managing people

Question 1

staff as an asset vs cost things + staff turnover

Answer 1

ASSET -!permanent contracts 
- develop staff with training 
- pay a staff salary
- build loyalty
COST - flexible contracts 
- minimal training (saves money)
- low pay 
- higher staff turnover rate 
STAFF TURNOVER - called labour turnover is the proportion of staff that leave the business during the year

Question 2

flexible workforce

Answer 2

ability to adapt operations to changes in pattern of demand

• multi-skilling (using training so staff can perform multiple roles)
• part time work (allow staff to fit work alongside other commitments)
• home working/choosing when to work (allows them to work around other commitments)
• outsourcing (contracting another business to perform certain business functions)

Question 3

recruitment types

Answer 3

internal recruitment - means filling a job vacancy with someone already in the business
external recruitment - filling a job vacancy with somebody who currently doesn’t work for them
in/ex depends on - cost of recruitment method
-location/characteristics of likely candidates

Question 4

selection procedures

Answer 4

one applications for vacancy have been received, the business will narrow down candidates by:
interviews - offers chance to get to know candidate better
testing + profiling - helps see skill sets + if it’s suitable for job
assessment centres - shows range of skills in action at the work environment

Question 5

training + types

Answer 5

designed to enhance employees existing skills/ develop new ones
ON THE JOB - happens at work while in the work environment, can disrupt usual operations
OFF THE JOB - happens outside of the work place, can be expensive, less knowledge on workplace application

Question 6

organisational structure of businesses + types

Answer 6

as firms start to grow, structure is put in place in order to ensure work is coordinated effectively.
TYPES
-TALL (bigger organisations - narrow span of control, poorer communication, lots of management, long chain of command)
FLAT (smaller firms - fewer lvls of hierarchy - short chain of command, wide span of control, more control, better communication)
- matrix (when two branches come together - lots of management)

Question 7

centralised vs decentralised

Answer 7

• centralised: where major decisions made at top of organisation
• decentralised: where decision making is passed lower down structure (through delegation)

Question 8

structure effects

Answer 8

can either improve or decrease motivation in staff depending on issues such as responsibility or opportunities for promotion

Question 9

motivating in theory

Answer 9

MAYO - human relation theory
- motivation relies on managers taking more interest in the workers, making them feel validated
TAYLOR - workers cared most about money, workers are payed for the amount of work they completed
HERZBERG - 2 categories
motivators - factors that give workers satisfaction (validation/effort recognition)
maintenance- factors that give workers dissatisfaction (pay/conditions)
MASLOW - hierarchy of needs

Question 10

financial motivators vs non financial

Answer 10

FINANCIAL 
- bonuses 
- commission 
- profit sharing 
- performance related pay
NON FINANCIAL 
- empowerment 
- flexible working
- job rotation/enrichment (giving staff extra tasks)

Question 11

types of LEADERSHIP

Answer 11

• autocratic (strict, expect to be obeyed, issue instructions)
• paternalistic (make decisions but care about best interests/welfare of staff)
• democratic (expect staff to be involved in decision making)
• laissez faire (leave staff to complete tasks with no clear instructions)

Question 13

employer relations

Answer 13

when employers need to discuss certain workplace issues with employees

• collective bargaining (representatives of the whole workforce discussing workplace issues)
• individual approuch (allows employees to be treated on an individual basis)