new employees to aim for
dis- difficult to pay if employees performance declines, jealousy and low morale of employees doing the same job for less

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25
Q

bonus adv & dis

A

adv- flexible to suit each employee because bonus is confidential, only paid for performance improvement
dis- conflict between employees if bonus confidentiality is breached, dissatisfaction by employee if decreases

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26
Q

commission adv & dis

A

adv- low cost to employer, motivates sales staff to close the deal
dis- high staff turnover if base salary is too low, differences in staff may lead to morale issues

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27
Q

share plans adv & dis

A

adv- employees have an interest in increasing profits, employees feel a sense of ownership and belonging to the business
dis- fluctuation in share prices may mean employees investments are not secure, employees can’t sell the shares until they leave the company

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28
Q

profit sharing adv & dis

A

adv- rewards improvement in profits, easily calculated and transparent
dis- does not vary between employees so does not reward individual performance, external factors may drop profits, employees may feel cheated

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29
Q

gain sharing adv & dis

A

adv- employees involved in productivity improvements, better engagement, easily calculated based on savings from improvements
dis- employees who have made suggestions share benefits with those who have not made such a contribution

30
Q

non financial motivational theories

A

career advancement - provide pathways for employees to take on responsibilities with more challenging roles and involvement in decision making
investment in training - improving employee skills benefits business and workplace, improves job satisfaction and motivation, access higher pay
support and sanction - encourage to motivate employees with support, punishment may be necessary when an error is deliberate

31
Q

Career advancement adv & dis

A

adv- retaining and retraining employees, satisfies higher level of needs, satisfies some of the four drives
dis- promotions cannot just be created, creates rival/conflicts for employees competing for limited promotions

32
Q

investment in training adv & dis

A

adv- business benefits from improving employee skills, satisfies higher level of needs, provides goals and satisfies some of the four drives
dis- training may be wasted if there are not sufficient jobs requiring higher skills, investment in training lost if employees leave

33
Q

support and sanction adv & dis

A

adv- support will influence employees attitudes and motivation, sanctions help prevent poor performance
dis- difficult to support some employees, emphasis on sanctions may have a negative impact on motivation

34
Q

SCIPS

A

Support
Career advancement
Investment in training
Performance related pay
Sanction

35
Q

Support

A

providing encouragement and understanding to improve performance, employees are driven to improve performance when the employer helps them
types: communication with direct manager, access to counsellor or coach

36
Q

Career advancement

A

improved performance leads to promotion, employees are driven to perform better so they can access greater power, responsibility or pay
type: progression within current role, promotion to new role

37
Q

Investment in training

A

increasing skills and confidence and therefore satisfaction, employees are more motivated if the employer has shown an interest in increasing employee skills
types: on-the-job training, off-the-job training

38
Q

Performance related pay

A

benefits of improvement are shared with employees, employees will be driven to perform better if there is a financial benefit to them
types: profit sharing, gain sharing, bonuses, employee share purchase plan

39
Q

Sanction

A

a form of punishment as a disincentive for poor performance, people act to avoid negative consequences
types: negative comments on employees file, salary deduction

40
Q

on-the-job training

A

learning specific skills in the workplace, within the working environment
adv- the most cost- efficient alternative, as no travel expenses or other costs are incurred
dis- quality of the trainer may vary - not everyone has the ability to teach others

41
Q

off-the-job training

A

training conducted away from the workplace, usually to a specialised institution
adv- availability of a wider range of skills and qualifications than those in the workplace
dis- may be too theoretical without access to workplace tools or equipment

42
Q

development

A

Business needs and employee’s career stage will determine the development required. Programs for developing effective managers may focus on:
Job Rotation
Mentoring
Formal Business Training
Succession Planning

43
Q

Performance management strategies

A

To improve business and individual employee performance by linking the performance objectives of the employee with those of the business.
- Performance Appraisal
- Management By Objectives
- Self-Evaluations by Employees
- Employee Observation

44
Q

Performance appraisal

A

Formal assessment of how efficiently and effectively an employee is performing their role in the business
- Provide feedback from management
- Links to promotion and pay rises
- Identify training and development needs
- Identify new objectives and plan for future performance

45
Q

management by objectives

A

A system in which overall objectives are clearly stated and agreed upon, and which gives people the flexibility to work toward those goals in ways they determine is best for their own areas of responsibility

46
Q

employee self-evaluation

A

Based on a set of agreed criteria, employees respond to questions about strengths, weaknesses, initiatives, potential change in role and future responsibility and leadership aspirations
- Highlights need for training
- Employees keep documentary evidence

47
Q

employee observation

A

Used to evaluate managers and employees by seeking input from their subordinates, fellow managers and superiors
- Confidential evaluation forms
- Identify strengths and weaknesses
- Useful for evaluation of leadership, teamwork and interpersonal skills

48
Q

termination (ec)

A

Ending the employee’s relationship with the business
- Voluntary – retire, resign, new job elsewhere
- Involuntary – dismissal, redundancy, retrenchment
- Entitlement and transition issues:
- Accumulated annual leave or long-service leave to be paid to employee
- Counselling and support for involuntary termination

49
Q

retirement & resignation

A

Retirement
- Employee voluntarily leaves the workplace and the workforce
- There is no official retirement age
- Many businesses provide advice and assistance to employees to help them prepare for retirement

Resignation
- Employee voluntarily ends the employment relationship
- Why? Promotion elsewhere, start a business, commuting…
- Employee must give notice (usually a pay period)

50
Q

redundancy & retrenchment

A

Redundancy
Employee performs a job that is no longer necessary
Why? Technology, restructuring, merger, acquisition

Retrenchment
Employee termination due to lack of sufficient work to keep the employee fully occupied
Voluntary – Employees informed of downsize and gives employees opportunity to nominate for redundancy
Involuntary – employee asked to leave even though they are not at fault, but due to any of the reasons that prompt redundancy

51
Q

dismissal

A

Dismissal
- Employment relationship ended due to unacceptable behaviour of employee
- Summary Dismissal – serious breach (alcohol/drugs, criminal activity) – no notice required
- Dismissal on notice – not performing satisfactorily – sufficient notice given but dependant on:
- Award or contract
- Age
- Length of employment
- Awareness of legislation and industrial agreements is essential to avoid litigation and industrial action

52
Q

entitlement issues

A

Entitlements issues are legally supported rights, e.g. back-pay or redundancy payments

HR Managers must:

Follow correct procedures – reasons for termination, time off, severance pay, entitlements

53
Q

transition issues

A

Transition issues are not legally supported but assist the departing employee or the organisation during the termination process, e.g. an exit interview

HR Managers should:

Assist departing employees to find new employment – references and recommendations, paid leave for interviews

54
Q

workplace relations

A

The interplay between the employer and the employee regarding the pay and conditions of work.
It has also been called:

Employee Relations

Industrial Relations

55
Q

employers

A

Deal with employee relations on a daily basis

Large businesses will employ human resource specialists to manage the legal responsibilities of employee relations

56
Q

employees

A

Vital resources to the day-to-day operation of the business

More educated than ever before – demand interesting work and involvement in decision-making

Employees more involved in negotiating employment agreements or collective agreements

57
Q

human resource managers

A

Manage the employment relationship between employees and the business
- Negotiate
- Train
- To ensure they comply with the Workplace Agreement in changing work practices
- Implement
- Changes of wages, hours, entitlements
- Dealing with disputes and conflict
- Resolve disputes related to employment agreement

58
Q

trade unions

A

Organisations formed by employees in an industry, trade or occupation to represent them in efforts to improve wages and the working conditions of their members

Represent members in developing employee agreements

Recent years, declining union membership

59
Q

employer associations

A

Organisations that represent employers of particular industries

Assist employers in formulating polices and processing log of claims served by members of unions

Assist employers in negotiating workplace agreements that are consistent with legislation

60
Q

peak union body

A

State or Federal organisations that most unions affiliate with

Represent union movement in court/tribunals and dealing with government

Assist with settlement of disputes

Act politically on behalf of other unions

61
Q

peak employer bodies

A

State or Federal organisations that employer associations join

Most employer organisations are affiliated with peak bodies such as the Australian Chamber of Commerce and Industry (ACCI).

These bodies perform a similar role for employers to that performed for unions by the peak union organisations at the state and federal level.

62
Q

governments and government organisation

A

Governments have five key roles in employee relations:

Legislator – pass laws for legal framework of employee relations

Employer – employ almost one-third of Australian workers

Economic Manager – ensure wage costs do not lead to inflationary pressure

Policy Administrator – publish information and guidelines

Represent Australia – in international arena

63
Q

fair work commission

A

Independent organisation (set up by government) to deal with the resolution of industrial disputes, minimum wages and employment standards.

Approves agreements

Resolves disputes between employee and employer

Promotes compliance with legislation through education, information and assistance

64
Q

types of employment agreements

A

National Employment Standard (NES)

Awards

Enterprise Agreements

Individual contracts

65
Q

Industry-wide Awards – for a whole industry or occupation

A

Historically, established by industrial tribunals based on submissions form unions and employer organisation, providing a set of minimum employment standards
Now:

Greater emphasis on collective bargaining

Leading to growth in enterprise agreements

Awards do not apply to businesses with enterprise agreements

Employees can negotiate improvements on minimum conditions with an enterprise agreement

66
Q

Enterprise Agreements – for a group of employees

A

Employment agreements negotiated between an employer and a union, on behalf of its members (or between the employer and a group representing a majority of its employees)

Must have the 10 National Employment Standards, plus:

Nominal expiry date – 2-3 years

Procedures for settling disputes

Terms allowing for individual flexibility

Provisions for consultation for major workplace change

67
Q

Individual Contracts – for each individual employee

A

An employee can sign a contract with an employer

Must comply with relevant Award, must be consistent with the 10 NES

May provide improved conditions, cannot exclude any Award conditions or reduce conditions or benefits

High income earners can enter an individual contract that renders Award conditions not applicable to them (enforced through the courts rather than FWC)

68
Q

disputes in the workplace

A

Strike
Lockout
Picket Lines
Work Bans
Work-to-rule
Absenteeism, vandalism, sabotage

69
Q

causes of conflict

A

Remuneration
Employment Conditions
Health & safety
Job Security
Managerial policy issues
Union issues

70
Q

dispute resolution

A

Negotiation
Mediation
Grievance procedures
Fair Work Commission tribunal – conciliation or arbitration
Common Law action

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