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Business AS level 9609 > Chapter 10: Human resources management > Flashcards

Chapter 10: Human resources management Flashcards

1
Q

Human resource management

A

The strategic approach to the effective management of employees so that they help the business gain a competitive advantage

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2
Q

Role of HRM in meeting organizational objectives

A

Workforce planning
Recruitment and employee selection
Appraising and training employees
Preparing employment contracts
Dismissal and redundancy of employees

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3
Q

Workforce planning

A

Forecasting the number of employees and the skills that will be required by the organisation to achieve its objectives

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4
Q

Workforce audit

A

A check on the skills and qualifications of all existing workers and managers

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5
Q

Reasons for and role of workforce planning

A

Number of employees required
Skills of the workers required

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6
Q

Labour turnover

A

Measures the rate at which employees are leaving the organisations

number of employees leaving in one year
————————————————————- X 100
Average number of hired employees

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7
Q

Costs of high labour turnover

A
  1. High recruiting costs
  2. Poor output levels/customer service due to staff vacancies before a new employee is appointed
  3. Difficult to establish customer loyalty
  4. Difficult to establish team spirit
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8
Q

Potential benefits of high labour turnover

A
  1. Low-skilled and less-productive staff might leave and can be replaced
  2. New ideas /practices brought into an organisation
  3. Can help a business plan to reduce employee numbers
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9
Q

Recruitment

A

Identifying the need for an employee, defining the job and person required. attracting suitable candidates

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10
Q

Selection

A

The series of steps where a candidate is interviewed, tested and screened to choose the most the most suitable person for the job

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11
Q

Recruitment agency

A

A business that offers the service of recruiting applicants for vacant posts

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12
Q

Job description

A

A detailed list of key points about the job (job title, key tasks, responsibilities, working conditions)

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13
Q

Person specification

A

A detailed list of the qualities, skills and qualifications that a successful applicant needs to have

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14
Q

Application form

A

A set of questions answered by a job applicant such as educational background and work experience

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15
Q

Curriculum vitae (CV)

A

A detailed document highlighting all of a persons professional and academic achievements, work experience and awards

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16
Q

Resume

A

A document that itemises work experience, educational background and special skills relevant for the job

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17
Q

Reference

A

Comment from a trusted person about an applicant’s character or previous work experience

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18
Q

Assesment centres

A

A place where a range of tests is used to judge an applicants ability to perform a particular role

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19
Q

Internal recruitment

A

When a business aims to fill a vacancy from within its existing workforce

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20
Q

External recruitment

A

When a business aims to fill a vacancy with an applicant from outside the businesses

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21
Q

Employment contracts

A

A legal document that sets out the terms and conditions governing a worker’s job

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22
Q

Features of an employment contract

A

The employees work responsibilities and tasks
Whether the contract is permanent or temporary
Working hours and level of flexibility expected
Holiday entitlement and other benefits
Number of days notice if they wish to leave

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23
Q

Redundancy

A

When a job is no longer required, the employee is unecessary

24
Q

Dismissal

A

Being dismissed or fired due to incompetence or breach of discipline

25
Q

Unfair dismissal

A

Ending a workers employment contract for a reason that law regards as unfair

26
Q

Employee morale

A

Overall outlook, attitude and level of satisfaction of employees when at work

27
Q

Employee welfare

A

Employees’ health safety and level of morale when at work

28
Q

Work-life balance

A

A situation in which employees are able to allocate the right amount of time to their work and personal life

29
Q

Equality policies

A

Practices and procedures that aim to achieve a fair organisation

30
Q

Diversity policy

A

Practices and procedures that aims to create a mixed workforce

31
Q

Training

A

Work related education to increase skills and efficiency

32
Q

Induction training

A

introductory training programme to familiarise new employees with the organisation

33
Q

On-the-job training

A

Instructions given at work on how a job should be undertaken

34
Q

off-the-job training

A

training unertaken outside the place of work

35
Q

Multi-skilling

A

The training of an employee in several skills to allow for greater flexibility within the business

36
Q

Employee appraisal

A

Process of assessing the effectiveness of an employee judged against pre-set objectives

37
Q

Collective bargaining

A

The process of negotiating terms of employment between an employer and a group of workers who are usually represented by a trade union official

38
Q

Benefits of collective bargaining

A
  1. Saves time for the employer
  2. Union officials provide a channel of communication
  3. Unions can impose discipline on members who plan to take hasty industrial action
39
Q

Idustrial action

A

Measures taken by the workforce or trade union to put pressure on management to settle an industrial dispute in favour of employees

40
Q

Trade union recogniton

A

When an employer formally agrees to conduct negotiations with a trade union rather than individually with a worker

41
Q

Impact of trade unions in the workplace

A

Collective bargaining
Unions provide legal support
Unions apply pressure on employers regarding requirements

42
Q

What does the workforce plan consist of?

A

The number of employees required

The productivity rate

The objectives of the business

Changes in the law regarding workers rights

The labor turnover and absenteeism rate

The skills of the workers required.

43
Q

What are some of the factors influencing the number of workers required?

A

Forecast demand of the firms products

Productivity levels

Business objectives

Changes in labour legislation

Labour turnover and absenteeism rates.

44
Q

The skill level of workers would depend on?

A

The pace of technological change within the industry

The need for milti-skilled workers ‘

45
Q

What are the advantages if internal recruitment?

A

Less time consuming in comparison to external recruitment

Can allow for a chance of progression as well as a career structure.

The employees already know the skill sets required therefore training would not be needed

The employees may not need to introduce a new style of management

45
Q

What are the disadvantages of internal recruitment?

A

Can cause resentment within the workforce, further making it difficult for the business to achieve a team working spirit

Does not allow for fresh, new ideas to be injected into the business.

45
Q

What are some advantages of external recruitment?

A

Allows for new ideas to be brought into the business

Not not leave room for resentment within the workplace.

46
Q

What are the disadvantages of external recruitment?

A

Can be time consuming and expensive.

Does not allow for development of existing workers

New managers can be autocratic in their leadership style. This can cause demotivation within the workplace.

47
Q

What are some of the methods that allow workers to gain more control over their working lives?

A

Teleworking

Sabbatical periods

Job sharing.

48
Q

What are some of the reasons for training?

A

To facilitate the introduction of new technology

To prepare existing employees for succession purposes

To develop workers in order to enable them progress

To provide employees with the skills, knowledge and aptitude

To improve worker morale.

49
Q

What are the advantages of induction training?

A

Helps employees to settle into their job quickly.

Familiarizes the workers with the business

The new employee can know who to ask for help if there is a problem and this helps prevent wastage of expensive raw materials.

50
Q

Advantages of on the job training

A

The employees would be under the guidance of a highly skilled co worker.

The trainee can do some work whilst training. They can be contributing to production while they are learning

It is cheaper, since the uses existing skilled and experienced workers.

51
Q

Disadvantage of in the job training

A

The trainers productivity is decreased due to the fact that they must tend to the trainees problems

If mentoring is not paid, then there is a possibility that the trainer would not be committed.

Some skilled and experienced employees are not good teachers.

Mistakes made by the trainee can affect the reputation of the business.

52
Q

Advantages of off the job training

A

Employees can learn many skills

Employees can work during the day and attend training sessions in the evening

Any mistakes that the trainee makes are less likely to affect the reputation of the business.

53
Q

Disadvantages of off the job training.

A

Outside trainers are very expensive

Output of the trainee is lost

Trainees can copy bad behavior from the trainer.

54
Q

What are the benefits of corporation between mangers and the workforce?

A

Fewer days are lost as a result of strikes and other industrial actions

➯It would be much easier for managers to introduce change to the workforce, due to the fact that workers may be less resistant to change that can be introduced.

➯Agreement on more efficient operations will increase the competitiveness of the business.

55
Q

What are the benefits of collective bargaining.

A

Employers can negotiate with a trade union rather than individual workers. This saves time and prevents workers from feeling as though one individual has obtained better pay and conditions than others.

Unions could impose discipline on members who plan to take hasty industrial action that could disrupt a business. This makes industrial action less likely.

Business AS level 9609 (19 decks)

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