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Higher business > management of people > Flashcards

management of people Flashcards

1
Q

what are the objectives of the human resource department

A

recruit and retain quality staff

train, develop and appraise staff to ensure they are equipped with skills required to produce best quality output

manage positive employee relations

ensure safe working conditions

ensure all staff are treated with respect

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2
Q

why is the recruitment process used by an organisation

A

to make potential candidates aware of job vacancy

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3
Q

why is the selection process used by an organisation

A

to pick the best candidate for the job

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4
Q

what is the recruitment process

A 
v - identify job vacancy
a - analyse job 
d - description of job 
s - person specification 
a - advertise job
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5
Q

what is identifying the job vacancy

A

this is where the business identifies where abouts there is a job in the organisation. this can be due to maternity leave, seasonal demands, retirement

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6
Q

what is analyse job

A

this is where the business identifies the responsibilities, tasks and requirements of the job. these can all be highlighted in the job description

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7
Q

what is job description

A

this is a document made up by business which states what they are looking for in a potential candidate. however, they cannot put any characteristics implying they are looking for a specific gender or race, as it would be against HR policies. could also include job hours and holiday entitlements

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8
Q

what is a person specification

A

description of ideal candidate for job. company selects candidate from a list. they compare the person specification document to each person’s CV

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9
Q

what is job advertisement

A

this is where the business then advertises to public. this can be done internally or externally

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10
Q

what is internal advertisement

A

this is where the business advertises the job vacancy to people already in business. can be due to expansion, reconstruction, changing needs of market, retiring, maternity.

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11
Q

how can you advertise internally

A

via staff bulletin or via email

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12
Q

what are the advantages of advertising internally

A

effecient method of recruitment
quick and cheap compared to external
enhances morale
already be aware of candidates’ employement history therefore saves time and money

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13
Q

what are the disadvantages of advertising internally

A

small pool of potential candidates
rivalry and jealousy would begin between employees
eventually have to employ external candidate

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14
Q

how can you advertise externally

A

newspapers, flyers, recruitment website, own website. could also contact schools/unis to seek young people who would like a job in that area

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15
Q

what are the advantages of externally advertising

A

opens up to wider pool

avoids jealousy

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16
Q

what are the disadvantages of externally advertising

A

time consuming
expensive
don’t know candidate well

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17
Q

what is the selection process

A

compare person specification to person’s CV

decide on who is best candidate for position find out more about candidate eg testing assessment centres interviewing candidates

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18
Q

what are the different types of testing

A

attainment tests, psychometric tests, medical tests, IQ tests, aptitude tests

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19
Q

what are attainment tests

A

uses to assess skills someone has learned could be a course of study eg higher

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20
Q

what are aptitude tests

A

assess natural abilities that a candidate possesses. evaluate how people perform on tasks and threats to different situations

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21
Q

what are IQ tests

A

used to assess candidate’s mental ability

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22
Q

what are psychometric tests

A

assess candidate’s personality and traits. provides insight into how well candidates work with people

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23
Q

what are medical tests

A

used to assess someone’s physical attributes to see if they are fit enough for job

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24
Q

what are the different types of interview

A

one to one
panel
successive

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25
Q

what is a one to one interview

A

interviewer conducts all interviews and selects best person. can be quick method but limited in its effectiveness as poor interviewer may clash personality wise with candidate

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26
Q

what is a panel interview

A

people will interview candidate with each member of panel taking a turn to ask candidate about different aspects of job. difficult to find a time that everyone suits

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27
Q

what is a successive interview

A

several interviews with different interviewers. at end of process interviewers compare notes. may take a lot of time.

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28
Q

what are assessment centres

A

this is where organisations ask candidates to attend day/week long set of activities, tests and interviews

designed to analyse someone’s tactical skills, leadership qualities and personality over a longer period of time

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29
Q

what is a disadvantage of assessment centres

A

can be expensive

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30
Q

what is an advantage of assessment centres

A

allows interviewer to know more about candidate

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31
Q

what is essential for an organisation to have

A

well trained staff in order for it to be successful

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32
Q

what is training

A

continuous process and not just one off when an employee joins an organisation

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33
Q

why do staff have to be regularly trained

A

due to advancements in tech, so they know how to handle tech and machinery

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34
Q

what are the benefits of training

A

employees become more compelent at jobs

staff develop greater flexibility which allow changes to be introduced more easily

results in less waste

reduces number of accidents

staff motivation should increase

better industrial relations

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35
Q

what are the costs of training

A

training costs can be high

valuable work time is lost

once staff fully trained they may leave for better paid job

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36
Q

what are the types of training

A

induction

on going job training (on the job, off the job)

staff development

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37
Q

what are the methods of training

A

demonstration

coaching

job rotation

distance learning

training schemes

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38
Q

what is induction training

A

this is when a new member of staff is introduced. this is used to cover the background of the organisation, inform them of the various departments, meet their new colleagues and give them an overview of tasks expected of them. to make employee feel more welcome into business

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39
Q

what is on going job training

A

this is used to update the skills of people eg if a new piece if technology is introduced into firm, then employees would have to be trained to use piece of equipment properly

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40
Q

what is on the job training

A

this is when training is conducted whilst the employee is experiencing working in their new work force. this can be useful as it provides them of what is expected. however it is very wasteful if employee making mistakes. quicker and cheaper than off the job

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41
Q

what is off the job training

A

this is where the employees are trained somewhere other than their place of work. sometimes firm pays for a trainer to come in to help. costly, but little distractions

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42
Q

what is staff development

A

this is used for staff to achieve personal targets and goals over a period of time. usually comes as a result of an appraisal system

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43
Q

what is demonstartion

A

this is when the task is being shown to employee, the they do it for themselves and are assessed at the end. can be done internally or externally

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44
Q

what is coaching

A

employee is taken through step by step. during this process the employee is shown how to do the tasks expected of them. they are then asked to do it for real and are signed off at the end.

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45
Q

what is job rotation

A

trainee is moved around different departments and given a broader knowledge of organisation

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46
Q

what is distance learning

A

trainee given pack of materials from an education provider and completes their work at their own pace.

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47
Q

what are motivation strategies

A

once org recruited and selected and trained staff it is vitally important that they motivate them in order to keep them sure of business objectives

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48
Q

how are motivation strategies costly

A

financial cost of recruiting, selecting and training

time wasted

increased waste of resources as staff constantly changing, training and not building up skills

lack of contunity with staff members

lack of continuity with customers

poor quality output

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49
Q

what are the financial methods of motivating staff

A

flat rate - employee paid annual salary

time rate - employees paid per hour they work

piece rate - rewarded for every item they produced

overtime - used to incentivise employees to work extra hours and above normal hours

bonus rate - used to incentivise employees to meet objectives

commission - paid % of profits

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50
Q

what are the non financial methods

A

promoting internal staff, empowering employees, provide training and opportunities for CPD, improved benefits and condition of service, consultation and negiotiation

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51
Q

what is promoting internal staff

A

staff promoted from within org then it will motivate them to work harder

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52
Q

what is empowering employees

A

giving employees authority to make decisions in certain areas of business without having to consult managers

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53
Q

what is provide training and opportunities for CPD

A

better understanding of job/role in org should see employees become more productive

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54
Q

what is improved benefits and condition of service

A

health benefits, company car, discounts of local business allow employees to feel better looked after in turn work harder

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55
Q

what is consultation and negotiation

A

easier for employees to accept this and ensure change is successful if they have been consulted in these changes if employees have any issues with changes then negotiation should take place

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56
Q

what is empowerment

A

giving staff responsibility for own work and decision making by delegation, transfer of responsibilty

57
Q

what can empowerment lead to

A

employees becoming more motivated and productive

enhanced promotion prospects

staff developing wider skill set

improved competitiveness

improved communication

staff becoming more flexible

org becoming more streamlined

58
Q

what are the types of flexible working

A

flexitime, job sharing, working from home, part time, compressed hours, staggered hours and phased retirement

59
Q

what is flextitime

A

this is when the employee gets to choose when to start and end (within agreed hours) but works core hours

60
Q

what is job sharing

A

2 people do 1 job and split hours

61
Q

what is working from home

A

might be possible to do some/all work from home or elsewhere from place of work

62
Q

what is part time

A

working less than full time

63
Q

what is compressed hours

A

working full time hours but over fewer days

64
Q

what is staggered hours

A

employee has different start, finish and break times from other workers

65
Q

what is phased retirement

A

default retirement age has been phased out and older workers can choose when they want to retire. this means they can reduce their hours and work part time

66
Q

what are the pros from working from home

A

feels empowered as set own hours

firm saves money in renting office space

cheaper

more productive as time is not wasted travelling

67
Q

what are the cons from working from home

A

costs employee to set up office in home

worker may get distracted by domestic matters

worker misses out in informal dealings with colleagues and so is ill-informed as matters such as company goals

difficult to create team when colleagues arent in office

68
Q

what are the benefits of part time

A

allows firm to e flexible eg employed at peak times

may help firm cut costs as employee’s workload has decreased

workers find it good way to get back into jobs after career break

69
Q

what are the costs of part time

A

lack of contuinity in dealing with customers

not always preapred to give little extra that a permanent member of staff may

70
Q

what are the pros of job share

A

workers can get part time and so work around family commitments

firm retain highly qualified staff

firms offer greater range of services

71
Q

what are the cons of job share

A

inconsistency in work produced as pupils may prefer some teachers more than others

staff have to communicate well in order to have a seamless handover with eachother

72
Q

what are the types of employment contracts

A

full time, part time, permanent, temporary, flexitime

73
Q

what is a full time contract

A

working full week no more than 48 hours at max

74
Q

what is a part time contract

A

working fewer hours than those of full time. often around 30 hours

75
Q

what is a permanent contract

A

job as long as firm requires it

76
Q

what is a temporary employment contract

A

person employed for short fixed period of time to cover a maternity leave

77
Q

what is a flexitime contract

A

worker must attend work between set number of hours. can choose what times in agreement with manager

78
Q

what are the benefits of a temporary contract

A

assist at busy times eg christmas time

laid off when work is quiet

hired to cover short term event

hired to carry ‘one off’ project

temporary member of staff can bring new ideas to firm that will help keep the company up to date

79
Q

what are the costs of a temporary contract

A

lack of contunity with customers

may not be as reliable as they don’t view work as long term venture

may be viewed as peripheral by company and so not included in business as much as a permanent member of staff

80
Q

what has the UK seen as changes in employment and working practices

A

growth in tertiary and quarteneary employment and reduction in primary and secondary sectors

ever changing technology enabled more businesses to allow workers to work from home

increase in business costs has also forced businesses to embrace technology and number of employees who work from home

increase in part time/temporary contracts

increase in number of people who are self employed

change in patterns of working hours

people choosing to work abroad

career breaks

influx of workers from EU

increase in tertiary sector

career changes are more common

decline in manufacturing industries

81
Q

what are the differences between a manager and a leader

A

manager is someone who can get things done whereas a leader is someone who influences thoughts and behaviours of others

82
Q

what are the different types of theories

A

trait theory

style theory

contingency theory

83
Q

what is trait theory

A

asserts ability to lead a group of people is something you are born with not learnt

84
Q

what should leaders have

A

initiative

deciveness

self assurance

assertiveness

intelligence desire for work achievement

desire for financial reward

85
Q

what can affect someone’s ability to lead

A

someone’s physical appearance, dress code and stature

86
Q

what is style theory

A

highlights what successful leaders do rather than what they are

87
Q

what are autocratic leaders

A

they define tasks that have to be carried out, they then state who is to carry task out and ensure tasks are closely supervised. however comment/discussion is not encouraged from employees

88
Q

what are democratic leaders

A

they set objectives but leave employees to achieve these in a way that suits them. this one involves much communication between leader and group with employees

89
Q

what is a laissez-faire leadership

A

this is an extreme form. employees left completely alone to carry out tasks. leaders provide guidance and advice when required. little direction to group so therefore limited achievement of organisational goals

90
Q

what is the contingency theory

A

this seeks to take more variables into equation

91
Q

what is underlying assumption

A

style of leadership works in set of circumstances not necessarily worker in another

92
Q

what is a best leader

A

someone who is able to adapt different styles in different situations

93
Q

what are the two theories Douglas McGregor showed

A

Theory x and Theory Y

94
Q

what is Theory x

A

this assumes employees are naturally unmotivated and dislike working. it encourages authoriatrian style of management - actively intervenes to get things done.

95
Q

what does Theory X assume

A 
employees dislike working 
they avoid responsibility 
need to be directed 
have to be controlled 
have to be forced 
have to be threatened 
have to be supervised all times
have to be enticed to produce
96
Q

what are X type organisations like

A

top heavy
mangers required at every step
little delegation of authority
control is centralized

97
Q

what is Theory Y

A

this suggests style of management is decentralised. it assumes that employees are happy to work, slef motivated and creative

98
Q

what does Theory Y assume

A 
workers take responsibility 
are motivated to fulfill goals
seek and accept responsibility 
don't need much direction 
consider work as natural part of life 
solve work problems imaginatively
99
Q

what are Y type organisations like

A

workers at lower levels of org are involved in decision making and have more responsibility

100
Q

what are employee relations

A

formal relationships between employees and employers

101
Q

what are trade unions

A

these represent employees regard to pay negotiations, redundancy. undertake collective bargaining on behalf of employees

102
Q

what are employers

A

duty to undertake process of negotiation and consultation with employees

103
Q

what is employer’s association

A

ABTA (Association of British Travel Agents) COSLA (Convetion of Scottish Local Authorities) - employer org might represent during negotiations

104
Q

what is ACAS

A

(Advisory Concillation and Arbritiaction Service) funded by gov, independent, assists in disputes between employees and employers where agreement can’t be reached

105
Q

what are promoting positive employee relations

A

negotiation, consultation, arbiration, worker directors, worker’s council, quality councils

106
Q

what is negotiation

A

employers and employees jointly discuss matters that are of concern in attempt to reach amicable agreement

107
Q

what is consultation

A

when introducing new tech, employer will consult employees in effort to find out their views - agreement of how to proceed

108
Q

what is arbiration

A

dispute cannot be resolved amicably, an independent arbiter such as ACAS will be asked to become involved to provide impartial solution

109
Q

what is worker directors

A

workers elected by co - workers to sit on board of directors to contribute to discussions although they have no voting priveleges but express employee views direct ti directors

110
Q

what is a worker’s council

A

group set up by organisation and made up of equal number of employees and managers to discuss any changes

111
Q

what is quality circles

A

group of employees and managers get together to discuss/propse changes that can be made to product process

112
Q

what is redundancy

A

employee paid off as their job is no longer required. in the short run its expensive. it is different from being dismissed or fired. usually due to drop in demand/downsizing of org.

strict procedures have to be followed by law when staff are made redundant, normally accompanied by redundancy payments

113
Q

what does redundancy result in

A

poor morale due to stress and worry about jobs for staff that remain with org. also results in heavier workload for others

114
Q

what are grievances

A

employee has a complaint to make to employer regarding work related issue

115
Q

what is a an example of a grievance process every org should have

A

raising issue with line manager

if in relation to line manager then raise it with manager’s line manger

speak to union representative if fob’t feel it’s been resolved

make formal complaint in writing to line manager and seek meeting formally discuss issue

take grievance to ACAS for resolution

116
Q

what is an appraisal

A

annual meeting although could be regular. usually between manager and subordinate

117
Q

what should a good appraisal be like

A

a 2 way discussion between manager and subordinate to discuss employee’s work performance

118
Q

what does an appraisal highlight

A

strengths and areas for improvement

119
Q

what should be set for next appraisal

A

targets as well as identifying training schemes

120
Q

what involves industrial action

A

strike, overtime ban, go slow, sit in, work to rule, picket, lockout, boycott and sabotage

121
Q

what is a strike

A

employees refuse to carry out their work which will mean no products/services are sold/produced usually last course of action

122
Q

what is an overtime ban

A

employees refuse to do any over time

123
Q

what is go slow

A

employees work at slower rate than normal therefore increase cost of production

124
Q

what is a sit in

A

employees do not work while remaining at work place prevents employers bringing in other people

125
Q

what is work to rule

A

employees only undertake tasks that are in their job description and do nothing else

126
Q

what is a picket

A

employees demonstrate outside of work place which ca result in bad publicity for organisation

127
Q

what is a lock out

A

employers prevent work from taking place at all

128
Q

what is a boycott

A

voluntary abstraining from using equipment

129
Q

what is sabotage

A

deliberate destruction of equipment

130
Q

what is the equality act 2010

A

came into force 1 october 2010. brought together over 116 separate pieces of legislation into one single act. provides legal framework to protect rights of individuals

131
Q

what are the main pieces of legislation

A

equal pay act 1970
sex discrimination act 1975
race relations act 1976
disability discrimination act 1995
employment equality (religion/belief) regulations 2003
employment equality (sexual orientation) regulations 2003
employment equality (age) regulations 2006
equality act 2006
equality act (sexual orientation) 2007

132
Q

what are the benefits of the equality act 2010

A

avoids discrimination within work place

requires org to promote equality

ensures recruitment policies are compliant with act

must have comprehensive anti-discrimination and harassment policies in place

133
Q

what are the costs of the equality act 2010

A

ensuring disability access can be costly

org must investigate any accusations of discrimination when necessary

org may face legal action

could result in fines

reputation may be affected negatively

134
Q

what is the employment rights act 1996

A

concerns info an employer is legally obliged to provide to an employee about conditions of employment

135
Q

what is the national minimum wage of 1998

A

states min rate per hour of pay employees entitled to

depends on age/apprentice

must be at least of school leaving age to get it

136
Q

what is the health and safety at work act

A

added to offices, shops and railway premises act. this stated basic health and safety regulations employers must meet.

137
Q

what does the health and safety at work act state

A

employer’s duties in terms of training and safety equipment provision. employees duties with regard to own health and safety and of others. employees have to take reasonable care of own health and safety

138
Q

what is the disciplinary procedure

A

verbal warning, 2nd verbal warning, final written warning - document issued - layout time and date at meeting. meeting to establish who can come. a “professional friend” can be there

139
Q

what are the three courses of action

A

no case to answer

dismissed (or suspended for time then comeback with conditions)

suspension

Higher business (11 decks)

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