Human Resources (Miss Blackwell) Flashcards
1
Q
Organisational Chart
A
A diagram that shows the hierarchy in a business.
2
Q
Span of Control
A
The number of employees for who a manger is responsible.
3
Q
Chain of command
A
The order of authority and delegation within a business.
4
Q
Line Relationships
A
Vertical relationships between managers and subordinates.
5
Q
Staff relationships
A
Horizontal relationships between managers and other organisational members to/from the manager gives/receives info.
6
Q
Delegation
A
The assignment to others of the authority for particular functions/tasks.
7
Q
Empowerment
A
Giving employees the power to do their job. E.g to make decisions.
8
Q
Centralised Structure
A
Decision making is kept firmly at the top of the hierarchy.
9
Q
Decentralised structure
A
Decision making is spread out to include more junior managers as well as individual business units.
10
Q
Organisation by Product
A
Business is organised by different products made, each product becomes a ‘mini company’ with its own hr and finance etc.
11
Q
Organisation by function
A
Business arranged into specialist areas which has some input into business output of products/services.
12
Q
Matrix structure
A
Individuals work across teams and projects as well as in their own department/function.
13
Q
4 main steps of recruitment
A
Vacancy, job description, person specification, advertise job.
14
Q
4 main steps of selection.
A
Review applications, shortlist candidates, interviews, appoint new employee.
15
Q
Job Description
A
A document that describes the duties a worker is required to carry out.
16
Q
Personal Specification
A
A document that lists the qualifications, skills and experience a worker needs to be able to carry out a specific job.
17
Q
Internal Recruitment
A
Vacancy is filled with somebody already working in the organisation.
18
Q
External Recruitment
A
When the organisation fills a post with someone from outside organisation.
19
Q
CV
A
A document that the applicant designs providing various details of interest to an employer.
20
Q
Application form
A
Employer designs and sends to applicants to complete.
21
Q
Letter of application (cover letter)
A
A document sent with a CV or application form to provide further info.
22
Q
Name 3 reasons interviews could be useful to an employer.
A
- Can validate info from CV/AF.
- Can query info from CV/AF.
- To see how candidate copes under pressure.
- Can find out answers to specific questions.
- Establish whether the candidate would fit in the organisation.
- Non verbal aspects can be considered.
23
Q
Name 2 limitations of interviews.
A
- Short period of time.
- Not representative of actual working conditions.
- Suit extroverts more.
- Might be impacted by nerves.
24
Q
Advantage of testing.
A
- Ascertain what people will do in real situations.
- Ascertain if candidate’s personality fits organisation.
- Responses less likely to be impacted by nerves.
25
Limitation of testing.
- Candidates may give answers they think employer is looking for, not how they would really respond.
- Candidates may have a bad day or be impacted by nerves.
26
Induction Training
Training aimed at introducing new employees to a business and it’s procedures.
27
Work Trial
A short stint in the workplace for candidates to demonstrate their skills and suitability for position.
28
Work Reference
A statement from a previous or current employer about the suitability of the applicant for the job.
29
On the job training
Employees receive training whilst remaining in the workplace.
30
Off the job training
Occurs when employees are taken away from their place of work to be trained.
31
Apprenticeship
A long term development programme for workers to learn job skills while they work a mixture of on the job training and study.
32
Academic training
Theoretical knowledge and skills.
33
Main advantage of taking on apprentices.
Reduced costs as their rates are less and subsidies can be received from government.
34
Main disadvantage for taking on an apprentice.
They are unsure so are likely to make mistakes, also causing costs in terms of training and time.
35
Training Needs Analysis
The process of identifying the gap between current skills and required so that a training plan can be created to help staff do their job effectively.
36
Name two factors that need to be taken into account with training needs analysis.
- Cost
- How long it will take.
- Internal vs external
- Who should be involved
- Training components
37
Name two reasons training needs analysis is important
- To improve customer service
- Improves staff motivation
- Less resources wasted (less mistakes)
- To make staff more efficient.
- Managers have more time for their own duties.
38
Appraisal
A formal assessment of an employee’s performance.
39
Managerial Appraisal
A method of appraisal where a manager examines and evaluates an employee’s performance.
40
Self Assessment
Employees assess their own performance and grade aspects of their work.
41
360 degree appraisal
involves an employee receiving feedback from several people in the organisation (multiple line managers)
42
Peer Assessment
When the appraisal is carried out by a colleague.
43
Why are appraisals ineffective?
- Inconsistent approach by line managers
- Failure to respond to employee concerns/aspirations
- Unrealistic targets being set by employers.
- The use of ambiguous language can blur any criticism.
44
Labour Turnover
Concerned with measuring the number of employees who have left the business.
45
Labour turnover equation
Number of employees leaving during year/average number employed in year x 100
46
Absenteeism
Employees who are absent from work with minor medical ailments.
47
Absenteeism Equation
Total days absent in month x 100 / total available working days in month
48
Lateness Equation
Total number of late arrivals x 100 / total number of scheduled attendances
49
Productivity Equation
Output / average number of employees
50
Performance related pay
A financial reward to employees whose work is considered to have reached a required standard and/or above average.
51
Holiday Entitlement
The UK statuary minimum is 28 days.
52
Holiday entitlement equation
Number of days that an employee works per week x 5.6
53
Employee Contribution
Refers to what an employee gives to a business.
54
Autocratic leadership
Full control of decision making and employees have little or no input.
55
Paternalistic leadership
A softer form of autocratic, leader still decides but explains the specific reasons for actions.
56
Democratic leadership
Focus on power is with the group as a whole but leader still has final say.
57
Laissez-faire leadership
Gives employees little direction and as a result responsibility lies with individuals/group.
58
McGregor Theory X and Y
Concerned with how a manager perceives staff.
59
Trait Theory
Concerns the five characteristics exhibited by successful leaders.
60
What are Carlysle and Galton’s perceived traits?
Motivational, integrity, self confidence, creativity, intelligence.
61
Components of Tannenbaum and Schmidt’s contingency approach
Tell, sell, consult and participate.
62
Adair’s Leadership Theory
The idea that the needs of the task, team and individual all interlink.
63
Management
The process of coordinating the activities of a business in order to achieve defined objectives.
64
Functions of management
Set of core activities which define the role of managers in a business environment.
65
What are the functions of management?
Planning, organising, directing and controlling.
66
Redundancy
A form of dismissal. It happens when employers need to reduce their workforce and so a position no longer exists.
67
Dismissal
Termination of the contract of employment of an employee.
68
Is dismissal always for a negative reason?
No as can be redundancy, but is often a disciplinary procedure.
69
Unfair dismissal
Where an employee is dismissed without a valid reason or employer fails to follow the proper procedures.
70
Fair dismissal
Where an employee is dismissed with a valid reason and the employee follows the proper procedures.
71
Reasons for fair on the spot dismissal
Gross misconduct / negligence
72
Reasons for fair dismissal
Poor conduct, incapacity, capability, redundancy.
73
Unfair reasons for dismissal
Pregnancy, trade union membership, whistleblowing, discrimination.
74
Whistleblowing
If an employee has evidence or reasonably believes malpractice is occurring in their organisation, they can bring it someone’s attention without fear of retribution.
75
Grievance
Exists when an employee has a concern, complaint or problem.
76
Employment Tribunal
A special sort of court dealing only with employment law.
77
Impacts of employment tribunal on a business.
Damaged reputation, increased labour turnover, financial and time costs, demotivated employees, compensation costs.
78
Employee/Employer Relations
Relationship between management and employees at national/local level.
79
Equality Act 2010
Legally protects people from discrimination in the workplace and wider society.
80
What is it illegal to discriminate against?
Sex, gender reassignment, disability, age, religious belief, pregnancy, marital/civil partnership status, race/ethnicity and sexual orientation.
81
Employee Participation
Employees have the ability to participate in the decision making process at work.
82
Works council
Formal meeting of managers and employees in a particular business to discuss pay and working conditions and negotiate issues.
83
Trade Union
An organised association of workers often in a particular industry.
84
Collective Bargaining
The official process by which trade unions negotiate with employers on behalf of members.
85
Disadvantages of trade union membership to a business
Higher wage costs, slower speed of change and lower competitiveness.
86
Industrial action unions can take
Strike action, work to rule, go slow and overtime ban.
87
HR Objective
An objective set by the human resources department which will help to achieve the overall business aims and objectives.
88
Why are human resource objectives important?
- Employees underpin most aspects of organisations and are a very significant asset.
- If they align with aim, future success is encouraged.
- Maximises workforce performance.
89
Why is effective communication important?
- The number of mistakes within a business will be reduced.
- Speeds up decision making.
- Employees will feel motivated as they are clear what to do and how to do it.
- It can be a marketing tool to gain additional sales.
90
Formal Communication
Take place using agreed rules / procedures.
91
Informal Communication
Those that are not based upon any set measures.
92
Communication Media
How the message is imparted to the receiver.
93
Zero Hour Contracts
The employer is not obliged to provide any minimum working hours and the worker is not obliged to accept any work offered.
94
Remote Working
Allowing the employees to work away from business premises.
95
Flexi-time
Gives employees some choice over the actual times they work their contracted hours.
96
Part-time Working
A form of employment with less than 35 hours worked per week.
97
Term-time working.
Employee doesn’t work during school holidays.
98
Time off in lieu
Employees work more hours during busier periods which are recorded which enables them to take time off in less busy periods and get paid.
99
Job sharing
Employees sharing jobs on a morning/afternoon or day to day basis.
100
Compressed hours
Reducing working days but keeping hours the same e.g 4 days rather than 5 a week.
101
Annualised hours
Employees work a yearly amount of hours which are given based on demand.
