Human Resources Flashcards
Interdependence with O
Employing staff who can operate machinery
interdependence with M
Employ the right sales people. Employ marketing strategists.
Interdependence with Finance
Set budgets for renumeration and development strategies.
Reasons a firm would outsource HR 3
- HR firm specialises there better.
- In house managers can focus on core business function.
- Cost savings. Some firms might not need full time HR people.
Issues with outsourcing HR 4
- External firm lacks understanding of the firm - conflict
- Hard to maintain close employee relationships
- Costs
- Security and confidentiality
Contract for service d
Exists where employment is not ongoing and an agreed fee is paid to an independent contract for the service provided. Normally a fixed period
Contract of service d
Exists where an employee offers their services to an organisation on a regular basis. Subject to lawful control and authority of employer.
Eg of Jetstar outsourcing.
Outsourced call centre to Melbourne operator ‘sales force’.
6 stakeholders in HR
- Employers
- EmployEES
- Employer associations
- Unions
- Govt orgs -FWC & FC
- Society
6 key influences on HR
Stakeholders.
- Legal
- Economic
- Technological
- Social
- Ethics and CSR
Duties of employers 4
- Duty of care (safe workplace)
- Avoid discrimination
- Pay agreed wage
- Provide work.
Duties of employees
- Obey lawful instructions
- Work with skill (best of ability)
- Disclose relevant information (medical issues may cause safety concerns.)
- Be faithful with employers interests.
Awards d
A legal document that specifies the minimum working conditions that apply to all people employed in a common industry.
Current minimum wage.
$17.17 an hour. Casual get 21% casual loading.
4 types of employment contracts
- PT
- Perm
- Casual
- Fixed term.
Economics influences on employment
Business cycle stage.
Inflation.
Globalisation.
Retrenched d
Workers services are no longer needed because the employer has downsized, closed, outsourced or requires fewer workers.
Good impacts of technology on HR 3
- More efficient production
- Reduce repetitive nature
- Helps employees deliver projects innovatively.
Bad impacts of tech on HR 3
- Unemployment
- Resistance if they need to learn new tech.
- Low morale as employees become secondary to tech
Social influences on HR 2
- Changing work patterns.
2. Living standards.
CSR d
the continuing commitment by companies to behave ethically and to contribute to economic development, while improving the quality of life of the workforce and their families, as well as the local community at large.
Examples of CSR in HR 3
- develop strategies to promote work/life balance
- offer free programs for employees families
- encourage staff to volunteer.
D employment relations
The function that deals specifically with the relationships between the employer and the employees of the business
4 stage of acquisition
- Identify staff needs
- Recruitement
- Selection
- INduction
Recruit
To accumulate a pool of potential candidates for a job. It is from this pool that the business must make its selection.
Developement d
Preparing employees for future responsibilities within the organisation due to a change in the businesses strategies or a growth in its size or market share.
Methods of developement…2+1
Training.
Performance appraisals.
Can be internal or external.
Maintanance can be of (2)
Databases or HR staff
Eg Monetary Benefits
Wages, Salary, Commissions, Bonuses, Shared ownership schemes, fringe benefits
Eg Non Mon benefits
More job variety, flexibility, [?]
Types of voluntary separation
Retirement
Resignation
Redundancy
Involuntary separation
Redundancy
Retrenchment
Dismissal
Redundancy d
termination of employment due to the firm closing down or the job no longer being required due to rationalisation, restructuring or new tech.
Retrenchment d
the reduction of costs or spending in response to economic difficulty.
Dissmissal
Employer terminates employment due to unacceptable conduct.
3 leadership styles
Authoritarian, Delegative, Participative
Authoritarian d
Telling employees what they want done and how to do it.
Participative Leadership d
nvolves including one or more employees in the decision making process.
Delegative/=
Allows employees to make decisions
Job Design
A function of human resources management whereby managers develop and specify the work activities of individuals or groups in the business environment.
Recruitment
Strategy whereby management seek to employ an individual for a vacancy that exists within the organisation.
Where can employee be sourced…2
internal and externally
Good of internal recuitement 2
- Good understanding
- incentive for all to improve
bad of internal R
- overlooked staff lose motive
- biz might miss out on new ideas
3 aspects of T and D
- Current or future skills
- Formal and informal training
- induction
Performance management d
The process of recognising efforts and contributions of employees to their work.
Performance management cycle 3
- Planning
- Checking in
- Assessment
benefits of performance management 2
developmental
administrative
