Human Resources #3 Flashcards
internal or external recruitment
internal - involves filling job vacancies with people from within the business
external - involves filling job vacancies with people from outside the business
general or specific skills
general - include flexibility and versatility, social confidence, positive attitude, motivation, and the ability to work as a team and/or independently.
important because many jobs today require individuals to work independently and undertake many different tasks
specific - highly specialised and are required for some jobs within science, technology and engineering sectors
training and development (HR strat)
training - aims to develop skills, knowledge and attitudes that lead to superior work performance
development - refers to enhancing the skills of the employee in line with the changing and future needs of the organisation
performance management - developmental or administrative (HR strat)
performance management - addresses both individual and business performance. Successful individual performance will often translate into the business’s strategic objectives being met.
developmental benefits -
- plan to overcome gaps or weaknesses found performance
- effectiveness of curent selection processes
- identifies training and development needs
- helps identify, motivate and retain talented staff
administrative benefits -
- higher productivity
- better financial performance
- comparison of contribution to organisation
- helps assess rewards and benefits linked to performance
performance management (developmental)
improves individual performance through establishing objectives such as reaching sales targets that are consistent with achieving the organisation’s goals
performance management (administrative)
assesses the progress of the business in meeting its strategic goals and where necessary identifying the areas for improvement, such as establishing new goals or employee performance
performance management (administrative)
assesses the progress of the business in meeting its strategic goals and where necessary identifying the areas for improvement, such as establishing new goals or employee performance
rewards - monetary and non-monetary (HR strat)
monetary - those reflected in pay or having financial value
non-monetary - those that do not have a financial value, social activities or retirement planning
remuneration - refers to both the financial and non-financial benefits that employees receive in return for their work effort
individual or group reward
related to individual performance however this can lead to conflict and rivalry if not managed effectively. All individuals depend on others and efficient workplace systems to achieve high-quality performance.
global strategies: costs, skills, supply (HR strat)
higher labour costs reduce competitiveness and as a result make businesses consider restructure to their workforce. - offshore labour is a solution of globalised workforce
workplace disputes (global strategies)
industrial dispute - a disagreement over an issue or group of issues between an employer and its employees, which result in employees ceasing work
strike - situations in which workers withdraw their labour. the most overt form of industrial action as they aim to attract publicity and support
lockouts - when employees close the entrance to a workplace and refuse admission to the workers
pickets - protests that take place outside the workplace, generally associated with a strike. Unionists stop the delivery of goods and try to stop the entry of non-union labour into the workplace
major causes are disputes relating to the negotiation of awards and enterprise agreements
resolution of disputes
processes
1. a negotiated outcome – the parties work out the solution for themselves
1. a mediated outcome – an independent mediator assists with the development of an agreement
3. an arbitrated/adjudicated agreement – an independent arbitrator or court determines how the matter will be resolved and makes a legally binding order
indicators
performance measures that are used to evaluate organisational or individual effectiveness
benchmarking
a process in which indicators are used to compare business performance between internal sections of a business or between businesses
human resource audit
a diagnostic tool used to evaluate HR policies and practices in order to identify problems and develop solutions in an attempt to rectify problems
corporate culture
the values, ideas, expectations and beliefs shared by members of the business
indicated by
- high staff turnover
- poor customer service
- high levels of absenteeism
- accidents
- disputes and internal conflict
which are reflected in poor business performance, lower sales, lower profits than competitors, and ultimately the ‘bottom line’
how is corporate culture built
high quality personal relationships, flexible and family friendly practices, high levels of training and mentoring, culture of trust, fun atmosphere, pay more than basic rates and some other share options
benchmarking key variables
informal benchmarking - strategies such as networking through informal discussions with colleagues in other businesses, undertaking visits to other businesses, researching best practice online, and attending conferences.
performance benchmarking - involves comparing the performance levels of a process/activity with other businesses
best practice benchmarking - involves comparing performance levels with those of another best practice business in specific areas using a structured process to gain skills and knowledge and to modify organisational processes
balanced scorecard benchmarking - i used for measuring whether the activities of a business are meeting its objectives established in the strategic plan. It benchmarks key performance variables with targets aligned with the strategic plan
benchmarking key variables - quantitative and qualitative
quantitative measures - help determine in terms of cost and profits (quantitative)
- variance in labour budgets
- time lost/costs of injuries and sickness
- performance appraisals completed compared with targets
- percentage of goals achieved
- levels of labour turnover, particularly those initiated with employees
qualitative evaluation
- involves detailed feedback and research on key issues, which allows judgements to be made about changes in behaviour or quality of service provided.
staff turnover
refers to the loss of employees by a business who leave for a variety of reasons, including voluntary and involuntary through dismissal or retrenchment
absenteeism
refers to a worker who neglects to turn up for work when they were scheduled to do so
this indicates dissatisfaction or conflict in the workplace
can create lost revenue through lower productivity in other employees if this job is highly skilled
levels of disputation
indicators of industrial disputation
- work bans - a ban or boycott is a refusal to work overtime, handle a product, piece of equipment, process, or even a refusal to work with particular individuals
- work-to-rule - occurs when employees refuse to perform any duties additional to the work they normally are required to perform
- go slow - causing customer complaints
- sabotage - vandalism, cyber attacks and internal theft
working in good faith -
the parties meet regularly with a willingness to reach an agreement
negotiation -
a method of resolving disputes when discussions between the parties result in a compromise and a formal or informal agreement
mediation -
the confidential discussion of issues in a non-threatening environment, in the presence of a neutral, objective third party.
grievance procedures -
formal procedures, generally written into an award or agreement, that state agreed processes to resolve disputes in the workplace
involvement or courts and tribunals -
conciliation and arbitration member appointed by Fair Work Commission to reach an agreement. Third party
- common law action,
parties may make direct claims for damages caused by the party taking action, or for breach of contract resulting from such action
