Human Resource Management Flashcards
What selection does
Review applications
Interview
Shortlist candidates
Appoint new employee
Methods of selection
Letter of application (cover letter) - document sent with CV or form
Interviews
Tests
Dismissal
Removal from position or service
Grievance
Cause of distress unsatisfactory working conditions
Employment tribunals
workplace justice for deciding disputes with workers
Functions of management
Planning
Organising
Leading
Controlling
Constraints of management
Time
Scope
Costs
Tannenbaum and Schmidt Contingency approach
Tell - identify problems
Sell - sell the decision
Consult - presents problem to group
Participate - defines problem
Why is Tannenbaum approach useful
Leaders are made aware and reflect on decisions
Adair 3 circles
Achieve task
Build team
Develop individual
Leadership styles
Autocratic - full control
Paternalistic - control diluted
Laissez faire - employee little direction
Democratic - power with whole group
McCelland theory
Employee have dominant needs, managers should identify and motivate accordingly
3 needs of McCelland
Achievement.
Affiliation
Power
Herzberg theory, 2 factor theory
Hygiene - pay, working
Motivating - job enrichment, praise
Limitations of Herzberg theory
Employees may categorise the factors in different ways I.e some may regard pay as motivating
Maslow hierarchy of needs
Self actualisation - helps employees to reach goals
Esteem -opportunity for leadership
Social - interaction with colleagues
Safety
Physiological - fair wage, allows breaks
Maslow limitations
Challenge to meet needs of every employee
Vroom theory
Expectancy - employee make decisions based on what they expect will happen
Instrumentality - if you perform well a valued outcome will be received
Valence - value placed on reward on offer
Vroom calculation
Expectancy x instrumentality x valence
Vroom Limitations
- Cost of financial rewards might be too high for business
- doesn’t work in all contexts
Management by objectives
Review structures
Set objectives
Monitor
Evaluate
Reward
Locke goal setting theory
Clarity - goals shouldn’t be vague so employees have clear ideas
Challenge - goals need to be challenging
Feedback - essential so progress can be gauged
Complexity - employees shouldn’t feel out of depth
Locke limitations
Employee may focus on goal rather than job
Goal setting requires monitoring
Can be demotivating if goal not achieved
Human resource objectives
organisational goals
work culture
training and development
employee motivation
empowering employees
Chain of command
who employees should report back to and consult for supervision
Centralisation
business decisions are made at the top of the business and distributed down to chain of command
Decentralisation
process of distributing power away from the centre of an organisation
Span of control
number of people who report directly to manager
Delegation
transfer responsibility from one person to another
Difference between tall and flat structures
tall = narrow span of control
flat = wide spans of control
Difference between formal and informal communication
Formal = sharing official workplace information
Informal = opposite
Group norms
spoken or unspoken rules guide how team members interact, collaborate effectively
Verbal communication methods
face to face
phone call
zoom
Non verbal communication methods
posture
gestures
Communication media
face to face
written
electronic
mass
