human resource management Flashcards

Question

what is a centralised (entrepreneurial) structure

Answer 1

the decision making process takes place at the top of the hierarchy. all decisions are made by senior managers at the top of the business structure. all communication goes through them.

Answer 2

centralised

Answer 3

allows the decision-making process to take place away from further down the hierarchy. span of control wide.

Answer 4

decentralised

Answer 5

quicker decisions as no need to consult all other branches. if crisis will be strong leadership standardised approach in way business operated. less duplication of resources, can reduce costs

Answer 6

decisions made without benefit of local knowledge lack of involvement in decision making process- demotivating experts in a region may be ignored= mistakes loss of goodwill in regions as consumer needs not met by centralised decisions

Answer 7

local regions better informed for some decisions make decisions= motivator opportunities for local initiatives to be used less time spent on communication more flexible approach as decisions can be made for individual areas or products rather than standardised approach.

Answer 8

is where employees with similar skills are put together to complete tasks or projects, but with more than one manager supervising. will have several lines of communication and reporting

Answer 9

the system of shared beliefs and values that develops within an organisation and guides behaviour of it's members.

Answer 10

- Vision- starting with a mission statement. - Values- the values of a business are the core of its culture. - Practices- actually acting and operating in such a way as to match its values. - People- employees who share the values of the business. - Narrative- viewing the history of the business and it’s heritage. - Place- locating a business. also refers to layourt. e.g open plan offices

Answer 11

- Conducts it’s business. - Treat its customers. - Reacts or shows concern for its local community. - Allows its employees to be involved in the decision-making process. - Communicates within the organisation. - Views the commitment of all within the business, the values, objectives and mission statement.

Answer 12

then plain to see who is responsible for whom, and who reports to whom; the lines of responsibility and communication are clear for all to see and may be of benefit within an induction programme. allow the business to plan for the future; can it expand

Answer 13

impacts operation, customer treatment, communication, employee involvement, building layout and dress code.

Answer 14

will ensure that the number of mistakes made within the business is reduced. mistakes reduced= costs and time reduced. if clear and effective, then the employees within the business will feel a sense of belonging (Maslow's theory) and involvement (Mayo's theory). can take place quickly and effectively, enhance the decision-making process. The business will be able to progress and be more competitive effective- marketing tool, if communication reaches target market successfully via higher sales= more income.

Answer 15

message that does not require a response from receiver.

Answer 16

easy to use cheaper than two way no pressure on the sender to justify what is being communicated.

Answer 17

less reliable as no way to check message (no feedback) may cause frustration for receiver.

Answer 18

information flows in two directions- the reciever provides feedback, and the sender is receptive of feedback

Answer 19

More effective/ reliable, because the receiver is able to gain clarification (feedback). Receiver feels more involved because he or she is able to seek clarification.

Answer 20

Takes more time and is therefore more expensive. Puts the sender of the information under pressure to justify/ explain the information being sent.

Answer 21

the system of official channels that carry organisationally approved message and information has set rules and procedures. The formality may refer to the type of language that is used, to whom one speaks or the media that is used to communicate. Contracts between businesses will also use formal language.

Answer 22

Information stored by a business such as sales figures or employee’ details

Answer 23

Little or no established rules for how communication takes place. this is when information is sent and received casually using everyday language. setting usually takes place outside work.

Answer 24

passed on verbally exceptions- email or text

Answer 25

communication that's free of technical jargon, use for shareholders outside of the business understood by vast majority of population.

Answer 26

Often a clear, simple message will yield better results than a detailed, complicated and technical message. Using language that is not easily understood will reduce the number of people who can understand

Answer 27

a business may have its own language for activities and procedures. slang or abbreviation which is hard to understand from outside the business.

Answer 28

communication from manager to worker, provides an opportunity for the employee to feel involved. can take place in an upward direction as well. Employees at the lower end of the business hierarchy may pass on vital information to the management about difficulties with production. This type of communication may just involve the day-to-day discussion

Answer 29

it provides an opportunity to feel involved (Mayo’s theory) and helps alleviate any frustrations within the working environment (Herzberg, hygiene factors).

Answer 30

communication between people on the same level of the organisational structure. could be employees on same level discussing marketing plan for advert.

Answer 31

refers to methods of delivering and receiving data using telecommunications

Answer 32

* the type of leader. * Size of the business. * Experience of the employees. * Type of organisational structures.

Answer 33

associated with a formal and vertical hierarchy, information can be communicated up and down the hierarchy, although more likely much of the communication will be sent down the hierarchical structure

Answer 34

large organisation, such as the civil service. likely lack of opportunity for employees at lower end of hierarchy to be able to communicate with higher level of hierarchy directly.

Answer 35

likely lack of opportunity for employees at lower end of hierarchy to be able to communicate with higher level of hierarchy directly. information becoming distorted as it travels through several layers of the hierarchy. problem in terms of the length of time it takes, any message has to travel through every level of the hierarchy will take time, costly for the business.

Answer 36

has the leader, chief executive, or board of directors at the centre. All communication goes through the leader (centralised structure), and this type of network enables the leader to keep in touch with everything that is taking place

Answer 37

discourage employee initiative and responsibility as leader is involved with all communication. This is not associated with delegation.

Answer 38

restricted network for communication, which can take place between employees, usually within a department or on the same level of a hierarchy.

Answer 39

time-consuming and therefore expensive.

Answer 40

technical- ability to receive information. systematic- receivers ability to understand. effectiveness- has the information been acted upon appropriately. skill of sender- is sender inexperienced & used wrong media. ability of receiver body language- can't be contradictory. also tone of voice inappropriate medium used cultural differences- words/ tone misunderstood by received size of business- larger more difficult communication. amount of information- a lot and verbal greater error risk. once particular media popular- tendency to communication overload. emailers guilty.

Answer 41

set of rules which may be written, unwritten, spoken or even just implied. The rules will vary according to the type of group, the setting/ environment, and the type of people involved. The rules or guidelines or standards that are expected in terms of behaviour within the group can vary enormously.

Answer 42

where there is an assumption that there is a set way to behave, operate or interact with members within the group.

Answer 43

where there is a written set of rules of such matters as to how to answer the phone, respond to customer, or the manner and language that ought to be used when addressing a superior.

Answer 44

- Whether there is a shared view within the group. - The extent to which the individual needs the group. - The purpose of the group. - The formality of the group- a formal work group will have a heavier influence on an individual than an informal group.

Answer 45

Clear human resource objectives are necessary because 'the people element' underpins what every functional area in the business is trying to achieve.

Answer 46

recruitment, induction, ongoing training, pay rates, appraisal, change in employment law and customer service.

Answer 47

managers find themselves 'firefighting' problems- lack of employees with right skills= increased overtime working or the use of agency staff, problems in reputation and cash flow. also problems with not following legislations set= breach of law and bad publicity

Answer 48

balance of age. if all over 50- some may be planning to retire & will be no one to replace them. if entire workforce under 25- lack of experience. innovation- while good to have experienced long term members of staff, may be problems of no new employees to bring enthusiasm, fresh ideas. skills- range. providing right training and having high retention rates- help reduce turnover.

Answer 49

changing needs of the business. e.g sales trends may mean increase production of one product. need for workers of particular skill. when staff leave, need to be replaced. increase sales= more staff needed. improved technology= less need for human labour/ existing workforce trained work with new technology changing method of production level of budget- alter employees can be employed- problems with cash flow may result in less employees. unforeseen circumstances. e.g natural disaster. state of economy effect labour demand changes to legislation- affect business ability to take on employees.

Answer 50

Availability of potential workers, sufficient numbers? skills of workers demand for workers from other businesses. affect availability and level of wage. location of business. attractive? cost of living in locality of the business government legislation could make harder/ more expensive to take on workers.

Answer 51

refers to the contracting jobs to external labour.

Answer 52

saves a business the difficulty of hiring staff. saves money by not having permanent staff Staff can therefore be used as and when required- important where trade irregular.

Answer 53

have a set number of hours with some flexibility as to when they can take them. can be operated as 'core time' where employees have to be present, and then there is flexibility allowing employee to work to fit lifestyle.

Answer 54

may be more expensive to operate and administer, as place of work may need to be open for more hours.

Answer 55

may save money by gaining or keeping good staff and won’t need to spend money on recruitment and training.

Answer 56

where the working hours mirror term-time days. The employee will work as normal during term time, but will not work during the school holidays

Answer 57

part of flexible working practices. Employees may be asked to work longer hours during busy periods with the number of additional hours being recorded to enable the employee to take time off in compensation (in lieu) during less busy periods.

Answer 58

both employees work times that suit them and split pay. sharing jobs on a morning-afternoon basis, while others share on a day-to-day basis.

Answer 59

Employees are able to work the hours or days that suit them and so a business can gain the staff it needs. If one of the job sharers is absent, the business still has some of the tasks covered by the other job sharer

Answer 60

are additional administrative costs of employing two people instead of one. Careful planning may be required to ensure the job sharers take a similar approach to tasks= consistency.

Answer 61

employees get to work at home as its easier due to technology.

Answer 62

It is harder to check that employees are actually working. There is the initial set up cost of providing the necessary technology

Answer 63

that the productivity of employees has increased, as there are fewer distractions and interruptions than at the place of work. employees to work at home saves valuable commuter time and allows the employee to choose when to work. A lower level of absenteeism has been recorded

Answer 64

Allows employees to hire staff with no guarantee of work. Staff only work when they are needed, which can be at short notice.

Answer 65

reduces the administrative costs of employing labour on a full-time basis. more cost efficient for employers as labour is only hired and paid when needed. Employees have units of labour readily available when required. It is easier for employees to have breaks between jobs. Not having to accept offers of work allows employees greater flexibility.

Answer 66

It is harder to check that employees are actually working. There is the initial set up cost of providing the necessary technology

Answer 67

work the same number of hours in a week but less days in office.

Answer 68

Working one day less potentially reduces commuting costs for the employees. It may ease congestion on roads. It allows employees greater flexibility. There are reduced costs of childcare. It may enable employers to reduce costs. Staff morale may improve due to ‘extra’ day off. Productivity increases

Answer 69

Means a longer working day for employees. Productivity may fall as the working day is longer. A greater loss of production/ service provision if staff have a day off.

Answer 70

set number of hours for the year and set an amount of 'on call' hours for a week, flexible but restrictive when on call.

Answer 71

Allows employees to use the workforce when needed. There is no need for employers to pay expensive overtime rates, therefore reducing costs and thus helping the business to remain competitive. Allow employees flexibility.

Answer 72

Being ‘on call’ may be restrictive for employee. There is some uncertainty when the employees may be called. The opportunity for employees to do overtime is usually lost. There is an additional administrative cost for employers to calculate and operate such a system.

Answer 73

a written description of be basic tasks, duties, and responsibilities required of an employee.

Answer 74

once there is a job description, the business can start to look at the ideal characteristics of the person to undertake the job.

Answer 75

Qualifications. Previous experience. Ability to work with a team. Willingness to travel. Able to work under supervision or independently. Ability to use initiatives. Flexibility.

Answer 76

take less time because the prospective candidate is already known to the business. no need to spend money on costly advertisements. will be less need for induction training. ways in which the business works will already be known to the candidate. less risk of being impressed by someone at interview who then turns out to be a poor appointment. opportunity of promotion within a company may encourage good workers to stay rather than look for promotion elsewhere.

Answer 77

likely bring new ideas and enthusiasm to the job The field of applicants will be bigger. It might cause less resentment than choosing an internal candidate.

Answer 78

need enough information to attract people needs to be in the right place to attract the right people. Certain vital information must be included, such as the title of the job and any required qualifications.

Answer 79

applications tests interviews curriculum vitae letter of application

Answer 80

narrow down applicants before interview stage or next step. may ask basic information on experience and qualifications there may be more complex form- asks about past experience

Answer 81

overview in brief of an individual’s experience, qualifications, Job history and other interests.

Answer 82

Having the right number of people on the interview panel. Deciding beforehand what information is to be gathered. Making sure that the interviewee is put at ease and is not interrogated. Allowing adequate time for the interview to take place. Giving the interviewee the opportunity to ask questions.

Answer 83

Team tasks and activities. Presentations on a requested topic to the selection team. Personality tests. References from previous employers and academic bodies. A work task or work trial, e.g. teaching a class lessons from a prospective teacher.

Answer 84

induction on the job off the job learning and watching apprenticeships e- learning courses academic vocational government

Answer 85

the process of increasing the knowledge and skills of the workforce to enable them to perform their jobs effectively.

Answer 86

* Higher quality. * Better productivity. * Improved motivation- through greater empowerment. * More flexibility through better skills. * Less supervision required (cost saving in supervision) * Better recruitment and employee retention. * Easier to implement change in the business.

Answer 87

* A desire to minimise short term costs. * They cannot make a justifiable investment case. * Training takes time to have the desired effect.

Answer 88

Induction training is offered to new employees when they join an organisation and usually includes: a tour of the premises. health and safety information.

Answer 89

disciplinary procedures salary/ wage information health and safety requirement finding way around expectation for the job basic rules and regulations meeting line managers meeting colleagues

Answer 90

discourage new workers rather than making them enthusiastic about the job. New workers are often more concerned about finding their way around the building, following correct procedure and avoiding making silly mistakes.

Answer 91

training at the workplace that lets the employee learn by doing or by watching others for a while and then imitating them.

Answer 92

easier to do a series of shorter training sessions where the worker is released for part of the day. likely to be much cheaper, especially if it is to be provided by the business’s staff tailored to the specific requirements of the business.

Answer 93

It may be regarded as less valuable, especially if it is delivered by people who work within the business. It can be regarded as tedious, unimportant and a waste of time

Answer 94

training takes place away from workplace

Answer 95

For many workers this may be regarded as a perk, involving time away from work in pleasant surroundings. Being away from the workplace may encourage employees to think more seriously about training issues. It is an opportunity to spend time with colleagues in a different environment, which may change perceptions and break down barriers between managers and other workers.

Answer 96

More expensive than on the job training. May be regarded as a waste of time and money by employees.

Answer 97

This type of training depends on the business having spare capacity so that an experienced member of staff can deliver the training.

Answer 98

This involves training, both on the job and in college on a day release system. it is a method that is used in skilled trades.

Answer 99

Individuals take responsibility for their own work under the supervision of a mentor or tutor who will give feedback and assistance as required, in addition to making assignments.

Answer 100

can be used in different ways. new system training if business feels certain employees underperforming

Answer 101

attend academic courses to gain necessary qualifications to practice

Answer 102

for practical jobs. often part of apprenticeship scheme.

Answer 103

business ensures that its workers are given the skills that they need to do their job effectively the business will collect information from workers, customers, managers and suppliers, as well as observing the way in which jobs are performed in different areas.

Answer 104

should help to resolve the problems by highlighting such problems in particular areas of the business. This feedback will be analysed, to make sure that training is appropriate and not a waste of money or time. The end result should be a better trained workforce,

Answer 105

what the firm wants to achieve in future from initial research, decision on who trained and how involve people who are to be trained so they can have input in type. decisions on how training to be delivered external training chosen carefully, to match business style and budget. cost of training solution considered consider of number needing to be trained

Answer 106

An assessment of an employee’s performance. Usually a formal meeting between an employee and his or her line manager once a year, during which an employee is encouraged to reflect upon achievement

Answer 107

introduced and operated with as much co- operation from employees as possible, without may be regarded as a waste of time and irrelevant.

Answer 108

what to achieve what employee wants to achieve from their job workload how work is performed

Answer 109

identify an employee’s strengths and weaknesses. linked to a training programme in order to make the employee more effective. Potential for promotion can be considered. Such investment in career development is likely to be motivating as it is helping to meet self- esteem and achievements needs.

Answer 110

lack of commitment by senior managers. they cannot treat it as a cost to be minimised. inconsistent approach by line managers. if some are negative, employees feel treated differently. inadequate time allowed for process. failure to respond to employee concerns and aspirations= lack of confidence in process. unrealistic target being set use of ambiguous language= employees unsure if they are being praised or not.

Answer 111

senior managers ensure all managers are committed to process consultation with employees ensuring employees understand the system ensuring line managers are adequately trained to perform. allowing on employees to comment on outcome of appraisal.

Answer 112

set on focused questions to ask the employee before their meeting with the manager to gain an understanding of how they feel.

Answer 113

how objective the person is likely to be when doing this. Are they supposed to judge themselves against others in the department or against their own previous performance? is the likelihood of objectivity if a pay increase or a bonus depends on the self-assessment. lie.

Answer 114

where you receive feedback from several people you work with to gain several perspectives on the employee.

Answer 115

useful for employee development since the feedback gives an insight into how others perceive them, it can be useful to judge management styles in terms of issues such as consultation and communication.

Answer 116

concern that employees use this process to get their own back if the appraisal comments are anonymous or, if they are not, they make the comments positive because they think they’ll get a benefit themselves. They are time consuming and complicated and are unlikely to be appropriate for all employees can be raised

Answer 117

asks employees peers specific questions about their team role and performance

Answer 118

should work well due to the nature of the working relationship; peers have a clear idea of exactly what needs to be done and how well some is performing in that respect and how well they are contributing to the team.

Answer 119

can be biased- peers may dislike so purposefully are negative. could be positive if want to be considered themself for promotion

Answer 120

a measure of the number of employees who have left the business (usually over the past year), relative to the number employed in that period. A high percentage is an indicator of poor morale and motivation.

Answer 121

number of employees leaving during the year/ average number employed during the year X 100

Answer 122

does not explain why so many employees are leaving. It could be due to retirement or personal reasons rather than dissatisfaction.

Answer 123

a workforce that has a zero rate of labour turnover is likely to become resistant to change.

Answer 124

compare it to previous results compare to similar businesses consider bigger picture as can be out of their control

Answer 125

This is where an employee is off work for a lengthy period, usually due to illness. A high number of absence is due to illness or injury could be symptomatic of an unsafe and unhealthy working environment.

Answer 126

an employee is absent from work for a day (or a few days) because of a minor ailment such as a headache.

Answer 127

overall picture of lost time in the business. It should also be undertaken for all areas of the business because it can show up problems in departments.

Answer 128

total days absent in the month/ total available working days in the month X 100

Answer 129

employees are late to work, sometimes for valid reasons. However persistent lateness is a clear indication of low motivation

Answer 130

calculation could be done by a department or selection to see if the lateness is a general or a localised problem.

Answer 131

total number of Late arrivals X 100/ total number of scheduled absences

Answer 132

a measure of output per employee in a particular period of time. Productivity is a key indicator of employee performance.

Answer 133

output (per week/ month/ year) / average number of employees

Answer 134

* job security. * Higher pay. * A bonus. * An improvement in conditions of service e.g an increased holiday entitlement. * An improvement in conditions of work e.g a subsided canteen. * Financial assistance for career development.

Answer 135

leaders skills or strengths ability to make decisions nature of market business operates state of the economy organisation structure objectives of business competition in market budget of business

Answer 136

In 1939 Lewin and his co- workers identified three styles of leadership decision making: the autocratic, the democratic, and the laissez- faire.

Answer 137

a leader who makes decisions for the group, doesn't involve employees in decisions, assumes employees are motivated by money. believed in top down communication, strict, close supervision.

Answer 138

encoruages employee input into decisions, lets employees use their initiative in tasks encourage two way communication, motivation of employees not simply financial

Answer 139

hands off leader, let them get on with it approach, remote.

Answer 140

wants workforce to be involved in decisions, consults and persuades them to accept view regardless of own views.

Answer 141

McGregors theory X and Y

Answer 142

inherently lazy, dislike work lack will and ability to work unsupervised lack initiative motivated by money

Answer 143

manage in an autocratic manner, offering little scope for employee input. Communication will be limited. The way in which work is carried out will take little account of job satisfaction, as it is assumed the employees driving force is money.

Answer 144

enjoy their work willing to accept responsibility and changes creative and willing to contribute able to self discipline not just motivated by money

Answer 145

view employee as assets, rather than a cost to be minimised. style will be democratic with employees to set own goals. employees encouraged to develop skills. McGregor viewed this as more likely effective.

Answer 146

However, this view might become a self- fulfilling prophecy; autocratic treatment and poor motivation may bring the very response from employees

Answer 147

Blake and Moultons grid

Answer 148

the opposite of people needs. A manager who has an overriding desire to ‘get the job done’ will be orientated towards the task rather than employees’ needs.

Answer 149

the needs of employees. A manager who concentrates on people needs will try to make employees concentrated and keep them in high spirits. This may be at the expense of getting work done.

Answer 150

low task need low people need- impoverished low task need high people need- country club high task need low people need- authoritarian high task need high people need- team leader middle of the road

Answer 151

manager is concerned about the wellbeing and feelings of the team of people, rather than completing the required tasks. While morale may be high, some employees may take advantage, and if deadlines are missed, they may be repercussions on other areas of the business which depend on the completion of a task by a certain date.

Answer 152

concerned with the task rather than the employees. Leadership will be authoritarian and motivation very much a secondary consideration. A lack of attention to employees’ needs can lead to resentment,

Answer 153

manager will have a lack of concern for either task or people needs unable to devise procedures to ensure that work is completed to the required standard or on time, or to motivate employees leadership is very ineffective at everything, morale and productivity are both low

Answer 154

This manager will have a strong and equal regard for both employee and task. if employees are treated as genuine stakeholders, then their needs and the business’s task needs will be in harmony. High level of motivation will be accompanied by high productivity.

Answer 155

Compromises between the two sets of needs. neither set of needs is truly met, and less that optimal outcomes for each are achieved. Such leaders may be indecisive and timid.

Answer 156

concentrates on the traits exhibited by successful leaders or, the characteristics required of a leader. suggested that the characteristics of a good leader were attributes that such leaders had; they were not learnt.

Answer 157

motivational integrity- ethical approach self confidence creative- new ideas intelligent- able to reason

Answer 158

Tannenbaum & Schmidt

Answer 159

highlighted the degree of trade- off between the control exerted by the leader and how this affected the interaction between the leader and the employees. uses 4 styles, tell, sell, consult, participate.

Answer 160

the leader/ manager just informs the employees of decision and seen as an autocratic approach, as focus is on the leader. employee expected to comply employee can't be involved in decision making process.

Answer 161

leader or manager makes a decision but attempts to ‘sell’ the decision to the employees. some consideration of the employees rather than just telling them what to do. A degree of persuasion Is taken place. There is also opportunity for feedback.

Answer 162

step further than ‘sell’, as the leader will present his or her ideas to the employees and invite discussion. slightly more collaborative. listen to the ideas of the employee and ‘two way’ communication will be the norm.

Answer 163

that the focus is now on the employees. The leader or manager will ask the employees to make a decision, although usually within defined limits.

Answer 164

highlights the three elements for all leadership situations, which are the: achievement of task team involved in task individual members involved in task has to try and balance the needs of all three elements; a failure to consider all three elements is more likely to lead to failure.

Answer 165

that all three elements can conflict with each other, Ensuring the task is the key focus may be at the expense of the individual. too much time spent on considering the welfare of the group or individual may be to the detriment of completing the required task.

Answer 166

top of the organisation. usually CEO who work close with board of directors. concerned with long term planning.

Answer 167

more operational (i.e. day-to-day) control than senior executives, and are responsible to them for implementing their strategy. set objectives consistent with top managers goals and for implementing strategies.

Answer 168

either: to management trainees (destined for higher positions) and those in supervisory positions who have a degree of authority. will involve some of the functions of a manager outlined above

Answer 169

manage employees who have direct input in to or are responsible for the delivery of products or services. employees immediate superior or boss.

Answer 170

to provide advice and support to the line managers. no line authority over those whom they support.

Answer 171

A really effective manager will almost certainly be a successful leader. Managers 'manage' via their organisational skills, whereas a leader is more inspirational.

Answer 172

involves more than just making the products. concerned with a variety of issues including production scheduling, purchasing, stock control, quality control and maintenance.

Answer 173

involves issues such as market research, the development of pricing policies, promotional campaigns and ensuring that the distribution of the product reaches the customers when they want it.

Answer 174

is concerned with organising people. issues such as recruitment ,training, performance appraisal, offering advice on motivation, dismissal, and so on, to the line managers, ensuring that employee records are correct,

Answer 175

concerned with the housekeeping of the business accounts. All receipts and payments, however small, need to be recorded in order to ensure that the business is solvent and able to meet its overall financial objectives. It is also concerned with raising finance and the analysis of costs.

Answer 176

a strong desire to act in a particular way and to achieve a certain result.

Answer 177

‘spirit’; if morale in an individual, group or team is high then there exists a spirit of confidence and purpose an vice versa.

Answer 178

employees less prone to absenteeism & lower labour turnover rates- help lower costs. these employees see themselves as true stakeholders & more productive more committed and more willing to 'go the extra mile' for the business. make change easier to implement. present a better image of the business to external bodies

Answer 179

linking employee performance to pay in some way such as piecework, commission profit sharing, share ownership, or a bonus.

Answer 180

being given work that is interesting and challenging, working as part of a team, being given responsibility, and receiving praise from management for work successfully completed.

Answer 181

McClelland Herzberg Maslow Vroom Locke Drucker Peter

Answer 182

need for achievement need for affiliation need for power

Answer 183

Prefers challenging (but realistic) goals in order to feel as sense of achievement. projects where results are based on their efforts. receive regular feedback in order to progress to achieve goals. likes to work with other driven by N- Ach.

Answer 184

enjoy working as part of a team as they like to be accepted and liked by others. people orientated rather than task. Prefers a collaborative/ co- operative approach to work. a team player, enjoys social interaction, and is unlikely to challenge the business's cultural norms

Answer 185

Likes to influence, encourage or dominate others. Places a high value on his or her position in the business’s hierarchy. Enjoys recognition and status. Likes to win. seeks management positions. works best in charge.

Answer 186

Cannot be assume that just because an employee exhibits a particular need that the need can always be used to benefit of organisation. That person might be 'right' for the role in the sense that their needs technically match the role but their behaviour in achieving those needs may negatively affect the motivation of others.

Answer 187

Interested in factors that caused job satisfaction and job dissatisfaction. Found factors, interesting work, responsibility, and the opportunity of self-development as motivating for employees. hygiene and motivating factors.

Answer 188

Hygiene factors do not motivate employees no matter how 'good' they are. This, does not mean that they are of no significance; claimed that the absence of them causes job dissatisfaction and a negative attitude to the job. factors such as pay pensions, working conditions and the relationship with the line manager did not result in job satisfaction

Answer 189

relate to the job itself and not the working environment. They are factors such as responsibility, recognition, meaningful and rewarding work, and the opportunity for promotion. Jobs need to be designed with these in mind if motivation is to occur.

Answer 190

his work was originally conducted amongst white collar employees, it may not be applicable to all employees, especially front line blue collar workers. People have different personality traits: one might consider pay as a hygiene factor e.g executive. a shop assistant may regard pay as a motivation factor.

Answer 191

originally worked with animals and observed that some needs were fulfilled before others. Employees have a variety of needs at work that have to be satisfied and until the lower order needs are met, the higher ones cannot be. lower order needs are not satisfied then an employee will no longer be concerned about achieving higher order.

Answer 192

physiological- (shelter, food, water) safety- humans seek security social- love and belonging need esteem- recognition of efforts self- actualisation- personal growth and full potential

Answer 193

was not specifically designed for use in business world. cant identify every employee needs.

Answer 194

Victor Vroom

Answer 195

mental processes an employee goes through when making a decision on a choice of action. expectancy valence

Answer 196

can employees actually achieve target? score from one to zero based on if they can complete the task. if definitely possible- 1

Answer 197

the value that an employee puts on the reward that is on offer. Valence can be between 0 and 1. leads to an outcome that is highly desired by the employee, then valence will be near to 1. higher figure- higher employee values

Answer 198

Force= (valence x expectancy) calculations above indicate that an employee will only act in a certain way if there is a fairly high expectation that their actions and behaviour will actually lead to the desired outcome.

Answer 199

instrumentality-. A person will only perform in a particular way if he or she believes that their performance will lead to a desired outcome.

Answer 200

Motivation (force)= I X (valence x Expectancy). if instrumentality is negative the whole calculation will be negative, so employee will not be motivated to perform the task.

Answer 201

One person's perception of effort and performance can be very different from another's - placing values on expectancy and valence is subjective. Employees view rewards differently. Individualising rewards for each employee could be very time consuming and large opportunity cost in terms of manager time. The cost to organisation of monetary rewards may be very high.

Answer 202

The most important asset of any organisation is its employees who should be recognised as such and not treated as costs to be minimised.

Answer 203

decentralise and delayer- allow managers and employees to respond quickly to customer demands. take interest in employees and value their contribution. offer ongoing training sense of perspective when it comes to reward

Answer 204

his goal-setting theory in 1968

Answer 205

setting appropriate goals for employees if the goal is appropriate they will enjoy the process of working towards it and will be motivated to achieve it. without a goal feel unimportant and demotivated

Answer 206

1. Clarity- vague goals are hard to measure 2. Challenge- goals needs to be challenging. He found ‘do your best’ not effective- as too vague to motivate. 3. Feedback- essential so that progress can be gauged and if necessary the goal can be altered. 4. Commitment- employees have to understand and agree to ‘have ownership’ of the goals if they are motivate. 5. Task complexity- employees must not feel ‘out of their depth’ in terms of what they are being asked to achieve.

Answer 207

mere setting of goals will not motivate alone. employee need to understand ownership. perceived as worth it. if manager does not ensure goals aligned with business- no point if employees feel have to focus on goal at all costs- fail to pay attention to other aspects goal setting require regular feedback. time consuming for managers & negatively viewed by employees who feel checked upon constantly.

Answer 208

published book in search of excellence

Answer 209

* Acknowledging employee achievement an effort and also giving praise.(employees gain a sense of recognition) * Involving employees in decisions (which gives employees a sense of belonging and self worth). * Encourage participation (giving employees a sense of involvement and responsibility). * Trying to offer continuous improvement (giving employees a sense of security).

Answer 210

culture of the business nature of workforce a managers people skills and leadership style resources available

Answer 211

an organisation of employees that seek to protect and improve the interests of its members. It does this by negotiating with employers on pay and conditions of work.

Answer 212

an organisation that brings Britain’s unions together to draw up common policies and lobby the government to implement policies that will benefit employees.

Answer 213

employers who recognise a union agree to negotiate with it over members’ pay and conditions.

Answer 214

This is where a union gives up the right to strike. Some unions are in favour of signing such an agreement on that the grounds that it might encourage a business to recognise a union when it would otherwise be hostile to the idea of doing so.

Answer 215

‘industrial democracy’

Answer 216

employees have the ability to participate in the decision-making process at work.

Answer 217

increased motivation- feel view counts & greater acceptance of decisions as feel they have been involved better communication- even if business clear set of objectives- won't guarantee success. improved quality of decision making- direct experience know where real problems lie- useful to managers complying with law- consultation now a legal requirement for many issues. e.g redundancy. non compliance would lead to bas publicity

Answer 218

- reduced labour turnover and therefore reduced recruitment costs. - fewer days lost through work-related injuries and illnesses, thus minimising lost output, fines and compensation pay-outs. - The ability to manage change more effectively, thus giving the business a competitive advantage in a changing environment.

Answer 219

regular short meetings of a group of employees during working hours. The objective is to discuss and resolve work- related problems.

Answer 220

- a formal meeting of managers and employee representatives to discuss pay and working conditions and to negotiate on issues such as changes in working practices. There is a legal requirement for large multinational companies operating in the EU to set up a European works council.

Answer 221

likely to increase costs and reduce the business's profits, at least in the short term. This could mean a reduction in the benefits that other stakeholders in the firm gain such as a fall in dividends for shareholders, a rise in price for customers, or worse terms being imposed on a supplier.

Answer 222

- Meetings should be at a convenient time to both parties. - The personnel attending the meeting should be agreed in advance. - Both parties should be allowed to submit agenda discussion. - The chairman of the meeting must ensure that all agenda items are raised and that no one party dominates the meeting. - A written statement at the end of the meeting on what (if anything) has been agreed is good practice.

Answer 223

strike action work to rule refusal to work overtime

Answer 224

ACAS guideline

Answer 225

Advisory, Conciliation and Arbitration Service.

Answer 226

advice on industrial relations and offers service of conciliation. decide between two conflicting claims who is right. end a dispute before escalates= tribunal

Answer 227

special court for hearing matters of employment law

Answer 228

hear disputes such as unfair dismissal, redundancy, and discrimination usually, a claimant must attempt Eart Conciliation before they can make a claim no longer need to pay a fee to make an employment tribunal claim

Answer 229

low cost speed informal expertise

Answer 230

lack of public funding formality and delay (in regards to other tribunals)

Answer 231

Laws relating to the recruitment process. Laws relating to employees in the workplace. Laws relating to the termination of employment.

Answer 232

Equal Pay Act (1970) the Sex Discrimination Act (1975) the Race Discrimination Act (1976) the Disability Discrimination Act (1995).

Answer 233

Age Being married or in a civil partnership. Being pregnant of having a child. Disability. Race, including colour, ethnic or national origin. Religion. Sex Sexual orientation.

Answer 234

an agreement between a business and an employee, under which each of them has certain obligations.

Answer 235

As soon as someone accepts a job, a contract comes into existence. Starting work proves that the employee has accepted the terms and conditions offered. A contract does not need to be in writing; it could be oral or implied, although a written contract is better.

Answer 236

document setting out the main aspects of a person's employment. The sort of information in a statement would be: the hours of work (including overtime or shift work), pay, sickness entitlement, pension scheme details and the period of notice required

Answer 237

new issues and hazards such as repetitive strain injury or possible damage to the eye from workplace health and safety risks and to take the steps to manage and minimise them.

Answer 238

- The place of work. - The system of work. - The working environment. - Any machinery used. - The use and storage of substances. - Employees.

Answer 239

ensure safe building co- ordinate whole system of work so that it is safe. temperature is within certain limits fit guards onto machinery- prevent accidents provide training in hazards related to work environment have a written safety policy, states who responsible for safety issues

Answer 240

Take reasonable care of their own health and safety and of others who could be affected by their actions. comply with instructions relating to safety matters- employee who was trained to use equipment cant sue if injury. don't misuse. e.g letting of a fire extinguisher for malicious purposes

Answer 241

organisation responsible for health and safety in the UK is the Health and Safety Commission The HSC's role is to protect people's health and safety by ensuring that risk in the workplace is properly controlled

Answer 242

responsible to the HSC for the regulation of risks to health and safety in organisations such as nuclear installations, factories, farms, hospitals

Answer 243

reasserted that women and men are entitled to be paid equal amounts for work of equal value. Managers should ensure that all employees are aware of this policy and its implications; that is, it is unlawful for someone to be discriminated, bullied or harassed on the grounds of sex, race, sexual orientation- disciplinary action occur for behaviour

Answer 244

a policy to ensure fair and consistent treatment of all employees so that they are not discriminated against, bullied or harassed on the grounds of sex, race, sexual orientation, and so on. Managers should ensure that all employees are aware of this policy and its implications.

Answer 245

the minimum level of pay to which employees aged 18 years and above in the UK are entitled. It doesn’t matter if an employee is in part time or full time employment.

Answer 246

Maternity leave was already a legal right, and this Act enshrined the right to paternity leave in law. introduced rights to paid leave for parents adopting children, and the right for parents of young children to apply to work flexibly

Answer 247

employees became legally entitled to new maternity and paternity rights - 'shared parental leave. The objective is to encourage firms recruiting women of child-bearing age. parents will be able to share 12 months of leave after the birth of a child.

Answer 248

Any business will need to keep all sorts of employment-related records on its employees, but it is not allowed to disclose this information to other individuals within the business or another organisation. act prevent harm of misusing data All users of personal data must register with the Data Protection Registrar. A business making this registration must detail the nature of the data and the purposes for which it is held

Answer 249

an employee has evidence, or reasonably believes, that malpractice in an organisation is occurring (and it is in the public interest that it should be disclosed) he or she can bring it to the attention of someone in authority at the business without fear of retribution.

Answer 250

exists when an employee has a concern, complaint or problem. It may, for example, relate to their terms and conditions, discrimination, bullying, or the relationship with a colleague or a manager. dealt with at an early stage, informally, with the employee's immediate line manager - perhaps by 'a quiet word' with those involved. However, by law all employers must have a written grievance procedure to be followed formally if the grievance cannot be resolved informally.

Answer 251

- Whom to contact in the first instance. - A statement that if the matter cannot be resolved informally, there will be a meeting called a formal grievance hearing; the statement should also indicate that an employee can be accompanied in a meeting by a union representative or a colleague if they wish. - How the employee can appeal against a decision. - The time limits for each stage of the procedure

Answer 252

arises from a situation where the job that used to be performed no longer exists and so the employee is surplus to requirements.

Answer 253

redundancy payment

Answer 254

that is, employees can put themselves forward to leave. Sometimes a monetary incentive in excess of the statutory amount to be paid is offered. qualify, an employee must have two years of continuous service with the business.

Answer 255

where an employee is dismissed without a valid reason or the employer fails to follow the proper procedures.

Answer 256

be justified and must be fair if it is to be legal.

Answer 257

- gross misconduct, e.g. an employee physically assaulting a customer. - gross negligence a reckless or wilful disregard for the safety of others), e.g. a manager at a theme park allows a ride to remain open when he knows that a safety fault exists.

Answer 258

repeated poor conduct such as lateness or failing to comply with reasonable requests from a manager. incapacity, e.g. being too ill to work at all or taking time off work when genuinely ill on a regular basis capability: repeated inability to do the work required redundancy: if the employee's job no longer exists

Answer 259

The manager should give at least one verbal warning to the employee. be followed by at least one written warning. final written warning. by law employee has to recieve all allegations in writing & attend formal meeting There also has to be an appeals process. It must be made clear to the employee how to appeal and to whom.

Answer 260

occurs where there has been a breach of the employment contract. will therefore vary according to the terms of the individual contract.

Answer 261

happens when the behaviour of a manager or managers forces an employee to leave the job. result for example from bullying or changing the conditions of employment without consent; for example, forcing the employee to work at weekends when their contract states weekday

human resource management Flashcards

(286 cards)