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Business > HRM > Flashcards

HRM Flashcards

1
Q

HRM (Human Resource Management)

A

How the workforce is managed by a business in order to meet the strategic objectives of that business.

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2
Q

Activities undertaken by HRM

A

-workforce planning
-recruitment & selection
-training & development
-recruiting staff

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3
Q

Organisational charts

A

Shows hierarchy in a business, who’s responsible for which functions, authority, lines of communication.

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4
Q

Span of control

A

Number of employees for who a manager is responsible for

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5
Q

Narrow span of control + -

A

+better communication
+employee satisfaction
+closer teams

-watched over too closely

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6
Q

Wide span of control + -

A

+faster communication
+Independence
+Quick decision making
-lack of control
-less promotion opportunities
-stressed employees

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7
Q

Chain of command

A

Order of authority and delegation within a business

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8
Q

Line relationships

A

Vertical in heirarchy between managers and subordinates

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9
Q

Staff relationships

A

Horizontal between two on same level

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10
Q

Tall structure

A

+clear lines of communication
+clear control
+leadership

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11
Q

Flat structure

A

+empowering
+team working
+cheaper
+encourage idea sharing

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12
Q

Delayering

A

Reducing the number of levels/layers in an organisational structure

+reduce wage costs
+faster communication
+quicker decisions
-wide spans of control
-redundancies
-staff morale damaged

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13
Q

Delegation

A

Assignment to others of the authority for particular functions, tasks and decisions

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14
Q

Empowerment

A

Giving employees the power to do their job

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15
Q

Centralised structure

A

Keep decision-making firmly at the top of the hierarchy

+easy to implement common prices
+marketing EOS
+quicker decision making
-lack of authority down hierarchy
-customer service lost
-bureaucratic (extra layers)

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16
Q

Decentralised

A

+customer service
+good way of training
+improve staff motivation
-not strategic decision making
-diseconomies of scale
-harder to ensure policies

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17
Q

Training needs analysis (TNA)

A

Identify gap between current and required knowledge/skills to create training plan for staff

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18
Q

Apprenticeship

A

Long term development programme for workers to learn job skills while they work through a mixture of on-the-job training and study

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19
Q

Academic training

A

Class room based

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20
Q

Vocational training

A

Some class room, mostly/all practical. Specific to particular type of job

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21
Q

Appraisel

A

Formula meeting between manager and employee of their performance

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22
Q

Managerial appraisal

A

Manager examines performance

+expert input
+makes subsequent actions

-may not work closely
-one point of view

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23
Q

Self assessment appraisal

A

Employees asses own performance, using tick sheet. Stand alone or in advance of managerial appraisal.

+ employees know themselves the best

-bias

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24
Q

Labour turnover

A

Measuring number of employees who’ve left business relative to number employed

(Number of employees leaving during year/average number employed during year) x 100

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25
Q

Absenteeism

A

Being absent from work with minor medical ailment, key indicator of low morale and motivation

(Total days absent in month/total available working days in month) x 100

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26
Q

Lateness

A

(Total number of late arrivals / total number of scheduled attendances) x100

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27
Q

Workforce productivity

A

Measure of output per employee in particular period of time

Output per week month year / average number of employees

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28
Q

360 degree appraisal

A

Employee receives feedback from all line managers

+broader picture
-too much info to focus on

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29
Q

Peer assessment appraisal

A

Carried out by work colleague

+clear idea on their contribution
-overly positive or negative depending on relationship

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30
Q

Selection

A

Process of deciding which applicant for a job a business should accept

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31
Q

Letter of application/ cover letter

A

Document sent with CV or application form to provide additional information.

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32
Q

Work trial

A

Candidate comes into office to meet their prospective team and complete an assigned challenge.

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33
Q

Autocratic leadership

A

Full control of decision making, employees have little or no input, motivated through rewards

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34
Q

Paternalistic leadership

A

Leader decides whats best for employees and addresses their needs

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35
Q

Democratic leadership

A

Employees have greater involvement in decision making, Leader has final say.

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36
Q

Laissez-faire leadership

A

Gives employees little direction, decision making lies with individuals

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37
Q

Mcgregors theory X and theory Y

A

How managers perceives staff
X - lazy, motivated by money, lack initiative
Y - enjoy work, not motivated by money, creative and willing to contribute

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38
Q

Blake and Moutons leadership grid

A

Country club - focus on people
Team leader - focus on people and tasks
Impoverished - low focus
Authoritarian - focus on task
Middle of the road - balance of both

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39
Q

Carlyle and Galton trait theory

A

5 characteristics exhibited by successful leaders
- motivational
- integrity
- self confidence
- creativity
- intelligence

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40
Q

Tannenbaum and Schmidts contingency approach

A

Tell - full authority over subordinates
Sell - makes decision and discusses
Consult - presents idea and looks for advice
Participate - defines problem and passes it on to group

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41
Q

Adair’s 3 circles

A

Task - achievement of the task
Team - group involved in the task
Individual - members involved in task

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42
Q

4 functions of management

A

Planning, organising, directing, controlling

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43
Q

Management

A

Process of coordinating activities of business to achieve objectives

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44
Q

Redundancy

A

When employers need to reduced workforce and so position no longer exists

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45
Q

Dismissal

A

Termination of contract as a result of disciplinary procedure

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46
Q

Unfair dismissal

A

Without valid reason or following proper procedures

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47
Q

Fair dismissal

A

With valid reason and following proper procedures

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48
Q

Types of fair dismissal

A

Gross misconduct - assault
Gross negligence - ignoring safety
Poor conduct - lateness
Incapacity - too ill
Capability - incapable to work
Redundancy - job no longer exists

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49
Q

Whistleblowing

A

When a worker provides information or evidence of danger or illegality without fear of retribution

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50
Q

Employment tribunal

A

Special sort of court dealing only with employment law

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51
Q

Grievance

A

When employee has concern complaint or problem

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52
Q

Impacts for businesses of employment tribunals

A

Financial cost
Bad reputation
Other employees leave
Productivity reduced
Time consuming

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53
Q

Employer/employee relations

A

Relationship between employees and employers

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54
Q

Equality act 2010

A

Legally protects people from discrimination in workplace & wider society

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55
Q

Employee participation (industrial democracy)

A

Employees have the ability to participate in decision making process at work

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56
Q

Benefits of employee participation

A

Increased levels of motivation
Better communication
Improved quality of decision making
Reduced labour turnover

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57
Q

Trade unions

A

Organised association of workers in particular industry

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58
Q

Role of trade union

A

Maintain and improve members conditions of employment

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59
Q

Collective bargaining

A

Official process by which trade unions negotiate with employers, on behalf of their members

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60
Q

Two main functions of trade unions

A

Represent their members
Negotiate with employers

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61
Q

Benefits of trade unionism to employer

A

Saves time and cost compared to dealing individually

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62
Q

Disadvantages of trade union membership to businesses

A

Wage costs increase
Speed of change is slower
Increase competitiveness

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63
Q

“Go slow” trade union

A

Workers slow down speed of work

64
Q

“Work to rule” trade union

A

Only carry out tasks outlined in their contract

65
Q

Strike action

A

Refuse to work

66
Q

Overtime ban

A

Only working hours in their contract

67
Q

HR objectives

A

Set by HR department which will help to achieve the overall business aims and objectives

68
Q

Formal communication

A

Using agreed rules or procedures

69
Q

Informal communication

A

Not based on set measures

70
Q

Verbal communication

A

Using speech

71
Q

Non verbal

A

Using actions

72
Q

Communication media

A

How the message is imported to receiver

73
Q

Written communication adv

A

Record of message
Reread message
Sent to multiple people
Avoid confusion

74
Q

Written communication disadvantages

A

Written wrong
Viruses
Overwhelmed

75
Q

Face to face communication adv

A

Feedback
Emphasis through pictures and body language

76
Q

Face to face communication disadv

A

Too many listening
No permanent record
Expensive

77
Q

Group norms

A

Rules or guidelines that reflect expectations of how group members should act or interact

78
Q

Implicit norms

A

Assuming certain norms exist and accept them

79
Q

Explicit norms

A

Stated outright orally or in writing

80
Q

Zero hour contract

A

Employer not obliged to provide any minimum working hours and worker not obliged to accept any work offered

81
Q

Remote learning

A

Allowing employees to work away from the business premises

82
Q

Remote learning adv

A

Saves time
Increase staff
Less distraction
Motivation

83
Q

Remote learning disadv

A

Lack of facilities
Distractions
Less work
Miss social aspect

84
Q

Flexi time

A

Choice over when they work contracted hours

85
Q

Core time

A

A period when employees must be present

86
Q

Flexi time disadv

A

Communication may be disrupted
Meetings may be difficult to schedule
Employees may be unproductive
Variable costs may increase

87
Q

Part time

A

Less than 35 hours worked per week

88
Q

Term time working

A

Where the working hours mirror term time days

89
Q

Time off in lieu

A

Give time off instead of paying overtime

90
Q

Job sharing

A

Where 2+ people work on part time basis to perform a full time job

91
Q

Compressed hours

A

Provide alternative working week in terms of number of days per week actually worked by employee

92
Q

Annualised hours

A

Working total hours for the year, with flexibility as how these hours are undertaken

93
Q

Work force planning

A

Deciding how many and what types of workers are required

94
Q

Organisational culture

A

Unique collection of values which shapes behaviour of people within an organisation

95
Q

Organisation by function / system

A

Arranged into specialist areas. Each function has some input into the output of the business’ product/service

96
Q

Organisation by product

A

Business organised according to the products made, each product has its own departments

97
Q

Organisation by product advantage

A

+ easy to see which products are doing well
+ each centre has great independence
+ teams can see direct results

98
Q

Organisation by product disadv

A
  • different products compete for resources
  • duplication of departments can waste resources
  • teams may lose sight of direction of business
99
Q

Organisation by function adv

A

-Specialists can concentrate on what they do best and share ideas with each other
-less duplication

100
Q

Organisation by function disadv

A
  • Conflicts over goals and budgets
  • ineffective communication about products due to segregation of functions
  • difficult to accredit success
101
Q

Matrix structure

A

Individuals work across projects as well as within their own department
Each member has functional manager and project team leader

102
Q

Matrix structure adv

A

Improve communication
Allow individuals to use particular skills
Greater motivation
Share ideas and resources

103
Q

Matrix structure disadv

A

Divided loyalties
Difficult to co-ordinate
Takes time for it to work effectively
Team members may neglect functional responsibilities

104
Q

Organisation by division

A

Division can be geographically separated or by product/service the company produces

105
Q

Organisation by division adv

A

Communicate easier
Easy to see which product is doing well
Closer to customer needs

106
Q

Organisation by division disadv

A

Higher cost
Duplication of roles
Loss of consistency

107
Q

Internal recruitment

A

Vacancy filled with someone who already works in organisation

108
Q

Internal recruitment adv

A

Good for morale
Already know employee
Creates another vacancy
Cheaper

109
Q

Internal recruitment disadv

A

No new ideas
Limited choice
Previous job needs to be filled
Resentment

110
Q

External recruitment

A

Vacancy is filled with someone from outside organisation

111
Q

External recruitment adv

A

Larger pool of candidates
Less resentment
New ideas

112
Q

External recruitment disadv

A

Time consuming
Costs more
Risk is high

113
Q

Selection

A

Process of deciding which applicants to accept

114
Q

CV adv

A

Quick to receive
Good idea of traits and qualifications

115
Q

CV disadv

A

Swayed by good layout
Hard to judge

116
Q

Application form

A

An applicant fills one out that’s been specifically created by the business

117
Q

Application form adv

A

Allows business to obtain more specific info
Easy to compare

118
Q

Application form disadv

A

Fewer applicants
Time consuming to produce

119
Q

Induction training

A

Training aimed at introducing new employees to business

120
Q

On the job training

A

Receive training whilst in workplace
+ cost effective
+ train with colleagues
- training in different location
- quality depends on ability of trainer

121
Q

Off the job training

A

When employees are taken away from place of work
+learn from outside experts
+new skills
-expensive
-not familiar with workplace

122
Q

Performance related pay

A

Piece rate
Bonuses
Commission
Pay scale

123
Q

Holiday entitlement

A

Uk min - 28 days
Uk average - 33.5 days

Number of days worked per week x 5.6

124
Q

Employee contribution

A

What employee gives to business - output, how much they sell, attendance

125
Q

Impacts of bad culture

A

Damage to reputation
Less demand for services
Lower staff retention
Difficult to recruit
Decline investment

126
Q

McClelland

A

Employees have dominant needs
- achievement (goals)
- affiliation (group)
- power (control)
Manager should identify needs to motivate accordingly

127
Q

Herzberg

A

Hygiene factors - pay, working conditions
motivating factors - job enrichment, praise

128
Q

Herzerg limitations

A

Workers may categorise factors in different ways
Some may be motivated and demotivated by both factors
Challenging to enrich and empower low skilled workers

129
Q

McClelland limitations

A

Assumes that the need can always be used to motivate
May show excessive needs

130
Q

Maslow

A

Pyramid of needs

Self actualisation
Esteem
Social
Safety
Physiological

131
Q

Maslow limitations

A

Some employees don’t require higher needs to be met in work
Challenging to identify and meet every need for every employee
Needs may not be hierarchal for some employees

132
Q

Vroom

A

Expectancy - if they can fulfil a task
Instrumentality - if the outcome will be received
Valence - value of reward on offer

133
Q

Vroom calculation

A

All elements measured between 0-1

Motivation = expectancy x instrumentality x valence

134
Q

Vroom limitations

A

Values on each element is subject to opinion
High cost of reward
Doesn’t work in all contexts

135
Q

Drucker

A

Decentralise and delayer
Interest in employees
Management by objectives
Managers primary purpose is to enable people to perform

136
Q

Drucker management by objectives

A

Review organisational objectives > set objetives with employees > monitor > evaluate > reward

137
Q

Drucker limitations

A

Relies on good leadership and effective soft skills
Some employees want to be motivated by non financial methods

138
Q

Locke

A

Goal setting theory

Clarity - clear and specific
Challenge - challenging
Commitment - ownership
Feedback - monitor progress and alter
Complexity - necessary resources

139
Q

Locke limitations

A

Working to goal at expense of other parts of job
Setting targets alone wont necessarily work
Requires monitoring and feedback - time consuming
Demotivating if goals aren’t reached

140
Q

Motivation

A

A strong desire to act in a particular way to achieve certain result

141
Q

Monetary method of motivation

A

Bonus payment
Profit sharing - workers receive proportion of profits
Commission
Piece rate - payed per unit

142
Q

Non monetary methods of motivation

A

Job enrichment, term work, praise, workplace environment

143
Q

Job enrichment

A

Being given extra responsibility

144
Q

AIDA

A

Represents what viewer must travel through to convince them to buy product

Attention
Interest
Desire
Action

145
Q

AIDA limitations

A

May stimulate interest in advert but not the product itself
Customer may not be able to act on desire, business needs to segment market

146
Q

DAGMAR

A

Strategy for promotional campaign - decide campaign goals, then measure against previous criteria

Defining Advertising Goals for Measured Advertising Results

147
Q

ATR

A

Awareness - customers informed through promotion or word of mouth
Trial - buying and using product
Repurchase - buying product again

148
Q

Market research

A

Primary and secondary data collection about a particular market

149
Q

Why is market research undertaken

A

Describe the market
Explain the market
Predict changes in the market
Investigate reaction of consumers in future

150
Q

Primary market research

A

(Field) data doesn’t already exist

151
Q

Secondary market research

A

(Desk) data already exists

152
Q

Primary research methods

A

Interviews
Surveys
Observation
Consumer panels
Focus groups
Trial marketing

153
Q

Secondary research methods

A

I
Sales data
Previous surveys
Customer info
Company reports

E
Market research companies
Internet
Trade publications
Newspaper/mag
Competitors
Gov stats/reports

154
Q

Quantitive research

A

Objective, involves facts

155
Q

Qualitative research

A

Subjective, based on opinions

Business (8 decks)

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