business unit 3 AOS 2

Question 1

human resource management

Answer 1

the effective management of the formal relationship between the employer and employees

Question 2

Managing employees focuses on some key areas, including:

Answer 2

Motivation
Training and Development
Performance Management
Termination
Wages and Conditions of work

Question 3

manager expectations

Answer 3

That employees will work hard
That employees are punctual and reliable
That employees are loyal to the business

Question 4

employee expectations

Answer 4

To get paid correctly, and on time
To have good, safe working conditions
To have an element of job security
To have their skills developed

Question 5

motivation

Answer 5

Motivation, in simple terms refers to the desire, willingness or drive to do something.

Question 6

MOTIVATIONAL THEORIES

Answer 6

Maslow’s Hierarchy of needs
Locke and Latham’s Goal setting theory
Four drive theory (Lawrence and Nohria)

Question 7

mallows hireacy of needs

Answer 7

Abraham Maslow (1908–1970), a psychologist, believed that all people have needs to be satisfied, and that they will work towards satisfying those needs

Question 8

The bottom three levels
(maslows hierarchy of needs)

Answer 8

(physiological, safety, social needs) are referred to as “lower-order needs”.

Question 9

top two levels
(maslows hierarchy of needs)

Answer 9

(esteem, self-actualisation needs) are referred to as “higher-order needs”

Question 10

LOCKE AND LATHAM

Answer 10

He concluded that employees were motivated by clear goals and appropriate feedback regarding their achievement.

Question 11

LOCKE AND LATHAM level

Answer 11

goal → motivation → performance

Question 12

Locke and Latham identified five principles

Answer 12

Clarity
Challenge
Commitment
Feedback
Task complexity

Question 13

GOAL SETTING THEORY strengths

Answer 13

Setting goals that are clear and specific, challenging but not overwhelming, will motivate employees and improve their performance, thereby contributing to business objectives.

Question 14

L & L GOAL SETTING THEORY weaknesses

Answer 14

Setting goals that are too vague can lead to poor performance

Employees may focus so intently on their goals that they ignore other aspects of their job.

Question 15

THE FOUR DRIVE THEORY
Lawrence and Nohria’s

Answer 15

employer or manager can harness the four drives in the development of a work environment that will motivate employees and encourage them to work productively towards achieving business objectives.

Question 16

FOUR DRIVE THEORY
Lawerence and Nohria’s
strengths

Answer 16

Four Drive Theory is very adaptable to complicated or intricate environments or situations.

Question 17

FOUR DRIVE THEORY
Lawerence and Nohria’s
weaknesses

Answer 17

Other drives besides the four outlined by Lawrence and Nohria may exist — these don’t necessarily explain all the individual characteristics that may motive a person.

Question 18

extrinsic motivation

Answer 18

A tangible or physical reward given to somebody for achieving something

Question 19

intrinsic motivation

Answer 19

an intangible reward that comes from within the person achieving success or performing well

Question 20

motivational strategies

Answer 20

Financial (performance-related pay)

Non-financial (career advancement, investment in training, support, sanction)

Question 21

PERFORMANCE RELATED PAY

Answer 21

A salary or wages system based on how well an employee works.

Question 22

CAREER ADVANCEMENT

Answer 22

assignment of more responsibilities/authority to employees or the promotion of employees to positions that bring rewards, such as increased salary, fringe benefits and increased responsibilities.

Question 23

INVESTMENT IN TRAINING

Answer 23

refers to the direction of finances, or resources such as time, into the teaching of skills to employees.

Question 24

SUPPORT

Answer 24

the assistance or services (such as counselling and mentoring) provided by the business to help employees cope with difficulties that may impede their work performance.

Question 25

SANCTIONS

Answer 25

is a form of penalty or discipline for poor performance.

Question 26

TRAINING

Answer 26

Training is the process of teaching staff how to do their job more efficiently and effectively by boosting their knowledge and skills.

Question 27

PERFORMANCE MANAGEMENT

Answer 27

These include appraisals, management by objectives, self-evaluation by employees and broader employee observation.

Question 28

MANAGEMENT BY OBJECTIVES

Answer 28

improve performance of individuals using individualised objectives as the primary driver.

Question 29

APPRAISALS

Answer 29

performance appraisal, is the formal assessment of how well an employee is performing their role in the business over a set period of time.

Question 30

SELF EVALUATION

Answer 30

ndividual to reflect on their own performance prior to engaging in a manager-employee discussion.

Question 31

EMPLOYEE OBSERVATION

Answer 31

Employee observation is used by managers to gain insights into the performance of employees

Question 32

TERMINATION

Answer 32

Termination refers to an employee’s time with an organisation ‘ending’, concluding the employment relationship.
variety of means, such as retirement, resignation, redundancy and dismissal.

Question 33

RETIREMENT

Answer 33

Retirement is when an employee voluntarily leaves the workplace and the workforce.

Question 34

RESIGNATION

Answer 34

Resignation is when an employee voluntarily chooses to leave the business, usually to go to another job

Question 35

REDUNDANCY

Answer 35

when a position in an organisation is no longer seen as necessary to the running of that organisation, so the employee who holds that position loses their job.

Question 36

DISMISSAL

Answer 36

This is termination of employment against the employee’s will. It is also be referred to as “being fired” or “being sacked”.

Question 37

WORKPLACE RELATIONS

Answer 37

interaction and relationship between employers and employees to achieve a set of working conditions that will meet the needs of employees as well as allowing the business to achieve its strategic, tactical and operational objectives.

Question 38

EMPLOYEE’S ROLE IN THE WORKPLACE

Answer 38

performing all relevant duties with proper care and diligence
following all safety procedures
obeying a lawful, reasonable order at work

Question 39

EMPLOYER’S ROLE IN THE WORKPLACE

Answer 39

ensuring employees’ pay and working conditions meet national minimum standards
providing a safe and healthy workplace
complying with all legal regulations

Question 40

HUMAN RESOURCE MANAGEMENT’S ROLE INCLUDES

Answer 40

negotiating with employees or their representatives on issues of pay and working conditions
acting as a mediator between the interests of employers and employees
developing grievance policies to solve disputes calmly and consistently

Question 41

UNION

Answer 41

organisations formed to represent and protect the rights of employees in a particular industry.

Question 42

EMPLOYER ASSOCIATIONS

Answer 42

groups of employers who unite to promote their common interests, as well as to share general industry information, advice and support for each other.

Question 43

Award

Answer 43

A legally binding document determined by the Fair Work Commission that sets out minimum wages and conditions for whole industries or occupations.

Question 44

AGREEMENTS

Answer 44

An organisation may choose to develop their own agreement(s) that their employees will operate under. These agreements must not undercut the Award for that industry (which would satisfy the NES). They must take into account what the award stipulates and will usually have ‘extra’ elements that the workplace chooses to offer.

Question 45

DISPUTES

Answer 45

arise because the objectives of two or more parties differ to a point where conflict ensues

Question 46

Strikes

Answer 46

the withdrawal of labour organised by a body of employees as a form of protest, typically in an attempt to gain some sort of concession (or outcome) from an employer

Question 47

Go Slow

Answer 47

• a form of industrial action in which work is deliberately delayed or slowed down, so as to cause intentional disruption to output.

Question 48

Lock Outs

Answer 48

a refusal to let employees work, organised by employers, until certain terms are agreed upon by employees.

Question 49

Protected industrial action

Answer 49

lawful and agreed to by a union

Question 50

unprotected industrial action

Answer 50

unlawful

Question 51

Negotiation

Answer 51

resolving disputes whereby discussions between the parties result in a compromise and a formal or informal agreement about a dispute.

Question 52

MEDIATION

Answer 52

Mediation refers to the confidential discussion of issues in a non-threatening environment

Question 53

ARBITRATION

Answer 53

In cases where mediation and conciliation have not worked, and where there has been little resolution of the dispute in question, a matter may be escalated to the Fair Work Commission to be heard.