Hr strategies Flashcards
Acquisition process
1.)Determine needs:
- Find right workers to increase workplace productivity
- Done by analysing internal and external influences of the workforce
2.)Recruitment: Locating and attracting the right quantity of quality of staff (application)
3.)Selection:
Gathering information in order to make a choice on who you want to employ In order to choose the appropriate applicant
Job design-general or specific tasks
Acquisition
Determines who is needed for the job and how appealing the job is.
Specific tasks - Employee specialises and is efficient: Increase productivity and increases boredom worsening worker satisfaction
General tasks:
The role provides a variety of challenges, interaction, autonomy (Managerial jobs) and opportunities for growth.
There is a wider variety of tasks to allow for improved worker engagement satisfaction and productivity.
Recruitment - internal or external, general or specific skills
Acquisition
Internal:
-Cheaper
-Incentive for staff
-Familiar with the business culture
External
-Access better skills
-New ideas
-Avoids competition between staff
Global strategies - costs, skills, supply
Aquisition
Businesses can recruit globally by either:
-Contracting/outsourcing
-Sponsoring migrants on a temporary skills shortage (TSS) visa
-This helps overcome Australia’s skills shortage
-It can reduce wage costs, especially if offshoring work
-Businesses can relocate work to countries with a higher supply - such as India’s supply of IT graduates
Development
1.) Induction - Introducing new employees in the business
-Builds confidence
-Introduce to key people
-Acclimatise to the culture
-Builds positive corporate culture
2.) Mentoring
-Advice on issues
-Prepare for future roles →promotion
-Role model builds culture
3.) Organisational development -
-Today, organisational structure is less hierarchical + flatter.
-Job enlargement: Increasing the amount of jobs 1 employ does
-Job rotation: Rotating tasks around staff
-Job enrichment: Adding perks to a job E.G bigger wok for biryani
Training and development
Development
Determine needs beforehand, and evaluate afterwards
-Current skills (training to improve current skills used now)
-Future skills → (Training to improve employees skills for future responsibilities)
Performance management
Development
Strategy used to address both individuals and business performance
-Ongoing feedback with employees
-Interviews
-Observation scales
-360 degree feedback
Administrative performance management:
Provides information to be used by management to improve HR
Developmental performance management
Using data to improve individual performance
Maintenance
Process of retaining staff and managing their wellbeing. Conducted through:
A.) Employee participation → Involving them in decision making, teams, employee surveys, feedback, etc.
B.) Benefits → EG: cars, housing(Non-monetary), flexible working arrangements(Monetary)
C.) Communication + workplace culture
D.) Legal compliance + CSR → Comply with Anti discrimination, taxation and WH&S
Rewards
Maintenance
- )Monetary are needed to recognize hard work.
-Monetary rewards are those reflected in pay or having financial value: bonus, commission, overtime allowances, insurance, superannuation, childcare
2.) Non-monetary rewards are those that do not have a financial value such as social activities, retirement planning, flexible working conditions, challenging work
3.) Individual and group
Individual rewards increase accountability whereas group rewards create teamwork rather than rivalry
4.) Performance Pay
Can be used to incentivise effort
Democratic leadership style
Democratic
Stresses that employees should be the main focus of the business is organised
Pros
Involving employees improves corporate culture
Increased empowerment of employees → higher quality work
Improved relationship with management + staff
Cons
Complex/time consuming to come to a decisions
Decrease efficiency
Lack of contract
Autocratic leadership style
Emphasises centralised control and narrow decision making processes
Pros
Easier/faster decision making
Increases efficiency
Less chance of uncertainty
Centralised control = stable environment
Cons
Ignores employee empowerment → can lead to staff dissatisfaction
May worsen corporate culture
Conflicts/disputes due to rivalry
Dispute resolution
Dispute resolution
-Causes of disputes: Pay, Employment conditions, job security and management
decisions
-Disputes reduce worker satisfaction and productivity, and can even load to industrial
action, such as strikes, work bans and lockouts
-Most disputes can be managed through grievance procedures set out in the
employees contract. When that fails businesses can use:
Resolutions of workplace disputes
1. Grievance procedures: are formal procedures, generally written into an award or agreement, that
state agreed processes to resolve disputes in the workplace. This is a proactive method.
2. Negotiation: is a method of resolving disputes when discussions between the parties result in a
compromise and a formal or informal agreement
3. Mediation: the confidential discussion of issues in a non-threatening environment, in the presence
of a neutral objective third party such as a representative from Fair Work Commission
4. Conciliation: it is a process where a third party is involved in helping two other parties reach an
agreement. The conciliatory hears both sides and suggests an outcome, the decision made in
conciliation is not legally binding.
5. Arbitration: the matter may be referred to arbitration where a third party hears both sides of a
dispute in a formal court-like setting and makes a legally binding decision to resolve the dispute.
6. Involvements of courts and tribunals: these are independent arbitrator or court determines how
the matter will be resolved and makes a legally binding decision
Seperation
Separation
Voluntary: Choice
Retirement: Employee decides to no longer be part of the workforce
Resignation: Employee quits their job
Redundancy → Persons job no longer exists
Involuntary: No choice
Retrenchment: The business reduces the size of its workforce and has to let some employees go
Dismissal : Employee is fired
1. Summary: employee has inappropriate behaviour e.g teacher smashing with a student
2. Notice: adequate notice due to poor performance e.g teacher doesn’t achieve band 6s
3. Unfair: employee is dismissed due to unrelated reasons. E.g teacher is fired for being pregnant
Indicators of HR management
corporate culture
– benchmarking key variables
– changes in staff turnover
– absenteeism
– accidents
– levels of disputation
– worker satisfaction
