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Bus Man > HRM > Flashcards

HRM Flashcards

0
Q

Motivation of people: needs are…

A

Self-actualisation, esteem, emotional, safety, physiological

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1
Q

Objectives of HRM

A

See notebook

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2
Q

Physiological needs

A

Money to buy food/clothing/shelter etc. satisfied by wages & various financial bonuses high enough to meet weekly bills

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3
Q

Safety needs

A

Satisfied through job security, contract of employment, membership of trade union, & protection of the various employment laws

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4
Q

Emotional needs

A

Love/care/appreciation/friendship satisfied through team work, job rotation & social clubs (e.g. saying thank you)

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5
Q

Esteem needs

A

Feel good factor (self-respect, individual, unique) through recognition of doing a job well, promotion, merit awards, job title e.g. McDs stars

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6
Q

Self-actualisation needs

A

Being the best you can be satisfied by promotion, more responsibility, ownership of company shares, self employment

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7
Q

Roles and functions of HRM

A

Facilitator, audit, consultancy, executive, service

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8
Q

Facilitator role

A

See notebook

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9
Q

Audit role

A

Monitoring & reporting on all HRM policies within organisation, ensuring that all staff follow procedures

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10
Q

Consultancy role

A

Provide managers with guidance & advice on specialist assistance to manage potentially difficult situations effectively such as making staff redundant

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11
Q

Executive role

A

HRM are the resident experts in all matters relating to HRM management

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12
Q

Service role

A

Providing useful up-to-date information e.g. On new employment legislation

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13
Q

Changing patterns of employment

A

Increase in part-time work, service sector employment, public sector employment, women working, home-working/teleworking

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14
Q

Disadvantages of only/mostly full-time employment

A

See notebook

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15
Q

Increase in part-time workers:

A

Because of disadvantages of full-time, flexible hours, (e.g. mothers) may only be able to work certain hours, lower rate of absenteeism, more motivated

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16
Q

Increase in women working

A

Ensure equality at work. Must ensure women & men are treated fairly in terms of pay & conditions for doing similar jobs

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17
Q

Hot desks

A

All equipment needed at hot-desk so that organisation does not need to create individual office space e.g. For salespeople

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18
Q

Working from home/teleworking

A

Due to modern communications equipment. Saves on accommodation costs & can increase productivity of workers, but feeling of isolation by employee

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19
Q

HRP Human Resource Planning

A

Current labour market trends, support for staff development in training & motivation, forecasting possible future staffing needs of organisation, any possible increase in workload

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20
Q

Current labour market trends

A

Ageing working population meaning fewer young people to recruit & train so other areas of labour market have to be investigated

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21
Q

Forecasting possible future staffing needs

A

Includes likely staff turnover, promotion, retirements, releasing surplus staff. Continuous process as staff needs change with organisations environment (PESTEC)

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22
Q

Support for staff development in training & motivation

A

Include the establishment and maintenance of a corporate culture

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23
Q

Possible increase in workload

A

E.g. Due to increased demand, development of new product, introduction of technologies that require new skills not currently available in workforce

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24
Q

Recruitment process is…

A

Used by an organisation to find the best possible applicants for a job vacancy to allow an organisation to meet its objectives

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25
Q

Recruitment process:

A

Identify a Job vacancy - job analysis - job description - person specification - advertise

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26
Q

Job analysis

A

Analyse vacancy by identifying tasks, duties, skills & responsibilities of position. Helps to identify type of candidate suitable. May determine that position is no longer required.

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27
Q

Job description

A

Description of job vacancy stating job’s title, location, tasks, duties, responsibilities & conditions e.g. Benefits, hours of work, holidays

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28
Q

Person specification

A

Description if the type of person suitable for post. Describes qualifications, experience, personal qualities & interests possessed by ideal candidate. Split into essential and desirable.

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29
Q

Advertise job vacancy

A

A job advert can be drawn up using the job description and person specification. Internal or external

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30
Q

Internal sources - advertising vacancies internally

A

Through staff newsletter, notice, intranet, bulletin board

31
Q

Advantages of advertising internally

A

Vacancy can be filled quickly, enhance morale if employees have opportunities for promotion, can save on induction & training costs

32
Q

Disadvantages of advertising internally

A

Limited pool of potential candidates with no new fresh ideas, a new vacancy is created for the job the promoted employee used to do

33
Q

External sources - advertising vacancies externally

A

Through newspaper adverts, specialist magazines/journals, internet adverts, job centre, recruitment agency, schools/colleges/universities

34
Q

Newspaper adverts

A

National or local papers can be used depending on vacancy. National adverts can be expensive to place but reach a wide target audience

35
Q

Specialist magazines/journals

A

Employers can easily target potential candidates with correct qualifications e.g. Teaching posts advertised in Times Educational Supplement

36
Q

Internet adverts

A

On own company websites or specialist recruitment websites. Advert may only reach a limited number of potential candidates

37
Q

Job centre

A

Local vacancies are often advertised in job centres e.g. Office, hotel, manual workers

38
Q

Recruitment agency

A

See notebook

39
Q

Schools/colleges/universities

A

Employers may contact educational institutions directly to seek young applicants who have the potential to become assets to the company

40
Q

Selection process

A

Application forms/CV & references, testing, assessment centres, interviews, candidates informed of decision

41
Q

Application forms/CV & references

A

Should be checked against person specification to select suitable candidates. This allows a short list of most suitable candidates to be drawn up

42
Q

Testing

A

Tests can be used to provide additional information as to a candidates suitability for a position e.g. Attainment, aptitude, intelligence (IQ), psychometric, medical

43
Q

Attainment tests

A

Often consist of demonstrating skills e.g. Recruitment agency for office work may give applicants a word-processing text to complete assessing skills against standard

44
Q

Aptitude tests

A

Assess the natural abilities that candidates possess e.g. Applicant for financial job given a numerical aptitude test. Test often reflects skills required for vacancy

45
Q

Intelligence (IQ) tests

A

Measure a candidate’s mental ability and may involve assessing a candidate’s numeracy, literacy, thinking & problem-solving abilities

46
Q

Psychometric tests

A

Are personality tests where a candidate’s responses to questions are analysed to reveal their personality and traits. There are often no right and wrong answers to questions

47
Q

Medical tests

A

Certain employers require candidates to pass a medical before considering them for employment (ensure they are fit enough for job) e.g. Army, police, airlines

48
Q

Assessment centres

A

Large organisations. Several days. Tests including team-building, role-play, interviews. Assess social skills, leadership qualities, personality. Smaller organisations: smaller activities, office/hired venue

49
Q

Interviews

A

Gather information from candidates by comparing responses to criteria that successful candidate should have. Indication of personality. Interviewer focus on negatives instead of positive

50
Q

Types of interview

A

One-to-one
Successive
Panel

51
Q

One-to-one interviews

A

One interviewer conducts all the interviews and selects the best person

52
Q

Successive interviews

A

Candidates have several interviews with different interviewers

53
Q

Panel interviews

A

Several people will sit on a panel and the candidate has one interview conducted by the whole panel with each panel member asking questions about different aspects of job

54
Q

Benefits of training staff

A

See notebook

55
Q

Costs of training staff

A

See notebook

56
Q

Types of training

A

Induction, on-going job (on the job/off the job)

57
Q

Induction training

A

New member of staff. Background info about organisation, organisational/departmental procedures, meeting colleagues, health and safety, introduction to tasks of job. Designed to make them feel comfortable

58
Q

On the job training

A

Where training is conducted at the employee’s normal place of work

59
Q

Off the job training

A

Where training is conducted at a different location from the normal place of work such as at the company’s training centre. This allows trainees to fully focus on their training

60
Q

Training methods

A

Demonstration, coaching, job rotation, distance learning

61
Q

Demonstration (method of training)

A

The trainee watches a task being demonstrated then completes it themselves

62
Q

Coaching (method of training)

A

The trainee is taken through a task step-by-step and helped to improve by a trainer or coach

63
Q

Job rotation (method of training)

A

The trainee moves around different jobs or departments learning different tasks in each. Internal method of training. E.g. Supermarket

64
Q

Distance learning (method of training)

A

The trainee receives a pack of materials to work through at their own pace. The trainee then sends completed work to an assessor to be marked or evaluated. Can be used to gain external qualification

65
Q

Staff development

A

See notebook

66
Q

Employee relations

A

The formal relationship between employees and employers which may involve each of their representatives

67
Q

Groups involved in employee relations

A

Trade unions, employers, employer’s associations, ACAS

68
Q

Trade unions

A

See notebook

69
Q

Employee relations - employers

A

Employers have a duty to undertake a process of negotiation and consultation with their employees and to keep them informed of changes

70
Q

Employers’ associations

A

Represent employers during negotiation. E.g. Local councils can be members of COSLA (the Convention of Scottish Local Authorities) which represents them or gives advice during negotiations with trade unions

71
Q

ACAS (Advisory, Conciliation & Arbitration Service)

A

Funded by central government that assists in disputes where agreement between employees and employers cannot be reached

72
Q

ACAS - Advice

A

Offers advice to employers, employees & trade unions on matters such as contracts of employment, HR policies, legislation & other work-related matters

73
Q

ACAS - Conciliation

A

At the request of management or unions it can intervene in a dispute and try to encourage a settlement that both parties will accept

74
Q

ACAS - Arbitration

A

Disputing parties put forward their case and agree to ask ACAS to assess the problem and recommend a course of action to resolve the dispute which both parties agree to abide by

75
Q

Employment tribunal

A

A legal court that deals with all work-related disputes including unfair dismissal, discrimination & equal pay cases

Bus Man (18 decks)

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