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Business Studies 🏢💴 > Human Resources (Miss Blackwell) > Flashcards

Human Resources (Miss Blackwell) Flashcards

1
Q

Organisational Chart

A

A diagram that shows the hierarchy in a business.

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2
Q

Span of Control

A

The number of employees for who a manger is responsible.

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3
Q

Chain of command

A

The order of authority and delegation within a business.

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4
Q

Line Relationships

A

Vertical relationships between managers and subordinates.

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5
Q

Staff relationships

A

Horizontal relationships between managers and other organisational members to/from the manager gives/receives info.

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6
Q

Delegation

A

The assignment to others of the authority for particular functions/tasks.

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7
Q

Empowerment

A

Giving employees the power to do their job. E.g to make decisions.

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8
Q

Centralised Structure

A

Decision making is kept firmly at the top of the hierarchy.

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9
Q

Decentralised structure

A

Decision making is spread out to include more junior managers as well as individual business units.

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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.

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11
Q

Organisation by function

A

Business arranged into specialist areas which has some input into business output of products/services.

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12
Q

Matrix structure

A

Individuals work across teams and projects as well as in their own department/function.

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13
Q

4 main steps of recruitment

A

Vacancy, job description, person specification, advertise job.

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14
Q

4 main steps of selection.

A

Review applications, shortlist candidates, interviews, appoint new employee.

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15
Q

Job Description

A

A document that describes the duties a worker is required to carry out.

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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.

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17
Q

Internal Recruitment

A

Vacancy is filled with somebody already working in the organisation.

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18
Q

External Recruitment

A

When the organisation fills a post with someone from outside organisation.

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19
Q

CV

A

A document that the applicant designs providing various details of interest to an employer.

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20
Q

Application form

A

Employer designs and sends to applicants to complete.

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21
Q

Letter of application (cover letter)

A

A document sent with a CV or application form to provide further info.

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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.
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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.
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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.
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25
Q

Limitation of testing.

A
  • 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.
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26
Q

Induction Training

A

Training aimed at introducing new employees to a business and it’s procedures.

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27
Q

Work Trial

A

A short stint in the workplace for candidates to demonstrate their skills and suitability for position.

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28
Q

Work Reference

A

A statement from a previous or current employer about the suitability of the applicant for the job.

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29
Q

On the job training

A

Employees receive training whilst remaining in the workplace.

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30
Q

Off the job training

A

Occurs when employees are taken away from their place of work to be trained.

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31
Q

Apprenticeship

A

A long term development programme for workers to learn job skills while they work a mixture of on the job training and study.

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32
Q

Academic training

A

Theoretical knowledge and skills.

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33
Q

Main advantage of taking on apprentices.

A

Reduced costs as their rates are less and subsidies can be received from government.

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34
Q

Main disadvantage for taking on an apprentice.

A

They are unsure so are likely to make mistakes, also causing costs in terms of training and time.

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35
Q

Training Needs Analysis

A

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.

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36
Q

Name two factors that need to be taken into account with training needs analysis.

A
  • Cost
  • How long it will take.
  • Internal vs external
  • Who should be involved
  • Training components
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37
Q

Name two reasons training needs analysis is important

A
  • 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.
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38
Q

Appraisal

A

A formal assessment of an employee’s performance.

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39
Q

Managerial Appraisal

A

A method of appraisal where a manager examines and evaluates an employee’s performance.

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40
Q

Self Assessment

A

Employees assess their own performance and grade aspects of their work.

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41
Q

360 degree appraisal

A

involves an employee receiving feedback from several people in the organisation (multiple line managers)

42
Q

Peer Assessment

A

When the appraisal is carried out by a colleague.

43
Q

Why are appraisals ineffective?

A
  • 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
Q

Labour Turnover

A

Concerned with measuring the number of employees who have left the business.

45
Q

Labour turnover equation

A

Number of employees leaving during year/average number employed in year x 100

46
Q

Absenteeism

A

Employees who are absent from work with minor medical ailments.

47
Q

Absenteeism Equation

A

Total days absent in month x 100 / total available working days in month

48
Q

Lateness Equation

A

Total number of late arrivals x 100 / total number of scheduled attendances

49
Q

Productivity Equation

A

Output / average number of employees

50
Q

Performance related pay

A

A financial reward to employees whose work is considered to have reached a required standard and/or above average.

51
Q

Holiday Entitlement

A

The UK statuary minimum is 28 days.

52
Q

Holiday entitlement equation

A

Number of days that an employee works per week x 5.6

53
Q

Employee Contribution

A

Refers to what an employee gives to a business.

54
Q

Autocratic leadership

A

Full control of decision making and employees have little or no input.

55
Q

Paternalistic leadership

A

A softer form of autocratic, leader still decides but explains the specific reasons for actions.

56
Q

Democratic leadership

A

Focus on power is with the group as a whole but leader still has final say.

57
Q

Laissez-faire leadership

A

Gives employees little direction and as a result responsibility lies with individuals/group.

58
Q

McGregor Theory X and Y

A

Concerned with how a manager perceives staff.

59
Q

Trait Theory

A

Concerns the five characteristics exhibited by successful leaders.

60
Q

What are Carlysle and Galton’s perceived traits?

A

Motivational, integrity, self confidence, creativity, intelligence.

61
Q

Components of Tannenbaum and Schmidt’s contingency approach

A

Tell, sell, consult and participate.

62
Q

Adair’s Leadership Theory

A

The idea that the needs of the task, team and individual all interlink.

63
Q

Management

A

The process of coordinating the activities of a business in order to achieve defined objectives.

64
Q

Functions of management

A

Set of core activities which define the role of managers in a business environment.

65
Q

What are the functions of management?

A

Planning, organising, directing and controlling.

66
Q

Redundancy

A

A form of dismissal. It happens when employers need to reduce their workforce and so a position no longer exists.

67
Q

Dismissal

A

Termination of the contract of employment of an employee.

68
Q

Is dismissal always for a negative reason?

A

No as can be redundancy, but is often a disciplinary procedure.

69
Q

Unfair dismissal

A

Where an employee is dismissed without a valid reason or employer fails to follow the proper procedures.

70
Q

Fair dismissal

A

Where an employee is dismissed with a valid reason and the employee follows the proper procedures.

71
Q

Reasons for fair on the spot dismissal

A

Gross misconduct / negligence

72
Q

Reasons for fair dismissal

A

Poor conduct, incapacity, capability, redundancy.

73
Q

Unfair reasons for dismissal

A

Pregnancy, trade union membership, whistleblowing, discrimination.

74
Q

Whistleblowing

A

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
Q

Grievance

A

Exists when an employee has a concern, complaint or problem.

76
Q

Employment Tribunal

A

A special sort of court dealing only with employment law.

77
Q

Impacts of employment tribunal on a business.

A

Damaged reputation, increased labour turnover, financial and time costs, demotivated employees, compensation costs.

78
Q

Employee/Employer Relations

A

Relationship between management and employees at national/local level.

79
Q

Equality Act 2010

A

Legally protects people from discrimination in the workplace and wider society.

80
Q

What is it illegal to discriminate against?

A

Sex, gender reassignment, disability, age, religious belief, pregnancy, marital/civil partnership status, race/ethnicity and sexual orientation.

81
Q

Employee Participation

A

Employees have the ability to participate in the decision making process at work.

82
Q

Works council

A

Formal meeting of managers and employees in a particular business to discuss pay and working conditions and negotiate issues.

83
Q

Trade Union

A

An organised association of workers often in a particular industry.

84
Q

Collective Bargaining

A

The official process by which trade unions negotiate with employers on behalf of members.

85
Q

Disadvantages of trade union membership to a business

A

Higher wage costs, slower speed of change and lower competitiveness.

86
Q

Industrial action unions can take

A

Strike action, work to rule, go slow and overtime ban.

87
Q

HR Objective

A

An objective set by the human resources department which will help to achieve the overall business aims and objectives.

88
Q

Why are human resource objectives important?

A
  • 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
Q

Why is effective communication important?

A
  • 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
Q

Formal Communication

A

Take place using agreed rules / procedures.

91
Q

Informal Communication

A

Those that are not based upon any set measures.

92
Q

Communication Media

A

How the message is imparted to the receiver.

93
Q

Zero Hour Contracts

A

The employer is not obliged to provide any minimum working hours and the worker is not obliged to accept any work offered.

94
Q

Remote Working

A

Allowing the employees to work away from business premises.

95
Q

Flexi-time

A

Gives employees some choice over the actual times they work their contracted hours.

96
Q

Part-time Working

A

A form of employment with less than 35 hours worked per week.

97
Q

Term-time working.

A

Employee doesn’t work during school holidays.

98
Q

Time off in lieu

A

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
Q

Job sharing

A

Employees sharing jobs on a morning/afternoon or day to day basis.

100
Q

Compressed hours

A

Reducing working days but keeping hours the same e.g 4 days rather than 5 a week.

101
Q

Annualised hours

A

Employees work a yearly amount of hours which are given based on demand.

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