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Business > Human Resource Management > Flashcards

Human Resource Management Flashcards

1
Q

Define Human Resource Management (HRM)

A

How people are managed in a business in order to meet the strategic objectives of the business.

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2
Q

Define Organisational Chart

A

A diagram that shows the hierarchy within a business, usually from top to bottom in terms of seniority.

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3
Q

Define Span Of Control

A

Number of subordinates for whom a manager is responsible.

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4
Q

Benefits of a Narrow Span Of Control

A
  • more one on one time
  • easier to get help from manager
  • more support from manager
  • help with development of skills
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5
Q

Benefits of Wide Span Of Control

A
  • more responsibility
  • more motivating
  • delegated more interesting tasks
  • avoids over powering manager
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6
Q

Factors that influence the span of control

A
  • skill of subordinates = may prefer narrow span of control if they are unskilled as it gives them more direct supervision
  • experience and personality of manager
  • nature of the business e.g. factory needs narrow span of control
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7
Q

What does the effectiveness of organisational charts depend on?

A
  • personality of manager
  • skills of subordinates
  • size of the business
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8
Q

Define Chain of Command

A

The way in which responsibility for employees is organised within a business.

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9
Q

Define Delayering

A

A process of reducing the number of levels within a businesses organisational structure.

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10
Q

Advantages of Delayering

A
  • more employee responsibility
  • reduces labour costs
  • quicker decision making
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11
Q

Disadvantages of Delayering

A
  • damage staff morale

- redundancy payments

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12
Q

Define Delegation

A

Assignment to others particular tasks and decisions.

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13
Q

Define Empowerment

A

Giving employees the power to do their job e.g. authority to make decisions or solve their own problems.

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14
Q

What does successful delegation and empowerment rely on?

A
  • type of employee (their skills and attitudes)
  • the type of task (can it actually be done by someone else?)
  • how busy the manager is (do they have time to train?)
  • how willing the manager is to trust their staff
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15
Q

Define Tall Structure

A

A structure with many layers.

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16
Q

Define Flat Structures

A

A structure with few layers.

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17
Q

Features of a Flat Structure

A
  • wide spans of control
  • quicker communication
  • more delegation and empowerment
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18
Q

Features of a Tall Structure

A
  • narrow spans of control
  • more direct supervision
  • likelihood for more promotion opportunities
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19
Q

Define Organisation By System

A

The business is split into specialist/functional areas.

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20
Q

Advantages of Organisation By Structure

A
  • specialists can concentrate on what they do best
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21
Q

Disadvantages of Organisation By System

A
  • each part may act as a separate entity, concerned with their own agenda
  • difficult to accredit success or blame
  • departments are often putting in a lot of work but struggle to identify an outcome
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22
Q

Define Organisation By Product

A

Where a business organises it’s structure around their different products; each product has its own “mini company” made up of specialists from the functional departments such as finance and operations.

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23
Q

Advantages of Organisation By Product

A
  • easier to credit success and blame
  • employees can see the outcome of their work
  • motivation may be improved as a result of the above
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24
Q

Define Centralised Structure

A

Authority to make decisions I’d kept at the top of the hierarchy.

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25
Q

Advantages of a Centralised Structure

A
  • easier to implement common policies and practices
  • prevents independence in departments
  • easier to control and coordinate from centre of business
  • EOS and overhead savings are easier to achieve
  • quicker decision making
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26
Q

Disadvantages of a Centralised Structure

A
  • slower communication and higher labour costs
  • local and junior managers are likely to understand customer needs better
  • lack of authority down hierarchy may reduce manager motivation
  • could have worse customer service = lost flexibility and slower local decision making
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27
Q

Define Decentralised Structure

A

Authority to make decisions is spread out to include more junior managers as well as individual business units or trading locations.

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28
Q

Advantages of a Decentralised Structure

A
  • decisions made closer to customer needs
  • better able to respond to local circumstances
  • improved level of customer service
  • enable a flatter hierarchy so could reduce costs
  • good way of training/developing junior management
  • facilitates empowerment which could improve motivation
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29
Q

Disadvantages of Decentralised Structure

A
  • decision making may not necessarily be strategic
  • harder to ensure consistent practices/policies at every location
  • may be some DOS due to duplication of roles
  • strong leadership isn’t clear
  • harder to achieve tight financial control
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30
Q

Disadvantages of Organisation By Product

A
  • different products end up competing for resources

- duplication of departments can waste resources

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31
Q

Define Matrix Structure

A

Where employees work across departments and projects, each reporting to a team leader as well as a manager.

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32
Q

Advantages of a Matrix Structure

A
  • help improve communication across organisation as it breaks down traditional department barriers
  • allow individuals to use skills within a variety of contexts
  • avoid need for several departments to meet regularly so reduces costs and improves coordination
  • greater motivation amongst team members
  • encourages the sharing for ideas amongst departments
  • good way of sharing resources, more cost effective
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33
Q

Disadvantages of a Matrix Structure

A
  • members may have divided loyalties
  • may not be a clear line of accountability for team members
  • communication could become problematic
  • takes time for workers to get used to the structure
  • team members may neglect their functional responsibilities
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34
Q

Stages of the Recruitment Process

A
  1. Identifying the vacancy
  2. Draw up a job description
  3. Draw up person specification
  4. Advertise job
  5. Revise applications
  6. Shortlist candidates
  7. Offer interviews
  8. Appointment of employee
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35
Q

Why might a new vacancy arise?

A
  • someone may leave
  • someone has retired
  • someone has been promoted
  • someone has been dismissed
  • need new skills
  • business may be expanding
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36
Q

Define Job Description

A

A document that describes the duties of a worker.

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37
Q

Define Person Specification

A

A profile of the type of person needed for the job; their skills and qualities.

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38
Q

Define Internal Recruitment

A

Vacancy is filled with someone who already works for the business.

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39
Q

Advantages of Internal Recruitment

A
  • eliminates need for induction training
  • reduces costs as less advertisement is needed
  • saves the business time (theoretically less applicants)
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40
Q

Disadvantages of Internal Recruitment

A
  • could limit your selection

- may cause competition amongst current employees

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41
Q

Define External Recruitment

A

When organisation fills position with someone outside of the business.

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42
Q

Advantages of External Recruitment

A
  • reduce resentment felt by your current employees they may feel if you were to recruit internally
  • widen your choice
  • provide business with new insights and ideas
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43
Q

Disadvantages of External Recruitment

A
  • cost of advertising and interviewing may outweigh benefits
  • likelihood business will have to provide training which takes up time and money
  • external candidate may struggle to integrate with current employees
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44
Q

Advantages of using Local Newspapers

A
  • quite cheap to advertise in

- attracts local people who can easily reach business

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45
Q

Disadvantages of using Local Newspapers

A
  • not many people read the newspaper

- could target wrong age population

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46
Q

Advantages of using National Newspapers

A
  • target the wider population

- likely to get responses faster as you’re targeting more people

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47
Q

Disadvantages of using National Newspapers

A
  • very expensive to post advert

- could get overwhelming response, lots to shortlist

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48
Q

Advantages of Using Specialist Magazine

A
  • people reading are clearly interested

- people reading are likely to have skills in the field of business

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49
Q

Disadvantages of Using Specialist Magazine

A
  • very expensive to post

- limiting your ‘type’ of applicant

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50
Q

Advantages of using Own Website

A
  • people interested in the business will see the advert

- relatively cheap to post

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51
Q

Disadvantages of using Own Website

A
  • not many people are likely to see advert as not many people will look at the business’ website
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52
Q

Advantages of using Word of Mouth

A
  • free

- people would only recommend the job if they think the person would fit

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53
Q

Disadvantages of using Word of Mouth

A
  • relies on people spreading the word

- if people don’t spread word than business has wasted time

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54
Q

Advantages of using Shop Window

A
  • attracts people who are interested in the business

- cheap to do

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55
Q

Disadvantages of using Shop Window

A
  • may take time to get an applicant
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56
Q

Define Recruitment Agency

A

A company which attempts to match the employment needs of an employer with a worker.

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57
Q

Advantages of using Recruitment Agencies

A
  • saves business time as applicants are already screened before interview
  • quickly fill a vacancy as they have alarms pool of candidates
  • specialists so will come up with new ways of attracting candidates
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58
Q

Disadvantages of using a Recruitment Agency

A
  • business must pay a fee to advertise with the agency

- agency may provide an unsuitable candidate in order to get their fee

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59
Q

Define Job Centre

A

Paid for by the government and provide a service for businesses needing to advertise a vacancy and are generally free to use.

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60
Q

Advantages of using Job Centres

A
  • usually free

- save business time

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61
Q

Disadvantages of using Job Centres

A
  • usually for low skilled work

- smaller pool of candidates to choose from

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62
Q

Define CV

A

A document the applicant designs providing their personal details, educational and employment history, suitability for Job and names of referees.

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63
Q

Advantages of CVs

A
  • saves business time as they don’t have to produce an application form
  • may encourage applicants as they don’t have to fill out form
  • gives business more time to find perfect applicant
  • candidates can reflect personalities in the CV
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64
Q

Disadvantages of CVs

A
  • may have lots of help to write their CV

- may lie

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65
Q

Define Application Form

A

A document produced by the business and sent to candidates asking to provide personal details, educational history, etc.

66
Q

Advantages of Application Forms

A
  • only provided with information the business wants/needs
  • more likely to receive up to date information
  • compare information more easily
  • shows commitment from candidate
  • electronic versions can rank the candidates for the business
67
Q

Disadvantages of Application Froms

A
  • takes up lots of time for business

- may get fewer applicants

68
Q

Benefits of Interviews

A
  • can see how candidate reacts under pressure
  • find out answers to specific questions
  • can see if the applicant matches their CV
  • non verbal aspects can be considered
  • there is a chance for candidates to ask questions
69
Q

Disadvantages of Interviews

A
  • interviewees will just say what employers want to hear

- person may just be good at interviews

70
Q

Other ways of meeting candidates face-to-face?

A
  • scenario testing
  • presentations
  • team tasks and activities
  • work trials
71
Q

Define Organisational Culture.

A

The values, attitudes and beliefs of a business.

72
Q

Define Verbal Communication.

A

Using words and sounds to express something.

73
Q

Define Non-Verbal Communication.

A

Using gestures and expressions to express something.

74
Q

What is The Communication Process?

A
  • information
  • sender
  • signal
  • receiver
75
Q

Define One-Way Communication.

A

Where the receiver does not have the right (or need) to reply.

76
Q

Advantages of One-Way Communication.

A
  • easy to use

- no pressure for sender justification

77
Q

Disadvantages of One-Way Communication.

A
  • no way to check message was understood

- may cause receiver frustration

78
Q

Define Two-Way Communication.

A

Involves both a sender and receiver of the information.

79
Q

Advantages of Two-Way Communication.

A
  • receiver can gain clarification

- receiver feels more involved

80
Q

Disadvantages of Two-Way Communication.

A
  • takes more time

- sender is under pressure to justify information

81
Q

Define Formal Communication.

A

The expected language that is used, to whom one speaks to and the communication media used: usually a specific standard made clear by the business.

82
Q

Define Informal Communication.

A

Little or no established rules on how to communicate.

83
Q

Define Open Communication.

A

Using language that most people would understand.

84
Q

Define Closed Communication.

A

Using terms that not everyone will understand e.g. specialised language

85
Q

Define Vertical Communication.

A

Communication between the layers of the hierarchy.

86
Q

Define Horizontal Communication.

A

Communicating between the people on the same level.

87
Q

Define Communication Media.

A

How the message is delivered to the receiver.

88
Q

What are Shannon and Weaver’s Barriers to Effective Communication?

A
  • technical
  • semantic
  • effectiveness
89
Q

What is the ‘technical’ barrier to effective communication?

A
  • the ability of the receiver to receive the information being communicated.
90
Q

What is the ‘semantic’ barrier to effective communication?

A
  • the receivers ability to understand what is being sent.
91
Q

What is the ‘effectiveness’ barrier to effective communication?

A
  • whether the information is acted upon appropriately.
92
Q

Define Group Norms.

A

A set of ‘rules’ which may be written, unwritten, spoken or just implied explaining the expected behaviour within that group of people.

93
Q

Define Implicit Norms.

A

There is an assumption that there is a set way to behave or interact with others in the group.

94
Q

Define Explicit Norms.

A

There is a written set of rules on how to behave and interact as a part of the group.

95
Q

Define Workforce Planning.

A

Deciding how many and what type of employees the business needs.

96
Q

Define Human Resources Objectives.

A

Setting objectives that help to meet the ‘people’ element of the business.

97
Q

What should a workforce have?

A
  • a range of ages
  • innovation
  • skills
98
Q

Why is Age an important factor when deciding upon workforce?

A

If your employee’s are too old, they may be looking to retire soon.
If your employees are too young, they may not have enough experience.

99
Q

Define Flexi-Time.

A

Employees must be present during a core time but can alter their hours surrounding this to fit with their lifestyles.

100
Q

Define Structured Time Off In Lieu.

A

Employees may be asked to work longer hours during busy periods, with the additional hours worked being noted to take off in compensation during less busy periods.

101
Q

Define Job Sharing.

A

Employees share the same role on either a day-to-day basis or half-weekly basis, depending how much of a ‘handover period’ is required.

102
Q

Define Remote Working.

A

Allowing employees to work away form the business premises, usually at home.

103
Q

Define Zero Hours Contract.

A

Allows businesses to hire employees with no promise of work: staff only work when they are needed.

104
Q

Define Compressed Hours.

A

Working hours are longer but the working week is shorter e.g. 10 hour days but only for 4 days of the week.

105
Q

Define Annualised Hours.

A

Where employees work a total number of hours for the whole year but have a degree of flexibility to how these can be worked: usually a set number is allocated per week but the residue can be worked when employee can.

106
Q

Define On-the-Job Training.

A

Training is undertaken at the place of employment and is delivered by the employees.

107
Q

Advantages of On-the-Job Training.

A
  • likely to be much cheaper

- can be tailored to the specific requirements of their role

108
Q

Disadvantages of On-the-Job Training.

A
  • may pick up bad habits

- may be regarded as less important as it’s delivered by the business.

109
Q

Define Off-the-Job Training.

A

Training is undertaken at a different location and is usually given by an outside specialist training personnel.

110
Q

Advantages of Off-the-Job Training.

A
  • take the training more seriously

- learn specialist skills

111
Q

Disadvantages of Off-the-Job Training.

A
  • more expensive

- may take a lot longer

112
Q

Define Induction Training.

A

Training that introduces the new employee to the procedures and working environment at the business e.g. showing them where the toilets and staff room are.

113
Q

Define Training Needs Analysis.

A

Identifying any gaps in the skills of their employees and setting up training to provide these skills.

114
Q

What Factors should be considered as a part of TNA?

A
  • what it wants the employees to be able to do
  • who needs training and who will do the training.
  • the cost of the training required
115
Q

Define Appraisal.

A

A formal assessment of an employee’s performance.

116
Q

What will make an Appraisal Ineffective?

A
  • lack of commitment by senior staff
  • inconsistent approach by line managers
  • not allowing enough time
  • failure to respond to employee concerns and aspiration
  • unrealistic targets
  • using ambiguous language
117
Q

What will make an Appraisal Effective?

A
  • senior managers enforce commitment to the process
  • consultations with employees
  • ensuring employees understand
  • providing adequate training to line managers
118
Q

What is a Self-Assessment?

A

Where employees reflect on their own performance.

119
Q

Limitations of Self-Assessment?

A
  • likely to be very subjective

- questions must be very specific and avoid ambiguity

120
Q

What is a 360 Degree Appraisal?

A

Involves the appraisee receiving feedback from several people within the business.

121
Q

Advantages of 360 Degree Appraisal?

A
  • useful for employee development (see how others perceive them)
  • can judge management skills of the managers
122
Q

Limitations of 360 Degree Appraisal?

A
  • employee’s may not be 100% truthful (“get their own back”)
  • complicated and time consuming
  • focus on behaviour, rather than specific job requirements.
123
Q

What is a Peer Assessment?

A

Employees are assessed by colleagues.

124
Q

Advantages of Peer Assessment?

A
  • colleagues understand their roles so know what is required

- know how well they contribute to the team

125
Q

Limitations of Peer Assessment?

A
  • usually very biased

- may secretly agree to all give positive comments

126
Q

How do you Calculate Labour Turnover?

A

(Number of employee’s leaving during the year/total employees present during year) x 100

127
Q

How do you Calculate Absenteeism?

A

(Total absences in the month x 100)/total available working days in month

128
Q

How do you Calculate Lateness?

A

(Total late arrivals x 100)/total scheduled attendances

129
Q

How do you Calculate Workforce Productivity?

A

Output/average number of employees

130
Q

Limitations to Quantitative Data?

A
  • averages can be misleading
  • not all departments employ same number of people
  • doesn’t explain why
131
Q

Benefits to employees of Improving Performance?

A
  • job security
  • higher pay
  • bonuses
  • financial assistance for career development
132
Q

What are the Functions Of Management?

A
  • planning
  • organising
  • leading
  • controlling
133
Q

What are the 4 Styles of Leadership?

A

Autocratic, Democratic, Laissez-faire and Paternalistic.

134
Q

Characteristics of Autocratic?

A
  • does not involve employee in decision-making
  • very strict
  • believes in close supervision
  • thinks employees are solely motivated by money
135
Q

Characteristics of Democratic?

A
  • encourages employee input in decision-making
  • encourages 2 way communication
  • allows employees to use their initiative
  • believes motivation is more than just money
136
Q

Characteristics of Laissez-Faire?

A
  • remote from employees
  • provides little direction
  • “let them get on with it Approach”
  • often requires employees to set their own objectives
137
Q

Characteristics of Paternalistic?

A
  • wants workforce to be involved in decision-making
  • consults employee’s
  • persuades employee’s to accept his view, regardless of theirs.
138
Q

Outline McGregors’s Theory X and Theory Y.

A

Theory of how managers view their employees.
Theory X thinks = inherently lazy, lack ability to be unsupervised, lack initiative, largely motivated by money.
Theory Y thinks = enjoy their work, willing to accept responsibility, self-disciplined, not just motivated by money.

139
Q

Outline Blake and Mouton’s Leadership Grid.

A

High People Needs, Low Task Needs = Country Club
Low People Needs, Low Task Needs = Impoverished
High People Needs, High Task Needs = Team Leader
Low People Needs, High Task Needs = Authoritarian
Middle of the Road

140
Q

Outline Carlyle and Galton’s Trait Theory.

A 
Concentrates on the traits exhibited by successful leaders.
Motivational
Integrity 
Self-Confidence
Creative 
Intelligent
141
Q

Outline Tannenbaum and Schmidt’s Contingency Theory.

A

Style of leaderships highlight the managers degree of trade-off between them control they exert and their focus on their team.
4 Styles = Tell, Sell, Consult and Participate.

142
Q

Outline Adair’s Action-Centred Leadership.

A

Highlights the 3 elements required of all leadership situations.
Achievement of task, team involved and the individual group members.
Managers must try to balance these to be successful.

143
Q

Characteristics of a Manager?

A
  • obeyed by subordinates
  • minimises risk
  • sets an example
  • tells employees to follow procedure
144
Q

Characteristics of a Leader?

A
  • followed by subordinates
  • risk taker
  • embraces change
  • encourages new ways of thinking
  • charismatic
145
Q

Define Motivation.

A

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

146
Q

Define Morale.

A

‘Spirit.’

147
Q

Why is Motivation Important to a Business?

A
  • reduces absenteeism
  • reduces labour turnover
  • productivity increases
  • make change easier to implement
  • better image to customers
148
Q

Define and give examples of Monetary Motivation.

A

Assumes motivation will result from linking pay to productivity/performance.
E.g. piecework, commission, bonuses.

149
Q

Define and give examples of Non-Monetary Motivation.

A

Assume motivation results from factors other than financial incentives.
E.g. providing interesting work, working in a team, receiving praise.

150
Q

Outline Taylor’s Scientific Management.

A

Jobs would be broken down into simpler tasks to ensure high division of labour.
Employees would be allocated to jobs they were best at.
They were paid on a piece rate.
Pay was key motivator.
This would increase motivation and thus productivity.

151
Q

Limitations of Taylor’s Theory.

A
  • product of its time

- not applicable any businesses in the tertiary sector

152
Q

Outline Mayo’s Human Relations Management.

A

He discovered that employees respond to change sin the working environment, a sense of recognition is important to employees, workplace is a social system and communication can affect productivity.

153
Q

Limitations of Mayo’s Theory?

A
  • his experiment changed multiple variables at the same time so identifying the exact cause of a change in productivity is difficult
  • cannot be applicable to modern day
154
Q

Outline McClelland’s Three Needs Theory.

A

He proposed that people have 3 needs.
Achievement = prefers challenging goals, likes individual work, wants regular feedback.
Affiliation = enjoys working in a group, people Orientated.
Power = likes to influence or dominate, enjoys recognition and likes to win.

155
Q

Limitations of McClelland’s Theory?

A
  • their needs may not always benefit the business
  • needs may change over time
  • if they meet every employee’s needs, it may be expensive
156
Q

Outline Herzberg’s Two-Factor Theory.

A

Hygiene factors are not motivational but their absence will cause demotivating. E.g. cold conditions, no toilets.

Motivating Factors relate to the job itself and cause motivation. E.g. responsibility, recognition.

157
Q

Limitations of Herzberg’s Theory?

A
  • may not be representative of modern employees as sample was gender and culturally biased.
  • different personality traits may cause people to value pay over motivating factors.
  • Job enlargement, job enrichment and job rotation can be very time consuming to implement.
158
Q

Define Job Enlargement.

A

Redesigning and broadening the nature of a job so that employees can take on new and more challenging tasks.

159
Q

Define Job Enrichment.

A

Making sure a job is interesting and enriching to an employee.

160
Q

Outline Maslow’s Hierarchy Of Needs.

A

Employees start at the bottom of the pyramid and make their way up it, moving to the next level of needs after meeting the previous.

161
Q

What is the order of Maslow’s Hierarchy?

A

Physiological, safety, social, esteem and self-actualisation.

162
Q

Limitations of Maslow’s Hierarchy?

A
  • Theory was not designed for business world

- needs may not be hierarchical.

Business (7 decks)

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