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Human Resources Flashcards

1
Q

HR definition: Activities and decisions intended to *2

A

improve the effectiveness of the employees* and the organization as a whole*

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2
Q

Aim of HR *2

A

Bridge the gap between management goals* and the needs of the workforce*

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3
Q

Task of personnel function: manage human resources in order to… *2

A

Maximize their potential, thereby enabling the business to achieve its mission

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4
Q

What the business has to achieve its mission *3

A

*interpretation of employees/employers needs
*coordination of management and staff requirements
*implementation of various activities of personal management

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5
Q

Various activities of personal management aka human resource activities *9

A

*manpower planning
*recruitment
*selection
*remuneration
*placement of staff
*induction/orientation
*training of staff
*evalution
*retention

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6
Q

Manpower/hr planning *2

A

Planning for labour requirements* so the business can keep up to date with the amount of labour needed*

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7
Q

When will labour be needed *2

A

*if the business expands
*if there’s high turnover of staff

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8
Q

Purpose of manpower planning *3

A

*determine how many employees the business needs
*determine what skills these employers must have
*determine when these employees will be needed

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9
Q

Techniques to answer HR questions part of manpower planning *4

A

*work-load analysis
*job analysis
*manning table
*determining employee requirements

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10
Q

Work load analysis is done to

A

Determine how many people are required in terms of the amount of work needed to be done

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11
Q

Job analysis: a systematic method of… *3

A

Obtain all relevant information about tasks related to a specific job* in order to make decisions*

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12
Q

Job analysis requires that *3

A

*job is completely and accurately identified
*tasks are completely and accurately described
*demands the job makes must be analysed

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13
Q

There are different ways in which job analysis can be conducted *3

A

*interview workers and their supervisor
*observing the worker at work
*set questionnaires for the worker

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14
Q

Job analysis two main sections

A

*job description
*job specification

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15
Q

Job description *2

A

*about the job
*duties, responsibility, level of authority of worker

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16
Q

Job specification *3

A

*about the worker
*minimum ability worker must possess
*experience, education, physical requirements

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17
Q

Manning table *3

A

reflection of number of people required, skills required* and positions*

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18
Q

Determining employee requirements: recruiting plan based on *2

A

Difference between employees needed* and current employees

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19
Q

Recruitment seeks to *3

A

*attract job applicants
*with necessary skills and motivation
*to cover passions identified

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20
Q

Internal recruitment

A

Position advertised to employees already working there

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21
Q

Internal recruitment involves *3

A

Transfers
Upgrades
Promotion

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22
Q

Internal recruitment methods *3

A

*job posting - vacancy on bulletin boards, emails
*existing files
*get referrals

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23
Q

Hybrid

A

Combo of internal and partly external source

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24
Q

External recruitment methods *6

A

Agencies/consultants
Advertising in newspapers
Internet recruitment businesses
Recommendations/ referrals
Campus recruiting
Headhunting - skilled people are approached

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25
Reference
Someone who would highly recommend you
26
Selection involves *2
Screening applicants* and choosing the most suitable candidates*
27
Selection aim *2
Excluding unsuitable applicants* Whose skills and experience do not match requirements*
28
Good selection process results in *4
*lower turnover of staff *lower production costs *less training *higher productivity
29
Selection procedures *8
INFO *receipt of application forms/CVs *initial screening *CV/application evaluation *checking references and background ACTION *interviewing of short list *different tests and examinations *medical examination *letter of appointment
30
Receipt of application forms
list of applications are received and drawn up
31
Initial screening *2
*identify applicants who do not meet minimum requirements *refer candidates suitable to the next step
32
Evaluation *3
*selection panel evaluates applications *ranking applications according to total scores *short list drawn
33
Reference and background checks *2
*verification of records and qualifications *standard set of questions to ensure fairness
34
Interview candidates on the short list *2
*one person/panel *same person or panels to ensure fairness
35
Purpose of employee interview is two-fold: *2
*get info from applicant to assess sustainability *give info about business, job, conditions of employment
36
Test and exams
disclose info about suitability
37
Test types *3
*ability/trade - tasks one can currently perform and likely perform in the future *psychometric tests - personality and interest tests *work sample - samples of work designed to measure at what skill level an applicant can do something
38
Medical examination: Employment equity act states *2
no medical exam is required unless it’s an inherent requirement of the job* or for the purpose of the distribution of benefits *
39
Remuneration: job evaluation *$
*process where importance of job is investigated to create hierarchy *remuneration determined by status in hierarchy *equity bc remuneration scale is linked to contributions
40
Types of remuneration *5
*salaries *wages *overtime *profit sharing *fringe benefits
41
Letter of appointment *3
*Offer of employment written to best person *Not legally binding until employment contract is signed *Observed by staff representatives to ensure fairness
42
Contract
Legally binding document that complies with BCEA
43
Employment contract: clamour relations act requires employee and employer to
Agree, draw up and sign an employment contract
44
Employment contract should include *9
*employees name and address *employment start date *job title and description *location *hours of work *salary and benefits *days of leave *notice period to leave *sickness and disability - statutory/contractual sick pay
45
Salaries *3
*monthly for white collars *commission - basic salary and commissions for sales *performance bonus
46
Wage earner *2
*blue collar - less skilled form *weekly/daily
47
Wage methods *2
*piece rate - acc to quantities *time rate - acc to hours
48
Overtime payment *2
*working after normal hours *BCEA states working night shift must receive compensation
49
Profit sharing scheme
Receiving part of profits made
50
Fringe benefits contributions
Salary deductions + employer contributions
51
Further benefits *9
*housing *transport *education *meals *discounts *loans with reduced interest *clothing allowance *entertainment
52
According to BCEA, employer may not deduct from remuneration unless *2
*voluntary - staff fund *legal requirement- UIF, income tax (PAYE)
53
Placement of staff
New employee placed in best suited position where they will add the most value
54
Aspects that play a role in placement procedures *3
*determine aptitude through psychometric tests *determine responsibility *determine relationships between position, characteristics and competencies
55
High personal turnover *2
*Creates negative image *extra costs to train
56
Work placement *2
*loss of skilled workers *decrease in productivity
57
Induction/orientation: purpose *2
*let employee learn how things are done and general rules *enable employee to fit into existing work group
58
Induction programme should include *5
*policies *what supervisors expect *introduction to fellow workers *knowledge of products and services *mentor who oversees newbie’s first few months
59
Training of staff *2
*Systematic process aimed at helping employee s first few months *increase efficiency
60
Training can improve *2
*knowledge, skills, productivity levels *behaviour and attitude
61
Training steps *8
*business operations - determine skills *job analysis for recruiting *job performance *training needs are determined *develop training objectives *training program developed *training staff *evaluate training
62
Training programme *2
*consists of basic skills, knowledge, attitude requirements *lessons, training manual, short lectures
63
Training staff methods *8
*on the job - real work situation *off the job - courses *apprenticeship - 6 months on the job 6 months off *workshops - update skills *job rotation - expanding experience *self study *buddy system - workers sharing skills *learnerships - work in a business while studying
64
Evaluation *2
*checking if training goals have been met *assess skills and shortcomings
65
Appraisal functions *3
*give feedback on performance *pick up areas of strengths and weaknesses *discuss employment issues
66
Importance of retaining employees *2
Costly to recruit new workers Slowed production

Business (29 decks)

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