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Cima E1 > HRM > Flashcards

HRM Flashcards

1
Q

Why is Hrm important?

A
  1. Increased productivity
  2. Enhanced group learning
  3. Reduced staff turnover
  4. Encouragement of initiative
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2
Q

HRM Armstrong definition:

A

Strategic approach to the (ADMD):

  1. Acquisition
  2. Motivation
  3. Development
  4. Management of the org ‘s HR
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3
Q

Bratton and Gold definition for Hrm:

A
  1. Employees crucial to achieve competitive advantage .
  2. Hr practices should be integrated in corporate strategy.
  3. HR specialists help org controllers to meet both efficiency and equity objectives-should be professionals.
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4
Q

Objectives of HRM:

A
  1. Develop effective human component-respond to change (development)
  2. Obtain ,develop Human resources /use and motivate effectively (acquistion,motivation)
  3. Create maintain cooperative climate/disputes (Management)
  4. Meet org ‘s social and legal responsibilities related to Hr (management)
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5
Q

Tyson and Fell-4 major roles for Hrm which illustrate the shift in emphasis to the strategic viewpoint (also Bratton and Gold referred to this)

A
  1. Represent orgs culture.
  2. Maintain the boundaries of the org (id and flow of people)
  3. Stability and continuity (planned succession)
  4. Adapt the org to change
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6
Q

HR cycle-Devanna -(explains nature and significance.)

A
  1. Selection
  2. Performance
  3. Appraisal
  4. Rewards/training and development

Pg 280 old book

Mnemonic(Spart(a))

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7
Q

The Guest model relationship between Hrm activities and hrm strategy. What are the 6 components?

A

1 Hrm strategy (differentiation ,focus ,cost)

2 Hrm practices (selection ,training ,appraisal rewards ,job redesign ,involvement ,status and flexibility)

3 Hrm outcomes (commitment ,quality ,flexibility)

4 Behavioural outcomes (effort ,motivation ,cooperation, involvment ,org citizenship)

5 Performance outcomes (high productivity ,quality ,innovation, low: absenteism ,turnover, conflict cust complaints .

6 Financial outcomes (profits ROI)

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8
Q

Limitations of HRM models:

(eg Devana and Guest) -factors that hamper the success

A
  1. External factors: competition ,technol political legal economic social cultural
  2. Internal factors :org structure and culture
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9
Q

What is ability?

A

1) Skill
2) Knowledge
3) Capability

To fulfill the obj of the org.

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10
Q

Principles of scientific mgt-Taylor:

A

1) Development of a true science of work- Mgt to utilize and record the gathered knowledge
2) Scientific selection and progressive dvlp of workers
3) The bringing together of science and the scientifically trained men-max productivity
4) Constant and intimate cooperation between mgrs and workers

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11
Q

Examples of scientific management:

A
  1. work study techniques(one best way,each job into smaller components,worker no discretion)
  2. planning the work and doing the work separated(workers no control over the task)
  3. workers paid incentives(basis:acceptance of new method and output)
  4. All aspects of work environment tightly controlled
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12
Q

Weber: bureaucracy,rational form:

A

Theory

1) Org divided in jurisdictional areas with specified duties
2) Officials in charge are given the authority (rules and regulations)-mgrs things done as orders are legitimate and justified
3) Natural evolution to this rational form

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13
Q

Lawrence and Lorsch : Contigency theory

A

NO BEST way to manage-the org s structure and mgt approach must be tailored to the situation.

  • Stable environment-detailed procedures and more centralised decision making process .
  • Unstable env .-decentralisation,employee participation,less emphasis on rules.
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14
Q

Definition for HR planning:

A

Establishment of OBJECTIVES

and the formulation ,evaluation and selection of :

  • policies
  • Tactics
  • Actions

Required to achieve them.

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15
Q

HR planning- what does it deal with?

A

1 budgeting and cost control

2 downsizing

3 recruitment

4 retention

5 training and retraining to enhance the skills base

6 dealing with changing circumstances

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16
Q

Process of Hr planning

A
  1. STRATEGIC ANALYSIS OF
  • environment
  • org s manpower strength weakn oppor thr
  • org s use of employees.
  • org s objectives

​​​ 2. FORECASTING

  • internal demand supply
  • ext supply
  1. JOB ANALYSIS
  • investigating tasks performed in each job
  • identifying the skills required

4 RECRUITMENT AND TRAINING

  • recruiting and selecting required staff
  • training and developing existing staff
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17
Q

Forecasting demand future Hr needs: (Accurate forecasts for turnover and productivity)

A

1) New venture details
2) New markets
3) New products
4) New technology (new skills)
5) Divestment (ending investment)
6) Org restructuring
7) Cost reduction plans

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18
Q

Estimating HR supply:

A
  • Internal labour market-stocks and flows analysis
  • External Labour market:
  1. measures potential employee s awareness of the org
  2. Attitudes of potential empl towards the org
  3. suggests possible segments for advertising purposes
  4. analysis population trends for long term forecasting
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19
Q

HR plan -prepared on which basis?

A
  • Of staffing requirements and the implications of productivity and costs.
  • It should include budgets targets and standards and it should allocate responsibilities for implementation and control.
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20
Q

Hr plan broken to which subsidiary plans?

A

1 Recruitment plan (numbers,types of people,when required,recruitment programme)

2 Training plan

3 Redevelopment plan (transferring retraining employees)

4 Productivity plan (improving product ,reducing manp costs setting productivity targets)

5 Redudancy plan

6 Retention plan

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21
Q

Tactical plans -to cover all aspects of Hrm tasks:

A

1 Pay and productivity bargaining

2 Physical conditions of employment

3 Mgt and technical dvlt and career dvt

4 Recruitment and Redudancies

5 Training and retraining

6 Staffing costs

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22
Q

Labour shortage-dealing with it:

A
  1. Internal transfers and promotions
  2. Overtime External recruitment
  3. Reducing labour turnover
  4. New equipment and training to improve productivity
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23
Q

Dealing with Labour surplus

A
  1. Natural wastage
  2. Restricting recruitment
  3. Part time working
  4. Redundancies as last resort
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24
Q

Stages in Human resources planning -Mullins

(diagram pg 304 old book)

A

Corporate Objectives

Analysis of existing Recods Design org struct

Estimated changes by target date

Supply forecast <strong>HR plan</strong> Demand forecast

Hr mngt action plan

  • Recruitment And selec.
  • Training Mgt dvt
  • Redepl
  • Redud

Reconciliation of S and D

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25
Q

3 elements to ethics:

A

I Individ s prof responsibility to act

Do real world practical actions an ind can take

Best choices between diff courses of action

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26
Q

Corporate social responsibility policies:

A

Explain the approach to helping the community and reducing the environmental impact of the org.

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27
Q

Corporate responsibility reports

A

Figures and statistics :

  • carbon footprint ,
  • impact on environment,
  • staff turnover
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28
Q

Fundamental principles of Cima ethical Guidelines:

A
  1. Professional behaviour
  2. Integrity
  3. Confidentiality
  4. Objectivity
  5. Professional competence and due care

(picop)

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29
Q

Systematic approach to recruitment and selection -steps:

A
  1. Detailed personnel planning
  2. Job analysis
  3. Identification of vacancies
  4. Evaluation of sources of labour
  5. Review of applications
  6. Notifying applicants of the results
  7. Preparing the employment contracts ,induction, training
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30
Q

Job analysis steps:

A
  1. Purpose of the job
  2. Content of the job
  3. Performance criteria
  4. Responsibility Organisational factors (reporting line)
  5. Accountabilities(results)
  6. Developmental factors
  7. Environmental factors
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31
Q

Competence definition -Bouzatis

A

Capacity that leads to behaviour that meets the job demands

within the parameters of the org environment

and that in turn brings about the desired results.

also:

Transfer skills

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32
Q

Types of competences:

A
  1. Behavioural/personal
  2. Work based /occupational(nvq systems)
  3. Generic competences (to all people)
33
Q

Competences for managers:

A

1 Intellectual -strategic perspective ,analyt judgm,planning and org skills

2 interpesonal -managing staff ,persuasiveness,assertiveness and decisiveness,interpersonal sensitiv,oral communication

4 Results -initiative ,motivation to achievement,business sense

3 Adaptability - flexibility,coping with change

(IIRA)

34
Q

Mintzberg-job design parameters:

A

1 Job specialisation

  • How many different tasks and breadth.
  • Control over work-to which extent

2 Regulation of behaviour -formalise to predict and control

3 Training in skills and indoctrination in org values

35
Q

Belbin -job design:

A

Described a way of tailoring job design to delayered ,team based structures and flexible working systems.

1 Flattened delayered hierarchies -greater flexibility but also loss of control

2 Old hierarchies clearer in establishing responsibilities

36
Q

Main purposes of job description

A
  1. Performance
  2. Recruitment
  3. Organisational
  4. Legal

(prol)

37
Q

Person specifications-main areas covered Rodgers framework for recruitment process:

A

BADPIGS

  • Background/circumstances
  • Attainments
  • DISPOSITION
  • Physical make up
  • Interests
  • General intelligence
  • Special aptitudes
38
Q

Types of job interviews:

A
  1. Tandem
  2. Individual
  3. Panel
  4. Sequential (several one to one)
39
Q

Limitations of interviews -errors of judgment:

A

1 Halo effect(general judgment on single attribute)

2 Contagious bias(change the behaviour through the wording of questions)

3 Stereotypes on insufficient evidence

4 Incorrect assessment of qualitative factors

5 Logical error (conclusions without logical justification)

40
Q

Testing of candidates-which types:

A
  1. Psychological and personality
  2. Cognitive tests thinking process
  3. Proficiency tests
  4. Psychometric all of the above
41
Q

Myers-Veigs type indicator:

A

Categorise people adto whether they are:

  • introvert/extrovert
  • objective:intuitive
  • decisive/hesitant and so on
42
Q

Test advantages and disadvantages:

A

Advantages

  1. Sensitive measuring instrument
  2. Standardised-all candidates measured by same yardstick
  3. Always measure same thing (eg IQ)

Disadvantages

  1. Oversimplify complex issues
  2. Culturally specific(developed in Us)
  3. Results should only be used to support other selection methods
43
Q

Realistic job previews (rjp)-Herriot:

A

Prospective employee spending some time shadowing and existing employe in a similar role

Lower expectations ➡️withdrawing contention

Those who accept more likely to commit

44
Q

Induction elements:

A
  1. Welcome
  2. Introductions to colleagues supervisors
  3. Explanations nature of job Safety rules and procedures
  4. Wider mission of the dpt and org-imporstant for services
  5. Explanation of any systems of continuing training coaching or mentoring.
45
Q

Dialogic learning-Harrison:

A

Integrates recruits into

  • how the org operates including the overall culture beliefs and mission.
46
Q

Acceptabke reasons for dismissal UK:

A
  1. Conduct
  2. Capability
  3. Breach of statutory duty
  4. Other substantial reasons(dishonesty)
  5. Redudndancy
47
Q

Unfair dismissal uk:

A
  1. Race sex disability
  2. Pregnancy
  3. Request for flexible working practices
  4. Trade union membership or activities
  5. Taking steps to avert danger to health/safety
  6. Minimum wage
  7. Opting out of sunday working
48
Q

Alternatives to enforced redudancies:

A
  1. Recruitment freeze
  2. Enforced retirement
  3. Voluntary early retirement
  4. Voluntary redudancy
  5. Shorter hours
  6. Job shares
  7. Reduced overtime
49
Q

Relationship mgt in disciplinary situations:

A
  1. Privacy
  2. Advance warning
  3. Consistency penalties related to the act
  4. Immediacy
50
Q

Human resource dvt -Armstrong:

A

Process of extending personal abilities and qualities by means of education, training and other learning experiences.

51
Q

Development-Armstrong

A

Growth or realisation of a person s ability and potential through the provision of learning and other educational experiences.

52
Q

Training :Armstrong

A

Planned and systematic modification of behaviour through learning events programmed and instructions which enable individual to achieve the level of knowledge ,skills and competence to carry out the work effectively.

53
Q

Effective learning programmes/key principles:

A
  1. Participants ability to learn
  2. Overview feedback on progress
  3. Learning curve (depends on the skills)
  4. Job specific
  5. Active involvement
  6. Rewards (reward progress)
54
Q

Training and develeopment -benefits for the org:

A
  1. Minimise the learning cost
  2. Reduce costs and increase productivity
  3. Fewer accidents
  4. Flexibility
  5. Less need for detailed supervision
  6. Recruitment and succession planning
  7. Change management
  8. Motivation
  9. Corporate culture
55
Q

Training and development-benefits for the employee:

A
  1. Job satisfaction
  2. Social benefit
  3. Psychological benefits
  4. Increases skills portfolio
56
Q

Training and development needs-large businesses-systematic approach:

A
  1. Identify training needs
  2. Define the training required
  3. Define training objectives
  4. Plan training programmes
  5. Implementation
  6. Evaluation
57
Q

Training needs analysis:

A
  1. The business strategy at corporate level
  2. Appraisal and performance reviews
  3. Attitude surveys
  4. Evaluation of existing training programmes
  5. Job analysis
58
Q

Range of course types:

A
  1. Day release
  2. Distance learning evening classes, correspondence
  3. Revision courses
  4. Block release
  5. Sandwich courses Sponsored
  6. Full time course
59
Q

Pedler-learning development at managerial level:

A

Often accidental and unconscious.

Any activity that results in a manager being more willing or capable to control events has a developmental aspect to it.

60
Q

Characteristics of more structured on the job training:

A
  1. Specific purpose
  2. Tolerate any mistakes the trainee makes
  3. The work should not be too complex
61
Q

Methods of on the job training:

A

1 Demonstration/instruction

2 Coaching

3 Job rotation

4 Temporary promotion

5 Assistant to positions

6 Action learning

7 Committes

8 Project work

62
Q

The learning cycle (Kolb)

A
  • Formal -classroom training passive cut off from real world
  • Experiential learning involved doing and puts learners in active problem solving role
  • Self learning formulate and commit themselves to their own objectives

Concrete experience -> Reflection->Theorising->Actively Experimenting

63
Q

Training in different industries sectors -Hendry.

A
  • Service sectors tend to rely on retraining and training employees-internal labour market
  • Manufacturing industries-apprenticeship programmes (external labour market)
64
Q

Kirkpatrick -4 levels at which training can be evaluated :

A

1 Reaction

2 Learning

3 Behaviour

4 Results

65
Q

Evaluating a training:

A

Compare the actual costs against the assessed benefits.

1) trainees reaction to the experience
2) trainee learning(test at the end)
3) changes in job behaviour following training
4) org change as a result of the training
5) impact of the training on the achievement of the org goals
6) trainer assessment-gaps in knowledge
7) Hr review -range of info

66
Q

Career management:

A

A technique whereby the progress of indiv within an org is planned with org needs and indiv capacity in mind.Important in flat orgs.

67
Q

Succession planning advantages

A
  1. Cheaper than advertising or using agencies
  2. Develops career structures
  3. Motivated employees
  4. Maintain s the org s culture as long serving employees are promoted
  5. Logical and rational
68
Q

Succession planning disadvantages:

A
  1. Large talent pools -difficult who to promote
  2. Reduces fresh blood at higher levels
  3. Vacancies available before suitable replacement
  4. May be better candidates outside
  5. Planning requires resources to manage it
  6. Job for life outdated concept-best staff may leave before
69
Q

Pedlar et al -development of mgt .

A

It should be down to individual and org s to provide a system that increases mgr s flexibility and willingness to take control and responsibility for their own learning.

Possibilities for learning :planned ,accidental,takes place at work or away.

A variety of techniques could be used

  • Formal educAtion and training
  • OtJ training
  • group learning sessions
  • job rotation
  • career planning
  • counselling
70
Q

Appraisals are needed for a number of reasons:

A

1 Managers may obtain random impressions of employees performace-rarely from a coherent ,complete and objective picture

2 Fair idea of shortcomings but not time to the matter of improvement /development

3 Different assessors different set of criteria

4 Unless requested managers won t give feedback on their performance

71
Q

Appraisal system:

A
  1. Identification of criteria of assessment (job analysis,person specif,performance standards)
  2. The preparation by the subordinate s manager of an appraisal report (sometimes also appraisee)
  3. An appraisal interview
  4. Review of the assessment by the assessor s own superior.
  5. Preparation and implementation of action plans 6.Follow up ,monitoring the progress of the action plan
72
Q

Appraisal techniques:

A

1 Overall assessment -narrative -no guaranteed consistency

2 Guided assessment-comment on a number of specified characteristics and performance elements

3 Grading

4 Behavioural incident method

5 Objectives and results oriented schemes-against specific targets and standards of performance

6 Related to common standards to allow comparisons-meaningful performance criteria

73
Q

Advantages of upward appraisal

A
  1. Employees rated by subordinates
  2. Subordinates tend to know better supervisor
  3. Manager rated statistically-the more the better
  4. Have more impact-information flows better down than up
74
Q

360 degree appraisal

A

Taking downward ,upward and customers appraisals together.

75
Q

Maier-3 types of approach to appraisal interviews:

A

1 Tell and sell method Manager announces the results and try to make the apraisee to accept those and the improvement plan.

2 The tell and listen method Feedback from empl to mgr on how job design methods environment or supervision may be improved

3 The problem solving approach Mgr counsellor and helper-focus on work problems

76
Q

Lockett -appraisal barriers:

A

1 Appraisal as confrontation: lack of agreement on perf levels,subjective feedback,badly delivered,yesterday s picture,disagreement on long term prospects.

  1. As judgement
  2. Appraisal as a chat
  3. Appraisals as bureaucracy
  4. Form filling exercise
  5. As unfinished business
  6. Appraisal as annual event
77
Q

Performance related pay when is it introduced?

A

Is often introduced when org or Hr changes made such us:

  1. Introduction of an appraisal scheme
  2. Development of flexible working arrangements
  3. Decentralization of HR or the responsibility off pay determination
  4. Harmonisation of working arrangements through the org PRP may form the basis if all general pay increases
  5. Replace pay increases for length of service or qualifications
  6. Additional pmts above the maximum for the grade.
78
Q

Assessment of appraisal scheme

A

Relevance-useful and relevant purpose,content Fairness - criteria standardisation,objectivity Serious intent-manager genuine care Cooperation Efficiency

Cima E1 (8 decks)

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