HR Flashcards
1
Q
What is workforce performance?
A
How well employees are carrying out their duties and tasks.
2
Q
What is absenteeism?
A
The proportion of employees not at work on a given day. 40 million work days are lost annually in the UK.
3
Q
What do high levels of absenteeism indicate?
A
-Demotivated staff.
-Increases costs and can lead to poorer quality service or products.
4
Q
How to calculate absenteeism?
A
-Multiply number of workers by the typical working days in a year.
-Divide the number of sick days by this number.
5
Q
What is labour productivity?
A
A measure of output per worker
6
Q
How to calculate labour productivity?
A
output per time / number of employees.
7
Q
What does high productivity mean?
A
-Lower costs per unit.
8
Q
What is labour turnover?
A
The proportion of employees leaving a business over a period of time - usually a year.
9
Q
Why does labour turnover occur?
A
-Retirement, illness.
-Seasonal turnover.
-Varies on industry and geographically.
-Hospitality and retail have high turnovers.
10
Q
How to calculate labour turnover?
A
(Number of staff leaving / average number of staff employed) x 100
11
Q
Why is workforce performance important?
A
-Shows effectiveness of HR policies.
-Indicates problems with pay and working conditions.
-This helps to put strategies in place.
12
Q
What are internal factors that can affect workforce performance?
A
Demotivation, poor pay and working conditions, changes to production method, redundancy.
13
Q
What are external factors that can affect workforce performance?
A
-Economic condition.
-Competitor action.
-Local transport links to other jobs.
14
Q
impact of workforce performance on stakeholders?
A
Owners/shareholder- efficiency is linked to profitability.
Customers- increase/decrease in quality and satisfaction.
Employees- High absenteeism means increased pressure and stress for remaining employees.
Managers- accountability.
Suppliers- more/less orders.
15
Q
What is training?
A
developing the skills, experience, and knowledge employees need to perform their jobs or improve their performance
16
Q
Why is training workers important?
A
-Motivation.
-Customers get better quality.
-Workers can reach full potential.
-Retain high quality staff.
-Staff are more flexible to change.
-Attracts potential employees.
17
Q
What is induction training?
A
Training given to new employees when they first start a job, to familiarise them with colleagues and the production methods, so they are more comfortable.
18
Q
What is on the job training?
A
Training at the workplace that lets the employee learn by doing or by watching others for a while and then imitating them.
-Mentoring, gradual training schemes, job rotation.
19
Q
Advantages of on the job?
A
Cost effective. Allows for usual work to continue and existing equipment to be used. Specific to the business.
20
Q
Disadvantages of on the job?
A
Training may be provided by an inexperienced trainer. Can disrupt usual routine. No qualification.
21
Q
What is off the job training?
A
Training that takes place away from the workplace.
-University and college courses, online courses, external training providers.
22
Q
Advantages of off the job?
A
- Delivered by experts and specialists
- Qualifications gained
- Output not affected by mistakes
- No distractions
23
Q
Disadvantages of off the job?
A
- May not apply for exact role
- Lost working hours
- May take time to organise
- No output produced
- Cost of course and travel.
24
Q
What are apprenticeships?
A
A formal agreement for an employer to facilitate training and the workplace experience.
-Employees get a recognised qualification and a wage.
-Good for a business to gain low level motivated staff.
-But can be misused, businesses use cheap labour.
25
Impact of training on stakeholders?
-New employees feel comfortable and motivated.
-Employees feel motivated.
-Better quality services for customers.
-Productivity can enhance profits.
-Can be expensive for a business and they may lose staff who gain new skills.
26
What is the recruitment process?
Job analysis - job description - person spec - job advert - shortlisting - interview - job offer.
27
What is internal recuitment?
filling a vacant post with someone already employed in the business
28
Advantages of internal recruitment?
* Boosts employee morale
* Reduces risk for the firm
* Lowers costs of both recruitment and training
29
Disadvantages of internal recruitment?
- Applicants are drawn from a limited pool so the business may not hire the best person for the job
- Promoting one employee creates a vacancy in their old post
- Organisation misses out on bringing fresh, new ideas and skills into the business
- Employees can resent fellow colleagues being promoted over them, causing conflict and making relationships strained
30
What is external recruitment?
External recruitment is when a vacancy is filled by someone who is not an existing employee and will be new to the business.
31
Advantages of external recruitment?
1. New skills and ideas brought to company to improve
2. More experience in position in previous company.
3. Avoids conflict amongst employees.
32
Disadvantages of external recruitment?
1. Will not know existing teams or employees
2. Will not have specialised knowledge of industry of clients
3. Cost on job adverts
33
What is job analysis?
a purposeful, systematic process for collecting information on the important work-related aspects of a job
34
What is a job description?
a written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job
35
What is a person specification?
A profile of the type of person needed for a job - their skills and qualities.
36
Selecting employees: interview?
-Can see a applicant's personality and how they act under pressure.
-The candidate can find out about the job.
-Interviews are time consuming so can only be done after shortlisting.
37
Selecting employees: work trails?
-An extended interview that can last up to 30 days.
-See them in the working environment.
-Introduced to the tasks of the job.
-Time consuming.
38
Selecting employees: testing?
-Applicants compete a range of written tests to assess qualities and key skills.
-Aptitude tests, psychometric tests.
-Can create anxiety which could eliminate some suitable candidates.
39
Selecting employees: selection activities?
-Activities to test candidates key skills such as teamwork or presenting information.
-Greater level of detail on candidates but are expensive to administrate.
40
Selecting employees: telephone interview?
-Asked questions but over the phone.
-By larger businesses.
-Time and cost effective, tests verbal communication.
41
Impact of recruitment on stakeholder?
Customers- motivated staff provide high quality product/service.
Employees- more motivated if all workers are heading towards the same goal.
Owners- can enhance profits.
Local community- hire local people, multiplier effect.
Government- wants more employment because of more income tax.
42
What is an appraisal?
The evaluation of an employee's performance over a period of time by reviewing and setting new targets.
43
What are the types of appraisals?
Superior's, 360 degree feedback, peer assessment, self assessment.
44
What is a superior's appraisal?
-The most common.
-The employee's direct line manager conducts the appraisal.
45
What is peer assesment?
An individual is assessed by their fellow employees & this info is then used in an interview by the employee's line manager.
-Can be less critical and is useful when a large number need appraising.
46
What is self assesment?
> Employees give feedback on their own performance.
> Complete a self-appraisal form & rate themselves & identify future aspirations, accomplishments & training needs.
47
What is 360 degree feedback?
a performance appraisal process in which feedback is obtained from the boss, subordinates, peers and coworkers, and the employees themselves.
-Useful for getting the full picture.
48
Why are appraisals important?
-Employee reward and recognition.
-Clear objectives.
-Culture of trust and openness.
-Support and training.
49
Benefits of appraisals?
-Can improve employee's importance.
-Identifies were training is needed.
-Career growth and employees are clear on their targets.
-Motivation.
-Provides basis for pay increase.
50
Drawbacks of appraisals?
-Can cause tension and stress.
-Prone to bias and favouritism.
-Contrast error can occur= when performance is compared to past, worse than past but still above target.
-Sampling error if a small sample of work is used.
-Difficult in jobs where performance naturally varies.
51
What is the HR function?
The department that handles the employees of the business.
52
What is a flexible workforce?
A workforce that can respond, in quantity and type, to changes in market demand
53
Flexible hours?
-Workers have core hours that they must work at specific times, but the rest of their hours then can work whenever.
-Can match demand in the core hours but also cater for the employee's personal needs.
-However, if given too much flexibility, there may not be sufficient staff at one time.
54
Home working?
-Part or all of the job can be fulfilled at home.
-Reduces overhead costs of the business and the worker may be more productive at home.
-Saves time and cost for communicating.
55
Part time working?
-Less than 35 hours a week.
-Hours can be tailored to suit times of higher demand.
-However, more to train and recruit, so these costs are higher.
56
Temporary working?
-employee works for a short period of time for an employer, sometimes on a short-term contract or seasonally.
-Offers less career security and it takes time for them to get used to the business.
57
Job sharing?
-To share the responsibilities and duties of a single full time job with one or more other employees.
-Professional workers can continue working, whereas they may have otherwise taken a career break.
-Keeps expertise of valuable staff.
-However, more employees to manage and there must be flawless communication.
58
Multiskilling?
-Training employees in several skills so they can do different jobs in the business.
-Can cover different roles.
-Needs to be good training so they are efficient.
-More adaptable and motivated workforce.
59
Zero hour contracts?
-A contract that does not guarantee any particular number of hours' work.
-Is called to work when demand requires it.
-Reduces costs, but may become demotivated and undervalued.
60
Hot desking?
-a policy of sharing desks in an office, so people sit at whichever desk is free on a particular day.
-Saves resources as members who are not in do not take up office space.
-Poor management of schedules mean not enough workspace.
61
What are the specific impacts on new technology in the workplace?
-Manufacturing has sped up.
-Fewer errors.
-More flexible working.
-More emphasis on tertiary sector jobs.
62
Advantages of new technology?
-Increased productivity.
-Increased flexibility which helps motivate and increase job satisfaction.
63
Disadvantages of new technology?
-Technology can be unreliable which disrupts production.
-More difficult to monitor and evaluate performance of employees.
-Redundancy as machinery replaces workers.
64
Benefits to employees of changing work practices?
-Can work around personal commitments.
-Save time, money and stress.
65
Drawbacks to employees of changing work practices?
-Hard to evaluate performance so may not get bonus that are deserved.
-Workers on temporary/part time may not be as valued.
-Workers can have less career security.
66
Benefits to a business of changing work practices?
-Can respond to rises/falls of demand.
-Temporary and zero hour workers are cheaper to employee.
-A more flexible workforce is more efficient so productivity improves.
-More motivation.
67
Drawbacks to a business of changing work practices?
-Temporary workers are less committed and loyal.
-harder to manage performance/productivity.
-Workers may feel isolated and may leave.
68
What is workforce planning?
the process of predicting an organization's future employment needs and the availability of current employees and external hires to meet those employment needs and execute the organization's business strategy. This makes sure the business will have employees with the right skills, in the right place at the right time.
69
What are long term staffing problems caused by?
-Staff loss, retirement and promotion.
-Changes in population, government policy, competitor actions, unemployment.W
70
What are the components of a workforce plan?
-How many workers are needed and with what skills.
-The estimated cost and who needs training.
-Where workers will be.
-the balance between full and part time.
71
Benefits of workforce planning?
- Gaps in the current workforce can be identified
- Relevant training can be given to upgrade the skills of existing staff
- Managers can prepare and plan for changes rather than react to them
- Avoids overstaffing/the employment of surplus staff
- Can decrease the organisation's costs through outsourcing and sub-contracting
- Allows the business to prepare for periods of significant change (e.g. restructuring and growth)
- Staffing forecasts can be carried out
72
Drawbacks of workforce planning?
-May not be carried out effectively.
-The plan may not be flexible to external changes.
-May not be detailed enough to make effective decisions.
73
Why is workforce planning important?
-Ensures future consumer demand can be met so the business remains competitive.
-The right skills mean the products will have the best quality.
74
What are employee relations?
activities designed to build sound relationships between an organization and its employees; critical in fostering positive attitudes and behavior of employees as ambassadors of the organization
75
Contract of employment?
A written agreement between an employer and an employee in which each has certain obligations.
-Employers must provide within 12 weeks.
-Both sides must stick to the contract until it ends.
-Protects the employees as well as the law.
76
Health and safety?
-A legal obligation to provide a safe working environment and be train employees in the risks of their jobs.
77
What must employees provide in dismissal?
-Provide a valid reason.
-Act reasonably.
-Not dismiss someone for something they let others do.
-Fully investigate the situation.
-Not treat part time workers less favourably.
78
What rights do workers have at dismissal?
If you have worked for 2 years, you are entitled to ask for a full written statement and employers must provide this.
79
Minimum wage?
-a minimum price that an employer can pay a worker for an hour of labour
-National Living Wage is for above 23 years old.
80
What are the protected characteristics?
Age
Disability
Gender reassignment
Marriage and civil partnership
Pregnancy and maternity
Race
Religion and belief
Sex
Sexual orientation
81
What is the 2010 Equality act?
a law that bans unfair treatment and helps achieve equal opportunities in society
82
What is direct discrimination?
treating someone less favourably because of their characteristics
83
What is indirect discrimination?
when an organisation's practices , policies or rules have a worse effect on some people than others.
84
What is harrassment?
unwanted remarks or actions that cause a person emotional or physical harm
85
What is victimisation?
To punish or treat a person less favourably because that person has asserted his/her rights
86
What does the equality act apply to?
Recruitment, dismissal, discipline, promotion and training, pay and benefits.
87
What are the benefits of equal opportunities?
-Awarding jobs purely on merits gives a wider access to a range of skills.
-Positive feature for customers.
88
What are the drawbacks of equal opportunities?
-Short term costs increases.
-A risk of having an unbalanced view of what equal opportunities means.
89
What are trade unions?
An organisation of workers who come together to achieve a common goal (protection of workers' rights) They organise representation and free advice for their members. In the UK, the biggest union is Unite and its £3.25 a week for full time workers to be a member
90
Why do employees join unions?
1. Dissatisfied with aspects of their job.
2. Lack influence with management in order for necessary changes to be made.
3. representation when have accusations made against them
4. Negotiation with employees.
91
What is industrial action?
When negotiations between the employer and unions fail to come to an agreement, workers will take disruptive courses of actin to put pressure on employers to meet their demands
92
What is collective bargaining?
negotiation of wages and other conditions of employment by an organized body of employees.
-Has a larger impact than individually.
-Saves time and monye.
93
Advantages of trade unions?
- strength in numbers
-improved conditions of employment
-improved work environments
-improved benefits for members who aren't working
-improved job satisfaction
-advice or financial support
-trust amongst the workers leads to motivation and productivity.
94
Disadvantages of trade unions?
1. Lost productivity, which causes serious disruption to firms and the wider economy.
2. Increase the firm's production costs and therefore reduce its profits.
3. Government tax revenues will fall
4. Workplace tension.
5. Slows down decision making for employers.
6. Miners strikes example- decreased quality of working life for those who didn't choose to strike.
95
What are trade disputes?
When employers and employees argue over employment conditions. Local union rep called in. Needs to be resolved quickly otherwise industrial action.
96
What is an overtime ban?
Workers refuse to work any extra hours. Useful tactic when in high demand.
97
What are strikes?
Workers refuse to do work until the employer meets their demands.
98
What is work-to-rule?
A type of slowdown used by workers, where they follow each rule very closely.
99
How can conflict be resolved?
-Negotiation.
-Consultation- unions and workers are asked for input before decisions are made.
-Attribution- an independent body is brought in.W
100
What is ACAS?
Advisory, Conciliation and Arbitration Service. Has an impartial view and mediates discussions. Often asked to suggest solutions.
101
Evaluating employee relations?
-Good relations mean higher motivation and productivity.
-Staff who feel involved are more likely to accept difficult decisions.
-Good decisions lead to lower costs, better reputation and more flexible.
-Lack of involvement leads to strikes.
102
What is organisational design?
The framework that provides a business with a structure to achieve its objectives
103
What is authority?
Authority is the legitimate power of a leader to direct those subordinates to him or to take action within the scope of his position.
104
What is chain of command?
The succession of leaders through which authority and commands pass from the leader to subordinate, and then down through the ranks. The path of communication along which instructions are passed.
105
What is span on control?
The number of immediate subordinates one commander or leader can effectively control, supervise, or direct.
106
What is the hierarchy of the business?
The hierarchy in a business is the number of levels in an organisational structure
107
What is centralisation?
Centralisation is when those at the top make most decisions, with managers at divisional level ensuring those at operating level follow the policy.
108
What is decentrlaization?
the degree to which lower-level employees provide input or actually make decisions
109
What is delegation?
When managers assign the tasks to workers, but they are still responsible for it.
110
What is empowerment?
employees' beliefs in the degree to which they influence their work environment, their competence, the meaningfulness of their job, and their perceived autonomy.
111
What is delayering?
Removing layers of management from the hierarchy of the organisation
112
Tall structures?
An organization where there are several layers of management between frontline employees and the top level. There is narrow span of control.
113
Flat structures?
have wide spans of control and few hierarchical levels. Lots of delegation and easy communication.
114
Matrix strcutures?
Where people with specialist skills work in project teams as well as their departments. Takes advantage of both flat and tall structures.
115
Benefits of a tall structure:
1. Motivates workers as there is a clear route of promotions
2. Everyone knows what role is.
3. More ideas as a result of a lot of many layers of hierarchy
4. Promotion opportunities.
116
Drawbacks of a tall structure:
1. Management costs are higher
2. Communication throughout structure can be poor
3. Management are distant so may get the wrong idea about situations.
4. Less delegation.
117
Benefits of a flat structure:
1. Better communication
2. Lower management costs
3. More delegation.
118
Drawbacks of a flat structure:
1. Less central control.
2. Less promotion opportunities.
3. Doesn't work in every organisation.
119
Advantages of a matrix structure?
-Enhances organizational flexibility.
-High motivation and increased commitment.
-Provide opportunity to learn new skills.
-Makes efficient use of human resources.
-Allows team members to serve as bridges to their departments.
-Is a useful vehicle for decentralization.
120
Disadvantages of a matrix structure:
-Employees are uncertain about reporting.
-Managers may view design as an anarchy in which they have unlimited freedom.
-May lead to slower decision making, one-person domination, compromise decisions, or a loss of focus.
-More time may be required for coordinating.
-Confusion about what the main roles are.
121
Advantages of delayering?
1. Reduces business costs
2. Shortens the chain of command and should improve communication through the organisation
3. Increases the span of control and opportunities for delegation
4. May increase workforce motivation due to less remoteness from top management and greater chance of having more responsible work to perform
121
Disadvantages of delayering?
1. Could be one-off costs of making managers redundant; e.g., redundancy payments
2. Increased workload for managers who remain - this could lead to overwork and stress
3. Fear that redundancies might be used to cut costs could reduce the sense of security of the whole workforce (see Maslow: security needs)
122
Empower vs control?
-Empowerment allows for creativity and innovation. This will motivate and therefore increase productivity.
-However employees may lack the experience to make decisions which could be risky.
-Some employees like empowerment but some prefer being told what to do.
123
What factors affect the type of structure?
-Types of managers. Autocratic will prefer tall, etc.
-Industry. Creativity requires a more flat or matrix structure. Manufacturing will have a tall structures.
-Traditions of business. Hard to delay if traditionally tall.
-Skills of workforce. Higher skills means less supervision and a flatter structure.
124
What is a manager?
Someone whose primary responsibility is to carry out the management process
--> plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources
125
What are the roles and functions of management?
-Planning and organising.
-Control and coordinate workers.
-Allocating resources.
-Monitoring work.
-Communicating with workers.
126
What are interpersonal roles?
Hiring, firing, motivated and training.
127
What are informational roles?
monitor, disseminator, spokesperson
128
What are decision making roles?
using formal authority to make decisions.
129
What is management by objectives?
-Peter Drucker.
-Objectives of whole business divided into individual objectives for departments/managers/employees.
-Employees are involved in setting and evaluating performance on objectives.
-Workers are monitored.
130
Advantages of management by objectives?
-More management control as they know what workers should be doing and when.
-More financial control.
-Work of departments is coordinated and everyone is working towards the same goal.
-Motivates workforce because they feel involved.
-Improves communication.
131
Disadvantages of management by objectives?
-time consuming process - negotiation phase and review stage involves managers and employees
-goals must be achievable, otherwise this can create unhealthy competition which reduces corporate culture
-Monitoring workers too closely creates pressure and demotivation.
-Goals are constantly changing.
132
What assumptions do theory X managers have about employees?
-Must be supervised or output and quality will fall.
-Workers only respect a manager when they tell them what to do with complete authority.
-Money is the only motivator.
-They don't want to make decisions and have little ambition.
133
What impact do theory X managers have on the business?
-Strict control on communication.
-Tasks must be broken down into simple units.
-Responsibilities must be clear and unambiguous.
-Supervision to maintain quality.
134
What assumptions do theory Y managers have about employees?
-Workers cannot be motivated by money alone.
-Workers are ambitious and want to contribute.
-When workers are left to it, they are more efficient.
-They want to be noticed and seen.
135
What impact do theory Y managers have on the business?
-Given a wide range of tasks and cell production.
-Require training and flexible working.
-Vertical and lateral communication.
-Promotion opportunities.
-Participation in decision making.
136
What is a leader?
Someone who inspires staff to achieve business goals and objectives. They rely on managers to control the workforce.
137
What is autocratic leadership?
-Makes decisions independently from employees and quickly put these into practice.
-Taylor's view and more likely to be a theory x.
-Top down communication with little delegation.
-Employees can feel undervalued.
138
What is paternalistic leadership?
-A leadership style where the leader makes decisions but takes into account the welfare of employees.
-There is little delegation.
-More motivating because views are heard, even if their influence on decisions is limited.
139
What is democratic leadership?
-Consults with subordinates in decision making and often goes with the majority.
-Needs effective communication.
-Results in a motivated workforce who are committed and it promotes creativity.
-Takes longer to make decisions.
140
What is lazies-faire leadership?
a policy or attitude of letting things take their own course, without interfering.
-Subordinates are left it to.
-Leader does not have much influence.
-Innovation and creativity, but there is no incentive to work hard.
-Lines of communication can be confused.
141
What is bureaucratic control?
-The use of rules, regulations, and authority to guide performance.
-Operates in hierarchical structures where little creativity is required.
-Can easily replicate this across a network of businesses.
-Employee's duties are defined, meaning they should be more efficient and productive.
-Less innovation and creativity.
142
What is Fielder's contingency theory?
leadership effectiveness depends on interaction of personality of leader and the situation; needs of situation involve leader-member relationships, degree of task structure, and leader's position of power.
-Believed the quality of the leader is one of the most important factors for success.
143
Fielder contingency theory: types of people and styles:
A relationship motivated person is better suited for normal, stable circumstances. A task orientated person is better for extreme circumstances.
144
What are extremely favourable circumstances?
Leaders have high levels of respect, openness and trust. The task is very clear and followers accept leader's power without question.
145
What are extremely adverse circumstances?
-trust and respect do not exist. The challenge faced is undefined and the atmosphere is rebellious.
146
What does the contingency theory allow businesses to do?
Pick out their best leaders for different situations and the leaders themselves recognise their strengths and weaknesses.
147
How to see the most appropriate leadership style?
-The most suitable leader will change depending on internal and external factors.
-The same leader may be able to use different styles with different worker.s
-Some businesses require a level of freedom and creativity, whereas some need task orientation.
148
What is Wright and Taylor's leadership theory?
-It is possible to improve a leader's skill through education and they can also improve their ability to adapt to different situations.
-Every problem requires a unique solution.
149
What was Wright and Taylor's checklist?
-Identify the problem and the extent of it.
-Reason for the issue.
-What actions are required.
-Select the most appropriate solution.
-Is it beneficial cost wise.
-Was their a better solution in hindsight?
150
What is motivation?
the reason or reasons one has for acting or behaving in a particular way.
151
Benefits of a motivated workforce?
- increased productivity levels
- improved employee retention rates
- higher levels of sales
- improved recruitment and selection
- less absenteeism and turnover.
- improved customer service.
152
Piece rate?
-Paid each each unit produced.
-Taylor.
-Will work faster to maximise their income.
-Can have a negative impact on quality, so more supervision is needed which increases management costs.
-In some cases, the single contribution of a worker can't be identified.
-Employees have an insecure income and production can stop because of matters out of their hands.
153
Commission?
An amount paid to an employee based on a percentage of the employee's sales. The sales eligible for commission must be clearly outlined in the contract.
-When it is commission only, it must still meet national minimum wage.
-Motivates by making workers want to make as many sales as possible.
-Some workers may not like the pressure.
154
Bonuses?
monetary rewards offered by companies for exceptional performance as incentives to further increase productivity.
-Regular bonuses can lose their impact.
155
Salaries and wages?
-Wages are paid hourly, salaries are an annual amount split into 12.
-Pay below the market rate will demotivate, higher will motivate but there is an extra cost.
-People on salaries might not be liable to be paid overtime.
156
Profit sharing?
-incentive pay in which payments are a percentage of the organization's profits and do not become part of the employees' base salary.
-motivates workers to achieve performance targets.
-Small amounts will have little impact and employees may not believe they have influence on profits.
157
Share ownership?
-Where shares in the company are given to employees so that they become part owners in the company.
-Indirect share ownership- the company is partly owned by a trust on behalf of employees.
-Can only be done in Ltd and PLCs.
158
Performance related pay?
-a financial reward to employees whose work has reached or exceeded a set standard..
-If targets set in appraisals are achieved.
-Performance based but depends on how easy target is.
159
What are the problems with financial motivation?
-Fluctuating earnings.
-Pressure may affect quality of life.
-Quality of product may decrease.
-May be difficult to measure performance.
160
What theorists do the non financial motivators link to?
All except Taylor.
161
Consultation?
Listening to the views of employees before making key decisions which affect them.
-Not always implemented and this could demotivate.
-Time consuming to ask everyone.
-Everyone has different views.
162
Delegation?
-More complex tasks are given to subordinates, which stimulates them, making them more motivated.
-Consistent delegation will mean they get used to the task, which will demotivate as it is just extra work.
163
Team working?
Production is organised so that groups of workers undertake complete units of work.
-Mayo.
-Employees are motivated when they feel part of a community.
-Increases job satisfaction.
-Takes time to organise.
164
Flexible working?
Working arrangements that allow employees some flexibility in the hours and time that they work.
-Feel valued and appreciated.
-Homeworking makes workers feel trusted and responsible.
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Empowerment?
The expansion of employees' knowledge, tasks, and decision-making responsibilities.
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Job enrichment?
the vertical expansion of a job by adding planning and evaluating responsibilities.
-Avoids repetition and allows for more creativity.
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Job enlargement?
broadening the types of tasks performed in a job, horizontal extension.
-Avoids boredom as it adds variety.
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Job roation?
periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills.
-Satisfies own personal career development.
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What are the problems with non-financial motivators?
-May be good as short term motivators but as an employee gets used to them, will not have the same effect.
-Ultimately if workers are not financially satisfied they will look elsewhere for work.
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What is Taylor's theory?
Principle of scientific management
-Late 19th Century.
-Workers could produce more if the responsibility of planning and decision making was removed.
-The method used by the most efficient worker should be used by all workers.
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Motivational features of Taylor's theory?
-Piece rate pay.
-Very tall organisations.
-Close supervision and monitoring of workers.
-All employees use the best most efficient method.
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Issues with Taylor's theory?
-Taylor viewed people as machines with financial needs rather than humans in a social setting.
-Worked in 1800s but now there is a valued knowledge economy. Taylor-ism removes thinking and innovation from jobs.
-Lack of trust and freedom can demotivate.
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What is Mayo's theory?
-Tried to develop Taylor's theory but his research at the General Electric Company found that group dynamics motivate more than financial methods.
-The way people were treated and expected to be treated affected the way they worked.
-Morale and productivity were not as much affected by the conditions they were in but the recognition they got.
-Developed the School of Human Relations.
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Motivational features of Mayo's theory?
-Better teamwork and communication.
-Showing an interest in other and involving others in decision making.
-Ensuring wellbeing of workers.
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Issues with Mayo's theory?
-Teamwork activities are time consuming and expensive.
-Allowing more freedom can increase responsibility so stress may increase.
-Praising can be biased.
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What is Maslow's theory?
Human Needs theory - Believed that human behaviour was motivated by human needs arranged hierarchically from
the most basic to the most complex. 1940s
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How to motivate at stage 1?
Provided with reasonable pay in order to fulfil their basic needs.
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How to motivate at stage 2?
Workers need job security. Pension schemes, contracts and sick pay.
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How to motivate at stage 3?
Social interaction in the workplace and giving workers enough days off and holiday to socially interact outside of work.
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How to motivate at stage 4?
Communication with managers, opportunities for training, job enrichment, involvement in decision making.
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How to motivate at stage 5?
help workers to achieve their full potential (promotion, empowerment).
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Issues with Maslow's theory?
There is a problem in deciphering whether a level has in fact been satisfied and critisism of the order.
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What is Herzburg's two factor theory?
-Carried out investigations into what motivates and what causes dissatisfaction. These factors are called motivators and hygiene factors.
-1960s.
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What are Herzberg's motivators?
- interesting work
- responsibility
- recognition
- advancement
- achieving goals.
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What are Herzberg's hygiene factors?
-poor working conditions.
-lack of status.
-Lack of job security.
-Poor workplace communication.
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What are the issues with Herzberg's theory?
-Sample was taken from professional workers, it may not reflect every worker.
-ignores effect of teamwork and group dynamic.
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What is Victor Vroom's expectancy theory?
-Assumes people acted according on their best interests and to maximise their happiness.
-A combination of valence, expectancy and instrumentality will motivate workers.
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What is valence?
-An individual will take on a task if they believe they will receive a worthwhile reward for doing so.
-Suggests different people have different motivators.
-Positive valence=reward.
-Negative valance=avoids a bad consequence.
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What is instrumentality?
-a person's belief that various outcomes will occur as a result of task performance.
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What is expectancy?
-The belief in the likelihood that they are able to achieve the target.
-workers need training an encouragement.
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What did Porter and Lawler do?
Also agreed motivation is affected by reward. They categorised these rewards into intrinsic and extrinsic.
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What are intrinsic rewards?
sense of accomplishment
feeling of responsibility
chance to learn something new
the fun that comes from performing an interesting, challenging, and engaging task.
-Make sure tasks are interesting and rewarding and facilitate vertical enlargement.
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What are extrinsic rewards?
-External rewards from outside the individual such as pay rise.
-employees need to be consistent and fair.
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Issues with the expectancy theory?
-Assumes that effort and performance will lead to desired results when some external factors affect it.
-Does not account for workload capacity and learning capacity.
-if tasks are unachievable, this will demotivate.
