Chapter 30-32 Human Resources

Question 1

Taylor’s theory of Scientific Management

Answer 1

Workers are trained to use the most efficient method to maximise output. Output is monitored and workers are paid per item produced. Workers don’t think, managers do.

Question 2

Mayo’s Human Relations theory (Hawthorne experiments)

Answer 2

Morale and productivity are affected by recognition, teamwork, communication and feeling valued, not by the conditions in which people work

Question 3

Maslow’s Hierarchy of needs

Answer 3

Maslow believed that everyone is motivated by meeting their needs. He arranged needs in five layers where the lowest needs had to be met before the next level up could act as a motivator.

Question 4

Self-actualisation

Answer 4

The highest level of psychological development on Maslow’s Hierarchy of Needs, where personal potential is fully realised after basic bodily and ego needs have been fulfilled

Question 5

Herzberg’s two-factor theory

Answer 5

States that there are certain factors in the workplace that cause increased motivation while a separate set of factors cause dissatisfaction, all of which act independently of each other.

Question 6

Hygiene factors

Answer 6

Factors that cause dissatisfaction to workers (poor working conditions, lack of status, unsatisfactory wages, lack of job security, poor workplace relationships).

Question 7

Vroom, Porter & Lawler’s Expectancy theories

Answer 7

Assumes that people act in their own best interest if they believe that there is a worthwhile reward for the task, that working harder will result in getting the reward, and that there is a high likelihood of them being able to reach the level of performance required to get the reward.

Question 8

Valence

Answer 8

Workers believe that there is a worthwhile reward for the task.

Question 9

Instrumentality

Answer 9

Workers believe that working harder will result in them being rewarded.

Question 10

Expectancy

Answer 10

Workers believe there is a high likelihood of them reaching the level of performance required.

Question 11

Intrinsic rewards

Answer 11

The positive feelings that an individual receives from completing work well. E.g. pride and satisfaction.

Question 12

Extrinsic rewards

Answer 12

Rewards that come from outside the individual. E.g. material rewards such as pay increases and bonuses.

Question 13

Piece rate pay

Answer 13

Workers are paid for each item they produce or each task they complete

Question 14

Wages

Answer 14

A wage is payment made by an employer to an employee for work done in a specific period of time, usually earned per hour and paid per week.

Question 15

Salary

Answer 15

A salary is yearly payment made by an employer to an employee for work done, paid monthly in arrears.

Question 16

Profit-related pay

Answer 16

Links part of an employee’s pay to the profits of a company.

Question 17

Bonus schemes

Answer 17

Additional pay, on top of a salary, once a performance target has been reached.

Question 18

Fringe benefits

Answer 18

Forms of financial motivation other than pay. These include company cars, pension schemes, sickness benefits, subsidised meal and staff discounts.

Question 19

Job enrichment

Answer 19

Giving workers more control over the tasks they complete, and allowing workers to complete tasks that have a meaning, and are complete in themselves.

Question 20

Job enlargement

Answer 20

Increasing the number of tasks or responsibilities of a worker.

Question 21

Job design

Answer 21

The creation of job roles that suit the worker, which are of interest and challenging and allow them some decision-making.

Question 22

Empowerment

Answer 22

Giving workers the power to control their own jobs, make decisions and implement their own ideas.

Question 23

Consultation

Answer 23

Consultation is when an employer talks to and listens to employees opinions and takes their views into account when making decisions.

Question 24

Quality circles

Answer 24

Groups of workers that meet on a regular basis to discuss problems and offer solutions.

Question 25

Single status workplace

Answer 25

When all artificial barriers separating workers have been removed

Question 26

Management by objectives (MBO)

Answer 26

Management and workers negotiate and agree performance objectives and understand what they need to do to achieve them. It involves breaking down and subdividing the aims and targets of an organisation into targets and objectives for departments, managers and finally workers.

Question 27

McGregor’s Theory X managers

Answer 27

Theory X managers believe workers have little ambition, must be supervised, told what to do, are only motivated by money, do not want to be involved in decision-making and want to remain faceless and unknown to management.

Question 28

McGregor’s Theory Y managers

Answer 28

Theory Y managers believe workers are ambitious, seek more than financial satisfaction, will be more efficient if trusted to work on their own, want to contribute and want to be seen and noticed, rewarded and appreciated.

Question 29

Autocratic leadership

Answer 29

A leadership style characterised by individual control over all decisions and little input from group members.

Question 30

Paternalistic leadership

Answer 30

Paternalistic leadership refers to a style of management where the leader acts as a “father figure” towards employees, making decisions on their behalf and providing a high level of support and guidance.

Question 31

Democratic or participative leadership

Answer 31

The leader consults with subordinates in the decision-making process.

Question 32

Laissez-faire leadership

Answer 32

The leader has minimal input and subordinates are largely left to get on with their jobs.

Question 33

Bureaucratic leadership

Answer 33

Leaders focus on developing the specialisation of jobs and departments. They have a reliance on procedures and clearly marked status definitions within a hierarchical structure.

Question 34

Fiedler’s Contingency Theory

Answer 34

The effectiveness of the leader is based on two contingent factors; the personality of the leader (low lpc or high lpc) and the amount of control and influence over the situation.

Question 35

Task-orientated leaders

Answer 35

Managers who are motivated by the task itself, rather than the people they work with.

Question 36

Relationship-orientated leaders

Answer 36

Managers who are motivated by the people they work with, rather than the task itself.

Question 37

Wright & Taylor’s checklist

Answer 37

A checklist of questions to help managers improve their work performance by responding in different and appropriate ways in different situations.

Question 38

National minimum wage

Answer 38

A minimum wage is the lowest remuneration that employers can legally pay their employees

Question 39

Inward investment

Answer 39

An inward investment involves a foreign business either investing in or purchasing the goods of a local economy. It is foreign money that comes into the domestic economy.

Question 40

Discrimination

Answer 40

Discrimination means treating someone ‘less favourably’ than someone else, because of: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, or sexual orientation.

Question 41

Equal opportunities legislation

Answer 41

Equal opportunities is a term that refers to the concept of non-discrimination in employment, education, and business. Equal opportunities ensure equal treatment for all people, regardless of their background or personal characteristics.

Question 42

The Equality Act 2010

Answer 42

The Equality Act 2010 legally protects people from discrimination in the workplace and in wider society.

Question 43

Trade union

Answer 43

An organised association of workers formed to protect and further their rights and interests.

Question 44

Representation

Answer 44

When a trade union negotiates on behalf of, and defends the interests of their fellow employees as a union member.

Question 45

Collective bargaining

Answer 45

Collective bargaining is when a trade union negotiates with employers on behalf of all of union members aimed at agreements to regulate working salaries, working conditions, benefits, and other aspects of workers’ compensation and rights for workers.

Question 46

Overtime ban

Answer 46

A type of industrial action in which workers refuse to engage in overtime work, being any work that falls outside of contracted hours.

Question 47

Work to rule

Answer 47

When workers follow official working rules and hours exactly in order to reduce output and efficiency, especially as a form of industrial action.

Question 48

Strike

Answer 48

A type of industrial action where employees refuse to work.

Question 49

ACAS

Answer 49

The Advisory, Conciliation and Arbitration Service is a non-departmental public body of the Government of the United Kingdom. Its purpose is to improve organisations and working life through the promotion and facilitation of strong industrial relations practice.

Question 50

Conciliation

Answer 50

Conciliation is when the ACAS discusses a problem with an employee and the employer to try and find a solution to which both parties agree. Conciliation is voluntary and the ACAS does not have the power to force an employer to accept a solution.

Question 51

Arbitration

Answer 51

Arbitration is when the ACAS makes a firm decision on a dispute after considering all the issues. Both parties agree before-hand to accept their solution to the dispute.