Revision Flashcards
HRP
process identifying current/future HR needs of organization ensuring staff is sufficient/competent to help reach organizations goals
Recruitment
hiring the right workers for the job
Training
ensures employees get proper professional dvlp to complete tasks efficiently
Appraisal
evaluating worker performance
Termination/Dismissal
managing if employees want to/have to leave
LBR TURN
measure how many ppl leave a business over period of time (% of tot workers)
staff leaving in a year / tot staff that year x 100 = LBR TURN %
<10%
High LBR TURN
reason why ppl don’t want to stay
incompetent staff
retiring/personal
better pay elsewhere
Low LBR TURN
new employees = fresh ideas + innovation
shows managers hired well
employees are loyal + motivated
Why people may want to leave job
CLAMPS
- challenge
- location
- advancement
- money
- pride
- security
External Factors
beyond control of organization and impacts pool of employees
demographic change:
ageing population causes dependent pop/less LM/change in consumption
LM change:
fnf/relocation cost/cost of living/lang + cult diff
tech change:
online meetings/online recruit
Internal Factors
changes within organization
organization change:
to meet strat goals + help WFP
corp culture change:
change how HR operates eg hours + appraisals
finance change:
lay off/hire more as training costs
Internal recruitment
hiring from within like relocation or promoting
cheaper
know culture + structure
quicker
External recruitment
hiring from out needs ads/headhunters (costs)
new ideas + attitudes
avoids internal competition
could be better standard
Steps recruitment process
job anal job desc person spec job eval job advert shortlist interview selection background check + refs job offer
On the Job training
while employee is working (eg by senior)
cheap
relevant to firm
better location/no disrupt
trainees may pick up bad habits
trainers work disrupted
trainer may lack up to date training
Off the Job training
outside work hours + offsite eg hotel/conference
experts external
networking
more types of training
expensive
not all skills transferable
loss of output when workers offsite
Cognitive
mental training to improve performance + develop thinking skills
helps solving decision making problems that will be used
expensive
can’t measure results
diff workers diff goals
Behavioural
helps employee dvlp skills like stress management + emotions
Mentoring
On site- mentor shares experiences to mentee
creates personal experience
good mentor = positive envr
mismatched personality
mentor time, cant work
long term can disrupt business
Induction
new employees on the job
fast settling
understand corp culture
takes long
key staff have to be freed
Appraisal
assessment of employees performance fulfilling job desc. annual/quarterly by senior staff
Formative appraisal
ongoing + planned - gives recognition to employees + learns from mistakes
Summative appraisal
employee performance based on business standards to sum employee performance against standards
360 appraisal
not only manager feedback, but colleagues as well - employee appraised from many perspectives
Self appraisal
own performance by rating themselves, usually combined with another appraisal
Dismissal
being removed/sacked from incompetence/lack of discipline
Redundancy
job isn’t required so employee becomes redundant (no fault)
Steps of dismissal
verbal warning
official written warning if continued
dismissal
Changing employment methods
teleworking:
- some hours at office and some at home
migration for work:
- people go long distances for work for better connectivity etc
part time employment
flexitime:
- hours set but distribution decided by employee
Outsourcing
transferring business activities to external firm to reduce costs
ext could do it better
bid for work- get better price
business can concentrate on core func
ext my cut corners
can cause redundancies
qual mng is difficult
Offshoring
geographically relocating business activities abroad
cheaper wages overseas
better access to raw mat
benefit from currency change
cut corners
difficult QC
exploit of workers LIC unethical
Reshoring
transfer business operations back to original country
+++ QC
avoid expensive transport cost
labor can be more expensive
USP of home grown
Span of control
number of subordinates under manager
delegation
giving subordinate work to complete but keeping responsibility (happens with wide SOC)
Chain of command
route where decision in organisation must follow
centralisation
shows all big decisions made by small group top employees who work closely with CEO
Decentralisaiton
core strat decisions made by top, but middle also have other decision making author
Bureaucracy
importance of rules/procedures
many rules = very bureaucratic (no personal initative/delegation)
Delayering
removing layers of hierarchy done to reduce bureaucracy and increase middle decision making
Tall organizational structure
in big companies like apple
+++ hierarchy and — SOC
centralized decision making and little delegation
Short organizational structure
few lvls of hierarchy
wide SOC
decentralized decision making and +++ delegation
Organizational structure by…
hierarchy
- traditional reprs of chain of command
function - grouped based on role (eg marketing, finance)
product
- based on products made by business
region
- based on activity carried out in different regions
Project based organisation
employees structed around firm different project
flexible + market oriented )
+++ delegation
efficient - each employee specialist in field
+++ training cost
not all workers can fit into struct
Shamrock organisation
trim workers to only those needed for creation of product 3 lvls - core managers - contractual fringe - flexible workforce
save on staff costs
speciailist workers
— job security = — motivation
not all workers can fit into struct
5 key functions of management
planning- set objectives for diff parts of organisation
organising- managers make sure business has enough resources to meet objectives
commanding- managers make sure individuals know what to do
coordinating- managers need to make sure tasks done on time
controlling- managers must control quality of operations and change if needed
management vs leadership
time + devotion
- management is 9-5
- 24 hrs a day
roles/responsib
- day to dat operations
- is accountable for bigger things
influence on others
- focuses on tasks
- inspires by example
risk taking
- follows rules
- risks in interest of organisation
vision
- stable environment
- create culture of hope
autocratic
leader holds most power + tall org struct
clear author + quick decisions
employees cant operate independantly
Paternalistic
father figure - concerns for employees
employees dont let org down - take pride
leaders maybe dont have objective eye in eval workers
Democratic
employees involved in decision making process + short org struct
motivated workforce as feel they are valued
longer DM process + inefficient in making quick decisions
Laissez faire
freedom to employees + democratic and openminded
employees more creative + innovative
indiv interest diff from org = less efficient
Situational
no one style is used, style used depends on sitch
organisations can quickly switch in emergy sitch
can confuse workforce
Taylor
money is main motivation
divide work
more output = more pay
hard to measure in some jobs
ignores innovations + creativity
Maslow
psychological safety love belonging esteem self actualisation
can only go up if pervious need met
workers feel taken care of = +++ motivation
difficult to decide rewards
herzberg
hygiene:
- working condition/pay
- not met = — in productivity
motivators:
- chance of promotion
- job enlarge/empower/enrich
business knows what to do to +++ motiv
does not apply for all jobs
Adam
workers compare pay + effort
equity is effort compared to rewards
equity norm- expected
social comp- workers decide fair based on others
cognitive distort- workers feel undercomp will — goodwill = change in input
some ppl more sensitive to equity
neglects phys/demo/cult variables
Pink
businesses need to make third drive/intrinsic motivation that is satis from completing itself, not reward
3 motivating factors
- autonomy- people need to be autonomous to be motivated
- mastery- employees master when tasks not too easy or difficult
- purpose- people motivated when they feel their work is needed/benefits org
financial rewards
salary- fixed wages- time base wages- per unit (quan over qual issue) commission- % per unit sold prp- depends on company profitability perf rp- depends on goals met employee share ownership- means org success is good for shareholders fringe payments (perks)- like housing allowance/health insurance
non financial rewards
empowerment- giving DM power
teamwork- working collaboratively
job enirch- +++ recognition
job rotation- changing task for greater sense
organisational/corp culture
values beliefs attitudes expectation assumptions
elements of organisational culture
vision value practices people traditions leadership style
types of org cult
role
power
person
task
reasons for cultural clash
growth
MA
leadership syles
consequences of cult clash
low esteem
low motivation
low productivity
high LT
employee repres
labor/trade unions
- collect barg
- slowdown
- worktorule
- no OT
- strike action
employers use
collect barg threat to redund change contract lockout closure
conflict resolution
single union
no strike
council/arbit
indus democ
resis to change
self innterest
low tolerance
HR strat to reduce chnage impact
educ communic particip support negotiate manipulate
