hrm Flashcards
financial and non financial rewards
•time rate
•salary
•bonus
•benefit in kind (if taxable)
time rate
(non/financial rewards)
•employee rewarded a fixed amt per hour for a fixed number of hours
•hours worked over & above fixed number are paid at a higher rate called overtime eg. time and a half or double time
salary
(non/financial rewards)
•paid in equal amounts to an employee
•paid either weekly, biweekly or monthly
bonus
(non/financial rewards)
•a sum of money raised for reaching a certain target
•eg. producing units above agreed limit
benefit in kind (if taxable)
(non/financial rewards)
•use of an asset as a form of reward
•eg. company car available for private use
•it could include preferential loans, free or subsidized accommodation
flexible working conditions
•refers to an agreement between the employer and their employees trust allows the employee input into their place of work, when they complete their duties, etc
•flexible working conditions can enable and employee to work from home for a no. of days per work & may also allow for flexitime
job description
•sets out purpose of job, where job fits into org structure, main responsibilities and key tasks to be performed
•defines where job is positioned in organization structure and who reports to who
person specification
•sets out kind of qualifications, skills, experience & personal attributes a successful candidate should possess
•refers to the person & is useful in comparing & assessing the suitability of job applicants
•eg. area mgrs would require detailed knowledge of retail trade, ability to meet deadlines, work under pressure, etc
internal recruitment
•employee familiar with culture, policies and practices of the business
internal recruitment advs
•training & advertising costs are decreased
•motivation improves as employees recognize that opportunities will occur as vacancies higher up the business of command become available
internal recruitment disadvs
•best person for job may not be the internal appointment
•promotion within the business can have negative effect on levels of cooperation between employees
external recruitment
•new fresh perspective brought by external appointee
•new employee may have skills & exp required by business that doesn’t exist among current staff
•training costs can be avoided as external appointee may have req skills already
job interview
•job interview is evaluation of potential employee by employer for prospective employment in firm. attempts to determine candidates ability to do job, get along w/staff, work in teams & contribute to business in innovative and effective manner
selection
•many methods of selection
•find best candidate and decrease risk of poor IR
performance appraisal
•evaluation of employees performance carried out by HR manager
•HR mgr and employee meet and agree on targets to be achieved within given period of time eg. year
•HR mgr and employer meet at end of period to evaluate employees performance, compare target with performance & employee may be offered reward for reaching target
advs of performance appraisal
•better ir- employees can highlight issues within business at performance appraisal, can help mgt deal w/issues quickly & improve IR in workplace
•training needs- can help identify training needs for employees & these can be organized by HR mgr eg. continuous professional development or work shadowing
recruitment & selection
•concerned with finding the best potential candidates with appropriate skills, then picking most suitable candidates
•HR mgr must draw up job desc and person spec then advertise the position
•applicants must be screened. selection is usually by means of an interview
training & development (just training)
•training concerned with improving employees ability to perform job in effective manner
•company invests in training for employed leading to better knowledge & skills amongst staff
•results in better customer service & exp of customer
•induction training helps new employees fit into workplace (learn abt job, policies, rules, etc). other types of training include internal/external
training & development (just development )
•development prepares the employees for new responsibilities and greater challenges in the workplace
•helps employees self actualise
impact of remote working on HRM
•pay and rewards
•training and development
pay and rewards
(impact of remote working on HRM)
•rewards system for business and particular employees may have to be altered to take into account new work systems
•staff working from home need to be provided with necessary equipment to perform their roles. remuneration for electricity, internet costs, etc must be factored into changes. pay sales & wage rates may also have to adjust in line with changing circumstances
training and development
(impact of remote working on HRM)
•remote working requires huge investment and facilitation of training for new systems
•HR mgrs must organize training for any staff who may have to change how & where they work. method of training will most likely be done remotely & may cause difficulty/confusion for staff not physically present for training courses
commission
•employees earn a percentage of total sales they achieve
•can increase motivation of sales staff to sell goods and services to consumers
employees share purchase plan
•employees can buy shares in company at discounted price
•can increase motivation of employees as it’s in their interest to work hard & make business successful
flexi time
•employees are empowered to choose their own working hours
•employees must fulfil their contracted hours
•eg. employee must do a 40hr work week and decides to work from 10am to 6pm instead of a traditional 9 to 5
why performance appraisal
•review progress of employee and decide a suitable reward
•provide employees with feedback to increase their productivity
•goals can be set for future performances and these targets can be agreed by employees
•improve staff motivation by recognizing staff achievements & giving rewards
induction training
•necessary for new employees joining a business
•familiarize the new employees with the business, its employees, its culture, and system & procedures
•shows employees the requirements of daily technical operations and work skills in the business & aims to make the employees fully productive ASAP
staff development
•long term approach taken with existing employees to encourage them to take on new challenges and reach their full potential
•focused on career development and brings all employees to a higher lvl in terms of their general skills in leading & communicating
panel interview
•a selection technique used to choose candidate that most closely matches with the criteria set in the person specification
•candidate interviewed by group of interviewers who candidate meets to reduce the effect of a single interviewers personal bias
•avoid gender bias, distribute questions along panel, determine candidate fits with corporate culture
controller manager
•characterized by a “command and control” belief where one person knows best
•very little autonomy given to employed, manager knows best & makes all decisions
facilitator manager
•takes on role of “coach/co-ordinator”
•understands and trusts that employees on the front lines have the info they need to respond to changes rapidly once given the resources & responsibility to act
piece rate
•employer rewarded per piece produced/job completed
•method may lead to quality control issues as employees may try to get as many items as possible produced to increase their earnings
storming
•team members test relationships and tensions
•conflicts frequently arise
•members try to establish their positions on a team
•members may act as individuals and resist other views
norming
•constructive relationships and ways of working together emerge
•ground rules and procedures are agreed and there’s an increased focus on the task at hand
•greater sense of trust develops between team members
