component 1 definitons HR

Question 1

organisational design

Answer 1

process of aligning the structure of an organisation with its objectives

Question 2

span of control

Answer 2

number of subordinates that a manager has direct responsibility for

Question 3

heirarchy

Answer 3

ranking of workforce in terrms of importance and power

Question 4

chain of command

Answer 4

paths communication takes which orders or instructions are passed down

Question 5

centralisation

Answer 5

where decision making is kept at the top level of an organisational structure has a narrow span of control

Question 6

decentralisation

Answer 6

where decision making is spread through the organisation and is delegated to lower levels of the heirarchy

Question 7

delegation

Answer 7

assinment of authority for tasks and decisions to employees lower down the heirarchy

Question 8

empowerment

Answer 8

giving someone power, responsibility, auhority

Question 9

span of control

Answer 9

how many workers are directly responsible to a manager or supivisor high level of delegation span is often wide,narrower span - control is tight and centralised

Question 10

labour turnover

Answer 10

percentage of workforce that leave a business within a given period of time

Question 11

absenteeism

Answer 11

percentage of employees that are absent over a period of time

Question 12

labour productivity

Answer 12

measurment of efficiency within a business

Question 13

workforce planning

Answer 13

process of forecasting future staffing requirements, putting the right number of employees with the right skills and experience in the right jobs at the right time

Question 14

apprasial

Answer 14

act of assessing a workers performance in relation to their current targets and setting targets for the future and identifying any training needed

Question 15

training

Answer 15

process of developing an employees skills and knowledge in a workplace

Question 16

HRM

Answer 16

human resource managagment is a field of managment which deals with planning and organising and controlling the functions of ordering, devleoping and maintaining and utilising a labour force such thar organisational and individual goals are fufilled.

employees being viewed as a valuable respurce of a business that needs to be carefully selcected, trained , motivated and retained so that corporate objectives can be achieved.

Question 17

motivation

Answer 17

drive or desire within individuals to take action, achieve goals, and perform tasks effectively and efficiently in the workplace.

Question 18

taylors theory

Answer 18

people only work for money
workers can produce more output if responsibility for decision making and planning is removed
employees will do the minimum amount of work if not suoervised
main form of motivation is higher wages
small tasks using relitevely unskilled workers = efficient

Question 19

mayo and hawthorne

Answer 19

motibation at work promoted by-
better teamwork
better communication
involvment in decision making
ensuring wellbeing of others
making work intersting and non repetitive
environment-lighting and humidity
employee arrangment e.g., breaks, hours
people dont just work for moenu
recognition and feeeling valued

Question 20

maslows heirarchy

Answer 20

physiological
saftey/security
social needs
esteem needs
self- actualisation

Question 21

porter and lawlers

Answer 21

intrinsic rewards- positive feelings that individual experiencrs from coompleting a task- pride/reward/satisfaction- inportance of job content

extrinsic- rewards from outside indivifual- material rewards, bonuses / pay increases

Question 22

job enlargment

Answer 22

increasing number of tasks completed by employee

Question 23

job enrichment

Answer 23

giving employees more control over the tasks they complete

Question 24

job design

Answer 24

job should incude tasks that are of interest to the employee and challenging allowing for decision making

Question 25

empowerment

Answer 25

giving employees power to control their own jobs makr decisions and impliment own ideas

Question 26

quality circles

Answer 26

groups of employees meet on a regular basis to discuss problems and offer solutions

Question 27

managers

Answer 27

process of planning, organizing, coordinating, and controlling resources, activities, and people within an organization to achieve its goals efficiently and effectively.

Question 28

leadership

Answer 28

process of guiding and directing a team or organization towards achieving its objectives by providing vision, direction, and motivation while effectively managing resources and fostering collaboration.

Question 29

mc gregor theory x manager

Answer 29

assmes- workers mmust be suoervised or quality/quantity will fall - workers will only respect a type of manager that tells them what to do with complete authority - money is the only motivator -workers dont want to be involved in decision making -workers want to remain faceless to managent workers have little ambition - links to taylor and vroom

Question 30

mc gregor theory y

Answer 30

asumes- workers cant be motvated by money alone seek more than financial satisfaction -workers are ambitiois, willing to train and contribute ti chances of promotion workers will be more efficeient when left to own devises- trust breeds responsibility - workerd want to contribute to improving effeicency, want to be seen/ noticed, rewarded amd appreciated by managment agrees with mayo, maslow and herzberg

Question 31

autocratic leadership

Answer 31

this type of leader gives orders which are to be obeyed without question- theory x manager no time for consideratiion of maszlows heirchary of needs can be effective when rapid restrictiring is required, to be effective relys on - strict heirarchy structure, no employee involvement in decision making - fw taylor style - strict control -decisins top of heirarchy

Question 32

paternalistic leadership

Answer 32

leaders/managers make all decisoons, no employee involvemnt but may attempt to persuade employees decisoon making is made in best interest of welfare of employees abd may consult them before a decision related to mayos work on human relations and some of maslows needs

Question 33

democratic/participative leadership

Answer 33

consults subordinates in decision making process, subordinates are involved with managers in designing their jobs and tasks involved, communicate effecitvely with employeees in order to consult and recieve feedback can make workforce more motvated and commited to organisation and promote creativity snd better decisions delegation is common - maslow herzberg mccgregor theory y

Question 34

laissez- faire

Answer 34

leader has minimal input and subordinates are largely left to get on with their jobs minimum guidence is given workers can loose motivaton and can be uncommited to work

Question 35

bureaucratic leadership

Answer 35

- clearly defined rigid anf complex rules/procedures - usually heirarchal structure -centralised decision making - tightly frfined job descriptiond e.g., civil servicegovernemt/local governement each employee knoes percisely their duties tasks performed alot wuicker and more efficientlu.

Question 36

fiedlers cintingency model

Question 37

wright and taylor

Question 38

contract of employment

Answer 38

legal document signed by employer and employee outlining terms and conditions of employment e.g., working hours, pay, holidays, job duties. if either party breaks contract liable to legal action

Question 39

health and saftey act

Answer 39

1974- ensure employees have safe working conditions and acess to saftey equipement and saftey training if needed

Question 40

minimum wage

Answer 40

least amount of money a business can pay workers to do a job.2016- living wage introduced 23+. minimum wage changes refelect changes in inflation and cost of living.

Question 41

dismissal

Answer 41

termination of an employees contract by their employer

Question 42

harassment

Answer 42

unwanted behaviour linked to a protected characteristic that violates someones dignity or cretes an offensive environment for them

Question 43

direct discrimination

Answer 43

Treating Someone with a protected characteristic less favourably than others

Question 44

Indirect discrimination

Answer 44

Putting rules or arrangements in place that apply to everyone but that put someone with a protected characteristic at an unfair disadvantage

Question 45

victimisation

Answer 45

Treating someone unfairly because they have complained about discrimination or harassment

Question 46

Trade union

Answer 46

Organisations that represent its members against decisions and working arrangements made by employers. Also provide services such as legal cover and different types of insurances. Titanians use collective bargaining to make employees more powerful by acting together

Question 47

Flexible working

Answer 47

An employee on flexible hours has an agreed number of Walking hours. Made up of court hours that must be worked the remainder of the contracted hours can be worked on a flexible basis

Question 48

Multi skilling

Answer 48

This involves businesses training their workforce to be able to work effectively across a wide range of skills

Question 49

Job sharing

Answer 49

The splitting of an existing job to enable people to share it

Question 50

Part time employment

Answer 50

During busy. Employees are employed to meet the needs of the employer at quieter times the court full time staff are sufficient. Clearly this has a cost saving implication

Question 51

Home working

Answer 51

A good PC and broadband connexion can mean that many tasks can be fulfilled by working at home

Question 52

Zero hour contract

Answer 52

This type of contract means that the employee has to be available for work but is not guaranteed any work

Question 53

Hot desking

Answer 53

Hotdesking means that an employer has no fixed work space within an office environment

Question 54

Temporary employment

Answer 54

Employment for a specific. Time for example six months took a cover maternity leave

Question 55

Workforce planning

Answer 55

Ensuring that there will be the right number of workers, with the right skills, doing the right jobs at the right time in the right place

Question 56

work trials

Answer 56

I walked throughout is a way of Trying out a potential employee before offering them a job. They are the ultimate extended interview

Question 57

Job analysis

Answer 57

The process that identifies and determines in detail and the particular duties and requirements of the job and also what the position requires in terms of knowledge skills And experience

Question 58

Person specification

Answer 58

A profile of persons suited for a job. Type of person an employer is looking for

Question 59

Aptitude and ability test

Answer 59

Aptitude and ability test can take a variety of forms and are designed to test the ability of the candidate to complete the core tasks of the job

Question 60

Personality tests/ psychometric testing

Answer 60

A psychometric test is a way of assessing a person's personality in a measured unstructured way

Question 61

Induction

Answer 61

Induction involves introducing a new employee to the workplace. They will become familiar with the administrative Systems of the employer and be introduced to work colleagues and the direct line of management

Question 62

Apprenticeships

Answer 62

And partnerships are formal agreements between an employer and an employee that commits the employer to facilitate training and workplace experience For the employee. Need to recognise call qualification that is accepted throughout the relevant industry. All apprentices are paid a wage which is dependent on age

Question 63

Retraining

Answer 63

Training is an ongoing process. Often need to be retrained to cope with the changing working environment

Question 64

Appraisal

Answer 64

A process of assessing the effectiveness of an employee

Question 65

Self assessment

Answer 65

Self assessment is the process of having the employee critically reflect on their own performance, record their progress, suggesting targets for the future

Question 66

Peer assessment

Answer 66

Peer assessment refers to the process of having employees of similar level of responsibility critically comment upon the performance of a co-worker and perhaps suggest methods of improvement

Question 67

360 degree appraisal

Answer 67

Involved the appraised staff member receiving feedback from people whose views are considered helpful and relevant

Question 68

Labour productivity

Answer 68

Labour productivity is a measurement of the output per employees. Important measure of the efficiency of the workplace

Question 69

Workforce performance

Answer 69

Measuring the effectiveness of the workforce. When managers examine workforce performance they are examining the effectiveness of human resource management policies

Question 70

Absenteeism rates

Answer 70

Measures how many employees miss work as a percentage of the total number of employees

Question 71

Labour turnover

Answer 71

Measures the rates at which employees leave a firm

Question 72

Organisational structures

Answer 72

An organisation structure is the way in which the business is arranged to carry out its activities

Question 73

Independent structure

Answer 73

An independent structure exists when the organisation does not have an obvious structure this is the common case for professional practises such as lawyers doctors and accountants where members operate as a team

Question 74

Matrix structure

Answer 74

Often used when cross functional teams are created to run a project. May come from different disciplines. The sizes getting people with particular specialist skills together into project teams

Question 75

Entrepreneurial structure

Answer 75

Exist when a few key workers at the Core of the business make all major decisions. Usually in smokers and says this will be the owner or the entrepreneur that is a workload issue for the decision makers and the responsibility for many tasks will fall to them

Question 76

Tall organisation

Answer 76

Has a long chain of command many levels of the hierarchy and narrow spans of control leading to a close control over employees

Question 77

A flat organisation

Answer 77

A short chain of command a few levels of the hierarchy and wide sponsor control leading to employees operating with more independence

Question 78

Downsizing

Answer 78

When a business closes down or merges aspects of their operations in order to reduce costs and remain competitive in the marketplace

Question 79

Non financial motivation

Answer 79

The use of non-financial methods on medication demonstrates attempts by employers To apply the ideas behind the theories of the likes of Mayo, Maslow and Herzberg

Question 80

fiedlers Contingency model

Answer 80

The model states that there is no one best way of leadership. Leaders effectiveness is based on the situation as a result of the two factors: leadership style and situational control