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Business > Human Resource Management (Unit 4) > Flashcards

Human Resource Management (Unit 4) Flashcards

1
Q

What is a salary?

A
  • fixed regular payment
  • expressed in the form of an annual sum
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2
Q

What is a wage?

A
  • regular payment
  • based on the hours worked
  • normally paid on a weekly basis
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3
Q

What is an Equal Opportunities Manager?

A
  • employer who does not discriminate employees because of gender, race, religion etc.
  • employees are selected, promoted and treated fairly based on suitability for the position
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4
Q

HRM

A
  • concerned with the management of people
  • process of evaluating personnel needs
  • finding suitable people to fill those needs
  • makes sure good working relationships are maintained
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5
Q

Functions of HRM

A
  • Manpower planning
  • Recruitment and Selection
  • Training and Development
  • Industrial Relations
  • Performance Appraisal
  • Rewarding Employees
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6
Q
  1. Manpower Planning
A
  • identifying the type and number of human resources needed in company
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7
Q

3 steps in Manpower Planning

A
  1. Forecast future demand:
    - estimates how many employees are needed
  2. Calculate existing supply:
    - HRM must conduct an audit of existing employees
    - see how many workers business has
  3. Recruit or Redundancy:
    - demand exceeds supply
    = recruit
    - supply exceeds demand
    = staff made redundant
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8
Q

Benefits of Manpower Planning

A
  1. Sufficient workers:
    - ensures business always has enough workers to carry out jobs needed
    = makes job a success
  2. Saves money:
    - ensures business does not employ too much workers
    = reduces business’ wage bill
  3. Understaffed:
    - avoids understaffed problems
    - too few workers
    = products not made on time
    –> dissatisfied customers
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9
Q
  1. Recruitment and Selection
A

Recruitment: process of attracting a group of potential candidates with appropriate skills and abilities to apply for a specific vacancy
Selection: choosing the most suitable candidates from applicants attracted

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10
Q

Stages in Rec. and Sel.

A
  1. Prepare a job description:
    - sets out purpose of job, where job fits into the organisation structure, main accountabilities and responsibilities and key tasks
    - defines who reports to whom
  2. Prepare a person specification:
    - sets out the kind of qualifications, skills, experience and personal attributes
    - refers to the person rather than the post
    - useful in comparing and assessing the suitability of applicants
    3(a). Job advertisement:
    - HR manager creates advertisement based on job description and person specification
    - firms website, newspapers etc.
    3(b). Decide how to recruit:
    - 2 main sources
    -> Internal
    -> External
  3. Screen and Interview:
    - screening carried out by making a short list of interviewees by examining CV’s and dismissing unsuitable candidates
    - selection: assessing short list to find most suitable for job
    - selection tests
    –> IQ tests, aptitude tests etc.
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11
Q

Internal Recruitment

A
  • employee is familiar with culture, policies and work practice
  • training and advertising costs reduced
  • motivation improves
    –> employee recognizes that opportunities will occur as vacancies higher up the chain of command become available
  • no “new blood”
    = no new thinking
  • promotion within can have a negative effect on levels of cooperation between employees
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12
Q

External Recruitment

A
  • fresh new perspective brought to business
  • new employee may have skills and experience required that is not present among existing staff
  • training costs may be avoided as employee may have skills required
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13
Q

Curriculum Vitae

A
  • document prepared by an applicant for a job which summarizes qualifications and work experience
  • used to obtain an interview when seeking a job
    Contains:
  • name
  • address
  • education
  • work experience
  • references
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14
Q

Application Form

A
  • document printed by employer asking a series of personal questions regarding education, experience etc.
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15
Q

Letter of Application/Covering Letter

A
  • applicant introduces themselves, qualities they can bring , states the job applying for and outlines a brief summary of why they want it
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16
Q

Screen and Interview

A

Job Interview:
- used to determine if a candidate and job compliment each other
- process in which potential employee is evaluated by an employer for prospective employment
Panel Interview:
- selection technique used to choose the candidate who most closely matches criteria set out in person specification
- candidate interviewed by a group of interviewers to reduce bias
- ensures questions ae distributed across the panel

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17
Q

Reference Check and Job Offer

A

Reference check:
- HR manager conducts a reference check on candidates who performed best at interview
- reference is provided by someone that can confirm work experience and education details given by the candidate
Job Offer:
- HR manager makes a job offer to the successful candidate usually by phone

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18
Q

Benefits of Recruitment and Selection

A
  1. Saves time and money:
    -drawing up a job description and person specification in advance helps business to find right person and not have to process lots of unsuitable candidates
  2. Choosing the right person:
    - choosing a candidate who shares the business’ beliefs will lead to less industrial action
    - saves money if good relationships exist
    –> no strikes
  3. Productivity:
    - choosing right person to make sure job is done well
    = greater productivity within business
  4. Low labour turnover:
    - employees happy in job and will not leave in immediate future
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19
Q
  1. Training and Development
A
  • training provides workers with the skills, knowledge and attitudes required to improve their abilities to perform jobs
  • development attempts to improve the person as a human being
    –> long-term concept to help people reach their full potential
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20
Q

Types of Training

A
  1. Induction
  2. On-the-Job
  3. Off-the-Job
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21
Q
  1. Induction Training
A
  • new initial training of new employees
  • new employees introduced to the people they will work with and report to
  • informs them about the firms code of ethnics
  • gives info. about salary, payment etc
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22
Q
  1. On-the-Job Training
A
  • worker trained at work
  • learn job through practice
    E.g. HRM in a hospital trains a nurse in the emergency dept. operating theatre and hospital wards
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23
Q
  1. Off-the-Job Training
A
  • worker is taught how to do the job by attending courses
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24
Q

Importance/Benfits of Training and Development

A
  1. Skills:
    - good training and development gives workers skills needed to do a good job and make good quality products
    –> better quality
    = higher sales and profits
  2. Flexibility:
    - variety of skills and makes workers more flexible
    - better able to cope with changes in the business
  3. Time Management:
    - workers are good at their job so less supervision is needed
    - frees managers up to concentrate on more important issues
  4. Reduces Conflict:
    - less conflict between managers and employees over unsatisfactory work
    - improves industrial relations
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25
Q
  1. Industrial Relations
A
  • refers to how employers and employees communicate with each other, work together and generally get on with each other
    Good industrial relations can be achieved by:
    1. communication
    2. consultation with workers in decision-making
    3. fair treatment of workers = trusting relationship
26
Q

Importance/Benfits of Good Employer/Employee Relationships

A
  1. Improves morale
  2. Productivity increases
  3. Low labour turnover
  4. Delegation
  5. No industrial action
27
Q
  1. Improved Morale
A
  • employees are happier in their work
    = employee morale increases
  • increases employee motivation
28
Q
  1. Productivity Increase
A
  • good relationship with employer
    = more effort put into job
  • work harder and do more
29
Q
  1. Low Labour Turnover
A
  • employees will stay in job as they are happy
    = labour turnover decreases
30
Q
  1. Delegation
A
  • employer will delegate work to employee as they trust them
  • give employees power to make good decisions for the business
31
Q
  1. No Industrial Action
A
  • less chance of industrial action and strikes
  • strikes have a negative effect on business
    = lose sales and profits
32
Q

Ways to Improve Industrial Relations

A
  1. Regular open communication
  2. Grievance procedure
  3. Train managers
  4. Careful selection
  5. Train employees
33
Q
  1. Regular Open Communication
A
  • HRM should hold regular face-to-face meetings with employees to keep them informed about the business
  • honest and open with employees
34
Q
  1. Grievance Procedure
A
  • employees should agree in advance with HRM on procedures for dealing with conflict
  • when conflict arises there is an agreed way on solving it e.g. Last In First Out (LIFO)
35
Q
  1. Train Managers
A
  • managers should be given training on how to deal with employee problems
  • should be taught how to handle conflict so issues do not turn into serious industrial relations problems
36
Q
  1. Careful Selection
A
  • HRM should select employees who will fit in and share the business’ beliefs
  • minimise the likelihood of conflict
37
Q
  1. Train Employees
A
  • employees should be given adequate training so they can perform duties expected
    of them
  • helps reduce conflict
38
Q
  1. Performance Appraisal
A
  • involves setting performance targets for each employee and assessing each person’s performance in comparison to the standard set
    1. Rewards/Training:
  • workers who score highly may be rewarded with bonuses, promotions etc.
  • workers who score badly will be given more training
39
Q

Importance/Benefits of Performance Appraisal

A
  1. Training
  2. Promotion
  3. Future pay rises and bonuses
  4. Improves communication
40
Q
  1. Training
A
  • identifies employees who need more training
  • after training, performance should be evaluated again to see improvement
41
Q
  1. Promotion
A
  • identifies employees who are suitable for a promotion
  • they have proved their ability at their current job and show potential for more responsibility
42
Q
  1. Future Pay Rises and Bonuses
A
  • result of performance appraisal can be used to determine pay rise or bonus
  • employees who score highly get higher pay rise and bonuses than those who score badly
43
Q
  1. Improves Communication
A
  • performance appraisal involves regular meetings between manager and the employee
    = relationship should improve
  • improved industrial relations
44
Q
  1. Rewarding Employees
A
  • pay and rewards consist of the incentives offered to employees for work done
  • significant source of motivation
45
Q

Methods of Rewards
(financial)

A
  1. Time Rate
  2. Piece Rate
  3. BIK
  4. Profit Sharing
  5. Share Ownership
  6. Bonus
  7. Commission
46
Q
  1. Time Rate
A
  • payments are made for a fixed amount per hour
    e.g. €10 per 37 hours
  • system is cheap and easy to operate
  • used a lot where the amount of work performed is outside the control of the employee e.g. office work
47
Q
  1. Piece Rate
A
  • payment of the number of units produced or job completed
    (more units, more money)
  • productivity incentive is offered to employees who produce above an agreed amount (quota) while time rate applies up to the quota
48
Q
  1. BIK
A
  • non-cash payment
  • employees receive items worth money e.g. company car, phone
49
Q
  1. Profit Sharing
A
  • form of a bonus
  • employees paid a percentage of the profit made by the business
  • motivates employees to increase profits by reducing costs and or increasing outputs (sales) and thus their own earnings
50
Q
  1. Share Ownership
A
  • employees are given cheap or free shares as a form of a bonus
  • motivates employees, maintains interest and improves organisational communication
51
Q
  1. Bonus
A
  • sum of money paid to employees for an agreed task e.g. producing units above agreed limit
  • encourages employees to work towards a target
52
Q
  1. Commission
A

-employee receives a percentage of the sale they make e.g. payments to a salesperson (10%) in proportion to the level of sales achieved

53
Q

Non-Financial Rewards

A
  1. Job Enlargement
  2. Job Enrichment
  3. Promotion
  4. Flexitime
  5. Job Sharing
54
Q
  1. Job Enlargement
A
  • employees are given extra duties to do in order to relieve the boredom of work
  • extra duties do not carry extra responsibilities
55
Q
  1. Job Enrichment
A
  • employees are given greater responsibility in the business
  • they’re given tasks intended to develop them and to get them to use their full abilities and skills
56
Q
  1. Promotion
A
  • the movement to a more responsible senior level in the business
  • carries a higher wage
  • often the job title, bigger office or availability of a personal assistant that is the real reward (Maslow’s self-esteem needs)
57
Q
  1. Flexitime
A
  • employees have the freedom to choose own working hours within an agreed time frame
  • allows employees to work from home
58
Q
  1. Job Sharing
A
  • involves an employee sharing a position e.g. 2 employees have a job split between them
  • flexible approach to employment and recognises employees may wish to prioritise leisure over work
59
Q

Importance of Pay and Rewards

A
  1. Increases Sales and Profit
  2. Attracts Suitable Candidates
  3. Increases Job Satisfaction
60
Q
  1. Increases Sales and Profit
A
  • good pay and rewards motivate employees to work harder and produce better quality products
  • leads to greater sales and profits
61
Q
  1. Attracts Suitable Candidates
A
  • good pay and rewards help business to attract the very best employees
  • can be done at the recruitment and selection stage
62
Q
  1. Increased Job Satisfaction
A
  • rewarding employees for high quality work increases their job satisfaction
  • increases their loyalty to the business

Business (3 decks)

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