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AOS 2A Flashcards

1
Q

what are business objectives

A

The stated, measurable targets of what a business wants to achieve
All business objectives must consider stakeholders in the business and how the objective will effect/influence them

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2
Q

The importance of employees

A

Are a key stakeholder in achieving business objectives
They play a key role in success
They are essential in the production process, manufacturing a product or providing a service

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3
Q

Human resource management

A

The effective management of the formal relationship between employers and employees
Is the person/people that are responsible for maintaining the relationship between employees and the people
They are also responsible for making sure the business gets the best out of its employers and employees have the right skills to carry out their roles

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4
Q

4 key roles of HR manager

A 
Recruitment and selection
Occupational health and safety guidelines (OH&S)
Performance management (managing people/ are they doing their jobs)
Evaluation policies (staff reviews/performance appraisals)
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5
Q

What a HRM can’t do

A

They can’t tell other departments about what work needs to be done
They have the authority to advise NOT to direct other line managers

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6
Q

Employee engagement

A

The commitment employees feel towards a business based on identifying the values, visions, objectives and the way the business operates
When an employee knows these they can feel connected, know that their opinion is important and they feel trusted and respected

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7
Q

3 Theories

A

Maslow’s hierarchy of Needs
Locke and Latham - goal setting theory
Four drives theory - Lawrence and Nohria

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8
Q

What is motivation?

A

It’s what drives a person to do things a certain way, or to achieve a certain goal

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9
Q

Maslow’s Hierarchy of Needs

A

The hierarchy of needs is a sequence of human needs in order of importance and you can’t move up between needs unless the basic need has been satisfied
Maslow’s theory is important in a business because it suggests businesses have to create workplaces that attempt to satisfy all the needs of the employee - if they don’t the employe will become disillusioned and chose to leave or be unmotivated

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10
Q

Maslows - Physiological needs

A

food, water, rest, shelter

providing a job, fair wages

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11
Q

Maslows - Saftey needs

A

security, safety

job security, business is following oh&s policies

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12
Q

Maslows - Belongingness

A

intimate relationships, friends

being part of a team, friendly work associates

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13
Q

Maslows - Esteem needs

A

prestige and feeling of accomplishment

job title, job promotion and job recognition

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14
Q

Maslows - Self actualisation

A

achieving ones potential including creative activities

challenging work allowing for creativity, opportunity for personal growth

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15
Q

Locke and Latham’s - Goal setting theory

A

Is based on the notion that employees are more likely to be motivated if they are able to strive for specific goals and can be rewarded for achieving these goals
Feedback of employees is vital to this model

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16
Q

Locke and Latham’s 5 goal setting principles

A 
Task complexity 
Clarity 
Challenge 
Commitment 
Feedback
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17
Q

Locke and Lathams - Task complexity

A

understanding the task at hand and how difficult or easy is the task for employees to achieve

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18
Q

Locke and Lathams - Clarity

A

how clear is the goal, do the employees know what to do to achieve the task

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19
Q

Locke and Lathams - Challenge

A

what level of challenge is there, which is the challenge in the goal and is it achievable

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20
Q

Locke and Lathams - Commitment

A

how committed are the employees in achieving the goal

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21
Q

Locke and Lathams - Feedback

A

Continuous, are we moving towards achieving the goal (reviews/performance)

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22
Q

Benefits of goal setting theory

A

Companies ensure that all employees have closely aligned goals, have a high level of financial success
Employees become energised and empowered
Improvement in team cohesion and collaboration

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23
Q

Lawrence and Nohria - Four drives Theory

A

This theory is based on an understanding of human psychology and the strength of this differs between individuals over time
If one dominates it can affect personal and business outcomes

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24
Q

The four drives

A

Drive to acquire
Drive to bond
Drive to comprehend/learn
Drive to defend

25
Lawrence and Nohira - Drive to aquire
The drive to “have things” Status, promotion power clothing, shelter, water, food
26
Lawrence and Nohira - Drive to bond
Connection with peers Build relationships To be apart of something developing a team environment
27
Lawrence and Nohira - Drive to learn/comprehend
Peoples need to understand whats going on around them | Create jobs and learning opportunity for employees
28
Lawrence and Nohira - Drive to defend
Motivate by defending instinct to protect Creates transparent, fair strategies so employees know where they stand
29
Hierarchy of Needs (Maslow) and Goal Setting Theory (Locke and Latham) similarities
- Both have 5 key components - GST could lead to MH’s level of self esteem being achieved - Both set challenging goals - particularly in reference to higher order needs (esteem and self actualisation)
30
Hierarchy of Needs (Maslow) and Goal Setting Theory (Locke and Latham) differences
- GST is about achieving specific goals, but MH is about satisfying needs of individuals - GST has a time frame - MH is on going
31
Hierarchy of Needs (Maslow) and Four Drives Theory (Lawrence and Nohira) similarities
- Both relate to satisfaction - Both originally written to describe human behavior - adapted to organisations - MH’s belonging relates to 4D’s drive to bond
32
Hierarchy of Needs (Maslow) and Four Drives Theory (Lawrence and Nohira) differences
- MH must progress each level individually, however in 4D it is possible to work towards more than one drive at a time - MH is sequential, 4D is not
33
Goal Setting Theory (Locke and Latham) and Four Drives Theory (Lawrence and Nohira) similarities
- Goal setting is linked to the drive to acquire | - The drive to learn and comprehend is similar to obtaining feedback
34
Goal Setting Theory (Locke and Latham) and Four Drives Theory (Lawrence and Nohira)
- GST is to set goals | - 4D is to satisfy the drives
35
Motivational strategies
We require different motivation strategies for different times for different people Not a one size fits all Business can use both financial and non financial strategies to motivate employees
36
Motivational strategies (4)
Performance related pay (financial) Career advancement Investment in training Suport/Sanctions
37
Performance related pay
Is a financial reward to employees whose work is considered to have reached a required standard or is even above standard.
38
Performance related pay - increase
When an employee starts a job their rate of pay is either negotiable in an employment contract or set by an award After a period of time an employer may offer pay rise to people who work hard or add value to the business
39
Performance related pay - Bonuses
One off payment to an employee or group of employees for achieving a particular target or special effort
40
Performance related pay - Commission
In an amount paid for accomplishing a sale. It’s generally a fixed percentage of the price.
41
Performance related pay - Share plans
A registered company (both public and private) can offer shares of its business to its staff
42
Performance related pay - Profit sharing
Instead of giving employees shares a company can offer a percentage of profits to its employees, will increase the overall goal of increasing profit so everyone can share it.
43
Performance related pay - Gainsharing
Is the method of rewarding employees for making suggestions that improve productivity in the business. The savings that are achieved are given back to the employees
44
Advantages of financial motivational strategies
Provides a direct financial reward to an employee Tangible way of recognising achievement Encourages goal setting to not be too hard Can improve productivity levels Rewards best performance
45
Disadvantages of financial motivation strategies
Reduces equality in employees Generates a ‘performer’ culture Acts to demotivate if goals sets are too challenging Danger of sacrificing safety and quality in order to increase quantity Short term focus - quantifiable goals Motivate people if achievable May be difficult to measure productivity in some jobs eg teachers
46
Career advancement
Promoting people to more senior positions that gives them more motivation/responsibility and authority - this level of promotion can motivate some employees
47
The ways career advancement can motivate people is by:
The desire to increase remuneration (pay increase) More challenging job experience Esteem ambition and status Development of a wider range of skills via job enlargement, job enrichment, job rotation
48
Career advancement - Job enlargement
This involves making a job bigger or more challenging by combining various operations at a similar level (horizontal) Example Accountant = “tax” making them incharge of more things such as payroll, money, giving them a new job title
49
Career advancement - Job enrichment
This involves vertically expanding the job by increasing its depth of content as well as the degree of control the job holder has over their work.
50
Career advancement - Job retention
Workers move between jobs to increase the variety of work and also to create a more flexible workforce
51
Advantages of career advancement
Acts as a reward for past performance Helps retain good employee Retains intellectual property and knowledge
52
Disadvantages of career advancement
If overlooked for a promotion demonstrated Employees may be promoted over their capable level Feeling of unrest if promotion was not warranted or not carried out in a fair and equitable manner
53
Investment in training
Employees gaining skills and job knowledge through training and job experience. It’s important to train employees in the skills they need to perform their job tasks properly. Training provides ideal opportunities for employees to feel that they are contributing to the businesses outcome. Creating an environment that encourages sharing knowledge and learning, training positively assists in team building and the overall health of the business
54
Advantages of investment in training
Shows you value your employees Demonstrates that you want to advance your employees career Creates a sense of loyalty Creates a positive corporate culture
55
Disadvantages of investment in training
Expensive investment | Highlight where you have problems
56
Support and sanction (reward and punishment)
Support An important motivating factor is the feeling that they are supported, encouraged, and acknowledged for their work performance and have job security Sanction Sanctions can be specified as a condition in contracts of employment relating to work performance. Often won't take their job role seriously until they are threatened with some form of sanction for their unacceptable or poor performance Sanctions can take the form of a Repremant, counselling, dismissal (no job)
57
Advantages of support and sanction
Employees who feel supported by their manager and the business are likely to work more diligently Providing support can act as a long term motivatore Sanctions can act as a motivator Support does not cost the business money
58
Disadvantages of support and sanction
Support needs a positive corporate culture Support relies on manger exercising good communication skills Imposing sanctions acts only as a potential short term motivator

Business (8 decks)

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