PPQ People Flashcards

1
Q

Describe the selection methods used to appoint new employees. (4) S 1a

A

Application forms
Forms are created to request relevant information from applicants.
Comparison of applicants is easier as all provide the same information.

CVs
A written summary of an applicant’s experience, educational background and any other relevant information.
Candidates are free to provide the information they feel is relevant, which may not be requested on an application form.

Interviews
A formal face-to-face meeting between an employer and an applicant.
Candidates can be compared in a pressure situation.
Allows candidates to respond to questions; they can also ask questions about the job/company.
Interviewers can compare notes to get a consensus on the best applicants.

Assessment centres
Candidates can be observed in practical situations.
Tasks can be tailored to the vacancy, eg in-tray exercise, group task, presentation, case study.
Candidates can be moved around to work with a variety of others to see how they perform with different people and personality types.

Testing
Attainment testing allows a candidate to demonstrate their skills, eg ICT, joinery skills, childcare skills.
Medical testing measures physical fitness which may be required for certain jobs, eg fire service, armed services, professional football.
Accept any other suitable response.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Google aims to attract the best available talent from outwith its current staff. Discuss the use of this method of recruitment. (5)

A

Advantages
Fresh, new ideas/skills are brought into the business
Wider pool of talent to choose from
There is no ‘gap’ created by promoting from within
It can avoid jealousy being created from one existing staff member being promoted over another
Disadvantages
Timely to recruit and select from such a vast pool
Induction training will have to be carried out
Production time lost
Can be costly
Staff may be de-motivated that there is no internal promotion
New employee is unknown to the organisation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Describe the benefits of workforce planning. (2) 2016 2c

A

Gaps in the current staffing can be identified
Strategies can be put in place in order to fill gaps in staffing
Relevant training can be given
Staffing forecasts can be carried out
Allows continuity of production
Avoid overstaffing/surplus
Save costs through the use of outsourcing and sub-contracting
Flexible working practices may be considered so that staff are available when they are needed most
Workforce planning encourages managers to prepare and plan for changes rather than simply react to them
Allows businesses to prepare for periods of significant change eg restructuring, technological change, growth etc

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Discuss the benefits of the selection methods used by BT, as listed in Exhibit 3. (6) 2018

A

Application Forms/CV
Allows BT to compare candidates like for like as they are asked the same questions.
Can be compared to the person specification to identify if they have the adequate skills and experience for the position.
BT set the questions so can tailor the application form to its own requirements.
Candidate can decide on the CV’s content.
Telephone Interview
Opportunity to hear the applicants’ ‘phone voice’.
Less time consuming for the candidate as they don’t have to travel.
No travel expenses for the organisation.
Attainment Tests
Can measure the knowledge and skills of a candidate required for the position.
Performance of candidates can be directly compared.
Panel Interview
In-depth response can be gained from candidates as development of answers can be requested when required.
Can gauge how candidates cope under pressure.
Panel provides a more objective judgement.
Can judge more than just responses eg candidate’s communication skills, appearance, personality, etc.
Assessment Centres
Can assess candidates by observing and monitoring their performance in different scenarios eg role play, team building etc.
Assessed by specialist staff.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Describe 3 steps that Toyota may take in its workforce planning. (3) 2018

A

identify how many workers are needed in a capital-intensive process
analyse the skills required
analyse the current and future staff profile
identify gaps and then close them
identify current staff training needs to meet required skills
train existing staff
recruit and select new staff.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Distinguish between internal and external recruitment. (4) 2019

A

Internal
Recruiting existing employees.
Advertise inside the firm
Inexpensive to advertise

Can motivate employees as they have a chance to be promoted

Saves time on induction training as the employee is familiar

employee is a known quantity / less of a risk.

Routine is unlikely to change
relationships can become strained.

Draws from a narrow gene pool and may not result in the best selection

External
Recruiting new employees
advertise externally
Can be expensive to advertise
Can demotivate employees as management positions are filled with new staff
external candidates are new so will take up production time on induction training
unknown employees are hired which can be risky
brings in fresh new ideas
avoids jealously in the workplace as colleagues aren’t promoted over each other.
Draws from a vast pool which can take longer to select.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Discuss the advantages and disadvantages of the methods Police Scotland uses to select suitable candidates, as shown in Exhibit 1. (Application form, Standard Entrance Test, Interview, Vetting, Fitness & Medical Assessment, Assessment Centre) (6) 2022

A

Application form
asks every candidate the same questions so useful for comparing responses *
Police Scotland sets the questions so can be specific to its requirements
does not reveal the candidate’s interpersonal skills and qualities

Standard entrance test (SET)
candidates may not perform well due to nerves/stress
testing evidence claims made in the application form
can be used to quantify a candidate’s ability for comparison with others Interview
interviewers can ask specialist questions
assess how the candidate operates under pressure
can judge a candidate’s appearance, personality, communication etc
can be expensive to carry out interviews

Vetting
highlights concerns that the candidate may have omitted on their application

Fitness and medical assessment
ensures the candidate is fit enough to be able to undertake the job
qualified doctor means the test is credibly carried out

Assessment centre
candidates may not have a chance to shine due to other candidates dominant personalities
assess practical skills which are not as easily proven by other selection methods
time consuming as it takes one day to carry out this selection method
costly to run as they are labour intensive/require specialists assessors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Describe the ways Police Scotland could ensure that its recruitment and selection process complies with current legislation. (2) 2022

A

job adverts should not use discriminatory language, for example ‘young male’
application forms should be available in audio or braille formats
a date of birth/age/gender request may be omitted from the application form
a panel interview is objective as it reduces the chance of discrimination
avoid questions relating to the nature of the disability or pregnancy
testing time should be extended for learning difficulties, for example dyslexia
the venue for the assessment centre and interview must be accessible, for example have a ramp or a lift for disabled candidates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Describe the importance of workforce planning for an organisation. (3) 2022

A

will allow the organisation to analyse the labour market
to predict shortages in suitably skilled staff in the future
it will allow the organisation to see when new staff will be required in the future
the organisation will be able to identify any training needs
the organisation may be able to plan for employees retiring
can identify whether or not they should be replaced

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Discuss the advantages and disadvantages of using internal recruitment (4) 2023 q3a

A

Advantages
* vacancy can be filled relatively quickly
* managers already know if the employee is suitable for the vacancy
* staff may be motivated if they see opportunities for internal promotion
* the organisation can save the costs of induction and training new employees
* there will be reduced advertising costs
Disadvantages
* it can limit new ideas being brought into the organisation
* the number of candidates will be greatly reduced
* when one vacancy is filled internally, another one is created
* internal promotions can cause tension between staff

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Describe testing methods that can be used to select staff (5) 2023

A
  • Attainment test - allows candidates to demonstrate their skills, for example testing IT skills by completing a typing test o useful for making comparisons
  • Aptitude test - assesses if a candidate has the natural abilities/personal skills needed for the role, for example observing a teacher take a class before interview
    o can assess if staff will be the correct fit for a role o can reduce the need for some training needs if candidates are identified with natural abilities required
  • IQ test - measures an applicant’s mental ability and intelligence o can provide information for easy comparison
  • Psychometric test - assesses an applicant’s personality and mental suitability for a job
    o there are no right or wrong answers
    the test gives an insight into how an applicant thinks would fit into the organisation
  • Fitness test - assesses physical ability which may be required for certain jobs, for example police, armed forces
  • Medical test – assesses physical attributes of a candidate which may be required for certain jobs, for example eyesight test for RAF
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Discuss the costs and benefits of work-based qualifications (3)

A

Employees may become a registered member oa professional institute o Can increase salary when qualified
Employees can be awarded “in-house” certificates once training has been completed
Employees may have better chance of promotion after training as training is relevant to the job
However, may leave for a better paid job after gaining qualification
Training can be logged in their CPD record to comply with minimum training standards/contracted development time
Work-based qualification can be tailored to suit the firm’s needs
Training normally takes place in the workplace which can save costs for the organisation
Can be time consuming as it could be done on a part-time basis
Can be costly to pay for the trainers
Candidates are required to consider at least one cost and one benefit to gain full marks.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

With reference to the case study, discuss the methods used by BT to train its staff. (6) 2018

A

BT Apprenticeship Scheme
A professional qualification can be gained.
Will gain new/valuable skills specific to the job role.
Will gain practical experience and theoretical knowledge.
Supported during training.
Will be less costly than outsourcing the training.
It involves a high degree of supervision from an experienced member of staff.
It is an expensive method of training.
It is a time consuming method of training.
Inexperienced apprentices may make mistakes.
No guarantee of a job once the apprenticeship is complete.
Apprentices are paid as they train.
BT Academy/Off-the-Job
Delivered by specialists.
Can be tailored to the organisation’s needs.
Employees can focus on training as they have no workplace distractions.
Existing staff aren’t hindered or distracted by trainees.
Increased productivity when employees return to work after training.
Makes BT an attractive employer so will attract the best staff.
Decreased productivity whilst training takes place.
Travel and accommodation expenses may be incurred.
Employee may leave for a better job after the training.
May be motivating for staff.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Discuss the advantages and disadvantages of using a virtual learning environment (VLE) to develop NHS Scotland’s workforce. (4) 2019

A

Advantages
wide range of modules can develop a range of skills in employees
free for the employee to use flexible as training may be accessed by the employees from home
training software can be tailored to suit the NHS Scotland’s requirements
may be a lower cost to the NHS than hiring trainers on site
give staff an opportunity to share information/opinions
Disadvantages
expensive to purchase/maintain/upgrade
regularly updated can be time consuming
employees can resist IT and may not carry out the training properly
employees may not be as engaged, compared to being trained in person

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Explain the benefits of an appraisal system. (4) 2016

A

Good practice can be acknowledged which motivates the employee
Good practice can be highlighted and shared with all employees within the organisation, which can then be followed by the other employees
Improvements to policies and procedures can be made due to feedback from staff
Training needs can be identified which can increase quality standards
The firm can ensure all employees are aware of the organisation’s aims and are working towards achieving these
Strong relationships are formed between manager and employee as they are given the opportunity to have a professional discussion
Targets will be set for the employee which motivates them to be successful by giving them a goal to work towards
Wage increases and bonus can be linked to the appraisal system and administered as they are based on performance which can be viewed as a fairer system
Staff are highlighted for promotion which will retain a core workforce

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Describe the following appraisal methods: * one-to-one * 360-degree * peer-to-peer. (3) 2018

A

One-to-one
a regular review of an employee’s job performance which is documented and evaluated
review and discussion of last year’s targets takes place
targets may be set about future performance
training needs are identified
360-degree
a review of an employee’s job performance, with feedback coming from subordinates, peers, supervisors and the employee themselves
all those involved answer the same questions (often anonymously), which allows for comparison
allows for a variety of viewpoints from colleagues
self-evaluation is an important part of this type of appraisal
Peer-to-peer
colleagues in the same or similar position are asked to provide feedback on specific aspects of an employee’s performance
managers are excluded from this type of appraisal.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Discuss the advantages and disadvantages of using appraisal in the staff development process. (5) 2022

A

Advantages
employee performance can be evaluated
feedback/praise is given on recent employee performance o can increase employee job satisfaction
expectations/targets can be set for the employee
assess the employee’s potential for promotion
it is an opportunity to identify and support training needs of employees
may be linked to bonus schemes or pay increases
can improve communications between managers and staff
employees will have a better understanding of how to do their job

Disadvantages
having a formal meeting may be stressful for some employees
can be time-consuming for the HR department
some staff may resent that appraisal leads to other staff (and not them) getting a pay rise/bonus o or other staff receive a promotion

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Explain the benefits of the following employee participation processes in improving employee relations: Worker directors, Works council/consultative committees, Quality Circles (3) 2022

A

Worker directors
allow the views of the workers to be taken into account − so employees feel that they have ownership of ideas in the decisionmaking process

Works councils/consultative committees
allow employees and managers to discuss change − which will reduce resistance to change from employees/encourages teamwork and collaboration/reduces the risk of industrial action

Quality circles
involves shop-floor workers being consulted on how to improve the quality of product − which makes employees feel involved in decision making/employees feel that their expertise and experience in working with the product are valued/employees are given a sense of ownership which will encourage a team ethos

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Discuss the use of staff training in an organisation (4) 2023

A

Advantages
* it makes staff more confident to do their job * it improves the skills of employees
* it can help to improve the quality of products/service * it can improve the image of the organisation
* can encourage more people to want to work for them * it could reduce the number of workplace accidents
*it can be used to develop skills to cope with change in an organisation
Disadvantages
* training can be costly to an organisation if outside training providers are used
* training can lead to lost production time o late delivery can lead to loss of customers
Award 1 mark for each valid discussion point.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Describe one theory of motivation used by managers. (3) S 2c

A

Maslow’s Hierarchy of Needs
Maslow suggested that there were five interdependent levels of basic human needs (motivators) that must be satisfied in a strict sequence (1 mark), starting with the lowest level and working up to the highest (1 development mark).
Physiological needs (to stay alive and reproduce), and security needs (to feel safe) are the most fundamental and pressing needs (1 mark).
They are followed by social needs (for love and belonging), self esteem needs (to feel worthy/respected) and, lastly, self actualisation needs (to realise potential and have status) (1 mark).
You cannot progress to the next level in the hierarchy until the previous level is satisfied (1 mark).

Hertzberg
Hertzberg believed that employee satisfaction is related to factors which motivate, and factors which cause dissatisfaction — hygiene factors (1 mark).
Motivating factors give job satisfaction and include giving employees increased responsibility/recognition for their effort/personal sense of achievement/changes for promotion, etc.
Motivating factors refer to things involved in doing the job.
Hygiene factors need to be met to prevent dissatisfaction and include pay and conditions/support for colleagues/company policies and procedures, etc.
Hygiene factors are things which define the job.
Accept any other suitable response.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Describe the features of Maslow’s motivation theory. (4) 2015

A

Maslow’s theory classifies human needs and how they are related to each other (hierarchy)
A person starts at the bottom of the hierarchy and will initially seek to satisfy basic needs eg food and shelter
These can be satisfied through pay
Once these needs have been satisfied they are no longer a motivator
The next level which is security and protection (safety needs) , Job security/safe working environment
The next level is social/love and belonging needs where most people want to belong to a group
Working with colleagues who provide support, teamwork communication
Esteem needs are about being given recognition for a job well done
A promotion might achieve this
Self-actualisation is how people realise their potential
May be measured by the extent of success and/or challenge at work
If management can identify which level each employee has reached they can decide on suitable rewards

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Describe the methods which may be used to motivate employees. (4) 2016

A

Bonus/Performance-related Pay – an additional payment on top of a basic wage or salary which will be received when agreed targets are met
Commission – calculated as a percentage of sales value made by the employee and is added to a basic wage
Piece rate – when the employee is paid per item they produce
Quality may be compromised if workers are rushing to increase output
Overtime – paid when an employee works longer than their contractual hours at a higher rate than their basic rate of pay
Share-save Schemes – this is when employees save regular amounts each month for a set period after which their savings can be turned into shares in the business to be kept or sold at a profit
Fringe Benefits – rewards offered to employees as well as their wage/salary eg company car, discount, gym membership etc
A company car can make the employee loyal to the firm/retain the worker
Empowerment…
Job enrichment…
Promotion prospects…
Good rate of pay…
Good working conditions…
Quality circle…
Appraisal…
Work Council…
Worker Director…
Positive corporate culture…
Open door policy…
Team working/building…

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Describe the laissez-faire style of leadership (3) 2017

A

Allows employees to make decisions once they have been given a task
Employees are expected to solve problems on their own with very little guidance from the group leader
Leaders only step in if they are needed/asked
Laissez-faire leadership can be effective in situations where employees are highly skilled, motivated, and capable of working on their own
Inexperienced staff will not be given much direction/support
Could result in poor quality of work
Employees may feel more pressure and become stressed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Describe the features of Maslow’s motivation theory. (5) 2018

A

Maslow’s theory classifies human needs and how they are related to each other (hierarchy)
a person starts at the bottom of the hierarchy and will initially seek to satisfy each stage in order
once these needs have been satisfied they are no longer a motivator
if management can identify which level each employee has reached they can decide on suitable rewards
physiological (basic) needs which are, for example, food/shelter
can be satisfied through basic pay
safety needs which are job security/safe working environment
can be satisfied through permanent contracts
social (love and belonging) needs where most people want to belong to a group
can be satisfied by working with colleagues who provide support/teamwork/communication
esteem needs are about being given recognition for a job well done
a promotion might achieve this
self-actualisation is when people realise their potential
may be measured by the extent of success and/or challenge at work.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q
  1. Explain the ways in which organisations can fulfil the following employee needs, as set out by Maslow’s hierarchy.
    Safety and security needs
    Esteem needs (4) 2019 4b
A

Safety and security needs
provide safety equipment - so staff are confident they will not be harmed
job security - by offering staff permanent contracts
providing secure facilities - so that staff feel safe
fair wage - so that staff are able cope with the rising costs of living
Esteem needs
offer management training - so that staff can develop professionally/achieve their goals
offer internal promotion - so that staff can climb the career ladder
allow staff to take the lead on projects - so they feel empowered
give praise/recognition of good work – motivates staff
job title – sense of importance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Describe Herzberg’s theory of motivation (2) 2023

A

employees’ motivation is affected by hygiene and motivator factors
* hygiene factors will not motivate employees
* If hygiene factors are not met, they can lower motivation
* motivator factors will not necessarily lower motivation if they are absent
* if motivators are present these can be responsible for increasing motivation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Explain the benefits of positive employee relations. (3) 2015 5b

A

Employees will have their chance to discuss changes or grievances so will feel happier and more secure in the workplace
It will be easier to introduce change within the organisation as staff will become flexible with suggestions from management
Disputes are less likely to arise as the workers will have been consulted and understand what it is that the employer is trying to achieve through the changes and why the changes are necessary
Good employee relations means that the workforce will be committed and will help ensure the business meets its objectives
The organisation will gain a good image for treating its employees correctly and maintaining good employee relations and therefore will attract new employees easily

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Describe the role of the following external institutions. * ACAS * Trade Union (2) 2019

A

ACAS
intervenes after a trade union can’t come to an agreement with and employer over a dispute
can provide advice to organisations to help them understand HR policy
offers training to organisations so that disputes can be prevented
involves an impartial ACAS conciliator ‘refereeing’ a discussion
arbitrates by making a final decision based on the evidence gathered/presented by employers and employees
Trade Unions
organisation that represents a group of employees
carry out collective bargaining on behalf of the members
can also provide legal support/advice

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Discuss the effects of the Equality Act 2010 on an organisation. (3)

A

Avoids discrimination within the workplace
Requires organisations to promote equality
They must ensure that their recruitment policies are compliant with the act
They must have comprehensive anti-discrimination and harassment policies in place
Action needs to be taken against barriers that prevent employees with protected characteristics from carrying out their job and making accessible for them
Ensuring disability access in the workplace may be costly
The organisation must investigate any accusations of discrimination and take action where necessary
The organisation may face legal action
Could result in fines/sanctions
Reputation may be negatively affected

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Describe the impact of current employment legislation on organisations (4)

A

Equality Act
The organisation may be prosecuted for discrimination eg fine
Employers may have to revise their recruitment policies
Pay both genders the same for jobs of equal value
Wording in job adverts must not be discriminatory
Invest in better accessibility eg installing lifts, ramps, etc.
Investigate issues of discrimination/harassment/victimisation against an employee, customer or a third party
Train staff on discrimination prevention/awareness
National Minimum Wage Act
An increase in minimum wage leads to increased costs for the organisation
This could result in lowered profits as wage expenses increase
If it is found that an organisation has not been paying the minimum wage, they may be required to make a backdated payment for employees
Health and Safety at Work Act
Must provide the correct safety equipment
Could be temporarily closed or shut down for non-compliance
Potential for legal action by members of staff if they suffer injury at work due to non-compliance
This may result in compensation payments
Employment Rights Act
Issue employees with payslips
Must have a written disciplinary policy in place if over a certain size
May be time consuming and costly to implement/update policies and procedures
Must issue employees with a contract after a certain period of time
Data Protection Act…

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Describe the impact of current employment legislation on organisations. (4)

A

National Minimum Wage Regulations or National Living Wage Regulations
an increase in minimum wage leads to increased costs for the organisation o this could result in lowered profits as wage expenses increase
if an organisation has been found to be paying less than the minimum wage, it may be required to make a backdated payment to its employees
Health and Safety at Work Ac
the organisation must provide the correct safety equipment
increasing costs for safety equipment/training
the organisation could be temporarily closed or shut down for non-compliance
potential for legal action by members of staff if they suffer injury at work due to non-compliance
this may result in compensation payments
Equality Act
it may be prosecuted for discrimination, for example, fined
it may have to revise its recruitment policies
it must pay both genders the same for jobs of equal value
it must not use discriminatory wording in its job adverts
it may need to invest in better accessibility, for example installing lifts and ramps
it must investigate issues of discrimination/ harassment/victimisation against an employee, customer or a third party
it must train employees on discrimination prevention/awareness.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Describe the ways Police Scotland could ensure that its recruitment and selection process complies with current legislation. (2)

A

job adverts should not use discriminatory language, for example ‘young male’
application forms should be available in audio or braille formats
a date of birth/age/gender request may be omitted from the application form
a panel interview is objective as it reduces the chance of discrimination
avoid questions relating to the nature of the disability or pregnancy
testing time should be extended for learning difficulties, for example dyslexia
the venue for the assessment centre and interview must be accessible, for example have a ramp or a lift for disabled candidates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Explain the impact of the Equality Act 2010 on an organisation (4)

A
  • if the legislation is not complied with - the organisation may be prosecuted/fined o reputation could be negatively affected o harder to recruit employees
  • employers may have to scrutinise their recruitment policies - this gives the HR staff additional work
    o keep a close eye on what goes on inside their workplace with regards to promotions, training and other career opportunities
  • wording in job adverts must not be discriminatory - therefore managers should check these carefully before advertising to ensure all working is acceptable
  • organisation needs to ensure the business is fully accessible to all by installing lifts, ramps etc./this can be costly to implement
  • the organisation has a responsibility to investigate any issues of discrimination/harassment/victimisation, against an employee, a customer or a third party – this could require extra staffing for HR
  • the organisation must take steps to ensure that all employees are aware of the Act, and what they need to do to comply with it - therefore staff training should take place
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Explain the benefits of using information technology to deliver staff training. (3)

A

Visuals from presentation software provide reinforcement to verbal information from trainer/speaker (1 mark), therefore it holds the attention of the trainees longer (1 development mark).
Staff in remote locations can be involved in training events using web conferencing, reducing the need to travel.
Live-link meetings/online tutorials can be set up between trainer and trainee so support is immediately available.
Staff being trained can access centrally-stored shared files from any geographical location.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Describe and explain the purpose of the following when recruiting new staff: job description, person specification, reference (6)

A

Job description
States job title, location, tasks, duties and responsibilities (one only)
States conditions of service eg holiday entitlement, benefits and hours of work (one only)
Preparation means that the organisation has thought out the tasks they wish the job holder to undertake
Person specification
A description of the person thought suitable for the post
Contains the qualifications, experience, personal qualities, physical attributes, special skills and interests of the ideal candidate
The organistaion thinks about the type of person they would like to employ
Should be matched to the job specification to make sure the correct person is selected for the job
Reference
A statement (oral or written) by a former employer or reliable contact
Gives information about suitability for the post from an external source making sure that the best person is appointed
Should be unbiased
Describes reliability, personality, etc

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Describe a selection process which may be used to ensure the best applicants are appointed to work in the restaurant (5)

A

Application forms and CVs are compared against the Person Specification
References may be asked for
A short leet may be drawn up
The short leet candidates are interviewed
Testing may take place (attainment, aptitude, IQ, psychometric, medical)
A second round of interviews may take place
Use of assessment centres
Successful/unsuccessful candidates informed – 1 max

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Discuss the different types of testing that an organisation could use to select the best candidate (6)

A

Attainment Testing
A form of testing that allows candidates to demonstrate skills.
Can be used to measure candidate skills against the organisations standard.
Candidates can prove achievements obtained through experience.
Provides the organisation with additional information on a candidates suitability.
Intelligence Tests/IQ Tests
Is a measure of a candidates mental capabilities.
Tests numeracy, literacy and problem solving.
Information is quantitative and can then be compared from one candidate to another.
Aptitude Tests
Assess candidates natural abilities.
Tests should be on the skills required for the particular job.
Demonstrates the candidates ability to perform particular tasks/skills required for the job and therefore their suitability.
Medical Tests
Some jobs require candidates to pass a fairly rigorous medical exam.
Police, Armed Forces, Fireman must pass medical before they can move on to the next stage of the recruitment process.
Some organisations insist that the candidate has their own medical test carried out and the candidate will pay for this.
Psychometric Testing
Tests which assess a candidates personality and traits in response to a series of questions.
There are no right or wrong answers and information is qualitative.
The assessments must be interpreted by a qualified person or wrong interpretations can be used.
Can sometimes be misleading as candidates can be ‘coached’ how to sit the tests.
Can be expensive as involves trained personnel using an appropriate test and the time taken to evaluate it.
Fitness Tests – accept as separate from Medical if different points brought out.
General Issues
Completing tests can be stressful to the individual.
Is time consuming and expensive − this needs to be weighed up against the added value the tests bring to the selection process.
Should not be used to the detriment of interviews, CV’s and references.

38
Q

Explain the role of testing in the selection of new staff (4)

A

Tests are used to provide further information than is obtained during an interview.
Helps management decide a candidate’s suitability for a position.
Used to allow candidates to demonstrate skills they require for the position.
Helps assess the natural abilities of staff.
Can help assess personality traits in an attempt to see if a candidate will fit into the culture of the organisation

39
Q

Describe the recruitment process that may be used by a Human Resource Department (5)

A

Identify a job vacancy
Carry out a job analysis
Prepare a job description
Draw up a person specification
Advertise the vacancy
Send out application forms to candidates

40
Q

Describe a selection process that an organisation could use to ensure it employee the best workers (4)

A

Compare application forms and CVs
Send for references
Interview the candidates (max 1)
Test the candidates eg psychometric, aptitude etc (max 1)
Second set of interviews for a short leet
Use assessment centres for some candidates – must be different to just
testing if testing given already

41
Q

Describe the benefits to an organisation of using interviews prior to appointing a new employee (3)

A

Interviews are used to gather information on potential employees abilities.
Allows the organisation to compare candidates in a pressure situation.
Gives the candidates a chance to respond to questions.
Interviewers can compare notes to get a consensus on who the best candidate was.
Interview styles can change allowing the organisation to examine potential candidates under different situations, ie, long leet and short leet interviews, group interviews, presentations.

42
Q

Describe and justify 3 forms of testing (other than interviews) used in the selection process. (A different justification should be used each time.) (6)

A

Attainment – a candidate is given the chance to demonstrate their skills; would be used to test skills in ICT or to measure skills against a set standard.
Aptitude – assesses a candidates personal abilities and skills; would be used to decide if the candidate had the required skills for a job, ie, numerical skills for an accounts vacancy.
Intelligence/IQ – measures a candidates mental ability; used for jobs where candidates may be solving problems.
Psychometric/psychological – assesses a candidates personality; used to assess the candidates mental suitability for a job.
Medical – measures a candidates physical attributes; used for jobs such as the fire brigade that require certain levels of physical strength.
Medical/Health/Fitness – max 1
If label given – description and justification must match to gain marks

43
Q

Discuss the use of internal sources of recruitment. (4)

A

The vacancy can be filled relatively quickly.
Staff can be motivated if they see there is the chance of promotion within the organisation.
The managers will already know if the employee has the required skills for the job.
Allows the organisation to save on induction and training costs.
Reduced costs of advertising.
Can mean there is a lack of new ideas brought into the organisation.
The number of potential candidates is greatly reduced.
When a vacancy is filled it will mean another one opening up and then requiring to be filled.
Can cause tension amongst staff.

44
Q

Discuss the use of external sources of recruitment (5)

A

Allows candidates from outside the organisation to bring in new ideas
Can target prospective candidates nationally
Can use specialist sources such as the TES for specialist posts
Job centre or recruitment agencies can do a lot of the background work and send only properly qualified candidates
Can be useful to fill vacancies quickly
Reduces recruitment costs for organisations
The use of external sources can be more expensive than internal
Can mean candidates require thorough testing/interviews to assess knowledge and skills base
Avoids jealousy from rival internal candidates

45
Q

Describe the reasons for an organisation making use of an assessment centre as part of the selection process (4)

A

Employers want to see how candidates perform in a variety of tasks
Tasks can be more realistic as they are modelled on work related activities.
Large numbers of candidates can be assessed at the one time
The organisation may not have the facilities/ability to carry out the tests themselves
Many organisations feel assessment centres are the best method of recruiting the right people into the right posts due to the expansive nature of the various tests
Reduces an in-house interview panels bias towards certain candidates and gives an unbiased opinion on those tested
Tests being carried out by qualified and experienced specialists

46
Q

Describe the different forms of testing that can be used in the selection process. (6)

A

Attainment
A candidate is given the chance to demonstrate their learned skills/knowledge
Would be used to test skills in ICT
To measure skills against a set standard
Aptitude
Assesses a candidate’s natural abilities and skills
Would be used to decide if the candidate had the required skills for a job
Intelligence/IQ
Measures a candidate’s mental ability
Used for jobs where candidates may be solving problems/literacy/numeracy
Psychometric/Psychological
Assesses a candidate’s personality
Assesses a candidate’s behaviour/traits
Assesses a candidate’s ethical/moral standards
Used to assess the candidates mental suitability for a job
Medical
Measures a candidate’s physical attributes
Used for jobs such as the fire brigade that require certain levels of physical strength

47
Q

Compare the use of internal sources with external sources of recruitment. (4)

A

The vacancy can be filled relatively quickly with internal sources but can take a lot longer with external sources
Staff can be motivated if they get promotion for a job internally but it can mean there are no new ideas brought in by new staff
The managers will already know if the employee has the required skills for the job if internal, however, with external the candidate’s skills are unproven
With internal recruitment the number of potential candidates is restricted whereas with external the vacancy is open to a vast number of potential candidates
When a vacancy is filled it will mean another one opening up and then requiring to be filled, but with external recruitment only one vacancy will need to be filled
Can cause tension amongst staff if a colleague gets a job, but also if there is a new person in charge that they have never met before
Is cheaper to fill a vacancy using internal recruitment whereas external recruitment costs can be very high

48
Q

Describe and justify 3 methods of testing that could be used when selecting staff. (A different justification must be used each time.) (6)

A

Attainment – a candidate is given the chance to demonstrate their skills; would be used to test skills in ICT or to measure skills against a set standard
Aptitude – assesses a candidate’s personal abilities and skills; would be used to decide if the candidate had the required skills for a job, ie, numerical skills for an accounts vacancy
Intelligence/IQ – measures a candidate’s mental ability; used for jobs where candidates may be solving problems
Psychometric/psychological – assesses a candidate’s personality; used to assess the candidates mental suitability for a job
Medical – measures a candidate’s physical attributes; used for jobs such as the fire brigade that require certain levels of physical strength

49
Q

Some organisations are changing their working practices, for example, introducing flexible working and homeworking. Describe the possible benefits of these changes to working practices for: the employee and the employer (4)

A

Employee
Saves travelling time and costs
Allows for flexibility – can work around family commitments
Employer
Saves costs – renting/buying office space, heating etc
Equipment may not have to be provided
May have a more motivated staff

50
Q

Describe the changing patterns of employment that have occurred in the UK during the past 20 years (4)

A

Decline in full time workers with move to more part-time and short term contracts.
Firms now have core workers and outsource or sub-contractors for non core activities.
Increase in service/tertiary sector employment and decline in traditional manufacturing industries.
Increase in women in full or part-time employment.
More women in managerial posts.
Increase in number of older workers due to aging population and changes in pension laws.
Homeworking/Teleworking.
Smaller firms.
Career changes more common.
More people are self employed.
Changing in patterns of working hours, eg, annualised hours, flexi-time.
People choosing to work abroad.

51
Q

Discuss the effects of introducing flexible working practices (6)

A

Can save employees on travel time if they are allowed to work from home
Allows employees to cater for family or childcare commitments
Employees can choose the hours that suit them to work/work at a pace which suits
Means that the employee won’t be late as they can use flexitime when needed
Can work flexitime to cover doctor or dentist appointments
Can save an organisation on cost of office space as less space is needed if employees work from home
Is motivational to staff
Can cost the organisation for staff equipment to use at home
May mean that at certain times there are limited staff in the office
Social barriers breakdown due to not being in the office
Can be harder to arrange formal meetings

52
Q

Describe 3 different employment contracts and justify their use. (A different justification must be used each time.) (6)

A

xTemporary – is usually for a set period of time to fill a vacancy such as a maternity leave. Allows organisations to employ workers only during the time that is required until the full time worker returns
Full time – employed for the standard number of hours. Allows an organisation to know they will have workers in during a set period of hours each week.
Part-time – working less than the full time employees of that organisation. Is suitable for some organisations who only require workers on certain days or at certain times of the week
Permanent – a contract of employment which runs until either the employer or the employee gives the required notice of termination. Is with the organisation continually without a specified end period Allows an organisation to have a core workforce which is reliable
Fixed term – This is a contract which stipulates a fixed and definite period that the contract will run for. Allows organisations to terminate an employees contract whenever a job is completed or the time scale is over without any legal issues
Annualised – a specified number of hours per year are contracted to the employee/salary is paid monthly or weekly. Allows employers to have more flexibility in matching workflow to fluctuations in demand. Reduces the need for overtime payments
Seasonal – can be taken as either temporary or fixed term depending on how it is described

53
Q

Describe the changing patterns of employment that have occurred recently in the UK. (5)

A

Decline in full time workers with move to more part-time and short term contracts
Firms now have core workers and outsource to sub-contractors for non-core activities
Increase in service/tertiary sector employment
Decline in traditional manufacturing industries
Increase in women in full or parttime employment
More women in managerial posts
Increase in number of older workers
Homeworking/Teleworking
Career changes more common
More people are self-employed
Change in patterns of working hours, eg, annualised hours, flexitime, case load
People choosing to work abroad/Increased labour mobility
Career breaks
Zero hour contracts
Influx of workers from EU

54
Q

Describe on the job and off the job training (2)

A

On the job – training carried out at the employee’s place of work
Off the job – training is conducted at a different location from the workplace eg training centre or college

55
Q

Discuss the costs and benefits of training staff (6)

A

Costs
Financial costs of courses
Working time is lost
Quality of work may be slower/poorer quality when staff are training
Resistance to the benefits of training
Benefits
Increased competence
Improves flexibility of staff
Increased motivation of staff
Increased production levels
Easier to introduce change
Image of organisation improves

56
Q

Discuss the value of an appraisal system (4)

A

to identify future training needs
to consider development needs of the individual
to improve the performance of the employee
to provide feedback to the employee about their performance
to identify people who have promotion potential
to identify people who have additional skills which could be useful to the organisation
to identify targets
may demotivate employees

57
Q

Describe the term induction training (1)

A

When a new member of staff is given training when they start a job.
New employees will learn relevant aspects of the organisation’s mission, culture, policies, procedures and methods of working.

58
Q

Outline the benefits of induction training (4) 2007

A

New employees are integrated more quickly into the organisation.
Provides a good image for the company to both the new employee and prospective employees.
Is motivational for the new employee as they feel welcome.
Should allow the new employee to be more productive in a shorter time scale.
Induction Training is an essential first stage of an employee development programme.
Should make a new employee feel more comfortable in a new post.
Health and Safety issues can be cleared up.
New employees are aware of their surroundings and working area.

59
Q

Discuss the role of appraisal and its ability to motivate staff (6)

A

Appraisal should give feedback on the review of an employee’s past performance.
It should involve a discussion about expectations and targets.
Is an opportunity to support development needs of employees.
Can be used to assess employees potential for promotion.
It may involve bonus schemes or be linked to pay.
Motivates staff by
Improving communication channels between managers and staff.
Should increase job satisfaction as employees will have a better understanding of how to do their job.
May improve loyalty to the organisation if positive rewards are given.
Allows for a feeling of personal satisfaction if targets are met.
Training and development in itself can be motivational as staff feel valued.
Could be demotivational if negative aspects focused on.

60
Q

Discuss the methods that an organisation could use to ensure their staff stay motivated (4)

A

Use of staff training to motivate staff
Give bonuses or financial rewards
Make use of profit sharing schemes
Organise team building days or social events
Have staff involvement in works councils/quality circles
Have regular consultation with staff
Job enlargement or enrichment schemes
Financial implications can be high

61
Q

Describe the different forms of training that on organisation could use (6) 2009 (2)

A

Induction Training:
training that takes place at the start of employment
covers items such as health and safety procedures – max 1
background information on the organisation and job to be undertaken – max 1
meeting colleagues
makes a worker feel more comfortable when starting their job.
On The Job:
where training takes place at the place of work OR while doing the job
can be by demonstration or coaching
job rotation can be used to train staff in the workplace.
Off The Job:
training takes place away from the normal workplace OR at a training centre, college etc
allows the trainee to experience the training without interference from work or colleagues
can be more costly than on the job.

62
Q

Describe the costs of of staff training (4)

A

The actual financial cost of the training
Production can decrease while staff are being trained
Posts may need to be covered while staff are away on training courses
Some training can be a waste of time and not beneficial to the employee
With more skills employees can demand a pay rise
Employees may leave as soon as they are trained and work elsewhere

63
Q

Discuss the advantages and disadvantages of empowering staff within an organisation (6)

A

Advantages
Employees will be more motivated and will produce more
Decisions are made quicker as the employees doing the work make the decisions
Employees gain more skills
Employees should come up with better ideas on how to solve problems
Employees are better prepared for promotion
Senior managers are freed up for strategic decision making
Disadvantages
All employees may not want the responsibility of making decisions
Can be a costly process to train staff properly
Managers may not trust lower level employees to make correct decisions
Can mean increased cost of wages to employ appropriate staff
Motivated/Job satisfaction/Valued/Morale etc – all need development before marks can be gained

64
Q

Describe the actions that a manager could take to improve the employee’s performance (4) 2010

A

Employees may be set appropriate targets
Staff training would be given
Could give positive feedback to the employee
Meet regularly to discuss progress
Allow the worker to have their say during appraisal and air any problems
Ensure no skills the worker has are being overlooked or underused
Appoint a mentor to a worker to give them support/advice

65
Q

Describe the benefits to an organisation of staff training (5)

A

The flexibility of staff to carry out different jobs is increased
Staff ability to carry out jobs is improved
Staff knowledge of systems and processes is improved
This should increase productivity within an organisation
May also increase profits if productivity is improved
Training will be motivational to staff
Makes the introduction of change easier for managers
The overall image of the organisation is improved
May be easier to recruit staff if training is given

66
Q

Explain the advantages of staff training for an organisation (4)

A

Allows for a wider pool of skills to be available to the organisation which can mean staff can carry out a wider range of tasks cover for absent colleagues.
Is motivational for staff and should mean they are happier at their work which will improve performance.
Can improve the quality of product/service provided which will result in improved customer relations.
Improves the image of the organisation which means they will attract a better calibre of worker more people wishing to work for them.
Might reduce the number of accidents at work which will reduce any compensation or injuries to employees/customers.
It may be required to introduce change and will make the staff more acceptable to change

67
Q

Describe the role of a manager in staff appraisal (5)

A

Plan out the timing and purpose of the appraisal interview in advance to ensure the employee is fully aware of the purpose.
Organise a suitable venue and time.
Control the meeting to allow the employee to have an input into the appraisal.
Command − may have to tell the employee that the meeting is taking place if they are unhappy with the appraisal and against it.
Co-ordinate the appraisal meetings before and after to ensure appropriate feedback is given.
Delegate some meetings − peer to peer appraisal − or junior managers for experience.
Motivate the staff with suggestions during the appraisal and give praise for any appropriate work they have carried out and targets met.
POCCCDM does not need to be used to gain marks but solutions must be linked to appraisal. Watch for repetition if POCCCDM is not used.

68
Q

Describe appraisal and justify its use (4)

A

Appraisal is when your line manager carries out an evaluation on your performance in your job.
Peer-to-peer appraisal is when a colleague within the same level or standing in the organisation carries out the appraisal.
360 appraisal uses self-evaluation techniques where your skills, performance and personality are compared to your close colleagues who work all around you.

Is a straightforward way of carrying out an evaluation as the line manager will know the employee and the work/duties/targets they have been set.
Allows for continual feedback and praise to be given on a regular basis.
Colleagues carrying out the same job will be knowledgeable of what is expected and what can realistically be achieved by employees.
Is used to set future targets.
Decide on training requirements.

69
Q

Justify the use of staff training for an organisation. (4)

A

Allows for a wider pool of skills to be available to the organisation
Staff can carry out a wider range of tasks
Cover for absent colleagues
Is motivational for staff and will improve performance
Can improve the quality of product/service provided
Improved customer relations
Improves the image of the organisation and they will attract a better calibre of worker
Might reduce the number of accidents at work
It may be required to introduce change/make the staff more acceptable to change
Allow the organisation to be more flexible in the marketplace

70
Q

Describe the role of appraisal in improving an employee’s performance. (5) 2015 (2)

A

Employee may be set appropriate targets
Staff training needs would be identified
Employee motivation could increase because of/following the appraisal
Could give positive feedback to the employee.
Meet regularly to discuss progress
Allow the worker to have their say during appraisal and air any problems
Ensure the skills the worker has are not being overlooked or underused
Appoint a mentor to a worker to give them support/advice

71
Q

Describe 2 forms of industrial action and an affect each action could have on an organisation (4)

A

Employees may withdraw their labour – strike. This means there is no productivity and the employer loses sales
Employees may work to rule where they do no more than their contract states eg no voluntary extra-curricular activities in schools may affect pupils’ learning
Employees may perform every task perfectly but slowly – go slow. Slows down production rate – sales may fall as a result
Employees may refuse to work overtime – overtime ban. This may mean orders cannot be met losing the employer money

72
Q

Describe the contents and purpose of a written disciplinary procedure. (2) 2005 (2)

A

States the process that will be followed when an employee has broken the rules of the organisation
Will state the number of warnings that have to be given before dismissal is considered to be fair
Ensures that all employees are treated in the same way
Ensures that all employees are treated in a manner which complies with employment legislation

73
Q

Describe the role of each of the following in supporting employees and employers when disputes occur in the workplace. (I) Trade Unions (ii) ACAS (6) 2006

A

Trade Unions
Represents employees with regard to wage negotiations, conditions of service, dismissal, redundancy and other work-related matters.
Undertake collective bargaining on behalf of employees.
Have greater negotiation power than individuals.
Offer employers advice in work-related matters.
Involvement with Industrial Tribunal.
ACAS
Gives advice to employers, employees and Trade Unions on matters such as Contracts of
Employment, Human Resource policies, legislation and other work related matters (advice).
At the request of management, ACAS can intervene in a dispute and offer a solution that both parties will accept (conciliation).
ACAS can look at the problem and recommend a course of action which both parties agree to abide by (arbitration).

74
Q

Describe 3 advantages of Collective Bargaining (3)

A

Representing a large number improves the negotiating position and chance of success for members.
Agreements reached can be on a national level.
Reduces the number of individual meetings required to resolve an issue.
Without collective bargaining the employees could be taken for granted and deliberately left out of discussions, consultations or told very little by the organisation.
Negotiators are experienced.

75
Q

Describe types of industrial action that employees could take. (4)

A

Strike – employees refuse to do their work and do not enter the workplace.
Sit in – employees are in their place of work but do not do any work.
Work to rule – employees only undertake the exact jobs written in their job description.
Go slow – employees deliberately work at a much slower rate.
Overtime ban – employees do not do any overtime.
Picketing – employees protest at entrance to the place of work.

76
Q

Explain possible effects that prolonged industrial action could have on an organisation (5)

A

Loss in production will lead to possible shortages in stock.
Loss in sales revenue may lead to liquidation.
Long term loss of customers who now shop at competitors.
Image of organisation is tarnished.
Damage to long term reputation of organisation.
Share price can fall.
May result in redundancies.
Improves working practices.
Facilitates change.

77
Q

Describe 4 forms of industrial action (4)

A

Strike: employees refuse to carry out their work
Overtime ban: employees refuse to work any overtime
Go slow: employees work at a slower rate than normal
Sit in: employees do no work while remaining at their workplace
Work to rule: employees only undertake the tasks which is in their job description and do nothing else
Picket: employees demonstrate outside the place of work
Lock-out
Boycott
Sabotage

78
Q

Describe the role of the Human Resources department in employee relations (5)

A

Recognition of trade unions
(Written) procedures for dealing with staff complaints
(Written) terms and conditions for all staff
Make use of worker directors
Use of works councils
Ensure employees are aware of the goals and objectives of the organisation
The role of appraisal
Work with ACAS and take part in collective bargaining process
Take part in conciliation process
Take part in arbitration process

79
Q

Explain the effects that poor employee relations could have on an organisation (4)

A

De-motivated workforce may result in:
Decreased productivity
Increased staff turnover
Increased staff absenteeism
Impact on the quality of output
Less co-operation of staff during periods of change could make it harder to introduce new policies or procedures
Increased industrial action which would have:
Long-lasting effects on sales
Reduced productivity
Poor image of the organisation might mean potential customers and investors go elsewhere

80
Q

Describe the methods an organisation could use to encourage positive employee relations (6)

A

Quality Circle is a group of workers who come together with management to discuss an issue or how to improve a situation.
Worker Director is when a lower level employee is given a place on the
Board of Directors.
Worker Councils are made up of an equal number of employees and managers meeting to discuss issues.
Open Door Management Policies − managers will meet with employees at any appropriate time.
Participative Management Policies allow the employees to participate in the decision making of the organisation by managers consulting them and acting on their views.
Empowerment is when employees are given the power to make certain decisions without consulting the manager each time.
Appraisal is when staff meet with a line manager to discuss their progress and set targets for the future.
Negotiation (description required).
Consultation (description required).
Arbitration (description required).
Training (description required) – 1 method only to a max of 5.
Opportunities for promotion.
Trade Union/Professional association recognition.

81
Q

Describe different forms of industrial action that an employee could take (5)

A

Strike: employees refuse to carry out their work
Overtime ban: employees refuse to work any overtime
Go slow: employees work at a slower rate than normal
Sit in: employees do not work while remaining at their workplace
Work to rule: employees only undertake the tasks which is in their job description and do nothing else
Picket: employees demonstrate outside the place of work

82
Q

Describe ways an organisation could encourage positive employee relations (6)

A

Quality Circle is a group of workers who come together with management to discuss an issue or how to improve a situation.
Worker Director is when a lower level employee is given a place on the Board of Directors.
Worker Councils are made up of an equal number of employees and managers meeting to discuss issues.
Open Door Management Policies − managers will meet with employees at any appropriate time.
Participative Management Policies allow the employees to participate in the decision making of the organisation by managers consulting them and acting on their views.
Empowerment is when employees are given the power to make certain decisions without consulting the manager each time.
Appraisal is when staff meet with a line manager to discuss their progress
Appraisal can set targets for the future.
Negotiation (description required).
Consultation (description required).
Arbitration (description required).
Training (description required)._
Promotion.
Trade Union/Professional association recognition.
Financial Rewards
Team building/social events

83
Q

Explain the impact of industrial action on an organisation (4)

A

Strike: employees refuse to carry out their work which will mean no products/services sold or produced Lost profits
Overtime ban: employees refuse to work any overtime which can mean orders are late
Go slow: employees work at a slower rate than normal which can increase the costs of production
Sit in: employees do no work while remaining at their workplace which prevents employers bringing in other staff to do their work
Work to rule: employees only undertake the tasks which is in their job description and do nothing else which will results in jobs taking longer to do
Picket: employees demonstrate outside the place of work which can result in bad publicity for the organisation
Lock-out
Boycott

84
Q

Explain the effects that prolonged industrial action could have on an organisation. (5)

A

Loss in production will lead to possible shortages in stock
Loss in sales revenue may lead to liquidation
Long term loss of customers who now shop at competitors
Image of organisation is tarnished
Damage to long term reputation of organisation
Share price can fall
May result in redundancies
Improves working practices
Facilitates change

85
Q

ACAS/Trade Union involvementDescribe the stages of a formal disciplinary procedure taken against an employee. (4)

A

Verbal warning during a meeting outlining the issue
Written warning stating clearly the issue
how the issue may be resolved by the employee
Involve union officials/allow the employee to seek union advice
Worker could be suspended
this may be without pay
Hold a disciplinary hearing
Eventually the employee may be dismissed
Appeal the decision/industrial tribunal
Starts after there has been a breach of discipline identified

86
Q

Describe the advantages of collective bargaining carried out by a trade union. (3) 2015 (2)

A

Representing a large number improves the negotiating position
this increases the chance of success for members
Agreements reached can be on a national level
Reduces the number of individual meetings required to resolve an issue
Without collective bargaining the employees could be taken for granted and deliberately left out of discussions, consultations or told very little by the organisation
Speed/urgency is given to the issue

87
Q

Describe the purpose of the: Health and Safety at Work Act 1974, Race Relations Act 1976, and the Equal Pay Act 1970 (3)

A

Health and Safety at Work Act 1974
States employers’ and employees’ duties with regard to Health and Safety. Employees have a duty to take care of their own health as well as other employees.
Comment on employer AND employee to gain mark
Race Relations Act 1976
Unlawful to discriminate on the grounds of race, colour, religion or ethnic origin with regard to recruitment, training, promotion, conditions of service.
Equal Pay Act 1970
All employees should receive the same rate of pay where work of equal value is undertaken.

88
Q

Describe the main features of the following legislation – Health and Safety at work Act 1974 (2)

A

Health and Safety at Work Act 1974
States employers duties regarding health and safety on issues such as temperature, first aid, toilet facilities, cleanliness, protective clothing, etc.
Also states employees duties regarding due care of their own and other
employees health and safety, reporting of incidences or accidents, etc.
Data Protection Act 1984
Control the legislation regarding collection, storage, processing and distribution of
personal data.
The act states that:
data should be obtained and processed fairly
data can only be held for specific and lawful purposes
data held should be adequate, relevant and not excessive for the purpose
data should be accurate and up to date
data should not be held longer than is necessary
individuals are entitled access to the data
if appropriate the data should be altered or erased
security should be maintained to ensure no unlawful access to the data.
Computer Misuse Act 1990
Was passed to deal with the problem of hacking of computer systems.
The act created 3 new offences:
unauthorised access to computer material
unauthorised access with intent to commit or facilitate commission of further offences
unauthorised modification of computer material.

89
Q

Explain how the following legislation could impact on an organisation: Freedom of Information Act 2002, National Minimum Wage Regulation 1999, Employment Rights Act 1996 (6)

A

Freedom of Information Act 2002
Gives individuals the right of access to information held by public authorities therefore organisations must be prepared to accept requests for information
Means organisations covered by the act must be careful what information they now hold
Must provide the information within the specified timescale
National Minimum Wage Regulation 1999
States the minimum wage that organisations must now pay workers at different ages
Employees can take action if they are not paid the appropriate minimum wage
Has become more complicated to calculate wages
May mean younger members of staff are employed to reduce wages
Employment Rights Act 1996
An employee must be given a written contract of employment within 2 months of starting
Itemised pay slips must be given to employees
Maternity leave must be given to workers

90
Q

Describe the main features of the Equality Act 2010 (3)

A

The Equality Act 2010 simplifies the current discrimination laws and puts them all together in one piece of legislation
The act makes it more difficult for disabled people to be unfairly screened out when applying for jobs, by restricting the circumstances in which employers can ask job applicants questions about disability or health.
Any mention of the 9 protected characteristics
Now includes workplace victimisation, harassment and bullying
Makes pay secrecy clauses illegal
Any mention about types of discrimination – 7 types

91
Q

Describe the impact of the Equalities Act 2010 on organisations and employees (4)

A

Managers are required to be aware that new legislation exists
Provides protection for employees who have “protected characteristics”
Organisation cannot discriminate because of:- Age, Disability, Gender, Pregnancy and Maternity, Race, Religion or Belief and Sexual Orientation
Harassment – employees can complain of behaviour they find offensive even if it is not directed at them
Victimisation – someone is treated badly because they have made/supported a complaint or grievance under the Act

92
Q
A