Human resources

Question 1

why is human resource management important

Answer 1

• ensures the right ppl in the right roles with the right support with opportunities to suceed as well as a positive work environment
• This will lead to higher productivity, improved efficiency and a competitive advantage

Question 2

Staff are an asset to a business as they bring knowledge, skills, and expertise to the business

Answer 2

staff can increase productivity, drive innovation and enhance customer service - all of which contribute to the success and profitability of the business
Staff can help to build a positive reputation for the business through their interactions with customers, suppliers, and other stakeholder

Question 3

Staff also generate costs for a business - and for many businesses staffing costs are one of the largest costs they have. These costs include

Answer 3

• Hiring and training workers
• Managing workers as managers have to be hired
• Paying the salaries and wages staff
• Additional benefits, such as company cars, pensions, healthcare etc
• Letting workers go often requires (redundancy payments)

Question 4

Human resource planning

Answer 4

focuses on identifying how many and what kind of employees are needed
It looks at how employees will be
- Recruited and deployed (used)
- Developed and trained
- Motivated, managed and led

Question 5

what is a key element of effective financial and operational control

Answer 5

Careful planning and objective monitoring of employee performance

Question 6

external factors affecting the HR plan

Answer 6

• technological change
• government regulations
• demographic change
• social trends
• state of the economy
• changes in education
• Labour mobility
• immigration

Question 7

internal factors affecting the HR plan

Answer 7

• changes in business organization
• changes in labour relations
• changes in business strategy
• changes in business finance

Question 8

reasons for change in working patterns

Answer 8

• remote, hybrid, and flexible working
• gig economy and freelancing
• empahsis on work-life balance
• changes in occupations

Question 9

job sharing

Answer 9

involves two or more employees work at different times to complete the tasks required for one job
Work is typically shared on a weekly basis, with job sharers communicating regularly to ensure tasks are not missed
This provides employees with flexibility whilst the employer benefits from the task being completed

Question 10

career break

Answer 10

where they decide to stop working for a period of time before returning to work in the same career
New parents often take career breaks until children are old enough to commence formal education
A sabbatical is a formalised career break, frequently used by employees to study or engage in other developmental activity such as travel

Question 11

downshifting

Answer 11

involves a senior employee relinquishing their position to move to a lower-paid position with fewer responsibilities
Downshifting may occur when individuals change career or as workers approach retirement

Question 12

teleworking

Answer 12

involves working at home or from any other location away from the traditional workplace
Advances in communications technologies have allowed workers to work anywhere with a reliable internet connection
Worker may attend a workplace from time to time for meetings or other essential purposes

Question 13

flexitime

Answer 13

allows employees to work a specific amount of hours of work at times of their own choosing
Workers can fit work tasks around their other responsibilities such as childcare

Question 14

part time work

Answer 14

where employers work for fewer hours than those expected in a full time role

Question 15

changing internal factors

Answer 15

business growth, new business ownership or internal restructuring

Question 16

changing external factors

Answer 16

changes to the market or technological advancements

Question 17

factors contributing to employee resistance

Answer 17

• perceived losses
• fear of the unknown
• loss of control
• disruption of routine
• lack of trust
• poor communication

Question 18

if the pace of change is too fast

Answer 18

It can create resistance from overwhelmed workers who feel unprepared and that they don’t have enough time to adjust
It may not be properly thought through or planned, resulting in poor execution
It may be difficult to communicate effectively leading to misunderstandings and confusion amongst the workforce

Question 19

if the pace of change is too slow

Answer 19

A lack of adaptability and innovation
A loss of momentum leading to delays or even the abandonment of the change
Communication efforts becoming stagnant leading to disinterest and disengagement

Question 20

change management strategies

Answer 20

refer to the approaches and methods adopted to successfully navigate and implement change in a business

Question 21

common steps in a change management process

Answer 21

1. Identify the change and communicate clearly
2. plan and resource the change
3. provide strong leadership
4. engage stakeholders
5. train and develop
6. appoint change agents
7. provide feedback
8. celebrate success

Question 22

organisational structure

Answer 22

outlines the reporting relationships, roles, and responsibilities of employees in the organisation

Question 23

ways to effectively implement their ideas and achieve their objectives

Answer 23

They should consider how the structure may affect the management and effectiveness of operations and communications
A well-designed organisational structure helps to promote clarity, efficiency, and accountability

Question 24

hierarchy

Answer 24

refers to the levels of authority within an organisation
It describes the ranking of positions from top to bottom
The higher the position in the hierarchy, the more authority and power it holds
The hierarchy usually includes top-level management, middle-level management, and lower-level employees

Question 25

bureaucracy

Answer 25

an organisation with many levels of authority
This makes decision-making and communication somewhat time-consuming

Question 26

chain of command

Answer 26

the formal line of authority that flows down from the top management to lower-level employees
It defines who reports to whom
The chain of command helps to establish a clear communication channel and helps to maintain accountability within the organisation

Question 27

span of control

Answer 27

Refers to the number of employees that a manager or supervisor can effectively manage
It is based on the principle that a manager can only effectively manage a limited number of employees
A narrower span of control means that there are more layers of management
A wider span of control means that there are fewer layers of management

Question 28

centralised structure

Answer 28

decision-making authority is concentrated at the top of the organisation with senior management making most of the decisions

Question 29

decentralised structure

Answer 29

decision-making authority is distributed throughout the organisation, with lower-level employees having more delegated decision-making power
Decentralisation can promote flexibility and innovation, while centralisation can promote consistency and control

Question 30

matrix structure

Answer 30

In this type of structure, employees are grouped based on both their functional expertise (finance, marketing etc) and the specific projects or products they are working on
Employees typically have two reporting lines: a functional manager and a project or product manager
The functional manager oversees their work in terms of their functional skills and expertise
The project manager is responsible for the specific project or product they are assigned to

Question 31

tall organisational structures

Answer 31

Tall or vertical structures have multiple levels of management, a more centralised decision making process and a long chain of command
Spans of control are usually narrow and managers exert significant control
Tall structures are common in large organisations with complex operations e.g. government agencies and universities

Question 32

diff type sof organisational structure

Answer 32

Businesses typically structure their organisation in one of three ways
Tall organisational structures
Flat organisational structure
Organisational structures based on product, function or region

Question 33

flat organisational structures

Answer 33

Flat or horizontal structures have fewer levels of management, a decentralised decision-making process and a short chain of command
Spans of control are often wide and employees have some level of autonomy
Flat structures are common in small organisations or start-ups

Question 34

advantages tall organisational structure

Answer 34

Provides a clear hierarchy of authority and defined roles and responsibilities
Promotes specialisation and expertise within each department or function
Offers opportunities for career advancement and promotion within the organization
All of the above increases efficiency and motivation

Question 35

disadvantages tall organizational structure

Answer 35

Can create communication barriers between the upper and lower levels of the hierarchy
Decision-making can be slow as information must pass through multiple layers of management
This can lead to bureaucracy and excessive levels of management
All of the above reduce efficiency and motivation

Question 36

advantages flat organisational structures

Answer 36

Promotes a culture of collaboration and open communication
Decision-making can be faster and more efficient
Encourages creativity and innovation, as employees have more autonomy and flexibility
All of the above increases efficiency and motivation

Question 37

disadvantages flat organisational structure

Answer 37

This can lead to role ambiguity and a lack of a clear hierarchy
May not provide clear opportunities for career advancement or promotion
This may require employees to take on multiple roles and responsibilities leading to burnout and overwhelm
All of the above reduce efficiency and motivation

Question 38

organisation by product

Answer 38

This type of structure is usually built around specific products or projects (matrix structure)
E.g. KitKat has its own team within Nestlé

It combines the functional areas of a business (HR, finance, marketing, sales) with a specialist team that operates inside the business

Question 39

advantages organisation by product

Answer 39

Promotes cross-functional collaboration and communication
Allows for specialisation and expertise within each functional area
Enables efficient allocation of resources and coordination of multiple projects
All of the above increases efficiency and motivation

Question 40

disadvantages organisation by product

Answer 40

This can lead to conflicts over priorities and resources
This can create confusion over roles and responsibilities particularly when multiple managers are involved
Requires a high degree of communication and coordination, which can be challenging
All of the above reduce efficiency and motivation

Question 41

organisation by function

Answer 41

This is the most common form of organisational structure

Employees are arranged into different functions that complete specific functions such as finance, human resources or marketing
Employees are arranged according to their expertise, bringing appropriate skills, experience and qualifications to a particular area of the business
There is a danger that functional areas focus only on their own area of responsibility and lose touch with the objectives of the business as a whole

Question 42

organisation by region

Answer 42

This structure is commonly found in businesses that are located in several different geographical locations
Regional management and structures allow a business to respond effectively to the needs of customers in diverse locations

Question 43

impact of changing external factors on structure

Answer 43

When there is a change in external factors (market conditions, technology advancements, or changes in legislation), businesses may need to reassess their current structure

An adaptive organisation will be able to change their structure in response to external factors, or build an organisational structure which is easily able to handle external changes

Question 44

difference between leadership and mangement

Answer 44

Leadership is about having a vision, sharing that vision with others and providing direction
Management is the day-to-day organisation of the business, its resources and its staffing

Question 45

Key differences between leadership and management

Answer 45

Vision vs. Execution
Leadership focuses on creating a vision, setting direction, and inspiring others to follow
Management focuses on executing plans, organising resources and ensuring tasks are completed on time

Influence vs. Control
Leadership focuses on influencing others to achieve a common goal by inspiring and motivating
Management focuses on controlling resources and processes to ensure that objectives are met

People vs. Processes
Leadership focuses on people, their needs, and their motivation
Management focuses on processes, structures and systems

Long-term vs. Short-term
Leadership focuses on the long-term vision and strategy
Management focuses on short-term goals and targets

Creativity vs. Efficiency
Leadership encourages creativity and innovation
Management focuses more on efficiency and productivity

Question 46

what are leadership styles

Answer 46

Different approaches to leading and managing a team or business
They reflect the behaviours and attitudes of a leader towards their team members and influence the organisational culture, productivity and performance
A successful leader will be able to use a variety of leadership styles depending on the situation to achieve the best results for their business

Question 47

what are the 4 main leadership styles

Answer 47

• autocratic
• laissez-faire
• democratic
• paternalistic

Question 48

autocratic leadership

Answer 48

An autocratic leader is a type of leader who holds absolute power and authority over a business
The leader makes decisions without seeking input or agreement from others
They typically expect strict obedience and compliance from their subordinates

Autocratic leaders often have complete control over the decision-making process
They set the direction and goals of the business
They do not usually consider the opinions, ideas, or expertise of their team members
Their decisions are generally not open to discussion or debate

Question 49

Situations when Autocratic Leadership is Especially Effective

Answer 49

• crisis situations
• hierarchal organizations
• time-sensitive projects
• inexperieced or unmotivated teams
• maintaining order and discipline

Question 50

drawbacks of autocratic leadership

Answer 50

Reduced employee morale as workers have no input into decision-making
Limited creativity as employees are required to follow strict instructions and are closely monitored
Lack of input from team members restricts an important source of problem-solving ideas and innovation

Question 51

paternalistic leadership

Answer 51

Paternalistic leadership is where a leader assumes a ‘fatherly’ role towards their subordinates, acting in a protective and authoritarian manner
The leader makes decisions for employees while also showing concern for the well-being and development of subordinates even if it means limiting employees’ autonomy and freedom of choice
The leader takes on responsibility for the welfare of their employees
They may provide guidance, support, and resources to ensure the success of their employees
Huawei’s Ren Zhengfei is viewed as a paternalistic leader who has shaped the businesses culture with well-defined goals, employee devotion and absolute obedience in return for highly competitive pay and opportunities for staff to buy shares in the company

Paternalistic leadership can create a sense of security and support among employees, increasing their loyalty and reducing staff turnover

It can also be perceived as controlling and limits creativity and innovation within a business

It may create a dependency on the leader which restricts personal growth and professional development among employees

Question 52

democratic leadership

Answer 52

Democratic leaders actively involve employees in the decision-making process and encourage discussion, though they have the final say
Consultation, collaboration, delegation and teamwork are common features of democratic leadership

This leadership style is most effective in organisations with skilled, experienced and creative employees

Question 53

advantages democratic leadership

Answer 53

Democratic leadership encourages participation and involvement from employees in decision-making processes

This involvement can lead to higher levels of employee engagement and job satisfaction as individuals feel valued and empowered when their opinions and ideas are considered

Democratic leadership can encourage creativity and innovation within a business

Employees are more likely to share ideas and think outside the box when they have a say in decision-making

Democratic leadership can lead to more comprehensive problem-solving and decision-making

By considering a range of viewpoints, leaders can make more informed choices and avoid potential pitfalls

Question 54

disadvantages democratic leadership

Answer 54

Decisions are made through consensus or majority agreement which can be a time-consuming process

Engaging all team members in discussions, collecting input and reaching agreement can slow down decision-making

Conflicts and disagreements may arise when different views are sought

Resolving these conflicts can be challenging and time-consuming and leaders need to possess strong conflict resolution skills to ensure that disagreements do not escalate

Democratic leadership may result in compromise on the quality of decisions

Popular opinions may overshadow expert knowledge and decisions may be watered down or influenced by the desire for agreement rather than the best outcome

Question 55

laissez-faire leadership

Answer 55

Laissez-faire leaders play a minimal role in managing their business team

Leaders provide little guidance, direction, or supervision to employees, allowing them significant autonomy and freedom in making decisions and completing tasks

Laissez-faire leadership is most appropriate where leaders are working with a highly skilled and self-motivated team that requires minimal supervision

Question 56

advantages laissez faire leadership

Answer 56

Laissez-faire leadership can encourage creativity and innovation within the business
By giving employees the freedom to explore ideas and make decisions independently it allows for diverse perspectives and fresh approaches to problem-solving

Employees are empowered because they have autonomy and ownership over their work
This can enhance job satisfaction, motivation, and a sense of responsibility among team members as they feel trusted and valued

Laissez-faire leadership allows for greater flexibility in adapting to changing circumstances
Employees can quickly respond to challenges and make decisions based on their expertise and knowledge

Question 57

disadvantages laissez faire leadership

Answer 57

The absence of direct guidance and supervision could lead to some employees struggling with decision-making or needing more structure and direction to perform their job effectively
This can lead to inefficiency and a lack of coordination within the team and ultimately a decrease in productivity and effectiveness, as individuals may struggle to prioritise tasks or make informed decisions

Without clear guidelines or standards there is a risk of inconsistency in the quality and outcomes of work
Different employees may have varying approaches, leading to a lack of cohesion and potential conflicts in the team

Without regular oversight it is likely to be challenging for leaders to monitor progress, identify issues, and ensure that goals are being met
This can lead to decreased productivity and difficulties in holding individuals accountable

Question 58

situational leadership

Answer 58

Hersey and Blanchard’s Situational Leadership Model suggests there is no one-size-fits-all approach to leading a business organisation and effective leadership depends on adapting leadership style to the specific situation and the needs of the employees being led

Leaders must assess the readiness of employees to perform a particular task or achieve a specific goal
Readiness is determined by two factors
competence (knowledge, skills, and experience)
commitment (motivation and confidence)

Based on this assessment, leaders can adopt different leadership styles to match the situation

The situational leadership model emphasises that effective leaders should be flexible and able to adapt their leadership style based on the needs of their team members

It encourages leaders to consider the situation carefully and assess the readiness of their followers before adopting the most appropriate leadership approach to maximise performance and development

Question 59

importance of employee motivation

Answer 59

Motivation refers to the inner desire or willingness that propels a person to take action and achieve a specific goal or outcome
Motivation can be intrinsic, coming from within a person (values, beliefs etc)
Motivation can be extrinsic, coming from external factors (rewards or punishments)

Motivation plays a critical role in a business’s success and can have a significant impact on productivity, reliability and loyalty of the workers, and labour turnover rates

Question 60

impact of motivation on productivity

Answer 60

Motivated employees are more productive and efficient as they are more likely to be engaged in their work and take initiative to meet or exceed their goals
They will generate higher levels of output and quality
Increased productivity results in higher profits for the business

Question 61

impact of motivation on the reliability of workers

Answer 61

Motivated employees are more likely to be reliable and dependable
They take pride in their job, show up on time, meet deadlines, and take fewer sick days
This leads to increased trust between the business and its employees and higher productivity

Question 62

impact of motivation on turnover rates

Answer 62

Motivated employees are more likely to stay with the company long-term which reduces the turnover rate
Lower turnover rates reduce the need for costly recruitment and training

Question 63

taylor’s scientific management

Answer 63

Developed by Frederick Winslow Taylor in the early 20th century
It focuses on breaking down complex tasks into simpler ones, standardising work processes, and providing workers with clear instructions and training to achieve maximum efficiency
Many manufacturing businesses use Taylor’s principles to structure their staff benefits e.g. piece rate pay
Production lines involving human labour are often set up based on these principles

Question 64

different steps of taylor’s scientific management

Answer 64

1. Study and analyse the work process

Carefully analyse each step of the work process
Break down complex tasks into simpler ones and identify the most efficient and effective way to perform each task

2. Standardise the work process

This involves creating detailed procedures and instructions for each task so that workers can follow these procedures consistently

3. Select and train the workers

Workers should be carefully selected based on their skills and abilities
Train workers to perform their tasks efficiently and effectively
This training includes both technical skills and the proper attitudes/behaviours required to be successful (e.g patience in a repetitive task)

4. Provide incentives for performance

Scientific management emphasises the use of incentives to motivate workers
This may include bonuses or piece-rate pay

Question 65

how businesses use taylors approach

Answer 65

Workers are trained to perform only one task which they become very skilled at
Workers are usually only paid for the completed work (piece rate pay) e.g. $0.16 per T-shirt completed by garment workers in Bangladesh

Question 66

advantages of using taylors approach

Answer 66

Increased efficiency which lowers costs
Standardised procedures for work processes that everyone follows can help reduce errors and inconsistencies
Specialisation of labour leads to greater efficiency and productivity
Clear hierarchy and lines of authority can lead to more efficient decision-making and communication
Improved training and development can lead to better performance and job satisfaction

Question 67

disadvantages of using taylors approach

Answer 67

Overemphasis on efficiency reduces worker satisfaction and creativity
Workers may disengage from work if they are reduced to working in a machine-like system
Limited applicability as this approach may not work for roles that require high levels of creativity, problem-solving, or interpersonal skills
Potential for exploitation as this approach may be used to extract more work from workers without compensating them fairly e.g many ‘sweat shop’ labourers get paid using this method

Question 68

maslow’s hierarchy of needs

Answer 68

Maslow’s Hierarchy of Needs is a theory of human motivation that outlines five tiers of human needs that must be met for individuals to reach their full potential

Question 69

Maslow’s hierarchy of needs applied to business

Answer 69

Physiological Needs
Businesses can provide necessities for their employees e.g comfortable work environment, access to clean water and food, and adequate rest breaks

Safety Needs
Businesses can provide job security, fair pay, benefits, and safe working conditions for their employees

Love and Belonging Needs
Businesses can encourage teamwork and generate a sense of community and belonging within the workplace

Esteem Needs
Businesses can provide recognition for employees’ accomplishments, and provide a positive work culture that values individual contributions

Self-Actualisation Needs
Businesses can help employees achieve this need by offering opportunities for employees to pursue their passions and interests e.g Barclay’s was known for supporting elite sportspeople by allowing them time off work in the day to continue their training (the focus was on getting the job done, not having to be in at a certain time)

Question 70

advantages of applying maslow’s hierarchy of needs

Answer 70

Higher employee satisfaction: By meeting the needs of employees, businesses can create a more satisfying work environment which can lead to increased productivity and lower turnover rates

Increased motivation: Businesses can motivate their employees by offering incentives that align with their specific needs and desires

Improved employee performance: Employees who feel valued and supported by their employers are more likely to perform at a higher level

Question 71

disadvantages of applying maslows hierarchy of needs

Answer 71

One size does not fit all: Businesses need to tailor their approach to meet the individual needs of their employees

Expensive: Meeting many individual needs can be costly, especially when offering perks such as the use of a company car

Time-consuming: Requires significant effort from management to connect individually to understand which opportunities for personal growth are desired

Question 72

Herzberg’s Motivation-Hygiene Theory

Answer 72

Herzberg’s theory suggests that there are two types of factors that affect employee motivation and job satisfaction - hygiene factors and motivators
Hygiene factors are elements that do not necessarily lead to job satisfaction, but their absence can cause dissatisfaction which decreases motivation e.g poor teamwork in the workplace
Motivators are elements that lead to job satisfaction and motivation e.g. increased responsibility

Question 73

How businesses can use hygiene factors to decrease dissatisfaction

Answer 73

Pay fair wages/salaries
If an employee is not paid a fair wage for their work, they may become dissatisfied and demotivated

Offer excellent working conditions
If the workplace is dirty, unsafe, or uncomfortable, employees may become dissatisfied and demotivated e.g Google has a reputation for providing amazing workplaces which include gourmet restaurants, laundry services and dog care

Offer employment contracts which provide job security
If employees feel that their job is not secure, they may become anxious and demotivated and contribute less to the business goals

Question 74

How businesses can use motivating factors to increase satisfaction

Answer 74

Build a recognition and rewards culture
When employees are recognised and rewarded for their hard work, they are motivated to continue performing well e.g. Sales person of the month award

Offer opportunities for growth and development
When employees are given opportunities to learn new skills and advance in their careers, they are motivated to continue working for the company e.g. set in place a 3 year growth plan which helps the worker move towards a reach job role

Provide challenging work which requires problem solving
When employees are given challenging work that allows them to use their skills and abilities, they are motivated to continue performing well

Question 75

financial incentives

Answer 75

Financial incentives are rewards or payments given to employees in return for their labour - or improved performance

Question 76

examples of financial rewards

Answer 76

• piecework
• commission
• bonus
• profit share
• performance related pay
• fringe benefits
• wages and salaries

Question 77

piecework

Answer 77

Employees are paid according to the number of units or pieces they produce

Commonly used in manufacturing or assembly-line settings and encourages workers to increase their output e.g. garment factories in Bangladesh use this

–> links towards taylor’s sceintific management

Question 78

commission

Answer 78

A percentage of sales revenue paid to workers who sell products or services

Commonly used in sales roles and motivates staff to increase their sales revenue
Hygiene factor in Hertzberg’s Theory

Connects to Esteem Needs in Maslow’s Hierarchy (salesperson of the month)

Question 79

bonus

Answer 79

An additional payment is given to staff as a reward for achieving specific goals, completing projects on time, or exceeding performance expectations

Motivates staff to work harder and achieve better results
Connects to Esteem Needs in Maslow’s Hierarchy (achievement)

Herzberg believed that bonuses as the main form of payment would negatively influence individual behaviour in the workplace (this was part of the problem in the banking industry leading up to the 2008 financial crash)

Question 80

profit share

Answer 80

A portion of the company’s profits are distributed among staff

This encourages them to think like owners, work collaboratively and focus on the company’s overall goals
Motivator in Herzberg’s Theory as it creates buy in to increased responsibility (help the organisation succeed; be an owner)

Question 81

performance related pay

Answer 81

Staff are paid based on their performance which (theoretically) motivates staff to work harder and achieve better results

This form of payment has been severely criticised as discriminatory and open to abuse by managers
Hygiene Factor in Herzberg’s theory - and has been proven to cause significant dissatisfaction when utilised

Question 82

fringe benefits

Answer 82

Financial rewards received by employees other than wages or salary such as medical insurance, a company vehicle or private pension plan

Fringe benefits may link to ego needs in Maslow’s hierarchy of needs especially if they are linked to employees’ position in the organisational hierarchy

Question 83

wages and salaries

Answer 83

Wages are usually paid to workers on the basis of hours worked (time rate) or items produced (piece rate)

Salaries are expressed on an annual basis and workers are paid a proportion on a periodic basis (usually each month)
Connects to safety needs in Maslow’s hierarchy of needs and acts as a hygiene factor in Hertzberg’s two-factor theory

Equitable and sufficient pay is required to avoid staff dissatisfaction and retain workers

Question 84

non-financial incentives

Answer 84

Non-financial incentives are rewards or motivators not directly related to money

Question 85

examples of non-financial rewards

Answer 85

• delegation
• consultation
• empowerment
• teamworking
• flexible working
• job enrichment
• job rotation
• job enlargement

Question 86

empowerment

Answer 86

involves giving staff the authority and resources to make decisions and take action without first receiving management approval

Increases staff sense of ownership and responsibility, leading to improved productivity

Maslow’s ‘Esteem’ Needs as staff contribution is valued

A ‘motivator’ in Herzberg’s Two Factor Theory (increase in responsibility)

Question 87

team working

Answer 87

Involves creating opportunities for staff to work collaboratively

Staff can share ideas and expertise, leading to improved productivity and innovation

Maslow’s Love & Belonging, as well as Esteem Needs

Question 88

job enrichment

Answer 88

Involves adding more challenging or meaningful tasks to a job

Staff feel more motivated and engaged, leading to improved productivity
A ‘motivator’ in Herzberg’s Two Factor Theory

Question 89

job rotation

Answer 89

Involves adding more challenging or meaningful tasks to a job

Staff feel more motivated and engaged, leading to improved productivity
A ‘motivator’ in Herzberg’s Two Factor Theory

Question 90

job enlargment

Answer 90

Involves expanding staff’s job duties to include additional tasks or responsibilities
Engaging with a variety of tasks can increase motivation and job satisfaction, leading to improved productivity
Mayo’s Human Relations Theory as it encourages the development of staff
A ‘motivator’ in Herzberg’s Two factor Theory (the work itself)

Question 91

reasons why firms train and develop their employees

Answer 91

Businesses need to make sure that new and existing staff are trained and developed appropriately
Training is the teaching of new skills
Development is the improvement of existing skills

A well-trained workforce is important for several reasons
Well-trained staff are likely to be more productive
Staff may feel valued if a business invests in training and development
Staff are more likely to be flexible and resilient in the face of change
Well-trained employees are likely to be motivated because they recognise that their employer is spending money on their development

Motivation theory suggests that employees work more enthusiastically at the things they’re good at
if employees are trained in managing quality they are more likely to think about how to improve the standard of the goods they produce

If motivation is improved through better training labour retention is also likely to increase
If an employee feels they’re becoming better at their job they are far more likely to stay with the business even if another employee is offering higher rates of pay because they want to keep developing in the job they have

Question 92

types of training provided by businesses

Answer 92

• induction training
• on the job training
• off the job training

Question 93

induction training

Answer 93

Induction training is a type of training that new employees receive when they start working for a company
It introduces them to the company, its culture, policies, procedures, and their job roles and responsibilities
E.g. when new employee joins Marks & Spencer they receive induction training that covers customer service, product knowledge, store policies, and safety procedures

Question 94

advantages of induction training

Answer 94

Helps new employees to understand their job roles and responsibilities

Introduces employees to the company culture, policies, and procedures

Improves employee confidence and motivation

Reduces the time taken for new employees to become productive

Question 95

disadvantages of induction training

Answer 95

Can be time-consuming and expensive to organise

May not cover all aspects of the job role

May not be effective in all cases, leading to employee dissatisfaction and higher turnover rates

Question 96

on the job training

Answer 96

A type of training that takes place while employees are working in their job roles

It allows employees to learn new skills and knowledge from colleagues while performing their job duties
E.g. A sous chef at The Ivy Restaurant in York may receive on-the-job training from the Chef to learn how to prepare new dishes, use new equipment, or improve their cooking techniques

Question 97

on the job training advantages

Answer 97

Employees learn new skills and knowledge while performing their job duties

Training is tailored to the employee’s specific job role and responsibilities

Training is often more practical and relevant to the employee’s job duties

Can be cost-effective as it takes place during working hours

Question 98

on the job training disadvantages

Answer 98

Employees may make mistakes while learning, which can impact productivity and quality

Can be disruptive to the workplace as it requires the trainer to devote time to training the employee

May not be effective in all cases, leading to employee dissatisfaction and higher turnover rates

Question 99

off the job training

Answer 99

A type of training that takes place outside of the workplace

It can be in the form of workshops, seminars, conferences, or online courses
E.g. Teachers can attend exam board training days at which they learn how to better teach the syllabus and help their students to prepare for their exams

Question 100

advantages of off the job training

Answer 100

Employees learn new skills and knowledge outside of the workplace, which can bring fresh ideas and perspectives to the workplace

Training can be tailored to the employee’s specific needs and interests

Training can be used as a reward or incentive for high-performing employees

Can be cost-effective if training is provided online or through webinars

Question 101

disadvantages of off the job training

Answer 101

Can be expensive to organise, especially if travel and accommodation are required

Employees may miss work while attending training, which can impact productivity

The training may not be directly applicable to the employee’s job role or the needs of the firm

Question 102

gig economy

Answer 102

when organizations hire independent workers for short-term commitments
some people laud the gig economy for its flexibility for both employers and employees, while others criticise it as it typically means workers are not receiving most of the benefits of full-time employment, such as sick leave or paid vacation

Question 103

freelancing

Answer 103

when someone who is self employed works for several different employers at the same time

Question 104

impact of work from home culture on young employees (JP Morgan case study)

Answer 104

• are being encouraged to return to working in the bank’s offices (JP Morgan)
• young employees need to learn the culture of organisations which will only happen if they physically come into work
• considerable creativity occurs not only from formal meetings but the kind of informal exchanges and small gatherings that occur when people are not working from home

Question 105

some of the factors changing the working environment include:

Answer 105

• privatisation and the move away form public sector to private sector employment
• increased migration of potential employees in a country or region around the globe
• increasing participation of females in the work force
• changing educational opportunities
• increasing urbanisation and the consequent rise in stress levels
• an ageing population and increasing average age of the workforce

Question 106

work-life balance and the “right to disconnect”

Answer 106

2000s FR gov reduced statutory working week from 39 to 35 hours
in 2017 FR gov introduced “right to disconnect” law which prohibited companies with more than 50 employees from sending or replying emails when not at work, aiming to protect workers from doing additional work from home for which they’re not compensated

Question 107

Hofstede’s Power Index

Question 108

the concept of “power distance” developed by Geert hosted to indicate acceptance by society of an inequality

Answer 108

refers to the extent to which people in a particular society or organisation accept that power is not distributed equally
inequality is a fact, not a problem, and all members of the culture accept this fact
according to hifstede, employees from a society with a high level of power distance would not expect to be consulted and included in decision making , they are more accepting of authority - employees from a country with a low score expect the opposite

Question 109

what does the power distance index show

Answer 109

people from different parts of the world and from different cultures have different expectations
training people to work, in diverse workforces can reduce potential misunderstanding and friction that can emerge from cultural differences
diverse workforce –> increased innovation and. creativity

Question 110

reasons for resistance to change in the workplace

Answer 110

• discomfort
• fear
• insufficient reward
• lack of job skills
• loss of control
• mistrust towards managers
• poor communication
• poor timing
• prior experience
• social support

Question 111

strategies to reduce the impact of change and resistance towards it

Answer 111

1. assessing the potential impact of change
2. develop a vision for the change process and desired outcomes
3. forecast and allocate necessary resources
4. involve employees in the process
5. regularly communicate to stakeholders how the change process is unfolding
6. train employees in advance of those changes that affect them directly
7. routinely communicate benefits of the changes
8. be aware of the stress caused to employees throughout the whole process and provide support

Question 112

delegation

Answer 112

assigning authority or responsibility over specific tasks from one person, a manager, to someone lower on the organzational chart. The manager remains accountable for the successful completion of the delegated tasks

Question 113

tall or vertical organisational structure

Answer 113

• many levels of hierarchy
• narrow spans of control
• centralised decision making
• long chains of command
• autocratic leadership
• limited delegation

Question 114

flat or horizontal organisational structure

Answer 114

• few levels of hierarchy
• wider spans of control
• decentralised decision making
• shorter (although more diffuse) chains of command
• increased delegation

Question 115

project based organization

Answer 115

• often similar to a matrix structure
• organizes work into projects
• creates temporary systems for carrying out different projects

Question 116

shamrock organization

Answer 116

• has three types of employees: the full time professional core, a flexible labour force, and a contractual (outsourced) group
• the model suggests that businesses can reduce costs, gain competitive advantage and increase responsibility time by trimming their workforce to retain only a multi skilled core, which is concerned with the creation of a product or service

Question 117

five major functions of management outlined by Henri Fayol

Answer 117

• planning
• organising
• commanding
• coordinating
• controlling