HRM Flashcards
roles of HRM
- recruitment
- induction
- retention
- appraisals
- absenteeism
- dismissal
- redundancuea
- training and development
internal factors that influence human resource planning
- size of the organisation
- strategic direction of the organisation
- organisational structure
- finances
external factors to human resource planning
- demographic change
- changes in labour mobility
(occupational & geographical) - immigration
- flexi time
- gig economy
reasons for resistance to change
- self interest (self above others)
- low tolerance (ppl like stability)
- misinformation and misunderstandings (misconceptions)
- interpretation of circumstances (the employees and employers might disagree on the rationale of a certain change)
strategies for reducing change resistance
- education and communication
- participation and involvement
- facilitation and support
- negotiation and agreement (“carrot” approach hakies chuj zgadzasz sie albo wypierdalasz)
- manipulation and co- option (bringing the representative of those resisting change into the change process to give these key influential ppl in ghe negotiatoon process but rlly its done to convert fhe representatove so they convienve those resisting chwnge)
- explicit and implicit coercion (“stick” approach, last resource, czyli zgadzasz wie albo wypierdalasz gowniarzu)
organizational structure
shows interrelationships and hierarchal arrangements within the company
delegation
a manager entrusts and empowers a subordinate with the power to successfully complete a particular task, project or role
passing control and authority but holding the subordinates accountable for everything
span of control
how many workers are directly accountable to a particular manager
(how many ppl report to a certain silly guy)
wide span of control
the manager has responsibility for many subordinates
workers have a greater degree of independance
can help reduce costs
favtors that impact whether the business has a wide or narrow span of control
- employee competencies
(skills) - managerial competencies (attitudes and beliefs of the managers)
- the business context
(nature of the organisation and the markets in which it operates w sensie the size of tbe organisation np whether its big or small and all)
levels of hierarchy
number of layers of formal authority, represented in an organizational chart
shows where workers fit within the firm
a tall structure // vertical structure
a large number of levels of hierarchy
narrow span of control
many ppl between the top and the bottom
beaurocracy
administrative system within an organisation
formal policies and procedures
flat structure // horizontal structure
few levels or layers in the organisational hierarchy
decentralised decision making
improved and speedier communication
not mamy promotional opportunities
chain of command
formal lines of authority in an organisation
centralisation
decision making is made by a small group of senior managers at the top of the organisational hierarchy
(in a tall organizational structure with a narrow span of control)
decentralisation
decision making authority is delegated through rather than from a central authoritative group
(in a flatter hierarchal structure)
delayering
removing one or more layers in a hierarchal structure
- to cut costs
- reduce beaurocratic inefficiencies
matrix structure
organising and assignining indivisuals to multiple roles so they ate placed in multiple reporting lines
promotes cross functional collaboration
project based organisation
flexible organisational structure based on specific needs of a project // business venturev
best for short term and temporary shit
each project is run by a project manager
allow firms ti be responsive to changes in market demand for goods and services
charles handys shamrock organisation
flexivle organisational structure
argued that organisations must adapt to changes in the business environment in order to survive and thrive
it has 3 components
- professional core // core workers (full time super important experts)
- contingent workforce // peripheral workers
(temporary, part time staff) - outsourced vendors // outsourced workers
(full time and carry out specific roles that are generlaly improstnt to any organisation but not pivotal (security))
scientific thinking // management
decision making and problem solving based on gathering necessary information and data and analysing it to make a rational well informed choice, objective
intuitive thinking // management
decision making and problem solving based on ones own instinct and experience rather than empirical evidence and data, rather subjectuve
roles and functions of management
planning, organising, commanding, coordinating, controlling
