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.
2
Q
Activities undertaken by HRM
A
-workforce planning
-recruitment & selection
-training & development
-recruiting staff
3
Q
Organisational charts
A
Shows hierarchy in a business, who’s responsible for which functions, authority, lines of communication.
4
Q
Span of control
A
Number of employees for who a manager is responsible for
5
Q
Narrow span of control + -
A
+better communication
+employee satisfaction
+closer teams
-watched over too closely
6
Q
Wide span of control + -
A
+faster communication
+Independence
+Quick decision making
-lack of control
-less promotion opportunities
-stressed employees
7
Q
Chain of command
A
Order of authority and delegation within a business
8
Q
Line relationships
A
Vertical in heirarchy between managers and subordinates
9
Q
Staff relationships
A
Horizontal between two on same level
10
Q
Tall structure
A
+clear lines of communication
+clear control
+leadership
11
Q
Flat structure
A
+empowering
+team working
+cheaper
+encourage idea sharing
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
13
Q
Delegation
A
Assignment to others of the authority for particular functions, tasks and decisions
14
Q
Empowerment
A
Giving employees the power to do their job
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)
16
Q
Decentralised
A
+customer service
+good way of training
+improve staff motivation
-not strategic decision making
-diseconomies of scale
-harder to ensure policies
17
Q
Training needs analysis (TNA)
A
Identify gap between current and required knowledge/skills to create training plan for staff
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
19
Q
Academic training
A
Class room based
20
Q
Vocational training
A
Some class room, mostly/all practical. Specific to particular type of job
21
Q
Appraisel
A
Formula meeting between manager and employee of their performance
22
Q
Managerial appraisal
A
Manager examines performance
+expert input
+makes subsequent actions
-may not work closely
-one point of view
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
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
25
Absenteeism
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
26
Lateness
(Total number of late arrivals / total number of scheduled attendances) x100
27
Workforce productivity
Measure of output per employee in particular period of time
Output per week month year / average number of employees
28
360 degree appraisal
Employee receives feedback from all line managers
+broader picture
-too much info to focus on
29
Peer assessment appraisal
Carried out by work colleague
+clear idea on their contribution
-overly positive or negative depending on relationship
30
Selection
Process of deciding which applicant for a job a business should accept
31
Letter of application/ cover letter
Document sent with CV or application form to provide additional information.
32
Work trial
Candidate comes into office to meet their prospective team and complete an assigned challenge.
33
Autocratic leadership
Full control of decision making, employees have little or no input, motivated through rewards
34
Paternalistic leadership
Leader decides whats best for employees and addresses their needs
35
Democratic leadership
Employees have greater involvement in decision making, Leader has final say.
36
Laissez-faire leadership
Gives employees little direction, decision making lies with individuals
37
Mcgregors theory X and theory Y
How managers perceives staff
X - lazy, motivated by money, lack initiative
Y - enjoy work, not motivated by money, creative and willing to contribute
38
Blake and Moutons leadership grid
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
39
Carlyle and Galton trait theory
5 characteristics exhibited by successful leaders
- motivational
- integrity
- self confidence
- creativity
- intelligence
40
Tannenbaum and Schmidts contingency approach
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
41
Adair’s 3 circles
Task - achievement of the task
Team - group involved in the task
Individual - members involved in task
42
4 functions of management
Planning, organising, directing, controlling
43
Management
Process of coordinating activities of business to achieve objectives
44
Redundancy
When employers need to reduced workforce and so position no longer exists
45
Dismissal
Termination of contract as a result of disciplinary procedure
46
Unfair dismissal
Without valid reason or following proper procedures
47
Fair dismissal
With valid reason and following proper procedures
48
Types of fair dismissal
Gross misconduct - assault
Gross negligence - ignoring safety
Poor conduct - lateness
Incapacity - too ill
Capability - incapable to work
Redundancy - job no longer exists
49
Whistleblowing
When a worker provides information or evidence of danger or illegality without fear of retribution
50
Employment tribunal
Special sort of court dealing only with employment law
51
Grievance
When employee has concern complaint or problem
52
Impacts for businesses of employment tribunals
Financial cost
Bad reputation
Other employees leave
Productivity reduced
Time consuming
53
Employer/employee relations
Relationship between employees and employers
54
Equality act 2010
Legally protects people from discrimination in workplace & wider society
55
Employee participation (industrial democracy)
Employees have the ability to participate in decision making process at work
56
Benefits of employee participation
Increased levels of motivation
Better communication
Improved quality of decision making
Reduced labour turnover
57
Trade unions
Organised association of workers in particular industry
58
Role of trade union
Maintain and improve members conditions of employment
59
Collective bargaining
Official process by which trade unions negotiate with employers, on behalf of their members
60
Two main functions of trade unions
Represent their members
Negotiate with employers
61
Benefits of trade unionism to employer
Saves time and cost compared to dealing individually
62
Disadvantages of trade union membership to businesses
Wage costs increase
Speed of change is slower
Increase competitiveness
63
“Go slow” trade union
Workers slow down speed of work
64
“Work to rule” trade union
Only carry out tasks outlined in their contract
65
Strike action
Refuse to work
66
Overtime ban
Only working hours in their contract
67
HR objectives
Set by HR department which will help to achieve the overall business aims and objectives
68
Formal communication
Using agreed rules or procedures
69
Informal communication
Not based on set measures
70
Verbal communication
Using speech
71
Non verbal
Using actions
72
Communication media
How the message is imported to receiver
73
Written communication adv
Record of message
Reread message
Sent to multiple people
Avoid confusion
74
Written communication disadvantages
Written wrong
Viruses
Overwhelmed
75
Face to face communication adv
Feedback
Emphasis through pictures and body language
76
Face to face communication disadv
Too many listening
No permanent record
Expensive
77
Group norms
Rules or guidelines that reflect expectations of how group members should act or interact
78
Implicit norms
Assuming certain norms exist and accept them
79
Explicit norms
Stated outright orally or in writing
80
Zero hour contract
Employer not obliged to provide any minimum working hours and worker not obliged to accept any work offered
81
Remote learning
Allowing employees to work away from the business premises
82
Remote learning adv
Saves time
Increase staff
Less distraction
Motivation
83
Remote learning disadv
Lack of facilities
Distractions
Less work
Miss social aspect
84
Flexi time
Choice over when they work contracted hours
85
Core time
A period when employees must be present
86
Flexi time disadv
Communication may be disrupted
Meetings may be difficult to schedule
Employees may be unproductive
Variable costs may increase
87
Part time
Less than 35 hours worked per week
88
Term time working
Where the working hours mirror term time days
89
Time off in lieu
Give time off instead of paying overtime
90
Job sharing
Where 2+ people work on part time basis to perform a full time job
91
Compressed hours
Provide alternative working week in terms of number of days per week actually worked by employee
92
Annualised hours
Working total hours for the year, with flexibility as how these hours are undertaken
93
Work force planning
Deciding how many and what types of workers are required
94
Organisational culture
Unique collection of values which shapes behaviour of people within an organisation
95
Organisation by function / system
Arranged into specialist areas. Each function has some input into the output of the business’ product/service
96
Organisation by product
Business organised according to the products made, each product has its own departments
97
Organisation by product advantage
+ easy to see which products are doing well
+ each centre has great independence
+ teams can see direct results
98
Organisation by product disadv
- different products compete for resources
- duplication of departments can waste resources
- teams may lose sight of direction of business
99
Organisation by function adv
-Specialists can concentrate on what they do best and share ideas with each other
-less duplication
100
Organisation by function disadv
- Conflicts over goals and budgets
- ineffective communication about products due to segregation of functions
- difficult to accredit success
101
Matrix structure
Individuals work across projects as well as within their own department
Each member has functional manager and project team leader
102
Matrix structure adv
Improve communication
Allow individuals to use particular skills
Greater motivation
Share ideas and resources
103
Matrix structure disadv
Divided loyalties
Difficult to co-ordinate
Takes time for it to work effectively
Team members may neglect functional responsibilities
104
Organisation by division
Division can be geographically separated or by product/service the company produces
105
Organisation by division adv
Communicate easier
Easy to see which product is doing well
Closer to customer needs
106
Organisation by division disadv
Higher cost
Duplication of roles
Loss of consistency
107
Internal recruitment
Vacancy filled with someone who already works in organisation
108
Internal recruitment adv
Good for morale
Already know employee
Creates another vacancy
Cheaper
109
Internal recruitment disadv
No new ideas
Limited choice
Previous job needs to be filled
Resentment
110
External recruitment
Vacancy is filled with someone from outside organisation
111
External recruitment adv
Larger pool of candidates
Less resentment
New ideas
112
External recruitment disadv
Time consuming
Costs more
Risk is high
113
Selection
Process of deciding which applicants to accept
114
CV adv
Quick to receive
Good idea of traits and qualifications
115
CV disadv
Swayed by good layout
Hard to judge
116
Application form
An applicant fills one out that’s been specifically created by the business
117
Application form adv
Allows business to obtain more specific info
Easy to compare
118
Application form disadv
Fewer applicants
Time consuming to produce
119
Induction training
Training aimed at introducing new employees to business
120
On the job training
Receive training whilst in workplace
+ cost effective
+ train with colleagues
- training in different location
- quality depends on ability of trainer
121
Off the job training
When employees are taken away from place of work
+learn from outside experts
+new skills
-expensive
-not familiar with workplace
122
Performance related pay
Piece rate
Bonuses
Commission
Pay scale
123
Holiday entitlement
Uk min - 28 days
Uk average - 33.5 days
Number of days worked per week x 5.6
124
Employee contribution
What employee gives to business - output, how much they sell, attendance
125
Impacts of bad culture
Damage to reputation
Less demand for services
Lower staff retention
Difficult to recruit
Decline investment
126
McClelland
Employees have dominant needs
- achievement (goals)
- affiliation (group)
- power (control)
Manager should identify needs to motivate accordingly
127
Herzberg
Hygiene factors - pay, working conditions
motivating factors - job enrichment, praise
128
Herzerg limitations
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
McClelland limitations
Assumes that the need can always be used to motivate
May show excessive needs
130
Maslow
Pyramid of needs
Self actualisation
Esteem
Social
Safety
Physiological
131
Maslow limitations
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
Vroom
Expectancy - if they can fulfil a task
Instrumentality - if the outcome will be received
Valence - value of reward on offer
133
Vroom calculation
All elements measured between 0-1
Motivation = expectancy x instrumentality x valence
134
Vroom limitations
Values on each element is subject to opinion
High cost of reward
Doesn’t work in all contexts
135
Drucker
Decentralise and delayer
Interest in employees
Management by objectives
Managers primary purpose is to enable people to perform
136
Drucker management by objectives
Review organisational objectives > set objetives with employees > monitor > evaluate > reward
137
Drucker limitations
Relies on good leadership and effective soft skills
Some employees want to be motivated by non financial methods
138
Locke
Goal setting theory
Clarity - clear and specific
Challenge - challenging
Commitment - ownership
Feedback - monitor progress and alter
Complexity - necessary resources
139
Locke limitations
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
Motivation
A strong desire to act in a particular way to achieve certain result
141
Monetary method of motivation
Bonus payment
Profit sharing - workers receive proportion of profits
Commission
Piece rate - payed per unit
142
Non monetary methods of motivation
Job enrichment, term work, praise, workplace environment
143
Job enrichment
Being given extra responsibility
144
AIDA
Represents what viewer must travel through to convince them to buy product
Attention
Interest
Desire
Action
145
AIDA limitations
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
DAGMAR
Strategy for promotional campaign - decide campaign goals, then measure against previous criteria
Defining Advertising Goals for Measured Advertising Results
147
ATR
Awareness - customers informed through promotion or word of mouth
Trial - buying and using product
Repurchase - buying product again
148
Market research
Primary and secondary data collection about a particular market
149
Why is market research undertaken
Describe the market
Explain the market
Predict changes in the market
Investigate reaction of consumers in future
150
Primary market research
(Field) data doesn’t already exist
151
Secondary market research
(Desk) data already exists
152
Primary research methods
Interviews
Surveys
Observation
Consumer panels
Focus groups
Trial marketing
153
Secondary research methods
I
Sales data
Previous surveys
Customer info
Company reports
E
Market research companies
Internet
Trade publications
Newspaper/mag
Competitors
Gov stats/reports
154
Quantitive research
Objective, involves facts
155
Qualitative research
Subjective, based on opinions
