management of people Flashcards
Internal Recruitment A&D
A - lower costs involved than external recruitment
- low risk as person is already known to organisation
- no cost of induction training
- internal promotion can be a strong staff motivator
D - no new skills and ideas brought to the organisation
- knock on effect as another vacancy will be created
- strong demotivator as employees not promoted will feel devalued
- advertising internally limits the number of applicants
External Recruitment A&D
A - large choice of candidates
- new individuals with new ideas and skills brought into company
- greater flexibility in amount of salary offered
D - long process of appointment
- costly advertising or agency fees
- relations with other members of staff unknown
Selection process: CV’s and Application Forms
CV’s - shows ability of the applicant to organise information
- difficult to compare as different CV’s will be laid out differently
Application forms - every applicant answers the same questions making it easier to compare
- it can take a long time to go through an application
Interviews and Assessment Centres
Interviews - help find out how applicant copes under pressure
- can be highly stressful and businesses may miss out on quality staff
Assessment - reduces interviewer bias and results are a true reflection of applicants ability
- a venue needs to be hired which can be expensive
Testing and References
Testing - each candidate can be measured and compared easily
- easy for applicant to lie
References - can be very honest and effective
- may be short and simple as bad references are not allowed
Benefits of Training
- reduces mistakes and faults
- become more efficient meaning they can work faster
- employee stress is reduced meaning less time off work and better morale
- motivation increases as they feel more confident in taking on demanding tasks, meaning better quality and services
Costs of Training
- can be very expensive
- highly skilled and trained employees allowing them to request pay increase
- once trained, employees may seek higher employment with another organisation
on the job training
A - employees contribute to the business while they are training
- some employees learn better by doing the work rather than learning
D - mistakes can be made
- coaching new employees can slow the coach down whilst coaching
off the job training
A - staff can concentrate on learning about the job without distractions
- current staff are not distracted by new employees training around them
D - it can cost a lot of money to send staff to training centers
- nothing is actually contributed by those being trained to the organisation
management training schemes
A - organisation benefits from highly skilled staff
- staff are motivated which reduces staff turnover
D - work time can be lost throughout the training
- organisation will have to pay staff more after training is complete
work-based training
A - employees gain a recognized qualification and learn through practical application of their learning
- employees can contribute to the organisation while training
D - staff may leave for a better job after gaining their qualification
- organisations usually pay for the training and examination
training using a virtual learning environment
A - trainees can access materials from home or while travelling and at any time of day
- they can interact with trainers through video conference or chat facilities
- saves money on sending trainees to courses and on printing materials
D - some trainees will be more reassured by face to face contact
- the virtual learning environment can be costly to set up
- there’s no guarantee that staff will complete the training in the environment
Maslow’s hierarchy of needs for motivating staff
1 Physiological Needs - basic needs for bodily functioning and staying alive, fulfilled by eating drinking and going to the toilet - given by a living wage, basic safe working environment, access to toilet and running water
2 Safety and Security - to feel safe at work, at home, financially and physically - given by safe working conditions and job security
3 Love and Belonging - to fulfill social needs such as friendship and family - given by a good team atmosphere, open plan offices, friendly supervision
4 Self-esteem - to feel worthy and respected - given by a job title that stands out, recognition of ones achievements in front of peers
5 Self-actualization - to realize potential and have status in life - given by opportunities for creativity and personal growth, promotion opportunities
Hertzberg’s motivator-hygiene theory
hygiene factors - will not motivate employees, but if they are not met they can lower motivation, could be anything from clean toilets and comfortable chairs
motivator factors - responsible for increasing motivation, like promotions, higher status
impact of employee relations
positive - the workforce will be committed to the organisation and ensure it meets its targets
- will be easier to introduce change into the workplace as staff will be more flexible with suggestions from management
- disputes are less likely to arise as staff have been consulted and understand why change is necessary
negative - poorer employee performance due to low morale
- less cooperative staff during times of change
- increased staff absentee
