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Business management > gg > Flashcards

gg Flashcards

1
Q

What is human resource management?

A

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

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2
Q

What is the Human Resources manager?

A
  • coordinates all the activities involved in acquiring, developing, maintaining and terminating employees from a business
  • take responsibility to ensure that the business is getting the best out of its employees
  • motivated employees are more likely to work hard
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3
Q

Definition of motivation

A
  • the willingness of a person to expand energy and effort in doing a job or task
  • motivation is what drives a person to apply individual effort over a substantial period of time
  • individual employees respond differently to various motivation techniques
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4
Q

What do high rates of motivation lead to?

A

results in increasing rates of productivity

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5
Q

What is Maslow’s hierarchy of needs?

A
  • hierarchy of five human needs
  • Maslow stated that the lower would be a motivator until it was satisfied
  • once the level is satisfied employee will move to the next level
  • suggests that businesses have to create work places that attempt to satisfy all the needs of employees
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6
Q

Maslow’s hierarchy of needs: list the 5 need - bottom to top

A
  1. physiological: basic pay and conditions
  2. safety and security: job security and safe workplace
  3. love and belongingness: strong relationships
  4. self esteem: recognition and responsibility
  5. self actualisation: achieving full potential
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7
Q

Maslow’s hierarchy of needs: lower order needs

A
  • more extrinsic motivators

- includes psychological and safety

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8
Q

Maslow’s hierarchy of needs: higher order needs

A
  • more intrinsic motivators

- belongingness , esteem and self actualisation

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9
Q

Maslow’s hierarchy of needs: how do managers use this theory?

A
  • implement strategies to satisfy the level employees are on
  • physiological: basic wage, good employment conditions
  • safety and security: exceeding OH&S laws, job security
  • love and belongingness: social gatherings, open work spaces
  • self esteem: promotion, recognition and rewards
  • self actualisation: challenging work
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10
Q

What is the goal setting theory (Locke and Latham)?

A
  • Locke and Latham found that goals can lead to motivation

- identifies five principles that should be applied when setting goals

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11
Q

Goal setting theory (Locke and Latham): what are the 5 principles?

A
  • specific
  • challenging
  • commitment
  • feedback
  • task complexity
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12
Q

Goal setting theory (Locke and Latham): principle - specific

A

specific so information is clear, allowing less room for error and individual interruption

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13
Q

Goal setting theory (Locke and Latham): principle - challenging

A

challenging as people exert more effort and try harder to obtain difficult goals

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14
Q

Goal setting theory (Locke and Latham): principle - commitment

A

must be commitment on part of the employee, a goal in which the employee has had some input is more likely serve as motivation

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15
Q

Goal setting theory (Locke and Latham): principle - feedback

A

feedback provides opportunities to recognise progress achieved, to make adjustments to goal if necessary and to ensure expectations are clear and realistic

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16
Q

Goal setting theory (Locke and Latham): principle - task complexity

A

goals should be challenging enough to motivate employees but not overwhelm them

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17
Q

What is the four drive theory (Lawrence and Nohria)

A

found that there are four key drives fundamental to all human behaviour

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18
Q

Four drive theory (Lawrence and Nohria): what are the four drives?

A
  • drive to acquire
  • drive to bond
  • drive to learn
  • drive to defend
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19
Q

Four drive theory (Lawrence and Nohria): drive to acquire

A
  • desire to own material goods
  • encompasses the desire for status, power and influence
  • based on ideas that people are ambitious which drives them to achieve
20
Q

Four drive theory (Lawrence and Nohria): drive to bond

A

includes the strong need to form relationships with other individuals and groups

21
Q

Four drive theory (Lawrence and Nohria): drive to learn

A
  • desire to satisfy our curiosity
  • to learn new skills
  • explore the world around us
22
Q

Four drive theory (Lawrence and Nohria): drive to defend

A
  • desire to remove threats to our safety and security
  • protect what we regard to as ‘ours’
  • can relate to job security where employee looks to fight for their position
23
Q

What are motivation strategies?

A

strategies the business uses to motivate employees towards business objectives

24
Q

Motivation strategies: performance related pay

A
  • financial reward where work the required standard or even above standard
  • 4 features
25
Q

Motivation strategies: performance related pay - 4 features

A
  1. individual employees performance is reviewed against or agreed objectives or performance standards
  2. employees are then sorted, acts to determine what the reward will be
  3. method of reward varies, usually cash or wage increase
  4. extrinsic motivator
26
Q

Motivation strategies: performance related pay comes from?

A
  • pay increase
  • bonuses
  • commissions
  • share plans
27
Q

Motivation strategies: performance related pay advantages

A
  • provides direct financial reward
  • can improve productivity levels
  • tangible way of recognising achievement
  • encourages goal not to be too hard
28
Q

Motivation strategies: performance related pay disadvantages

A
  • reduced equality in employees pay
  • generates a ‘performance’ culture
  • difficult to measure productivity levels in some jobs
  • danger of sacrificing safety and quality in order to increase quantity
29
Q

Motivation strategies: performance related pay short term motivator

A

possibility of more money motivating employees the short-term to work harder to achieve set standards

30
Q

Motivation strategies: career advancement

A

where an employee is given the opportunity to take on greater responsibility within the business

31
Q

Motivation strategies: career advancement benefits to the employee

A
  • increased pay
  • better self esteem
  • status
  • challenge and experience to employee
32
Q

Motivation strategies: career advancement advantages

A
  • helps business to retain talented employees
  • employees are rewarded for their past performances
  • business knows the values, skills and potential of the employees they are promoting
33
Q

Motivation strategies: career advancement disadvantages

A
  • may cause resentment from those over looked for promotion
  • lack of outside perspective brought into the business
  • may create rivalries
  • difficult to promote all employees
34
Q

Motivation strategies: career advancement short-term motivation

A

employees strive to take on the increased responsibility

35
Q

Motivation strategies: career advancement long-term motivation

A

employees may see the position they want to be in and set out a career path

36
Q

Motivation strategies: investment in training

A
  • employee learns and improves their skills so they can perform their job at a higher level
  • improved skills can motivate employees astray are able to perform their work to a higher standard
  • learning new things helps motivate employees
37
Q

Motivation strategies: investment in training advantages

A
  • shows the employees the business values them
  • can give a sense of job security to employees
  • helps build a strong learning culture
38
Q

Motivation strategies: investment in training disadvantages

A
  • often expensive
  • no guarantee the employees will stay with the business
  • training may be wasted if there aren’t sufficient jobs with higher skill level required
39
Q

Motivation strategies: investment in training long-term motivation for employees

A

an ongoing investment in training can lead to a learning environment

40
Q

Motivation strategies: support

A
  • individual assistance and services

- designed to help employees cope with problems that may negatively impact their lives or work performance

41
Q

Motivation strategies: support advantages

A
  • can improve mental wellbeing of employees
  • builds a strong culture
  • can be a long term motivator
42
Q

Motivation strategies: support disadvantages

A
  • needs a positive culture to work effectively
43
Q

Motivation strategies: support short-term motivator

A

helping employees complete tasks or helps them through a difficult time

44
Q

Motivation strategies: support long-term motivator

A

creates an environment where employee feels they belong

45
Q

motivation strategies: sanction

A
  • penalties imposed on an employee for poor performance or disobedience
  • based on fear for the employees
  • other employees may dear sanctions
46
Q

motivation strategies: sanction advantages

A
  • some employees respond to sanction
  • positive renforcement for employees that always do the right thing
  • may bring other employees inline with the policy through fear of sanction
47
Q

motivation strategies: sanction disadvantages

A
  • normally only a short term motivator
  • can cause resentment from employees
  • can cause disputes and union involvement

Business management (5 decks)

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