Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

BUSINESS > Human Resource Management (3.6) > Flashcards

Human Resource Management (3.6) Flashcards

1
Q

Human Resources are the…

A

The people of a business or organisation, regarded as a significant asset in terms of skills and abilities.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

HR Management needs to make sure…

A

That the business has the right number of employees with the right skills, qualifications and qualities.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Human Resource tasks examples (4) :

A
  • Employee safety.
  • Recruitment and Training.
  • Motivating employees.
  • Managing employee relations.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Aim :

A

A specific goal a business has in mind. (Long term).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Objective :

A

Short-term step to help a business achieve its aim.
(Helps motivate people).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

HR Management :

A

Department of a business or organisation that deals with the hiring, administration and training of staff.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

7 HR Objectives :

A
  • Labour Productivity.
  • Employees engagement and involvement.
  • Talent development.
  • Training.
  • Diversity.
  • Alignment of values.
  • Number, skills and location of employees.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

(HR objectives) Labour Productivity :

A
  • So they meet goals and objectives.
  • Maximises efficiency.
  • Lowers unit costs.
  • Improves customer experience.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

(HR objectives) Employee engagement and involvement :

A
  • To ensure employees are motivated.
  • More likely to stay with business (retention).
  • Lower unit costs.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

(HR objectives) Talent development :

A
  • Improve skills.
  • Lower unit costs since they’ll work harder.
  • Staff retention rates.
  • Makes employees feel valued.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

(HR objectives) Training :

A
  • So staff can work efficiently, increase customer satisfaction.
  • Lower unit costs.
  • Know what’s required of you.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

(HR objectives) Diversity :

A
  • So everyone feels comfortable.
  • Gives new ideas and perspectives which will help the business grow.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

(HR objectives) Alignment of values :

A
  • Less conflict.
  • So people understand the business and what it aims to do, all work towards it.
  • e.g. ethics.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

(HR objectives) Number, skills and location of employees :

A
  • So everything runs smoothly, you’ll never be understaffed which could cause queues and upset customers.
  • Don’t want too many staff.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

(Internal influence on HR objectives) Corporate Culture :

A
  • Alignment of values.
  • Non-toxic environment.
  • Employee relations reduced.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

(Internal influences on HR objectives) Employee Relations :

A
  • Diversity, everyone feels welcome and safe.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

(Internal influences on HR objectives) Overall Performance of Business :

A
  • If this is down, there will be less money to be spent on talent development.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

(Internal influences on HR objectives) Financial Constraints :

A
  • If they’re not much money, it might affect how many staff they can employee and what their wages are.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

(Internal influences on HR objectives) Organisational Structure :

A
  • Employee engagement and involvement will vary depending on whether it’s hierarchal/flat.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

(External influences on HR objectives) Legislation/Political Factors :

A
  • Will have to ensure they have a diverse workforce and don’t discriminate.
  • Will have to ensure they’re treating staff and paying them fairly.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

(External influences on HR objectives) Actions of Competitors :

A
  • Increase training, will want highly trained staff as it’s a competitive advantage.
  • Might have to lower product price to compete and therefore wages.
  • Talent development.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

(External influences on HR objectives) Structure of Population :

A
  • If there’s lots of unemployment, won’t have to offer as many benefits to persuade people to work for them.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

(External influences on HR objectives) Economic factors :

A
  • If the economy’s struggling, they’ll have to lower prices and limit spending on things like talent development.
  • Will affect how often/much they recruit.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

(External influences on HR objectives) Social Factors :

A
  • End of trends may mean decreasing the price of products.
  • Some jobs may be less popular/wanted.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

(External influences on HR objectives) Technological Factors :

A
  • New machinery could reduce the need for staff but they would have to train them to use it.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Treating employees as an asset :

A

Treating them well so they work hard, see them as a competitive advantage.
~ Train them frequently.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Employee Engagement :

A

How motivated and involved employees are.
~ Physical act of doing something.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Employee Motivation :

A

Drive to complete something.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Hard HR Strategy :

A

Treat employees simply as just another resource of the business.
~ Autocratic leadership.
~ Financial methods of motivation.
~ Short term approach (don’t care about retention).
~ Taller structure (narrower span of control).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Soft HR Strategy :

A

Treats employees as the most important asset in the business and a source of competitive advantage.
~ Democratic leadership.
~ Encourages promotion/talent development (non-financial motiv.)
~ Long term approach.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Hard HR approach is…

A

~ Cheaper.
~ Quick decision making.
~ Higher absenteeism (labour turnover).
~ Difficulties with retention.
~ Potential to damage business reputation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Labour Turnover :

A

The proportion of employees leaving a business over a period of time (usually a year).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Labour Turnover Formula :

A

Number of employees leaving
over a given period
—————————————— x 100
Avg number employed over a
given period.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Retention Rates :

A

Proportion of employees with a specified length of service (normally one or more years) as a proportion of the total workforce.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Retention Rates Formula :

A

Number of employees with one
or more years’ service
—————————————— x 100
Overall workforce number

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

(High Labour Turnover and Low Retention) High induction costs :

A

~ Business will have to spend more money on training employees to replace those who have left.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

(High Labour Turnover and Low Retention) Reduced Productivity:

A

~ Because more people will of left the business.
~ May struggle to replace jobs.
~ New staff will be less productive while they’re learning.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Internal + External causes of High Labour Turnover & Low Retention Rates :

A

Internal : May be a toxic work environment.
External : May be better, promotional opportunities elsewhere.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

How can firms improve their Labour Turnover? (3)

A

~ Monitoring + Benchmarking (track trends, identity areas where it’s high).
~ Exit Interviews (identify problems).
~ Reducing turnover of long-term workers (e.g. career progression, examine remuneration).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Impacts an increase in Labour Turnover will have on UK businesses ;

A

~ Larger choice of potential employees, can be pickier.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Labour Productivity :

A

A measure of the output per worker in a given time period.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Labour Productivity Formula :

A

Output per period
————————————————
Number of employees per period

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

Labour Costs per unit :

A

Are a measure of the average labour costs involved in producing one unit of output in a given time period.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

Labour Costs per unit Formula :

A

Total labour costs
____________________
Total units of output

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

Reducing wages will reduce…

A

Labour costs per unit because staff will be less motivated + businesses are paying less money.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

Improving working practices will…

A

Increase labour productivity.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

Employee Costs as a percentage of revenue :

A

Measures the percentage of sales revenue needed to cover labour costs.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

Employee costs as a % of revenue Formula :

A

Employee costs
———————— x 100
Sales Revenue

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

Absenteeism :

A

Is the proportion of employees not at work on a given day.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

Absenteeism Formula :

A

Number of staff absent
——————————— x 100
Number of staff in total

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

Low employee costs as a % of turnover industries :

A

Car industry (lots of machinery so limited staff and sell cars for lots of money).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

An industry with High employee costs as a % of revenue :

A

Hospitality (restaurants) because they have to pay lots of employees the same regardless of how much revenue they’re making.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

Benefits of low Retention (4) :

A

~ New ideas, enthusiastic (more diverse workforce).
~ Could loose lazy workers.
~ Spend less money in talent development/bonuses etc.
~ Pay lower wages (less promotional opportunities).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

Drawbacks of low Retention (5) :

A

~ Bad reputation.
~ High costs when recruiting + training.
~ Won’t be skilled when first arriving, may decrease customer satisfaction.
~ Poor talent development.
~ May loose staff to competitors.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

Employee Engagement :

A

Emotional commitment an employee has to an organisation and its aims.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

Empowerment is a series of…

A

A series of actions designed to give employees greater control over their working lives.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

Job Design is the process of deciding the…

A

The process of deciding the content of the job in terms of its duties and responsibilities.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

(Influences on Job design) Maintaining Quality :

A

~ Don’t over-load the job roles.
- Employee people with correct skills.
- Meet required quality.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
59
Q

(Influences on Job Design) Operational Efficiency :

A

~ Employee a correct amount, include training, make sure they have the skills and resources required.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

(Influences on Job Design) Labour Retention :

A

~ Offer good wages and lots of promotional opportunities, variety in job roles.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

(Influences on Job Design) Skills of Workforce :

A

~ Employees can only undertake jobs effectively if they have the skills required.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

Hackman & Oldham’s Job Characteristic Model :

A

Based on the belief that the task itself is key to employee motivation.
~ Suggests 5 job characteristics that can be studied to help predict job satisfaction.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
63
Q

Hackman & Oldham 5 job characteristics? :

A
  • Skill variety.
  • Task identity.
  • Task significance.
  • Autonomy.
  • Job feedback.
64
Q

(Hackman & Oldham) Skill Variety :

A

~ How many different skills/talents does the job require?
~ Is it a monotonous job?
~ A job with a range of activities may develop their skills.

65
Q

(Hackman & Oldham) Task Identity :

A

~ Is there a clear ‘beginning, middle and end’?
~ Do the workers know when they have completed a task or what to do?
~ Completing a task can be motivating, if they don’t know they’ve completed it motivation may be down.

66
Q

(Hackman & Oldham) Task Significance :

A

~ Does the job have a substantial impact?
~ Is it meaningful?
~ It can be de-motivating if you feel your work has no ‘meaning’ or significance.

67
Q

(Hackman & Oldham) Autonomy :

A

~ How much freedom does an individual have to accomplish his or her tasks?
~ Freedom with schedule and how to get tasks done.

68
Q

(Hackman & Oldham) Job Feedback :

A

~ Is an employee kept in the loop about their performance?
~ Are they being told what/when they are doing well and what/when they are not?

69
Q

(Hackman&Oldham) How could HRM achieve Skill Variety?

A

~ Job enrichment + rotation to switch up the job and make it more interesting.
~ Talent development/training.

70
Q

(Hackman&Oldham) How could HRM achieve Task Identity :

A

~ Set deadlines/amount needed to be complete.
~ Communicate clearly.
~ Well-structured job.

71
Q

(Hackman&Oldham) How could HRM achieve Task Significance :

A

~ Show employees impact of job.
~ Be encouraging and praising.
~ Alignment of values.
~ Communicate, explain importance of role.

72
Q

(Hackman&Oldham) How could HRM achieve Autonomy :

A

~ Give employees freedom when making decisions, (depends on nature of the business).

73
Q

(Hackman&Oldham) How could HRM achieve Job Feedback :

A

~ Lots of communication, regularly.
~ Offer benefits for good work to increase motivation.
~ Financial/non-financial benefits.
~ Regular appraisals.

74
Q

+ and - of Skill variety (job enrichment/rotation) :

A

+ more motivated as job isn’t monotonous, develop skills and knowledge, increase in talent development (will also inc retention), more flexible if employees are absent.
- will likely be unskilled at job so will reduce efficiency/productivity, may not enjoy jobs so may demotivate them, high costs and lots of training.

75
Q

Organisational Charts :

A

Are diagrams that show the internal structure of the business.
- They make it easy to identify the specific roles and responsibilities of staff.

76
Q

Levels of Hierarchy :

A

Are the layers of authority within a business.

77
Q

Span of Control :

A

How many subordinates you are directly responsible for.

78
Q

Chain of Command :

A

How many levels of hierarchy there are under you!

79
Q

Tall organisational Structure, Narrow span and long chain, ADVANTAGES (3) :

A

+ Smaller workload (can focus on strategic ideas in LT).
+ Staff may be more productive because their more tightly controlled (closer relationship).
+ More promotional opportunities (higher motivation & retention rates).

80
Q

Tall Organisational Structure, Narrow span and Long chain, DISADVANTAGES (3) :

A
  • Communication takes a long time + can be messed up.
  • Employees may feel demotivated because of how tightly controlled they are (lack of freedom).
  • Higher staff costs due to (more management salaries).
81
Q

Flat Organisational Strucure, Wide span and Short chain, ADVANTAGES (3) :

A

+ Quicker communication & less likely to get it messed up.
+ Lower costs due to employing less managers/higher roles.
+ Employees more likely to have more autonomy (since there’s more delegation), increases motivation and allows for fresh, innovative ideas.

82
Q

Flat Organisational Strucure, Wide span and Short chain, DISADVANTAGES (3) :

A
  • Less opportunities for promotion (less motivation/retention).
  • Larger workload, may become demotivated.
  • Wide span could lead to less communication between staff + managers (demotivated).
83
Q

Delegation is the passing down of…

A

The passing down of authority to more junior employees.

84
Q

Delegation, ADVANTAGES (4) :

A

+ Managers will have a smaller workload, can communicate more with staff and focus on LT strategic work.
+ Staff could be more motivated because they have more freedom.
+ Employees will gain more skills (good when employees are absent, reduce costs).
+ Tasks may be completed at a higher standard because they’ll have more time.

85
Q

Delegation, DISADVANTAGES (3) :

A
  • Staff could make the wrong decisions (might not have correct skills, could decrease efficiency and damage reputation).
  • Could have a poor work-ethic, tasks may not be done to the correct standard.
  • Ethical issues, they’re not being paid a managers salary.
86
Q

Matrix Structure is a type of organisational structure that combines…

A

Combines the traditional departments seen in functional structures with project teams.
~ individuals work across teams and projects as well as within their own department or function.

87
Q

Centralisation :

A

Authority should rest with senior management at the centre of a business
~ Kept firmly at the top of the hierarchy.

88
Q

Decentralisation, authority should be…

A

Authority should be delegated further down the hierarchy, away from the centre
~ Include more junior managers, as well as individual business units.

89
Q

Centralisation, ADVANTAGES (4) :

A

+ Easier to implement common policies, (consistent).
+ Prevents other parts of the business becoming too independent.
+ Easier to co-ordinate from the centre (e.g. with budgets).
+ Quicker decision -making (usually, by people who know what they’re doing) - easier to show strong leadership.

90
Q

Centralisation, DISADVANTAGES (4) :

A
  • More bureaucratic - often extra layers in the hierarchy.
  • Local/junior managers are likely closer to customer needs.
  • Lack of responsibility down the hierarchy may reduce manager motivation.
  • Customer service : lost flexibility and speed of local decision making.
91
Q

Delayering is the removal of…

A

The removal of one or more levels of hierarchy from a business from a business’s organisational structure.

92
Q

Delayering, ADVANTAGES (6) :

A

~ Reduce staff costs (manager salaries are high).
~ Quicker & more accurate communication.
~ Staff will have more responsibility, motivating.
~ Offers opportunities for delegation, and empowerment due to number of managers being reduced.
~ Can remove department rivalry.
~ Brings managers closer to customers, should in theory mean better customer service.

93
Q

Delayering, DISADVANTAGES (6) :

A
  • Not all businesses are suited to this e.g. mass production.
  • Could loose skilled workers.
  • Could have a negative impact on motivation due to job losses.
  • Period of disruption may occur as people take on new responsibilities and fulfil new roles.
  • Will increase workload of others.
  • Less promotional opportunities.
94
Q

(Selection Process) Psychometric Test :

A

Series of questions asked as part of the recruitment process, to assess personality traits.
Part of interview.

95
Q

Full Time hours :

A

37 1/2 hours.

96
Q

Part Time hours :

A

Anything below 37 1/2 hours.

97
Q

Zero Hours contract :

A

Employer does not guarantee a minimum number of hours of work to an employee.

98
Q

Assessment Centre :

A

Candidates undergo a variety of tests, role-plays and simulations for a number of days.

99
Q

Selection :

A

Is choosing the right employees from among those who have applied for a job.

100
Q

Benefits of effective selection (4) :

A

+ Increased retention, lower absenteeism.
+ Increased efficiency and productivity.
+ Improved customer service.
+ Potentially less recruitment + training costs and time spent in the future.

101
Q

Redeployment is the use of employees…

A

Use of employees in any aspect to achieve a particular effect.
- Employees may be ‘redeployed’ in other sections of the business to meet short term needs.

102
Q

Redundancy :

A

Business dismisses an employee because they no longer need anyone to do the job.
- It is the POSITION which is no longer needed, not the PERSON who is no longer needed.

103
Q

Training is the process of increasing…

A

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

104
Q

(Effects of Training) Improves Productivity :

A

Because employees will know what to do so will be more efficient.

105
Q

(Effects of Training) Leads to more motivated employees :

A

Because they know what they’re doing and feel valued + invested in.

106
Q

(Effects of Training) Improves rates of employee retention :

A

Because they’ll feel valued and invested in by the business and will therefore want to keep working there.

107
Q

(Effects of Training) Improves quality of goods and customer service :

A

Because employees will be more skilled and know what they’re doing.

108
Q

(Training) Induction Training :

A

Training aimed at introducing new employees to a business and its procedures.

109
Q

(Training) Induction Training, ADVANTAGES & DISADVANTAGES :

A

+ Staff know what they’re doing, increases productivity. Make staff feel welcomed. Understand company ethos.
- Member of staff will have to be taken away from their usual role, could damage productivity of the business.

110
Q

(Training) On-the-Job :

A

Employees receive training whilst remaining in the workplace. Usually done by another member of staff for a day/week.

111
Q

(Training) On-the-Job, ADVANTAGES & DISADVANTAGES :

A

+ Cheaper & easier. Tailored to the needs of the business. First-hand experience from potentially highly skilled staff.
- Member of staff will have to be taken away from their job. Could develop bad habits from other staff (outdated?). Time consuming. Lower productivity.

112
Q

(Training) Off-the-Job :

A

Occurs when employees are taken away from their place of work to be trained.
e.g. Training centre, course, first aid training etc.

113
Q

(Training) Off-the-Job ADVANTAGES & DISADVANTAGES :

A

+ Can gain qualifications. Usually to a high standard. Trained by experts (high quality). Feel valued and invested in. Transferable.
- More costly. Not as specific to the business. Lower productivity when they go out of the business.

114
Q

Employee Motivation :

A

Motivation at work is the desire to complete a task and do a good job.

115
Q

High employee motivation is important because it (3)…

A
  • Attracts employees.
  • Retains employees.
  • Increases productivity.
116
Q

Financial Motivation :

A

Involves motivating employees with money and things associated with money.

117
Q

Taylorism, ADVANTAGES & DISADVANTAGES :

A

+ Consistency, increased productivity, fewer employees, don’t need to pay premium wages.
- May feel unfulfilled, potential unemployment + strike action, loss of individual initiative, dehumanising, ‘survival of the fittest’ environment.

118
Q

(Financial Motivation) Remuneration :

A

Getting paid for working.
- Wage/salary.

119
Q

(Financial Motivation) Bonuses :

A

A sum of money added to wages/salary as a reward to employees.
- Performance of the business as a whole so encourages a harmonious environment, encourages team-work.

120
Q

(Financial Motivation) Commission :

A

Commission is a payment made to employees based on the value of sales achieved. Individual.
- Could create a competitive environment, sell more.

121
Q

(Financial Motivation) Promotion :

A

Getting a higher position/job role within a business.
- Motivates them to work hard and show they’re capable of more.

122
Q

(Financial Motivation) Fringe Benefits :

A

Financial perks. Ways of rewarding employees without increasing their wage/ salary.
- e.g. company car, mobile phone and private healthcare.

123
Q

Taylorism, key points of Scientific Management (4) :

A
  • People are motivated by pay.
  • Workers given one task to master.
  • Find ‘one best way’ of doing things.
  • Piece-rate-pay.
124
Q

Taylorism, Time and Motion study :

A

Analyse employees jobs by breaking down tasks and finding how long it would take and the quickest way of completing tasks.

125
Q

(Taylorism) Piece-Rate-Pay :

A

Being paid per piece produced.

126
Q

Non-Financial Motivation :

A

Involve motivating employees in ways that don’t involve money.

127
Q

Maslow’s Hierarchy of Needs (5) :

A

1) Physiological needs.
2) Safety needs.
3) Social.
4) Esteem.
5) Self-actualisation.

128
Q

(Maslow’s Hierarchy of Needs) Physiological :

A
  • Basic needs of humans.
  • e.g. Food, water, shelter.
129
Q

(Maslow’s Hierarchy of Needs) Safety :

A
  • How safe and secure an individual feels.
  • e.g. Job security, fair pay, pension scheme, holiday & sick pay, flexible scheduling.
130
Q

(Maslow’s Hierarchy of Needs) Social :

A
  • Natural desire to feel loved, accepted and wanted.
  • e.g. Team-work, professional relationships, learning and development strategy.
131
Q

(Maslow’s Hierarchy of Needs) Esteem :

A
  • Being appreciated and valued.
  • e.g. Regular performance reviews ltapr, employee of the month, service awards.
132
Q

(Maslow’s Hierarchy of Needs) Self-Actualisation :

A
  • Where a person achieves their full potential as a human being. Rare to stay in this permanently.
  • e.g. opportunities for promotion and job enrichment, achieving a challenging goal or leading a project.
133
Q

Herzberg developed the idea of…

A

The Two-Factor theory, job satisfaction and dissatisfaction.
- Motivator factors & Hygiene factors.

134
Q

(Herzberg) The Motivators were… examples (4) :

A

Factors that can act to motivate employees.
- Growth.
- Career advancement.
- Meaningful work.
- Recognition.

135
Q

(Herzberg) The Hygiene factors can… examples :

A

Reduce job dissatisfaction but cannot motivate on their own.
- Fair pay.
- Relationships.
- Policies.

136
Q

Appraisals are an…

A

An evaluation of an employee’s performance that considers feedback and opinions from manager.

137
Q

Mayo believed that… he introduced the…

A

Workers aren’t just concerned with money but could be better motivated by having their social needs met whilst at work.
- Introduced the Human Relations School of Thought, focused on managers taking interest in their workers and valuing their opinions.

138
Q

Mayo concluded that workers are best motivated by (3) :

A
  • Better communication between managers and workers.
  • Greater manager involvement in employees working lives.
  • Working in groups or teams.
139
Q

McGregor realised that there were…

A

2 types of managers, he was a theory Y manager.
- He believed if he empowered his employees, ultimately this would allow them to be happier at work and more productive.

140
Q

(McGregor) Theory X Managers (5) :

A
  • Employees need close supervision.
  • Employees must be pushed to perform.
  • Employees will avoid responsibility.
  • Employees only desire money.
  • Employees will avoid work where possible.
141
Q

(McGregor) Theory Y Managers :

A
  • Employees seek responsibility.
  • Employees naturally want to work.
  • Employees want independence in work.
  • Employees are motivated by self-fulfilment.
  • Employees will drive themselves to perform.
142
Q

Industrial disputes occur when…

A

There is a disagreement between the management and trade union representatives.
- Sometimes this is serious enough to result in INDUSTRIAL ACTION.

143
Q

Industrial Action is when…

A

Employees take measures to halt or slow production.

144
Q

3 types of Industrial Action :

A
  • ‘Work to Rule’ (do bare minimum).
  • Strike (stop working).
  • Overtime ban (don’t work overtime, affects productivity).
145
Q

A Trade Union is an organisation with… looks after…

A

An organisation with members who are usually workers/employees. Looks after their interests at work by doing things like :
- Negotiating agreements with employers on pay & conditions.
- Discussing big changes like large scale redundancies.

146
Q

Difference between Works Council and Trade Union?

A

Works Council is internal, Trade Union is external.

147
Q

Recruitment is the process of deciding who…

A

The process of deciding who will fulfil a specific role which is essential to ensure that a business has enough employees with the right skills and experience.

148
Q

Internal Recruitment, ADVANTAGES (5) :

A

+ Already know the person/trust them.
+ Cheaper.
+ Less time-consuming.
+ Alignment of values.
+ Promotional opportunities.

149
Q

Internal Recruitment, DISADVANTAGES (3) :

A
  • Could de-motivate staff/cause conflict due to them leaving.
  • Have to fill other job role.
  • Lack of fresh/innovative ideas.
150
Q

External Recruitment, ADVANTAGES (4) :

A

+ New ideas/skills.
+ Competitor insight.
+ Encourage innovation.
+ Wider choice of candidates.

151
Q

External Recruitment, DISADVANTAGES (6) :

A
  • Costs more.
  • More time-consuming.
  • Training costs.
  • Productivity issues.
  • Less aligned with corporate culture.
  • Demotivating due to lack of relations.
152
Q

Contract of Employment :

A

A legal document stating the hours of work, rates of pay, duties and other conditions under which a person is employed.

153
Q

Part-Time & Full-Time :

A
  • Part-Time : less than 37 1/2 hours.
  • Full-Time : More than 37 1/2 hours.
154
Q

Part-Time ADVANTAGES (3) & DISADVANTAGES (3) :

A

+ More flexible.
+ Less expensive.
+ Wider range of ideas.
- Less skilled/experienced.
- Lower productivity.
- Harder to plan rota.

155
Q

Full-Time ADVANTAGES (3) & DISADVANTAGES (3) :

A

+ Become trained/skilled quicker.
+ More reliable/consistent staff.
+ Easier to plan rota.
- More expensive
- Less flexible.
- Not tailored to needs of the business.

156
Q

Zero Hours Contract :

A

No set number of hours required to work each week.

157
Q

The Gig Economy :

A

Zero-hour contracts or short-term freelance contracts, rather than permanent jobs with a set number of hours.
+ Cheaper, tailored to business demands.
- Unreliable.

BUSINESS (9 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions