HRM Flashcards
Human resource management involves….
Hiring and developing employees so that they become more valuable to the organisation
Example of formative appraisal
An employer meets with their supervisor weekly to review performance and make necessary adjustments
Formative appraisal
A continuous approach to appraisal that occurs during the contact period so that adjustments in performance and training can be made
Disadvantage of formative appraisal
Can focus too much on the process rather than the final outcome / product
Advantage of formative appraisal
Provides timely feedback so that the employee can make adjustments
Example of summative appraisal
An employee meets with their supervisor to review annual performance and find out whether their contract will be renewed
Summative appraisal
Appeasing the performance of an employee at the end of the contract period, usually according to set standards
Summative appraisal advantage
Employees are provided clear standards and time to achieve them prior to being evaluated
Summative appraisal disadvantage
Can focus too much on the final outcome rather than the process. Feedback is often provided too late
360 degree appraisal
Receiving appraisal from not only the line manager, but also colleagues, customers, and self
360 degree appraisal example
An employee gathers advice from their boss, colleagues, and clients regarding their performance
360 degree appraisal advantage
Multiple perspectives (including the customer) can provide a more complete appraisal
360 degree appraisal disadvantage
Complex and takes a lot of time to complete
Self-Appraisal
Employees reflecting on their own performance
Self-Appraisal example
An employee completes an online form reflecting on their performance
Self-appraisal advantage
Employees are usually more aware than managers of their own performance
Self-appraisal disadvantages
Employees may not always be honest
On the job training
Training (skills, knowledge, and competencies) that takes place within the usual workplace or environment
On the job training example
Training received while shadowing an experienced colleague at work
On the job training advantage
Usually costs less than off the job training
On the job training disadvantage
Can be disruptive to the regular work environment and employees face distractions from their regular work
Off the job training
Training that takes place outside of the usual workplace or work environment
Off the job training example
Training received by an expert in the field at a remote location
Off the job training advantage
Allows employees to get away from the everyday pleasures and distractions of work and focus on the training
Off the job training disadvantage
Can be more costly than on the job
Cognitive training
Training aimed at improving general knowledge, brain functioning, and thinking
Cognitive training example
Training to improve memory
Cognitive training advantage
Due to the dynamic nature of business, general cognitive training may be more appropriate, as it is difficult to know what specific knowledge will be required in the future
Cognitive training disadvantage
May not develop specific expertise within the workforce
Behavioural training
Training to help employees apply their knowledge and skills in various situations
Behavioural training example
Training on stress management
Behavioural training advantage
Can be quite effective for employees working in the service industry
Behavioural training disadvantage
Not always easy to identify which types of behaviours are required
Recruitment
Another word for ‘hiring’ A key function of HRM that describes attracting, selecting, and appointing candidates for jobs within an organisation (this can be permanent or temporary positioning) - they are the best qualified candidate within or outside the business for a job opening, in a timely and cost effective manner
The recruitment process step 1
Define the job opening: the organisation identifies and and analyses human resource needs of the organisation to achieve its objectives. This can result in identification of shortage in the current workforce and need for recruitment. A job description outlining roles or responsibilities as well as specifications required or preferred is written. This sets benchmarks and goals for the employees to use during the appraisal process
The recruitment process step 2
Attract potential employees but posting the job description and advertising. Technology plays a large role as organisations take advantage of their website, external job boards, and social media for advertising
The recruitment process step 3
Select the right candidate: initial screening of applicants takes place to narrow the search. As well as a face to face interview, organisations may choose to give aptitude test, preliminary phone or video interviews, candidate references or background check to determine the best candidate
The recruitment process step 4
Finalise recruitment: offer the position to the candidate and negotiate details of their employment contract. In most cases this process will lead to induction training to help the new employee adjust to their new job, environment, and co workers
Labour turnover
the proportion of a firm’s workforce that leave during the course of a year.
Labour turnover formula
Number of employees leaving during period / average number employees during period X 100
Teleworking/homeworking
A work flexibility arrangement under which an employee performs the duties and responsibilities of such employee’s position and other authorised activities from an approved worksite other than the location from which the employee would otherwise work
Flexitime
A work schedule other than 8 hrs per day with a 30-60min break, 5 days per week. An employee is unable to make weekly or daily adjustments to their approved Flextime schedule, but an adjustment may be permitted on occasion with prior approval of the supervisor - employees set their own work schedule within certain constraints
Teleworking Positives for employees
Relaxed home environment, no commutes saving time and money, feeling more job satisfaction, no distraction or office politics, less viruses so less sick days, people will still work on sick days
Teleworking negatives for employees
People will miss the interactive aspect of the workplace, colleagues can’t bounce ideas off each other, people might be less motivated, inability to provide themselves with resources required that offices supply eg: high speed internet, more easily distracted, low stakes so work not as high of a standard, harder to keep track of important assignments, easier to miss important information
Teleworking Positives for employers
Reduces office costs (space, equipment, electricity etc), still technological ways to communicate with staff, staff can be hired for any country - more candidates fitting the ideal brief, less excuses not to work if they can also deal with personal issues, employees might work longer hours and do more tasks, employees less likely to leave
Teleworking negatives for employers
Employees have less control over employees, struggle to monitor their employees, unable to prevent their employees from being distracted, never know what employees are doing, will not get to know the employees finding it harder to offer feedback, promotions, certain assignments, according to strengths, weaknesses, and dedication, employees beneficial to the company may not enjoy teleworking
Human resource planning
A process that identifies both current and future HR needs for an organisation to achieve goals. It is a link between HRM and the company’s strategic plan
Dismissal
The act of terminating the employment of an employee by the employer in an organisation - also known as firing and sacking
Redundancy
A situation where the position or employment or an employee is or will become surplus to the requirements of the employer’s business (termination of employees for business reasons) (one of the reasons for dismissal of a person’s employment under fixed-term contract is when the work does not exist anymore or has for diminished. Non-existence may be lack of projects or finds for research etc
Outsourcing
Having certain job functions done outside the company is read of having an in-house department or employee handle them. Functions can be outsourced to either a company or an individual
Offshoring
The relocation of a business process from one company to another - typically an operational process such as manufacturing or supporting processes such as accounting (typically this refers to a company business, although state governments may also employ offshoring)
The key functions of management:
Planning, organising, leading, controlling
The key functions of management: Planning
Defining the goals of the organisation and determining the activities and resources required to achieve them
The key functions of management: Organising
Creating an organisational structure that is suitable for the achievement of the agreed goals and objectives of the organisation
The key functions of management: Leading
Guiding and motivating others to work effectively to achieve the organisation’s goals and objectives
The key functions of management: Controlling
Checking to determine whether an organisation is progressing towards its goals and objectives and then taking corrective action if it’s not
Management involves:
Planning resources and tasks to achieve goals set, budgeting how funds will be spent, staffing - which is the process of recruiting, training and compensating employees, organising activities to particular people to carry them out, controlling activities done such that they are not different from pre-planned ones
Management is about:
Making sure that resources such as time, money, HR, and equipment are used efficiently and effectively to achieve goals/tasks. The primary focus is work or tasks
Leadership is about:
Knowing what is best for an organisation and leading them in the right direction - thinking through the right action, being able change
Leadership involves:
Having a long term vision, motivating and empowering people, inspiring others, encouraging teamwork, listening to people and getting to the root causes quickly and effectively, mentoring by imparting knowledge and wisdom to the team and its members
Styles of leadership
Autocratic, democratic, paternalistic, laissez-faire, situational
Autocratic leadership
Leaders who take full authority and assume full responsibility over their employees. They centralise power and decision making in themselves and expect employees to do what they are told. It is typically negative based on threats and punishment, it can be positive if they choose to reward employees
Democratic leaders
Leaders who decentralise authority with decisions arising from consultation with subordinates and participation by them. Employees are informed about conditions affecting their jobs, which encourages them to express their ideas and suggestions
Paternalistic leadership
A paternal leader adopts a fatherly style, exercising the organisational power to control and protect subordinate staff who are expected to be loyal and obedient. It is suitable for businesses with a formal hierarchical structure and where creative thinking is not solicited from staff
