Human Resources #3

Question 1

internal or external recruitment

Answer 1

internal - involves filling job vacancies with people from within the business

external - involves filling job vacancies with people from outside the business

Question 2

general or specific skills

Answer 2

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

Question 3

training and development (HR strat)

Answer 3

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

Question 4

performance management - developmental or administrative (HR strat)

Answer 4

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

Question 5

performance management (developmental)

Answer 5

improves individual performance through establishing objectives such as reaching sales targets that are consistent with achieving the organisation’s goals

Question 6

performance management (administrative)

Answer 6

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

Question 7

performance management (administrative)

Answer 7

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

Question 8

rewards - monetary and non-monetary (HR strat)

Answer 8

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

Question 9

individual or group reward

Answer 9

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.

Question 10

global strategies: costs, skills, supply (HR strat)

Answer 10

higher labour costs reduce competitiveness and as a result make businesses consider restructure to their workforce. - offshore labour is a solution of globalised workforce

Question 11

workplace disputes (global strategies)

Answer 11

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

Question 12

resolution of disputes

Answer 12

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

Question 13

indicators

Answer 13

performance measures that are used to evaluate organisational or individual effectiveness

Question 14

benchmarking

Answer 14

a process in which indicators are used to compare business performance between internal sections of a business or between businesses

Question 15

human resource audit

Answer 15

a diagnostic tool used to evaluate HR policies and practices in order to identify problems and develop solutions in an attempt to rectify problems

Question 16

corporate culture

Answer 16

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’

Question 17

how is corporate culture built

Answer 17

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

Question 18

benchmarking key variables

Answer 18

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

Question 19

benchmarking key variables - quantitative and qualitative

Answer 19

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.

Question 20

staff turnover

Answer 20

refers to the loss of employees by a business who leave for a variety of reasons, including voluntary and involuntary through dismissal or retrenchment

Question 21

absenteeism

Answer 21

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

Question 22

levels of disputation

Answer 22

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

Question 23

working in good faith -

Answer 23

the parties meet regularly with a willingness to reach an agreement

Question 24

negotiation -

Answer 24

a method of resolving disputes when discussions between the parties result in a compromise and a formal or informal agreement

Question 25

mediation -

Answer 25

the confidential discussion of issues in a non-threatening environment, in the presence of a neutral, objective third party.

Question 26

grievance procedures -

Answer 26

formal procedures, generally written into an award or agreement, that state agreed processes to resolve disputes in the workplace

Question 27

involvement or courts and tribunals -

Answer 27

conciliation and arbitration member appointed by Fair Work Commission to reach an agreement. Third party

Question 28

• common law action,

Answer 28

parties may make direct claims for damages caused by the party taking action, or for breach of contract resulting from such action