Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

business a level > HR > Flashcards

HR Flashcards

1
Q

recruitment

A

the process of indetifying, attracting, and hiring candidates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

job discription

A

broad and general statement about a job.
+ clarifies expectations of employees
- can become outdated if role/ skills change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

person specification

A

skills/ qualifications needed for a job
+ assessing a candidate on their abilities related to the roles
- time consuming

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

job advertisment

A

info for job vacancies
+ can aim at wider audience
- recieve unwanted applications

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

internal recruitment

A

employees already in the business
+ helpe promote your best employees
- you are left with another gap to fill

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

external recruitment

A

employees from outside the business
+ adds fresh outlook to the business
- time comsuming/ expensive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

selection

A

the process of picking and choosing the right candidates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

application form

A

questions relevant for the bus to learn about candidates
+ applicant comparison is easier
- quick to judge

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

cv

A

short written summary of career, education, qualifactions
+ candidates who stand out
- harder to compare skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

testing

A

assessing candidates ability to perform tasks
+ avoid bias as test scores dont lie, minimize cost/ time
- may not be done properly

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

interviews

A

asking candidates questions
+ see communication and social skills
- may be bias from employer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

work trial

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

references

A

managers can gain info about candidates
+ gain perspective on how they work
- a reference could lie

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

letter of application

A

a document sent within a cv when applying
+ outlines experience, skill, and knowledge
- unsuitable for creative roles

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

training

A

the teaching and learning of the technical knowledge needed for their job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

on the job training

A

given training while working on a task
+ fast training with real experience
- training may be ineffective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

off the job training

A

outside of the workplace but directly linked to the job
+ motivation and loyalty may go up
- newly trained employees may leave the business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

induction training

A

training employees recieve when they first join it
+ settle quickly into the job
- people may leave straight after getting trained

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

academic training

A

related to students feild of work, uni
+ problem solving
- may be less chance of going into jobs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

vocational training

A

skills needed for particular job/ profession
+ you can go straight into the job
- area of expertise is restricted

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

apprenticeship

A

on the job and classroom training
+ you can earn while u learn
- additional cost for bus as you pay for salary and training

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

appraisal

A

ant act of assessing something or someone. unbiased analysis of a business or organisation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

managerial assessment

A

assessing managers performace in the company
+ creates space for communication
- mat have to fire managers if unsuccessful

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

peer assessment

A

evaluation of perfomance by employees
+ get another pov
- may be biased, conflict between employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

self assessment

A

employees review own performance
+ allows employees to focus on the thier skills
- biased, make themselves look better

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

360• assessment

A

anonymous views from employees
+ motivate employees to do better
- may be inacurate if not known very well

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

target setting

A

SMART targets
+ motivates employees
- takes time to set targets

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

redundancy

A

service of employee is no longer required (the job no longer exists) they have done nothing wrong

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

dismissal

A

an employee is asked to leave the workplace for misconduct or breach of company rules

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

fair dismissal

A

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)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

unfair dismissal

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

procedure for dismissal

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

line relationships

A

relationship between managers and their subordinates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

staff relationships

A

organisations efforts to make positive relationships with employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

span of control

A

number of sub-ordinates a manager is responsible for

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

authority

A

the power managers have to direct subordinates/ make decisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

responsibility

A

someone’s duty to perform or complete a task

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

centralisation

A

decision making is made by a few leaders at the top of an organisational structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

decentralisation

A

decision making is delegated by top management to middle and lower level managers/ employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

delegation

A

giving your work to someone below you/ subordinates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

delayering

A

process of removing layers from a hierarchy to boost efficiency

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

hierarchal structure

A

a tall structure with lots of chains of command where communication goes up layer by layer with a narrow span of control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

structure by function

A

employees are organised based on the function/ department they have

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

structure by product

A

organised in separate divisions each focusing on a different product that the business sells

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

structure by system

A

how certain activities are directed in order to achieve goals to make an end product

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

structure by matrix

A

the departments aren’t in involved with eachother they only communicate with the project manager

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

structure by division

A

grouping each function together based on either department, product, or location

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

tall structures

A

an organisational structure with lots of layers and a narrow span of control with a long chain of command

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

flat structures

A

organisational structure with fewer layers with a large span of control and small chain of command.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

grevience

A

concern, problem or complaint and employee has about their work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

workforce performance

A

a way for organisations to assess their employees and work processes in order to enhance productivity and profit

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

lateness + formula

A

total number of late arrivals/ total number of scheduled attendances x 100
high figures is lower motivation
low figures is high motivation

53
Q

absenteeism + formula

A

total days absent a month/ total available working days in the month x100
high figures is more absence
low figures is less absence

54
Q

labour turnover

A

number of leavers/ number of employees x100
high figures is lower motivation
low figures is low staff leaving

55
Q

productivity HR

A

output / average number of employees

high figures is high amount of output, low figures is lower amount of output produced

56
Q

holiday entitlement

A

the longer you work the more holiday you get

57
Q

performance related pay

A

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
58
Q

management

A

the process of dealing with or controlling things or people

59
Q

functions of management

A

planning, organising, directing and, controlling

60
Q

constraints of management

A

budgets, resources, staffing, training

61
Q

leadership

A

the ability of an individual to influence and guide employees

62
Q

trait theory Carlyle and Galton

A

traits are possessed and not developed > motivational, integrity, self confidence, creative, intelligent

63
Q

Mcgregors X and Y

A

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)

64
Q

blake and moulton

A

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

65
Q

tannerbuam and schmidt

A

leadership affecting relationships between leaders and employees
tell, sell, consult, participate

66
Q

adair

A

elements needed for leadership situations

- achievement, team/ groups, individuals in groups

67
Q

authoritarian managers

A

top down communication. hold onto as much power as possible

68
Q

paternalistic managers

A

what is best for employees is why decisions are made

69
Q

democratic managers

A

discussed in group but still up to managers

70
Q

laissez-faire

A

leader has little input in everyday business decisions

managers have freedom to make decisions

71
Q

trait theory

A

leadership is innate. all leaders have certain qualities

72
Q

behavioural theory

A

behaviour of leaders. do they involve the team?

73
Q

contingency theory

A

deciding which style is best for each situation. could also depend on employees

74
Q

functional theory

A

behaviours of a group. leaders must balance elements

75
Q

monetary motivation

A

financial motivation to encourage staff

commission, fringe benefits

76
Q

non-monetary motivation

A

nothing to do with pay may encourage staff

team work, job rotation, quality circle

77
Q

quality circle

A

group of employees who do the same job working together to help solve problems

78
Q

job rotation

A

moving employees around

79
Q

job enrichment

A

adding extra tasks that may be more challenging or give more responsibility

80
Q

empowerment

A

higher levels of confidence improves performance

81
Q

fringe benefits

A

additional benefits above salary eg company car

82
Q

bonus

A

rewards for good performance

83
Q

mcclelland motivation

A

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

84
Q

Herzberg

A

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

85
Q

Maslow

A

hierarchy of needs
physiological > safety > social > esteem > self actualisation
depending on job you need something else to motivate you and work up the triangle

86
Q

Vroom

A

expectancy - confidence to achieve task
valance - value of reward
v x e = force

87
Q

equality act 2010

A

unlawful to discriminate on gender, age, religion, race etc

88
Q

law related to issuing contracts

A

terms implied: trust between employees and business, employer provides safe environment, minimum wage

89
Q

contractual terms

A

gives the employer and employer certain rights and obligations

90
Q

minimum wage act

A

illegal for an employer to pay you minimum wage

91
Q

health and safety at work act

A

employers must provide a safe workplace with properly trained staff who are protected

92
Q

data protection act

A

personal data processed fairly and lawfully, cannot be kept for longer then it should and cannot be given our randomly

93
Q

trade unions

A

organisations that protect and improve interest of its members by negotiating with employers on pay/ conditions

94
Q

modern trade unions

A

bound by regulations. may not go on strike but use work to rule.

95
Q

trade union congress

A

brings British unions together to make common policies to benefit employers

96
Q

adv of trade unions

A

legal protection, know you’re rights, strength in numbers, negotiate on our behalf

97
Q

disadv of trade unions

A

subscription, viewed as militant, must comply with trade unions if you do not agree

98
Q

industrial action

A

collective bargaining: strikes, actions short of striking, work to rule, go slows, lock outs

99
Q

ACAS advisory, conciliation, and arbitration services

A

advice for employees and employers > work w both parties

100
Q

mediation

A

coming to an agreement without going to court

101
Q

arbitration

A

when mediation fails a decision is made that is binding. for important points of law eg. dismissal

102
Q

what is communication

A

interaction between employees and employers
- what you say, who your speaking to, how you say it

103
Q

+ of clear communication

A

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

104
Q

internal communication

A

between people in the same business

105
Q

external communication

A

with people outside the business

106
Q

one way communication

A

sender sends an order where the receiver does not reply
+easy to use, no pressure
- less reliable as can’t check message, frustrating

107
Q

two way communication

A

sender and receiver communication information
+ receiver can gain clarification, more involved
- takes more time, info must be justified

108
Q

formal communication

A

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

109
Q

informal communication

A

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

110
Q

open communication

A

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?

111
Q

closed communication

A

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

112
Q

vertical communication

A

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

113
Q

horizontal communication

A

communication between people on the same level of the organisational structure.
+ understanding of department and what is happening
- conflict between departments?

114
Q

wheel channel of communication

A

all communication flows around the leader. leader can be in touch with all aspects of the business. can demotivate employees

115
Q

chain channel of communication

A

based on info passed up and down hierarchy. lower levels may feel uninvolved, messages take a long time to reach the top

116
Q

circle network of communication

A

subordinates of the same level are communicating. communicate w people w similar levels of expertise

117
Q

all channels network

A

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

118
Q

organisational culture

A

reflection of values within the company.

119
Q

main components of organisational culture

A

vision, values, practices, people, narrative, place

120
Q

vision - components of good organisational culture

A

in the mission statement. reached with aims and objectives.

121
Q

values - components of good organisational culture

A

core principles of what the business believes

122
Q

practices - components of good organisational culture

A

acting/ operating in way that matches values

123
Q

people - components of good organisational culture

A

employing people who share these values

124
Q

narrative - components of hood organisational culture

A

viewing the history of a business and its heritage

125
Q

place - components of organisational culture

A

location. also what the workplace is like.
e.g. open plan officd

126
Q

communication media

A

how the message is imported.
e.g. tv, noticeboard, face to face.

127
Q

barriers to effective communication

A

technical - ability to receive communication
semantic - ability to understand communication
effectiveness - ability to act upon communication

128
Q

additional barriers to effective communication

A

skill of the sender, ability of the receiver, body language, cultural differences

business a level (7 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions