HR

Question 1

HR objectives

Answer 1

Employee engagement and involvement
Talent development
Training
Diversity
Alignment of values
Number, skills, location of employees

Question 2

Employee engagement and involvement

Answer 2

If you feel valued, and feel like an employee, and that you can make a genuine impact on b.
Increase motivation
Increase staff retention

Question 3

Internal influences

Answer 3

Cooperate obj-growth, survival
Marketing- training
Operations- cpaital vs labour production

Question 4

Hard HR

Answer 4

+useful for crisis
+quicker decision
+ensure consistency

-impact on motivation
- poor employee relations
- not utilise employees potential

Question 5

Soft HR

Answer 5

+contribute,make most of their skills
+useful when experienced employees
+allows creativity and innovation, can encourage to think like an entraprenuer, intraprenerurship

Question 6

Labour productivity

Answer 6

More each worker producing, lowers unit costs
Rising LP sign of employee engagement and motivation

Question 7

Formula from employee costs as a % of turnover

Answer 7

Employee costs/ sales revenue x100

Question 8

Labour cost per unit formula

Answer 8

Total labour cost/total output

Avg amount a B needs to spend on labour per unit over a period of time

If the same number of staff can produce more units, until cost will fall

Question 9

Falling labour cost

Answer 9

Higher profit margins,

or the ability to cut the selling price and retain same profit margain and be more competitive

Question 10

What does Hackman and Oldham show

Answer 10

Identifies characteristics of a job that is likely to lead to higher performance and job satisfaction - like labour productivity, cost per unit, labour turnover

Question 11

Core job characteristics HACKMAN AND OLDHAM

Answer 11

Skill variety
Task identity
Task significance
All three lead to meaningful work and high internal motivation

Autonomy
Leads to responsibility from outcomes of work and high quality performance

Feedback from Job
Leads to knowledge of actual results , and high satisfaction with work

Question 12

Span of control

Answer 12

Number of subordinates that a manager is control of

Question 13

Level of hierarchy

Answer 13

Number of layers of employees within an organisational structure

Question 14

Tall hierarchy

Answer 14

Long chain of command (lots of layers) and short span of control (each manager not in charge of many people)
More managerial control and support
Promotional opportunities
Less stress for workers
Consistency
Low morale, lack of commitment
Training for skills

Question 15

Flat heirarchy

Answer 15

Short chain of command
Wide spans of control (each manager in charge of many people)

Delegation and power
Encouraged to act like an entrepreneur- intrapreneurship
Greater responsibility (H+O) more autonomy-responsibility for work- higher quality performance
Fosters creativity

Question 16

Centralisation

Answer 16

Strategic decisions made by senior management team- communicate down organisational structure

Question 17

+ and - of centralised

Answer 17

+decisions made quickly , little consultation needed
+management are experts, best decisions
+lead to consistency
+economies of scale if decisions by head office

• central managers may not have specific local decisions
  -lack of motivation lower down

Question 18

+ and - of decentralisation

Answer 18

+local manners close to customers, meet more local demands
+increased responsibility may lead to increased motivation
+less resistance to change, understand decisions better so easier to implement them

• can lead to inconsistency
  -can have low skill levels

Question 19

Internal recruitment

Answer 19

Lower recruitment costs
Improved promotion - motivation
Known abilities

But

Reduces extra talent, expertise,
Reduces new ideas

Question 20

External recruitment

Answer 20

Increases talent
New ideas and expertise
Increase number of applicant and therefore choice

But

Higher recruitment costs
Opportunity costs
Upset internal candidates
Hard to accurately assess skills

Question 21

Taylors theory - motivation

Answer 21

Assumes employees are motivated by money
Most productive, efficient way
Peace rate pay- paid for every item prodicuced
Specialisation/ division of labour
- do one thing they re good at continuously
Tall hierarchy
Centralised structure

Question 22

Maslow needs

Answer 22

Self actualisation -best version of yourself, all the below

Self esteem - recognition for work

Social - good relationships,

Safety - cant be motivated or perform well if dont feel safe

Physiological - basic, food, sleep , if dont have these, not motivated

Question 23

Hertzberg

Answer 23

Motivating factors- lead to job satisfaction

Promotion, recognition, growth, training

Hygiene factor- reduce job dissatisfaction

Something present that reduces opp for people to be annoyed about their work, pay, benefits,work conditions, job security

Question 24

Non financial methods of motivation

Answer 24

Job enlargement - change design of job so greater scope of things for employees to do

Job enrichment
Job rotation

Question 25

Job rotation

Answer 25

Different roles
Ie Sainsbury’s- till, fruit, aisle

Multi skilled, more flexible, reduce boredom

But
Training costs, giving more jobs doesn’t make it more interesting

Question 26

Job enrichment

Answer 26

Empowered to make ore decisions
Responsible for actions
Link to H + O -autonmy , high level of performance
Like to Maslow - self esteem
and Herztburg - repsonsibility, motivater factor

But pressure on staff, training cost ,

Question 27

Teamwork

Answer 27

Meet employee ‘social’ needs- Maslow
Share expertise

Question 28

Employee- employer relationship

Answer 28

Increased motivation of staff-
Hertzberg - motivater factor
Maslow - social needs

Question 29

Employee representation

Answer 29

Extent to which employees involved in decision making organisational
Ie setting objectives

Example- HONDA, needed to reduce age bill, they compromised, pay cut, went down to 4 day working week, because they were involved, less redundancies

Question 30

Trade unions

Answer 30

National organisations Represnts interests of employees in particular industry

Offer advice
Represent
Negotiate -more pay
More power through collective bargaining

They can take industrial action- strikes

Question 31

Work council

Answer 31

Group of employees and managemnt who meet regularly to discuss day to day

Area to communicate
Help understand strategic plans
More creativity and innovation

May not be fully representative