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2023/24 > Human resource managemet - BM3CHAP2 > Flashcards

Human resource managemet - BM3CHAP2 Flashcards

1
Q

Human resource management

A

maintenance of the formal relationship between employees and their employer.

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2
Q

A Human Resource Manager is the coordinator of the:

A

Recruiting
Developing
Holding on to; and
Termination of
a business’ employees.

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3
Q

hrresponsible for

A

maintaining employee motivation and getting the most out of its staff’s talents

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4
Q

HR Management and Business Objectives

A

motivating emp to reach their potential will get the most out of them - increased productivity

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5
Q

Increased productivity

A

when more goods and services can be produced without having to increase the amount of paid hours worked by employees

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6
Q

masow hierarchy of needs

A
  • believed all indiv exist in hierarchy of 5 needs
  • each need acts as a motivator while it goes unsatisfied
    -needs at 1 level must be satisfied before moving on
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7
Q

why is maslow important:

A

bc its suggested that bus have to create workplaces that r trying to satisfy all needs, its not enough to just motivate through pay rises or job security

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8
Q

hirarchy (low to high)

A
  1. physiological:need for air food water health - satisfactory pay for survival

2.safety: need for safety shelter stability - safe work conditions n job secuirity

3.social:need for love belonging inclusion - teamwork, involvment in decision making, spportive management

4.esteem:self esteem,power,control - responsibility, promotion,recognition

  1. self actualisation: need for development,creativity growth - creative interesting jobs, opportunities for advancement
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9
Q

adv and dis of hierarchy

A

adv: allows managment to develop understanding of all specific indiv needs

dis: its only a theory, not backed up by evidence, may not apply to all indiv

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10
Q

Goal setting theory (locke and latham)

A

-states that emp r motivated by working towards clear goals, recieving apprpriate feedbacck, bing recognised for efforts

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11
Q

princples of goal setting:

A

clarity: goals should be specfic,measurable,have due date

challenge: tasks should be highly valued by management n challenging enough to extend the employees

commitment: empl will be more committed to achieving goal if they have some say in what the goal is

feedback: encourages to keep up their effort, time to make any changes they might need to

task complexity: tackling multiple complex tasks - challenging not overwhelming

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12
Q

adv and dis of goals etting

A

adv; staff will perform at higher standard due to clear and specific goals - increased productivity

dis: setting vague goals can lead to poor performance as they r not challenging enough

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13
Q

4 drive theory (lawrence and nohria)

A
  • provided an interpretation of human behaviour that shapes the way we think and behave
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14
Q

drive to…

A

acquire: material things like money and immaterial things like achievement, recognition

bond: empl desire to feel they belong

learn: empl r curious and want to learn and be challenged mentally, r looking for new experiences

defend: empl want trust in their management, n do not want any insecurities in the workplace

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15
Q

dis and adv of 4 drive

A

adv: adaptable to complicated situations

dis: otherdrives may exist, these those explain all chactersitics of motiv

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16
Q

motivation strategies -performance related pay

A

financial reward to empl whos work has reached a goal

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17
Q

performance relared pay includes

A

Pay Increases - a rise in the hourly wage or weekly salary

Bonuses - a one-off payment

Commission - an amount paid per sale made

Share Plan - a registered business can offer shares in itself

Profit Sharing - offering a percentage of its profits

Gainsharing - if an employee’s suggestions help save on costs, they can receive some of the savings

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18
Q

adv and dis of performance related pay

A

adv:provides financial reward to emp directly related to improved performances

dis: may not be affordable

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19
Q

motivation strat - Career advancement:

A

when an employee is promoted more responsibility, usually with added benefits such as increased salary

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20
Q

adv and dis of career advancement

A

adv: promoted emp will feel that they can contributemroe to the bus, increasing productivity

dis:can cause resentment among other emp who feel like they deserve it more

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21
Q

motivational strat - Investment in training is

A

the investment of both money and time in upskilling employees.

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22
Q

benefits

A
  • more skilled emp is, more productive n efficient their work will be,helping reach obj
  • more qualified they will become
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23
Q

dis and adv of training

A

adv: increases confidence

dis: cost of training may not be affordable

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24
Q

motivation strat-support strat

A

any services provided by the business to help employees cope with difficulties that may impede their work performance. E.g. counselling and mentoring

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25
Q

Benefits of support start

A
  • Motivates employees to do better, and try harder
  • Increases loyalty to the business, resulting in less employee turnover
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26
Q

adv and dis of support strat

A

adv: forms of motivation such as encouragement can be provided with little to no costs

dis: may become to depended on support services

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27
Q

motivation strat - sanctions

A

forms of penalties or disciplines imposed on an employee for poor performance.

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28
Q

Sanctions can range from:

A

Verbal warnings
Reassignment of duties
Demotion or a reduction in salary
Termination

29
Q

adv and dis of sanctions

A

adv: may quickly stop inappropriate behaviour

dis: may cause resentment in empl between management and staff

30
Q

Training

A

process of teaching staff how to do their job more efficiently and effectively by boosting their knowledge and skills.

31
Q

train benef for empl and bus

A

beefits for emp: improved job satisfaction through better job performance

benefits for bus: goals r more effectivly met

32
Q

on the job training

A

When employees learn a specific set of skills to perform particular tasks within their workplace

using equiptment, machinery, and documents found in the workplace while they r actually performing their job duties

33
Q

on the job train adv and dis

A

adv: cost effective
dis: not everyone has ability to teach effectivly

34
Q

off the job training

A

When employees need to go ‘off-site’ in order to learn skills
sending emp to particular training intitutions outside their workplace - broader experience

35
Q

off the job training adv and dis

A

adv: can provide broader experiences

dis: more expensive

36
Q

Perfromance management:

A

relating of the bus performance objec to the emp performance obj

37
Q

performance strat includes

A

-man by obj
-appraisal
-emp self evaluation
-emp observation

38
Q

manag by obj:

A

man and emp agree on a set og goals for each emp which contributes to whole bus obj

setting clear obj, negotiating goals, monitoring progress, feedback, appraisal

39
Q

adv and dis of management by obj

A

adv: choosin course of action to be followed to achieve goals, results in more productivity

dis: time consuming

40
Q

performance appraisal:

A

formal assessment of how well an employee is performing in their role over a set period of time

41
Q

methods of appraisal

A

1.essay method - type of journal the manager keeps on each emp

2.criticle incidient method: like essay method, but only in times of exceptionally gd or bad work peformance

3.comparison method:criteria is predetermined, n then every emp is evaluated and ranked accordingly

42
Q

after appraisal:

A

results discussed asap

43
Q

adv andds of appraisal

A

adv: feedback helps emp improve their performance

dis: emp may expect pay rise, expensive for bus

44
Q

emp self evaluation

A

process of emp carrying out their own assessment of themselves based on a set of agreed criteria

45
Q

adv and dis of emp self eval

A

adv: allows emp to assess their own contribution to te bus

dis: may be bias towards themselves

46
Q

emp observation

A

uses feedback taken from variety of diff parties n opportunities in order to create a complete pic of past and current performance

47
Q

adv and dis of emp observation

A

adv: broad range of observation on an empl from variety of diff sources

dis: staff may feel stress tha they are being observed

48
Q

voluntary:

A

1.retirement - voluntarily leaves workplace and workforce
2. resignation - ‘quitting’ voluntarily
3.redundancy - when job no longer exists, emp nominate themselves to be made redundant (annual leave, long service leave

49
Q

involunatary:

A
  1. dismissal - when behaviour of an emp is unnacceptable which leads to termination
  2. redundancy-when an emp is asked to leave bus againts their will
50
Q

entitlement considerations:

A

entitlements owed to them (wage salary, annual leave,long service leave)

51
Q

transition conciderations:

A

supports that a bus can provide to its emp when thy r changing from one job to anoter

(outplacement services
job training,career coaching,referencing, resumes,councelling)

52
Q

workplace relations:

A

interaction between empoyers and employees to achieve set of working condiotns

(conditions: level of pay, working hours,duties,entitlements)

53
Q

work plaec relations - participants

A

1.human recource man
2.emp
3.emp associations
4.unions
5. fair work commison

54
Q

workplace relation - employers

A

smaller bus, workplace relation issues r handled by the bus owner, in larger, this comes under domain of HR manager

55
Q

workplcase relation - employees

A
  • negotiares endiv emp conditions directly with emplo
    -may need to vote on a new agreement that has been negitiated on behalf of all emp by representetives orgunsation
56
Q

workplace relation - HR managers

A

negotiates emp agrement with employees, train managers to put agreements into place, deal with disputes,implement agrement

57
Q

workplace reations - unions

A

formed by emp in an industry, representin all its members in their efforts to improve wages + working conditions. also acts as representitive for members in dispute with emp

58
Q

workplace relations - employee associations

A

unions for mployers, created in response to its employees unionizing, represent n assist employers n provde info about legislativ changes they need to abide

59
Q

award:

A

legally binding doc determined by FWC that sets out minimum wages n conditions for whole industries or occupations

60
Q

adv and dis of award

A

adv: less costly for bus

dis: less felxibility,cant be customised to needs of workplace

61
Q

enterprise agreement:

enterprise agreement usually

A

agreement on pay n conditionns of work,negotiation between groups of empl and employers

-have expirey dates

62
Q

adv and dis of enterprise agreement

A

adv: emp need to be better off overall in the agreement compared to relevant award

dis: time consuming to negotiate, must go through approva; process

63
Q

dispute resolution

A

1.listening to staff

2.negotiatiating - resolving disputes whereby discussions between parties result in agreement of dispute - least formal

3.mediation: discussing issues in a non threatening env,with neautral third party present, encourages parties to come up with shared reso

  1. conciliation:plays a more active role

5.arbitration: involves independent third party like FWC hearingboth arguments then making decision in favour of one or other -formal

64
Q

adv of mediation

A

adv:cost effective as it occurs in less formal setting

dis: not legally binding

65
Q

adv n dis of arbitration

A

adv: legally bidning
dis: reduced control of outcome

66
Q

why would anyone volunteer for redundancy:

A

doing so provides added benefits

67
Q

FWC:

A

resp for setting industry awards and working conditoins n approves enterprise agreememnts made between empl+emplyers

68
Q

emp associationsz;

A

like unions for employers- created in response to employees unionizing, povide empl info on lesgislative changes that that they need to abide

2023/24 (65 decks)

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