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Higher Business Management > Poeple > Flashcards

Poeple Flashcards

1
Q

What is the role of the Human Resources department?

A

The HRM department is tasked with dealing with any issues related to the management of staff (employees).

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2
Q

What are the reasons for changes in the workplace?

A

New staff may be needed for the following reasons:
- To meet increasing demand for existing products
- To develop new products to satisfy demand
- To assist in opening new branches/stores
- To respond to flexible working arrangements

Existing staff may be removed or leave because of the following reasons:
- To respond to failing sales of products (redundancy)
- To take up positions in other businesses
- Retirement, sick leave or maternity leave
- The business needs different employees with new skills

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3
Q

What is recruitment?

A

Recruitment is the process of identifying vacancies and encouraging applications from suitable applicants.

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4
Q

What is selection?

A

Selection is the process of choosing the best person for the job.

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5
Q

List the stages of the recruitment process in order

A

Identify a job vacancy
Carry out a job analysis
Prepare a job description
Prepare a person specification
Advertise job

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6
Q

Describe identifying the job vacancy

A

The HRM department will perform a review and consider where and if vacancies exist. For example:
- A business may need to provide short-term cover for periods of high demand (Christmas hols) or illness.
- Long term vacancies may be available due to business growth or retirement of employees.

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7
Q

Describe job analysis

A

The vacancy will be looked at in detail as well as the tasks, duties and responsibilities required to do the job effectively.

Using the job analysis, two documents used in recruitment are created:
- A job description
- A person specification

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8
Q

Describe job description

A

A job description will give candidates more information about the specified tasks of the job.

Information may include:
- Job title/department
- Duties of the job
- Responsibilities
- Pay / Working Hours
- Line manager

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9
Q

Describe a person specification

A

This document describes the skills, qualities, qualifications and experience the ideal candidate should have in order to fill the post:

Some skills, qualities and experience may be essential, whereas, others may only be desirable.

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10
Q

List the methods of internal advertisements

A

E-mail
Notice boards
Staff meetings
Intranet

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11
Q

What are the advantages of internal recruitment?

A
  • Vacancies can be filled quickly
  • Motivating for staff to be given an opportunity for promotion
  • Employer will know member of staff and their ability
  • Can save induction and training costs
  • Cost of advertising is low
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12
Q

What are the disadvantages of internal recruitment?

A
  • Limited pool of candidates
  • No fresh ideas
  • A better person for the job may exist externally
  • Will need to fill another vacancy which has been created
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13
Q

List the methods of external advertisement

A

Newspaper (local and national)
Specialist magazines
Internet adverts
Job centre
Recruitment agency
Online job sites
TV/Radio
Career/Job Fairs

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14
Q

What are the advantages of external recruitment?

A

Attract a wide range of candidates

Can be targeted to potential applicants with specific skills

Introduce new skills/ ideas to the business

It avoids creating a further vacancy in the organisation

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15
Q

What are the disadvantages of external recruitment?

A

Expensive

Time consuming

Risky - new employee is unknown to organisation

Can be demotivating for existing staff as they feel there is no chance of internal promotion

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16
Q

List the stages of the selection process in order

A

Application Form
CV’s
Interviews
Testing
Assessment Centre
References
Job Offer

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17
Q

Describe an application form

A

An application form is a document produced by the employer, containing questions that applicants answer to provide details of their skills,experienceandqualities. (Theseare commonly completed online)

By using an application form, every applicant answers the same questions, making it easier to compare their answers against those of an another applicant.

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18
Q

Describe CV’s

A

A curriculum vitae (CV) is a document which can be completed by hard copy or electronically

A CV will list a persons personal details, work experience, qualifications and personal experiences

The main advantage to the applicant of preparing a CV is that it can be personalised and may offer applicants a better opportunity to ‘sell themselves’

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19
Q

Describe selection for interviews (shortlisting)

A

Not all applicants will be invited for interview

A leet (short list) is drawn up of suitable candidates based on
- Application form/CV
- References

Information in these documents is checked against the job description and person specification to select the most appropriate candidates for interview.

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20
Q

Describe interviews

A

Interviews are designed to compare the applicants responses to questions against set criterial

Interviews can take various forms, over the telephone, with one manager (one-to one), with one manager after another (successive) or in front of a number of people at the same time (panel).

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21
Q

What are the advantages of interviews?

A

Interviews find out how an applicant reacts under pressure

Interviews give an indication of the applicants personality and character

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22
Q

What are the disadvantages of interviews?

A

Some applicants can train specifically for interviews and say what the interviewer wants to hear but may not be the best person for the job.

Interviews can be stressful – this means high quality employees may underperform in the pressure of an interview.

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23
Q

Describe testing

A

In addition candidates can be assessed using tests:

  • Aptitude Tests
  • Attainment Tests
  • Psychometric Tests
  • Medical Tests
  • Intelligence Tests
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24
Q

Describe amplitude tests

A

This assesses if the candidate has the abilities and personal skills for the specific job e.g. customer service assistant roleplaying a scenario with a difficult customer

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25
Q

Describe attainment tests

A

This allows candidates to demonstrate a particular skill against a benchmark e.g. ICT skills against a required standard

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26
Q

Describe psychometric tests

A

This assesses the candidates personality and mental suitability for a job by testing verbal and numerical reasoning. - There are no right or wrong answers, instead it gives an insight into how the candidate thinks and if they would fit the culture of the business

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27
Q

Describe medical tests

A

This measures physical fitness and is required for certain jobs e.g. footballer, fire service

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28
Q

Describe intelligence tests

A

This measures a candidates mental ability, used for jobs where candidates may be solving problems

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29
Q

What are the advantages of testing?

A

Verifies the claims made by candidates

Tests suitability of the
candidate against benchmarks e.g. person specification

Comparisons can be made
between candidates

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30
Q

What are the disadvantages of testing?

A

Results can be unreliable if carried out by untrained staff

Candidates may underperform due to nerves

They can be very time consuming to carry out

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31
Q

Describe assessment centres

A

Businesses use assessment centres to see a a large number of candidates at the same time

Candidates take part in a variety of team building and role play exercises

The business can study applicants to assess their suitability for the vacancy and how they interact with others

This reduces the chance of interviewer bias as a number of managers will be involved in the process

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32
Q

What are the advantages of assessment centres?

A

Allows a business to really scrutinise applicants over a longer period of time

Assesses how applicants interact with others

Assesses how applicants react to role-play scenarios that mimic real work situations

Reduces the chance of interviewer bias as the results are a reflection of a number of tests

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33
Q

What are the disadvantages of assessment centres?

A

A venue may need to be hired which can be expensive

Several mangers will be offsite to conduct and supervise tests, resulting in less production time

Extensive planning and preparation is required which costs the business money and time

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34
Q

Describe references

A

References are written statements from previous employers or other reliable people e.g. guidance teacher

It is used to confirm that the person applying for the job is who they say they are and are reliable

References should be honest, open, truthful and unbiased

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35
Q

What is training?

A

Training means to improve the skills or knowledge of staff within a business

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36
Q

What are the advantages of training?

A

Employees become more competent at their jobs
Employees become more flexible
Employee motivation increases
Employees become more productive
Changes become easier to introduce
The organisation’s image improves
There are fewer accidents as staff are aware of procedures
There is reduced waste as less errors
Customers are satisfied with the goods they buy and service they receive

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37
Q

What are the disadvantages of training?

A

Once trained, staff may leave for better paid jobs
Financial cost of training can be high
Work time is lost when staff are being trained
Output is lost when staff are being trained
Quality of training must be high for it to have a positive effect
After training staff may be in a position to command higher wages once better skilled

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38
Q

List the different types of training?

A

Induction Training
On the Job Training
Off the Job Training

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39
Q

Describe induction training

A

Induction Training is given to all new employees when they begin employment.

Induction training:
- Develops an awareness of the organisation’s policies and procedures
- Allows an opportunity to become familiar with working environment and colleagues
- Provides an Introduction to the job and duties involved

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40
Q

Describe on the job training

A

On the Job Training – takes place at the employee’s normal place of work while the employee is doing the job.

Methods:
- Observation – one employee watches and learns as another carries out tasks
- Coaching – an employee is observed by another and given assistance to complete tasks
- Job Rotation – an employee moves to different departments carrying out different tasks.

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41
Q

Describe off the job training

A

Off the Job Training – employees are trained away from their normal place of work.

For example, college, university or training centre
Viewed as expensive and results in loss of production

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42
Q

Describe apprenticeships

A

An apprenticeship is a method of paid on-the-job where the employee learns skills and gains valuable knowledge.

Alongside on-the-job training, apprentices spend some working hours completing classroom-based learning with a college, university or training provider which leads to a nationally recognised qualification.

Traditionally they were for ‘trade’ jobs (plumbing, joinery etc) but can now also be used for administration and business roles.

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43
Q

What are the advantages of apprenticeships?

A

Professional qualifications can be gained

Training is specifically tailored to suit the firms needs and job role

Less costly as training takes place while performing the job

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44
Q

What are the disadvantages of apprenticeships?

A

Involves a high degree of supervision from experienced staff members which can be time consuming

Apprentices may make mistakes while they are training which may harm the reputation of the company

Apprentices are paid a wage while they are training

No guarantee of job security once apprenticeship is completed

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45
Q

Describe graduate training schemes

A

Graduate training schemes are programs offered by companies to people who have recently gained a degree qualification from University.

They normally last between one and two years and allow the graduate to experience different aspects of the business throughout their training.

Depending on the employer and the individual scheme the graduate may undertake a specific role or spend time working in different areas of the organisation, for example finance, human resources, sales and operations.

46
Q

Describe graduate schemes

A

Opportunities for graduates are available with a wide variety of employers, including those in accountancy, law, engineering and banking as well as public sector organisations such as the National Health Service.

47
Q

What are the advantages of graduate schemes?

A

Graduates are raw talent that can be moulded to learn the skills and knowledge specificto thebusiness

The attractive salary and promotion opportunities are motivational to graduates

Successful completion of the programme can lead to a full-time position

Gives Graduates real working environment experience

48
Q

What are the disadvantages of graduate schemes?

A

Graduates command higher salaries than staff without degrees

The schemes often have to unpick irrelevant university knowledge and re-teach ‘real world’ business

Not all graduates on the programme are guaranteed full-time jobs, increasing staff turnover

49
Q

Describe continuing professional development (CPD)

A

Most organisations understand that training should NOT be a one-off occurrence.

CPD is a term used to describe the learning activities that professionals engage in to develop and enhance their skills and remain up to date in their chosen field of work.

CPD combines different methods of training, such as training workshops, conferences and events, e-learning programmes and learning from best-practice.

By completing CPD the business will be more efficient and productive, resulting in them being more competitive.

A record of all CPD training is kept for employees to evaluate and build on.

50
Q

What are the advantages of continuing professional development?

A

Improves the skills of staff which can lead to better quality goods or service

Motivates staff as they are better able to do their job and feel the company is investing in their training

Ensures the organisation keeps staff up to date with mandatory training requirements

51
Q

What are the disadvantages of continuing professional development?

A

May take people away from their work in order to complete training

Can cost the organisation money to send workers on training courses

52
Q

Describe work based qualifications

A

Businesses can also offer staff the chance to gain formal qualifications while working.

Employees will learn the skills required to gain the qualification while carrying out their job.

In the workplace with some days spent at a local college when required.

53
Q

What are the advantages of work based qualifications?

A

A minimum time away from the workplace

Both employer and employee benefit from completion of assignment projects

Increased confidence which makes employee time more effective in the workplace

A qualification being awarded after a period of study

Training is specifically tailored to suit the firms needs

Training takes place in the work place so minimal cost to the organisation

Employees can gain a recognised qualification

Standard of work can improve through training

Employee has a better chance of promotion or a wage rise when qualification is gained

54
Q

What are the disadvantages of work based qualifications?

A

Qualifications can take a long time if completed on a part-time basis

Employee may leave the organisation once qualification is gained

Costly to pay for people to carry out the training

55
Q

Describe corporate training schemes

A

Corporate training schemes are intense programmes of training that will equip staff with enhanced skills so that they are in a good position for a promotion.

Some corporate training schemes can include ICT, leadership/management, time management, communication or customer service.

56
Q

What are the disadvantages of corporate training schemes?

A

Can be time consuming to carry out the training required

Can be costly for the organisation to provide training and subsequent wage rises

57
Q

What are the advantages of corporate training schemes?

A

Standard of work can improve through training

Employees will be more motivated

58
Q

Describe virtual learning environment

A

A Virtual Learning Environment (VLE) is an E-learning system that simulates a real-life classroom. It is web based and allows staff and learners to communicate without being in the same physical environment.

59
Q

What are the advantages of virtual learning environment to the employer?

A

Less time is spent away from the work place by employees which improves productivity and reduces costs

Travel costs are eliminated as employees can access the VLE anywhere provided they can access the internet

Development of employees will increase motivation and reduce staff turnover

60
Q

What are the advantages of virtual learning environment to the employee?

A

Increased flexibility as the VLE can be accessed at any time, for example during the commute to work

Employees learn at their own pace and can refer back to virtual lesson materials as many times as they require

Social space on the VLE allows employees to interact with staff and other learners through discussion forums or chat

Homework and assignments are completed and returned online, which is cost and time-effective

Improve chances of career progression

61
Q

What are the disadvantages of virtual training environment?

A

Some employees may be reluctant to learn in a virtual environment, preferring to learn in the traditional way

If the internet or the network hosting the VLE is down materials cannot be accessed.

62
Q

Describe staff development

A

Staff development is the process of helping employees to reach their full potential. It will include training in their existing jobs but more importantly it will allow employees to train in other areas and develop new skills.

Training and development needs are usually identified through the appraisal system.

63
Q

Describe staff appraisal

A

Appraisal is the main method used to establish an employee’s training and development needs

It is used to review performance over a period of time – usually 1 year

One-to-one meetings between employee and line manager

Goals are set at the meeting which will be reviewed at the next meeting the following year

64
Q

What are the main objectives of using staff appraisal?

A

Identify future training needs

Consider personal development needs for the individual

Improve the performance of the employee

Provide feedback and constructive criticism to the employee

Identify individuals who have the potential for promotion or have additional skills that can be used in the future

Review pay

65
Q

Name the other appraisal systems

A

One to one
Peer to peer
360 degree

66
Q

Describe one to one

A

Face to face with line manager

Usually part of a formal process

67
Q

Describe peer to peer

A

A colleague in the same position carries out the evaluations

More informal

68
Q

Describe 360 degree

A

Involves self- evaluation

Allow for a more rounded evaluation with contribution from a number of different people e.g., peers, mangers and customers

69
Q

What are the advantages of appraisals?

A

Positive feedback can be given which motivates employees

Targets will be set for the employee which motivates them and gives them a goal to work towards

Training needs can be identified which can motivate staff and ensure their work improves further

Employees can be identified for promotion

Strong relationships are formed between managers and employees as they are given the opportunity to have a professional discussion

70
Q

What are the disadvantages of appraisals?

A

Negative feedback can be given which demotivates employees

An employee might be set unrealistic targets which puts them under pressure

Some employees may feel they are being checked up on

Appraisals are time consuming to carry out which will result in lost work time during the day when they are being conducted.

71
Q

Describe the methods of motivation

A

Motivation is the level of willingness by an individual to increase their effort

Management can use various motivation methods in attempt to motivate employees including:
- Fair pay
- Payment methods such as commission, piece rate, performance related pay or overtime
- Non-financial incentives such as company cars, discounts and private healthcare
- Permanent contracts
- Good working conditions

Some employees will need more than good pay and conditions to be motivated at work
Advanced motivation methods include:
- Staff appraisals (covered previously)
- Recognition – ‘employee of the month’ scheme
- Development opportunities – management training schemes or opportunities for promotion
- Empowerment – giving the staff the authority to make their own decisions

72
Q

What are the benefits of motivating staff?

A

Increased productivity from employees
Better quality products
Better standard of customer service
Reduced staff absenteeism and poor time-keeping • Reduced staff turnover
Improved employee relations and fewer grievances

73
Q

Describe Maslow’s Hierarchy of Needs

A

Maslow suggested that humans have 5 sets of needs which come in a particular order. As each level of need is satisfied, the desire to fulfil the next set kicks in.

You need to fulfil the need at the lowest level before you can move to the next level.

74
Q

List the Maslow pyramid from bottom to top

A

Physiological
Safety
Social/belonging
Esteem
Self-actualisation

75
Q

Describe physiological needs

A

A living wage, access to toilet facilities and running water

Basic life needs: food, water, shelter, sleep, air, warmth

76
Q

Describe safety and security needs

A

Safe working conditions, job security, fair wages, pension

Safety from harm, employment security, health

77
Q

Describe social and belonging

A

A good team atmosphere, friendly supervision, social events

Friendship, family, affection, work group

78
Q

Describe esteem

A

Recognition of ones achievements if front of peers, a job title that stands out from others, company car, private office

Self-esteem, confidence, achievement, respect of others

79
Q

Describe self-actualisation

A

Opportunities for creativity, decision making, promotion opportunities, opportunities for leadership

Morality, problem solving, personal growth

80
Q

Describe Frederick Herzberg motivation factors

A

Herzberg believed that employees are influenced by two sets of factors:
- Hygiene Factors
- Motivational Factors

81
Q

Describe hygiene factors

A

These will not motivate employees but if they are absent they can lower motivation.
These factors can be anything from clean toilets, lunch breaks, staff room, reasonable level of pay, company policies and job security.

82
Q

Describe motivations factors

A

These will not necessarily lower motivation if they are absent but can be responsible for increasing motivation.
These factors are linked to the needs at the top of Maslow’s hierarchy and could involve rewarding employees with status and recognition, target setting, potential for promotion and delegated responsibility.

83
Q

List the hygiene factors

A

Administration
Company policies
Fair pay
Interpersonal relationships
Organisational structure
Security
Supervision
Working conditions
Working machinery

84
Q

List the motivational factors

A

Achievement
Advancement
Challenging work
Empowerment
Profit sharing
Promotion prospects
Recognition
Responsibilities
Target setting

85
Q

List the different leadership styles

A

Autocratic
Democratic/participative
Laissez-faire

86
Q

Describe autocratic leadership

A

Authority and control is retained by the leader, managers will tell employees what to do
Obedience is expected without question

87
Q

What are the advantages of autocratic leadership?

A

There are clear expectations of what needs to be done
Decisions can be made quickly
Works well when the manager is the most skilled or knowledgeable in the team

88
Q

What are the disadvantages of autocratic leadership?

A

There is no opportunity for delegation or empowerment, demotivating some staff
There is a lack of creativity in decision making as it is retained with senior management

89
Q

Describe democratic leadership

A

Communication and employee participation are key, managers let employees have a say in decision- making.

Leader shares problems by setting up teams and the leader makes decisions but explains the reason why.

90
Q

What are the advantages of democratic leadership?

A

Employees feel motivated as they have a say in decision making

The manager has the final say but employees can contribute which can encourage creativity and help solve complex problems

Employees are more flexible and prepared for promotion if they have had expanded roles and responsibilities

Employees are more accepting of change as they are involved in decision making

91
Q

What are the disadvantages of democratic leadership?

A

Mistakes can be made if workers are not skilled or experienced enough to participate in decision making
Some employees can be less productive than they would be under an autocratic manager
Decision making process is longer
Requires an effective leader in order to avoid conflict

92
Q

Describe laissez-fair leadership

A

A rough translation of the French phrase is ‘let it be’.

Managers with this style leave employees to it and do not interfere

The team is expected to set its own goals and resolve its own problems

93
Q

What are the advantages of laissez-faire leadership

A

Managerial wages can be reduced as less need for management
Reduction in stress for managers
Large amount of trust in employees
Leads to increased motivation
This can create a very relaxed work environment

94
Q

What are the disadvantages of laissez-faire leadership

A

Lack of direction can lead to objectives not being met

Poor quality output can occur as less control

Competent employees may request financial rewards for taking on more responsibility

Can only work in highly professional environments where worker are self- motivated, such as creative industries or technology companies.

95
Q

What factor affect leadership style?

A

The task
Time available
Skills of staff
Motivation of staff
Leader’s own personality
Group size
Corporate culture

96
Q

Describe the task - leadership style

A

A complex task such as deciding on new company policy will require more direction from management (autocratic); a creative task such as designing new packaging would benefit from a hands off approach (laissez-faire).

97
Q

Describe time available - leadership style

A

There may be little time to complete a project which means less time for discussion on how to achieve it, so a more autocratic style will be needed.

98
Q

Describe the skills of staff - leadership style

A

Highly skilled and competent staff will need less supervision and direction, so a democratic approach will work.

99
Q

Describe the motivation of staff - leadership style

A

Highly motivated employees (Theory Y) can be trusted to have the self-discipline to make their own decisions and complete tasks without instruction and supervision.

100
Q

Describe the leaders own personality - leadership style

A

May lack personable qualities and automatically lead in an autocratic style; or may be too friendly and nice to be autocratic.

101
Q

Describe the group size - leadership style

A

Democratic styles can lead to confusion if the number of staff in the group is too large. Large groups benefit from the clear direction of autocratic leadership.

102
Q

Describe corporate culture - leadership style

A

The culture in an organisation can persuade managers to use specific styles, for example an open and relaxed environment lends itself to a laissez-faire approach.

103
Q

Describe the health and safety at work act 1974

A

Employers must take reasonable care to ensure health, safety and welfare of all employees. E.g.
- Health and safety policy
- Provide protective clothing, training and instruction on safety issues
- Maintenance of machinery and equipment

Employees must take reasonable care to ensure their own and others health and safety. For example, co-operate with H&S policy and
report accidents

104
Q

Describe the characteristics of the equality act 2010

A

The act covers nine protected characteristic that cannot be used as a reason to treat people unfairly.

These are:
Age
Disability
Gender reassignment
Marriage and civil partnership
Pregnancy and maternity
Race
Religion or belief
Gender
Sexual orientation

105
Q

Describe the equality act 2010

A

The Equality Act sets out a variety of discrimination types
- Harassment – behaviour deemed offensive by the recipient due to a characteristic
- Victimisation – When someone is treated badly because they have made or supported a grievance
- Direct Discrimination – A job advertised as ‘not for males’
- Indirect Discrimination – All staff must wear trousers indirectly discriminates against women
- Associative discrimination – Discrimination against someone because they are associated with someone who possesses a protected characteristic
- Discrimination by perception – thinking someone has a characteristic and discriminating against them

106
Q

Describe the national minimum wage act (NMW)

A

The NMW is the minimum rate per hour workers under 25 are entitled to by law
- The rate paid is dependent on age e.g. age 16-18 receive £4.35/hr; age 18- 20 receive £6.15/hr

107
Q

Describe the national living wage (NLW)

A

The NLW is the minimum pay per hour most workers over 25 are entitled to by law
- It is against the law for employers to pay less than the NMW or NLW
- Any increase in the rate will increase the costs of the business and reduce their profits
- It an employer does not pay the NMW or NLW a worker could take out a grievance against their employer
- HMRC can fine the business up to £20,000 per underpaid employee

108
Q

Describe the use of technology in Human Resources

A
  • Internet – to advertise vacancies online
  • Video conferencing – to interview candidates
  • Databases – to store employee records
  • E-mail – to arrange meetings, training etc.
  • E-diaries – to arrange meetings and appointments more effectively ❑VLE – training purposes (previously covered)
  • ICT such as laptops etc to allow employees to work remotely ❑Presentation software – to present training sessions to employees
  • Online testing can be used to test a large number of candidates and they can be automatically marked, saving time.
109
Q

What are the advantages of technology in HR?

A

Better monitoring and control is possible through the use specific software

Training can be better supported, making it easier to provide and administer

110
Q

What are the disadvantages of technology in HR?

A

Financial costs, including initial set up as well as ongoing replacement of hardware and software

Employees in the HRM department will need training and support when implementing the use of new technology

Higher Business Management (6 decks)

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