HR Flashcards
recruitment
the process of indetifying, attracting, and hiring candidates
job discription
broad and general statement about a job.
+ clarifies expectations of employees
- can become outdated if role/ skills change
person specification
skills/ qualifications needed for a job
+ assessing a candidate on their abilities related to the roles
- time consuming
job advertisment
info for job vacancies
+ can aim at wider audience
- recieve unwanted applications
internal recruitment
employees already in the business
+ helpe promote your best employees
- you are left with another gap to fill
external recruitment
employees from outside the business
+ adds fresh outlook to the business
- time comsuming/ expensive
selection
the process of picking and choosing the right candidates
application form
questions relevant for the bus to learn about candidates
+ applicant comparison is easier
- quick to judge
cv
short written summary of career, education, qualifactions
+ candidates who stand out
- harder to compare skills
testing
assessing candidates ability to perform tasks
+ avoid bias as test scores dont lie, minimize cost/ time
- may not be done properly
interviews
asking candidates questions
+ see communication and social skills
- may be bias from employer
work trial
comes into office to complete tasks to match the job
+ see if candidate can do the job/ is right
- taking time away from ur own role to supervise
references
managers can gain info about candidates
+ gain perspective on how they work
- a reference could lie
letter of application
a document sent within a cv when applying
+ outlines experience, skill, and knowledge
- unsuitable for creative roles
training
the teaching and learning of the technical knowledge needed for their job
on the job training
given training while working on a task
+ fast training with real experience
- training may be ineffective
off the job training
outside of the workplace but directly linked to the job
+ motivation and loyalty may go up
- newly trained employees may leave the business
induction training
training employees recieve when they first join it
+ settle quickly into the job
- people may leave straight after getting trained
academic training
related to students feild of work, uni
+ problem solving
- may be less chance of going into jobs
vocational training
skills needed for particular job/ profession
+ you can go straight into the job
- area of expertise is restricted
apprenticeship
on the job and classroom training
+ you can earn while u learn
- additional cost for bus as you pay for salary and training
appraisal
ant act of assessing something or someone. unbiased analysis of a business or organisation
managerial assessment
assessing managers performace in the company
+ creates space for communication
- mat have to fire managers if unsuccessful
peer assessment
evaluation of perfomance by employees
+ get another pov
- may be biased, conflict between employees
self assessment
employees review own performance
+ allows employees to focus on the thier skills
- biased, make themselves look better
360• assessment
anonymous views from employees
+ motivate employees to do better
- may be inacurate if not known very well
target setting
SMART targets
+ motivates employees
- takes time to set targets
redundancy
service of employee is no longer required (the job no longer exists) they have done nothing wrong
dismissal
an employee is asked to leave the workplace for misconduct or breach of company rules
fair dismissal
capacity - number of workers is not needed
conduct - bad hehaviour within the firm
redundancy - if their job no longer exist
other reason - capability/ performance (long term illness)
unfair dismissal
pregnancy - firing someone for being pregnant
trade union membership - improving wages/ working conditions
whistle blowing - someone reveals wrong doing in a bus to the public
procedure for dismissal
establish the facts -> inform employee -> discuss in a meeting -> decide appropriate actions
manager must give: 1 verbal warning, 2 written warnings, employee must know how to appeal
line relationships
relationship between managers and their subordinates
staff relationships
organisations efforts to make positive relationships with employees
span of control
number of sub-ordinates a manager is responsible for
authority
the power managers have to direct subordinates/ make decisions
responsibility
someone’s duty to perform or complete a task
centralisation
decision making is made by a few leaders at the top of an organisational structure
decentralisation
decision making is delegated by top management to middle and lower level managers/ employees
delegation
giving your work to someone below you/ subordinates
delayering
process of removing layers from a hierarchy to boost efficiency
hierarchal structure
a tall structure with lots of chains of command where communication goes up layer by layer with a narrow span of control
structure by function
employees are organised based on the function/ department they have
structure by product
organised in separate divisions each focusing on a different product that the business sells
structure by system
how certain activities are directed in order to achieve goals to make an end product
structure by matrix
the departments aren’t in involved with eachother they only communicate with the project manager
structure by division
grouping each function together based on either department, product, or location
tall structures
an organisational structure with lots of layers and a narrow span of control with a long chain of command
flat structures
organisational structure with fewer layers with a large span of control and small chain of command.
grevience
concern, problem or complaint and employee has about their work
workforce performance
a way for organisations to assess their employees and work processes in order to enhance productivity and profit
lateness + formula
total number of late arrivals/ total number of scheduled attendances x 100
high figures is lower motivation
low figures is high motivation
absenteeism + formula
total days absent a month/ total available working days in the month x100
high figures is more absence
low figures is less absence
labour turnover
number of leavers/ number of employees x100
high figures is lower motivation
low figures is low staff leaving
productivity HR
output / average number of employees
high figures is high amount of output, low figures is lower amount of output produced
holiday entitlement
the longer you work the more holiday you get
performance related pay
the better you performed the more pay you take home
- if sick you don’t get pay
- some staff don’t like putting themselves out
management
the process of dealing with or controlling things or people
functions of management
planning, organising, directing and, controlling
constraints of management
budgets, resources, staffing, training
leadership
the ability of an individual to influence and guide employees
trait theory Carlyle and Galton
traits are possessed and not developed > motivational, integrity, self confidence, creative, intelligent
Mcgregors X and Y
how managers view employees
theory x > need supervision abs external rewards (viewed lazy, no innitiative
theory y > can give them independence (viewed as creative, responsible)
blake and moulton
country club - more concerned about well-being of the team then the task in hand
authority - more concerned with tasks then well-being
impoverished - no concern for task or well-being
team - equal regard for both
middle - neither needs are met
tannerbuam and schmidt
leadership affecting relationships between leaders and employees
tell, sell, consult, participate
adair
elements needed for leadership situations
- achievement, team/ groups, individuals in groups
authoritarian managers
top down communication. hold onto as much power as possible
paternalistic managers
what is best for employees is why decisions are made
democratic managers
discussed in group but still up to managers
laissez-faire
leader has little input in everyday business decisions
managers have freedom to make decisions
trait theory
leadership is innate. all leaders have certain qualities
behavioural theory
behaviour of leaders. do they involve the team?
contingency theory
deciding which style is best for each situation. could also depend on employees
functional theory
behaviours of a group. leaders must balance elements
monetary motivation
financial motivation to encourage staff
commission, fringe benefits
non-monetary motivation
nothing to do with pay may encourage staff
team work, job rotation, quality circle
quality circle
group of employees who do the same job working together to help solve problems
job rotation
moving employees around
job enrichment
adding extra tasks that may be more challenging or give more responsibility
empowerment
higher levels of confidence improves performance
fringe benefits
additional benefits above salary eg company car
bonus
rewards for good performance
mcclelland motivation
achievement - strong needs to set and accomplish challenging goals, take risks, works alone
affiliation - belongs to group, liked, no high risks
power - controls/ influences others, competition, likes status
Herzberg
hygiene factors - bad working environment demotivates people but changing to hood hygiene will not increase motivation
motivation factors - add more benefits to employees like rewards
Maslow
hierarchy of needs
physiological > safety > social > esteem > self actualisation
depending on job you need something else to motivate you and work up the triangle
Vroom
expectancy - confidence to achieve task
valance - value of reward
v x e = force
equality act 2010
unlawful to discriminate on gender, age, religion, race etc
law related to issuing contracts
terms implied: trust between employees and business, employer provides safe environment, minimum wage
contractual terms
gives the employer and employer certain rights and obligations
minimum wage act
illegal for an employer to pay you minimum wage
health and safety at work act
employers must provide a safe workplace with properly trained staff who are protected
data protection act
personal data processed fairly and lawfully, cannot be kept for longer then it should and cannot be given our randomly
trade unions
organisations that protect and improve interest of its members by negotiating with employers on pay/ conditions
modern trade unions
bound by regulations. may not go on strike but use work to rule.
trade union congress
brings British unions together to make common policies to benefit employers
adv of trade unions
legal protection, know you’re rights, strength in numbers, negotiate on our behalf
disadv of trade unions
subscription, viewed as militant, must comply with trade unions if you do not agree
industrial action
collective bargaining: strikes, actions short of striking, work to rule, go slows, lock outs
ACAS advisory, conciliation, and arbitration services
advice for employees and employers > work w both parties
mediation
coming to an agreement without going to court
arbitration
when mediation fails a decision is made that is binding. for important points of law eg. dismissal
what is communication
interaction between employees and employers
- what you say, who your speaking to, how you say it
+ of clear communication
reduces mistakes and costs, belonging (maslow) increase motivation, improve decision making process and make it quicker and more efficient, communication between business and market increases sales
internal communication
between people in the same business
external communication
with people outside the business
one way communication
sender sends an order where the receiver does not reply
+easy to use, no pressure
- less reliable as can’t check message, frustrating
two way communication
sender and receiver communication information
+ receiver can gain clarification, more involved
- takes more time, info must be justified
formal communication
communication with agreed rules and procedure. induction process done when someone new joins a business.
e.g. answering call in phone centre
+ professional
- not everyone will follow
informal communication
no rules or regulations on how communication takes place. e.g language used, procedure for communication, how info is communicated. usually verbal.
+ can express emotions on topic
- may be taken wrong way
open communication
communication that everyone can understand. free of technical language. good for marketing to use clear simple messages. normally used for external stakeholders
+ potential customers can understand
- too simplified?
closed communication
internal language understood by those inside the business. technical language. no one outside the business understands. formal language relating to the business
+ motivates employees to learn something about the business
- all employees must understand the language
vertical communication
communication from management passed down to employees. communication between any different layers in the business. can also go up.
+ employees feel involved
- can take a long time to communicate between levels
horizontal communication
communication between people on the same level of the organisational structure.
+ understanding of department and what is happening
- conflict between departments?
wheel channel of communication
all communication flows around the leader. leader can be in touch with all aspects of the business. can demotivate employees
chain channel of communication
based on info passed up and down hierarchy. lower levels may feel uninvolved, messages take a long time to reach the top
circle network of communication
subordinates of the same level are communicating. communicate w people w similar levels of expertise
all channels network
each employee can speak to whoever they need to. no set route. fast for when something needs to go from top to bottom. motivating. hard when deciding who should be listened to
organisational culture
reflection of values within the company.
main components of organisational culture
vision, values, practices, people, narrative, place
vision - components of good organisational culture
in the mission statement. reached with aims and objectives.
values - components of good organisational culture
core principles of what the business believes
practices - components of good organisational culture
acting/ operating in way that matches values
people - components of good organisational culture
employing people who share these values
narrative - components of hood organisational culture
viewing the history of a business and its heritage
place - components of organisational culture
location. also what the workplace is like.
e.g. open plan officd
communication media
how the message is imported.
e.g. tv, noticeboard, face to face.
barriers to effective communication
technical - ability to receive communication
semantic - ability to understand communication
effectiveness - ability to act upon communication
additional barriers to effective communication
skill of the sender, ability of the receiver, body language, cultural differences
