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Business Unit 2 > Human Resources > Flashcards

Human Resources Flashcards

1
Q

What is Flexible Working

A

The development of a culture where workers are equipped to do different roles or where they work in a range of employment patterns

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2
Q

Benefits of Flexible Working

A
  • Increased productivity
  • Employee motivation & satisfaction
  • Reduced stress
  • Increased efficiency
  • Wider talent pool
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3
Q

Negatives of Flexible working

A
  • Can lead to less productivity
  • Can lead to more procrastination
  • It can be difficult for Managers and employers to keep track of what their employees are doing
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4
Q

What is Home Working

A

The use of the home, supported by technology, for the remote performance of some, or all, of an employee’s normal work

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5
Q

What is Part time employment

A

An an employee working for only part of the working week, or anything less than full time

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6
Q

What is Flexible Hours

A

Employees are given a set number of hours to work in a week, month or year but get to choose when they work

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7
Q

What is Temporary Employment

A

Consists of making employees available on a temporary basis to client companies, who, on the basis of an agreed remuneration, are hired and paid for this purpose by the temporary work company

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8
Q

What is Job Sharing

A

When two people split full-time hours and actively delegate duties

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9
Q

What is Multi Skilling

A

A process where employees learn new skills in a job in addition to those for which they were originally hired. It allows the employee to develop their abilities and be able to undertake a wider range of responsibilities

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10
Q

What is a Zero Hours Contract

A

A contract between an employer and employee where the employer has no obligation to give an employee work and an employee has no obligation to do work when asked

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11
Q

What is Hot Desking

A

When employees sit down at any available hot desk for the day without booking

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12
Q

What is Workforce planning

A

Generating information, analysing it to inform future demand for people and skills, and translating that into a set of actions that will develop and build on the existing workforce to meet that demand

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13
Q

Key Factors that Influence workforce planning

A
  • Cost
  • Workforce
  • Technological advancement
  • Employee redeployment
  • Demography
  • Risk management
  • Financial planning
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14
Q

What are the benefits of workforce planning

A
  • Reduced labor costs
  • Decreased Hiring Costs
  • More efficient resource allocation
  • Identify and respond to changing customer needs
  • Identify relevant strategies for focused people development
  • Improve employee retention
  • Improve productivity and quality output
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15
Q

What is meant by recruitment

A

The process of attracting and identifying potential job candidates who are suitable for a particular role, and identifying a need for a new employee in the first place

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16
Q

What is meant by job anaylsis

A

The process that identifies and determines in detail the particular duties and requirements of the job, and also what the position requires in terms of aptitudes, knowledge, and skills. Job Description

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17
Q

What is a person specification

A

A document created by a business that wants to fill a vacancy. This document provides information about the type of person the business wants to hire. A person specification includes details about the educational background, skills and experience the business wants applicants to have

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18
Q

What is Shortlisting

A

The process of identifying candidates from the applicant pool that best meet the requirements and criteria of a job posting and who will be moved forward in the recruiting process

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19
Q

What is internal recruitment

A

When the business looks to fill the vacancy from within its existing workforce

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20
Q

What is External recruitment

A

where a business looks to fill a vacancy from individuals outside the organisation

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21
Q

What is selection

A

The process of choosing the best candidate

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22
Q

What is induction

A

An opportunity for an organisation to welcome their new recruit, help them settle in and ensure they have the knowledge and support they need to perform their role

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23
Q

What is on the job training

A

Employees receive training whilst remaining in the workplace

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24
Q

What is off the job training

A

Training that is undertaken outside the place of work

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25
Q

What are Applications

A

Collecting information from potential candidates

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26
Q

What are interviews

A

A discussion between a potential employer and candidate

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27
Q

What are telephone interviews

A

A discussion between a potential employer and candidate carried out over the phone

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28
Q

What are work trials

A

They are designed to assess their practical skills, problem-solving abilities, and suitability for the role in a real-world context beyond traditional interview questions

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29
Q

What are Personality Tests

A

Collections of questions designed to help employers better understand what kind of person you are and what kind of employee you will be

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30
Q

What are aptitude tests

A

Assess an individual’s natural talents, skills, and ability to learn and adapt to new situations. By evaluating various cognitive domains such as verbal, numerical, abstract reasoning, and spatial skills, aptitude tests provide objective and standardized measures to inform hiring decisions

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31
Q

Why do businesses train

A

To help businesses to ensure their employees are able to perform well, reach their potential and stay motivated

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32
Q

What is retraining

A

The process of acquiring new skills or renewing existing ones in response to changes in the work environment.

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33
Q

What are apprenticeships

A

A government-recognised scheme that uses a mixture of on-the-job and off-the-job training and study towards academic qualifications to develop workers’ knowledge and skills

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34
Q

What are appraisals

A

A regular and formal review of an employee’s performance by their line manager, which normally takes place at least once a year

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35
Q

What are 360 appraisals

A

An evaluation of an employee’s performance that considers feedback and opinions from: line managers. peers. subordinates. the employee themselves - everyone

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36
Q

What is self appraisal

A

The process when an employee evaluates their performance, employees are given a chance to examine their performance and determine their strengths and flaws during this process. They can identify their areas for improvement and compile a record of their achievements for the year

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37
Q

What is Peer Appraisal

A

An organizational technique whereby peers, typically those in the same hierarchical level or team, evaluate an employee’s performance, abilities, and conduct

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38
Q

Advantages of Appraisals

A
  • Can motivate employees as employers have a chance to acknowledge any good work or improved performance.
    -Training needs can be identified which will lead to a higher standard of work.
  • Targets can be set for employees which will lead to increased motivation and purpose.
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39
Q

Disadvantages of appraisal

A
  • Takes time to complete
  • Depending on the form of appraisal can rely on many peoples input their for taking time
  • Some staff feel they are one-sided and judgmental
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40
Q

What is meant by Absenteeism rates

A

The percentage of workers who are not in on work days for a given period.

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41
Q

Absenteeism formula

A

Absent days
_____________________ X100 = %
Total working days in a given period

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42
Q

What is labor turnover

A

The net departure of employees over a defined period of time

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43
Q

Labor turnover calculation

A

Number of employees leaving over a period
__________________ X 100 = %
Average number of employees employed over a period of time

44
Q

What is labor productivity

A

The amount of output each employee in a business produces

45
Q

Labor productivity calculation

A

Amount of output produced over a period
__________________________
Number of employees

46
Q

Factors that influence a businesses internal structure

A
  • Technology
  • Finance
  • Employee satisfaction
  • Human resources
  • Strategy
  • Environment
  • Leadership
  • Organization
47
Q

What does a traditional hierarchical structure look like

A

Many layers of management, and businesses with this structure often use a ‘top-down’ approach with a long chain of command. Managers have a narrow span of control, and a relatively small number of subordinates

48
Q

What does a flat hierarchical structure look like

A

Few layers of management of management, managers have a wide span of control with more subordinates, usually a short chain of command

49
Q

What does Layers of hierarchy mean

A

The management structure of an organisation and indicates who is responsible to whom

50
Q

What is meant by Chain of command

A

A structure used in passing decisions from the top management to the lower employees

51
Q

What is meant by Span of control

A

The number of staff members that report to a particular manager

52
Q

What is meant by delayering

A

Removing a layer of management. Within hierarchical structures

53
Q

Advantages of a traditional hierarchical structure

A

-Clear lines of authority and reporting within the business

  • A clearer understanding of employee roles and responsibilities
  • Accountability for actions or decisions at different management levels
  • Clear career paths and development prospects which can motivate employees
54
Q

Disadvantages of a traditional hierarchical structure

A
  • Complicated chains, lead to slower decision making
  • More Layers can lead to higher labor costs as there are more managers who need paying
  • Department rivalry
55
Q

Advantages of a flat hierarchical structure

A
  • Better communication and relationships between different roles
  • Better team spirit as there is less hierarchy
  • Simple, faster decision making as the chain of command is shorter.

-Better ability for the business to change and adapt

56
Q

Disadvantages of a Flat hierarchical structure

A
  • Risk of generalisation and confusion if it’s not clear who to report to
  • Lower sense of accountability as employees may have more than one boss
  • Risk of power struggles arising in absence of a formal system
57
Q

What is a matrix structure

A

A structure where teams report to multiple leaders

58
Q

Advantages of a matrix structure

A
  • Collaboration between different departments
  • improved communication
  • Allows staff to apply their skills in different roles
  • Improved decision making
59
Q

disadvantages of a matrix organizational structure

A
  • Managerial roles may not be clearly defined
  • Team roles are not clearly defined
  • Too much work can cause overload
  • Measuring employee performance might be difficult
60
Q

What is motivation

A

How driven and happy an employee is in their role, more motivated an employee is the more likely thy are to do a good job

61
Q

Why would a business want their employees to be motivated

A
  • Lower absenteeism rates, employees are more likely to come into work as they enjoy it
  • Retention of staff and lower levels of staff turnover
  • Higher output of quality goods as employees are motivated to do better as they take pride in the reputation of the business
  • creates an energetic atmosphere
62
Q

What is meant by centeralised structure

A

Where business decisions are made at the top of the business or in a head office and distributed down the chain of command. It explains who is answerable to whom

63
Q

What does decentaralised mean

A

Where a business allows decisions to be made by managers and subordinates. further down the chain. This structure provides staff with more decision-making responsibilities.

64
Q

What is meant by Empowerment

A

Giving employees the power to do their job

65
Q

Advantages of Centeralised structure

A

Streamlined decision making - amplifies decision-making by concentrating authority in a single entity or governing body. This can lead to faster solutions, particularly in situations requiring quick measures

Consistency and uniformity - Centralization allows the implementation of consistent policies, procedures, and standards across a system or organization, ensuring better efficiency.

Better Resource Optimization - Centralization allows for better resource allocation and utilization. By consolidating resources under a central authority, it becomes easier to coordinate and allocate them based on the system’s priorities.

Economies of scale - Centralization can harness economies of scale by consolidating operations, resources, and infrastructure. This can lead to cost savings through bulk purchasing, shared services, and eliminating duplication or redundancy.

66
Q

Disadvantages of centeralised management structure

A
  • It can demotivate workers
  • A standardised approach may not work in all business locations
  • It may lower productivity
67
Q

Advantages of Decentralised management structure

A
  • Allow top management to focus on long term goals rather than day to day problems
  • Encourage accountability and taking ownership of the work
  • Enable talent development and leadership skills in the workforce
68
Q

Disadvantages of decentralised organisational structure

A
  • Consistency is not achieved across the business
  • Managers can make ineffective decisions
  • May negatively impact sales and overall business performance, due to things such as ineffective decisions by managers lower down the chain
69
Q

What did Taylor believe

A

Taylor called his approach piece-rate pay and found that if employees were paid more for being more productive, they would, in turn, become more motivated and engaged with their job as there was an opportunity for employees to increase the amount they earnt

70
Q

Mayo’s theory

A

Employees are motivated far more by relational factors such as attention and camaraderie than by monetary rewards or environmental factors, such as lighting, humidity and more

71
Q

Maslow’s theory

A

focuses on each person’s potential rather than what has gone wrong in their life. Maslow believes that each person has the potential to reach their self-actualized self. In self-actualization, a person comes to find a meaning in life that is important to them

72
Q

Herzberg’s theory

A

Suggests that satisfaction and dissatisfaction at work are influenced by two sets of factors: hygiene factors and motivators

  • Hygiene factors are basic job necessities, such as working conditions and salary, that, if not met, can cause dissatisfaction.
73
Q

Vrooms theory

A

Vroom’s expectancy theory is based on the belief that employees will work harder if they perceive the reward for their work as appealing

74
Q

Porter & Lawler’s theory

A

That an individual’s motivation is affected by the reward they expect to receive for completing the task. The individual’s view of the attractiveness of the possible reward will determine their level of motivation

75
Q

What does Maslow’s hierarchy of need look like

A

From top to bottom its
- Self actualization
- Self esteem
- Love and belonging
- Safety and Security
-Physiological Needs

76
Q

Financial methods of motivation

A
  • Wages
  • Salaries
  • Performance related pay
  • Profit sharing
  • Fringe benefits
77
Q

What is meant by Piece Rate

A

employees are paid per item they produce. The more productive an employee is the higher the wage they will receive

78
Q

What is meant by Wages

A

The monetary compensation an employee receives for their work. An employer pays their employee wages based on their agreed-upon rate and the total time the employee has worked

79
Q

What is meant by salaries

A

A fixed annual sum paid monthly to employees

80
Q

What is meant by profit related pay

A

The situation in which the pay of employees is related to the profit made by the employer

81
Q

What is meant by Bonus schemes

A

A reward tool that provides a lump sum payment in return for meeting agreed objectives

82
Q

What are fringe benefits

A

Additional employment perks awarded to employees, such as a free gym membership, a company car, a company mobile phone, free holidays, additional holiday allowance, free parking or transport, or free food and drink

83
Q

Non financial methods of motivation

A
  • Job enrichment, giving more responsibility
  • Job rotation, moving employees around to try a range of roles
  • Flexible working, giving more opportunities and freedom to complete tasks
  • Job enlargement, adding additional activities within the same level to an existing role
84
Q

What are the functions of management

A
  • Planning
  • Organising
  • Staffing
  • Directing
  • Controlling
85
Q

What is management by objectives means

A

MBO is a process in which a manager and an employee agree on specific performance goals and then develop a plan to reach them

86
Q

What is Autocratic leadership

A

Managers making all the decisions without consulting with employees

87
Q

What is Paternalistic leadership

A

A managerial approach where there is a dominant figure that decides what is best for employees. Paternalistic leadership refers to a style of management where the leader acts as a “father figure” towards employees, making decisions on their behalf and providing a high level of support and guidance

88
Q

What is Democratic leadership

A

Managers and employees working together to make decisions. a consultative management style. employees are encouraged to communicate ideas to management

89
Q

What is laissez-faire leadership

A

Managers letting employees get on with their jobs with as little interference as possible. employees are allowed to make decisions and solve problems on their own with little guidance from management. management will only step in if they are needed

90
Q

What is Bureaucratic leadership

A

A a system of management that follows a hierarchy where official duties are fixed. Employees in this form of leadership are expected to follow specific rules, regulations, and authority created by their superiors

91
Q

What is Theory X

A

People dislike work, have little ambition, and are unwilling to take responsibility. Managers with this assumption motivate their people using a rigid “carrot and stick” approach, which rewards good performance and punishes poor performance

92
Q

What is Theory Y

A

People are self-motivated and enjoy the challenge of work. Managers with this assumption have a more collaborative relationship with their people, and motivate them by allowing them to work on their own initiative, giving them responsibility, and empowering them to make decisions

93
Q

What is the Fieldler contingency model

A

For a leader to be effective, their leadership style must fit the situation. Using this model, you’ll identify your own leadership style, assess the situation that requires leadership, and determine whether you’re the right leader

94
Q

What is Wrights & Taylors model

A

Believed that a lot of leadership theory was theoretically correct but did not actually show leaders how they could improve the way that they worked. They believed that it is possible to improve a leader’s performance and that this could be done through education

95
Q

Characteristics of a leader

A
  • Integrity
  • Communication
  • Empathy
  • Vision
  • Delegation
  • Flexibility
  • Adaptability
  • Decisiveness
96
Q

What is meant by minimum wage and what is it

A

The legal minimum hourly rate of pay an employer can pay its workers

  • UK : £11.44
  • IOM : £10.75
97
Q

What is the living wage

A

The amount an individual or family would need to make to avoid living in poverty

98
Q

What is meant by Equal opportunities

A

All potential qualified employees have an equal chance of being hired without discrimination against personal, unchangeable characteristics such as disability, race, age, or gender

99
Q

What are the rights of employees

A
  • Minimum Wage
  • Protection against unlawful deductions from wages
  • The statutory minimum level of paid holiday
  • The statutory minimum length of rest breaks
100
Q

What is trade union

A

Organisations of workers that seek through collective bargaining with employers to: Protect and improve the real incomes of their members. Provide or improve job security

101
Q

Why would someone join a Trade Union

A

Gives better bargaining power as your part of a larger group

Believe that a union can negotiate :
- Better pay
- Better working conditions (more holidays or improved health and safety
- Provide training for new skills

102
Q

What is an Overtime ban

A

Where employees refuse to work any extra hours (overtime hours)

103
Q

What is work to rule

A

Employees will only carry out the duties that are specifically listed in their contract of employment

104
Q

What is a Strike

A

A type of industrial action where employees refuse to work

105
Q

What is an ACAS

A

The Advisory, Conciliation and Arbitration Service (ACAS) aims to improve organisations and working life through better employment relations, working with employers and employees to solve problems and improve performance

Business Unit 2 (4 decks)

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