sac 2B - AOS1 managing employees Flashcards
training
training is the process of improving an employees skills and knowledge so they are able to perform their job more effectively and efficiently. to determine what training is required, a training needs analysis can be conducted
benefits of training for the employee
> Improved abilities
Increased job satisfaction and motivation
can take on greater responsibility
Improved self-esteem
benefits of training for business
>Improbed productivity >Improved qualities >greater ability to meet business objectives >reduced staff turnover >develop a learning culture
on the job training
on the job training is where an employee learns at their workplace, often while performing their actual job. training id often conducted by an experienced employee
ADS-
- employee gains experience on the equipment they will be working on
- normally most cost effective form of training
- employee can work while being trained- productive
DIS-
- quality of the trainer can vary
- poor habits can be passed on
- if experienced employee is the trainer, they are unable to perform their duties
- may disrupt the operations while training is conducted
off the job training
off the job training is where the employee learns new skills away from the workplace in areas such as conferences, classroom setting, simulations, role plays
ADS-
- learn from specialists with vast experience
- less interruptions from workplace issues
- can provide formally recognised qualification
DIS-
- often most expensive form of training
- may not learn on exact equipment that will be used in the workplace
- employees may use gained qualification to leave the business
- lost working time as employee is away from work
performance management
Performance management the the assessment of employees work performance to ensure that both the businesses and the employees goals and objectives are met. Performance management strategies can be used to evaluate current employee performance and provide a framework for further improvement or correction as required for the future.
management by objectives
management by objectives is a program where the manager and the employee collaboratively set clear objectives.
these objectives are set from the employee are in line with the business objectives
the employee is then evaluated against the set objectives and provided feedback on their performance
ADS-
- clear to define what performance is required
- goals lead to motivation?
- aligns with business objectives
DIS-
- may be other areas where employee hasnt perfoemed well
- employees may disagree with managers objectives
performance appraisal
performance appraisal measures an employees performance provides feedback and develops new objectives for the employee.
performance appraisals can;
- provide feedback on performance
- set new goals for the employee
- determine promotions/demotions or termination
- determine training needs for the employee
types of performance appraisal include; evaluation, essay method, rating scale method, critical incident method
ADS-
- if the employee cares, then they can receive a promotion for their efforts
- if performance is good employees will receive recognition such as maybe a pay increase
-clear rank of where they are going in different criteria
DIS-
-employees may not care, hence the appraisla isnt accurate
- may be bias
evaluation method: performance appraisal
the evaluation method is where the manager writes notes in an extended response about the performance of the employee
rating scale method: performance appraisal
manager rates employee on different criteria using qualitative data
critical incident method: performance appraisal
where in any critical incident the employees performance is records to see how they behave
self evaluation
self evaluation is where an employee assesses their ow performance related to predetermined objectives.
this will then create an open dialogue with the manager where the performance is discussed
this can highlight needs for training the employee feels wild be helpful.
> ongoing documentations
ADS-
- communication between managers and employee can help feedback
- employees can explore the opportunity to document their achievements and make suggestions for their training
- employers get an insight into their employees
DIS-
- people are hard on themselves
- may understate their strengths
- employees could place their job security at risk
employee observation
employee observation is where an employees performance is evaluated by watching them in action. observations should be performed regularly
360 degree feedback is a common type of observation
ADS-
- if the observer isn’t know to the employee, they get a true sense of how the employee works
- gets a real and true indication of them actually carrying out their responsibility
DIS-
- employee may be nervous when being evaluated therefore shoe under their average
- employee might act better in front of manager if known being observed
termination
termination is where the employee leaves a particular workplace, ending the employment relationship. during termination, it is important the employee is treated fairly and lawfully.
termination can ether be voluntary or non voluntary
retirement
retirement is where the employee decodes to leave the workforce as a whole. it is important that the business helps the retiree in this transition as well as prepares themselves for the loss of talent and experience.
entitlements- employees are entitled to any accord benefits eg annual leave and long service leave.
transition issues- allow employee to gradually transition into retirement eg gradually reduce work hours
-provide advice or counselling
resignation
resignation is where the employee voluntarily leaves the business.
a reason a person might resign could be sure to; promotion at another business, cgageof career, better conditions else where, boredom with current job.
exit interviews can be conducted to determine the reason for a employees departure. this cam help identify issues.
entitlements- payment for completed work and accused benefits
redundancy
redundancy occurs when an employee leaves the business because their job no longer exists.
this is often the result of technological changes, restructure, poor financial performance or a merger.
redundancy can either be voluntary or involuntary.
with voluntary redundancy, employees nominate themselves and take the opportunity to leave the business. this still offers a redundancy package with more notice whereas involuntary redundancy is where emloyees are asked to leave the business.
entitlements- employees are entitled to redundancy package, notice, pay and benefits for work conducted and time off to attend interviews
transition issues- counselling, outplacement services, career advice, training, financial advice
dismissal
dismissal is when an employee is terminated due to unacceptable behaviour or performance.
summary dismissal is when an employee commits a serious breach of their employment contract and can be dismissed immediately.
on-notice dismissal is when the employee is not performing satisfactorily and they use be given notice and an opportunity to improve their performance. entitlements- employees are entitled tp pay and accused benefits for the work they have performed.
transition issues- some businesses may introduce career transition services.
unfair dismissal
unfair dismissal occurs when an employee has been dissed in a harsh, unjust to unreasonable manner. eg absence of work due to injury or illness, belonging or not belonging to a trade union, discrimination.
it is important that the managers know the law and are trained in how to handle dismissals.
employees (4)
employees are those that work in the business. their role is to wok towards achieving objectives.
in regards to workplace relations, employee are involved in;
- negotiation of new agreements
- voting on new agreements
- taking industrial action if required
- they need to carry out their responsibilities
human resource manager
4
the human resource manager is responsible for managing the relationship tweenemployess and the business. the role in workplace relations includes;
- represent the employer in negotiations of new wage agreements
- participate in resolution of disputes
- implement agreements, may include training manager s and supervisors
- communicate with employer associations, unions and fair work commission
unions (3)
unions ae organisations that represent and offer advice to employees with workplace relations issues. roles of the union include;
- negotiation of new wage agreement on behalf f the employees
- offer advice to employees- support and represent employees in disputes
- organise industrial action eg strikes
employer associations (3)
employer associations are the organisations that represent and offer advice to employers wth workplace relations. the role of the associations include;
- negotiating new wage agreements
- notifying and assisting employers with changes in legislation
- advising or representing employers in workplace disputes
fair work commission (5)
fair work commission is Australia’s independent workplace relations tribunal. their role includes;
- providing a safety net of minimum wages and conditions for all employees
- hearing unfair and unlawful dismissal
- regulating and monitoring industrial action
- hearing and investigating bullying ad harassment claims
- approve workplace agreements
- assisting is resolving workplaces disputes through mediation and arbitration.
types of agreements in places to determine wags and conditions
- national empoyewmstn standards
- awards
- collective agreement
- individual employment contract
national employment standards
national employment standards is a system for determining wages and conditions is set out in the fair work act 2009. the work act stipulates employee protections known as the national employment standards
- no employment contract can have conditions that are below the NES.
- some of the NES include;
>max weekly hours-38
>up to 12 months unpaid parental leave
>4 weeks annual leave
awards
awards set out the minimum wages and conditions for those n a particular industry. awards are reveiwed by the fair wok commission to ensure they are relevant for the economic climate.
employees cannot be paid or receive conditions any lower than the award.
for those on a collective agreement, the award acts asa after net for employees.
ADS-
- easy for business, saves time and money
- info is clear and meets standards
DIS-
- not flexible to specific employee
- don’t meet specific needs
- no say for employees
collective agreements
a collective agreement is a workplace agreement between an employer and a group of employees. collective agreements are reached via the process of enterprise bargaining, then to be greed on by the FWC
enterprise bargaining
enterprise bargaining is the negotiation between the employer and employees (or their representatives) with the goals of making an enterprise agreement
individual flexibility agreement
all collective agreements must have a flexibility clause in them, this means individual employees may seek to have alternative arrangements for their conditions tp help suit their needs. the flexibility agreement is based go the collective agreement.
individual employment contract
an individual employee can sign a legal contract with their employer regarding wages and conditions, they still must follow NES and award. this is often for highly paid employees.
causes for disputes
- negotiation of new wage agreement
- job security
- managerial policies
- discipline issues
- health an safety issues in the workplace
- harassment or bullying issues dispute resolution
dispute resolution
effective dispute resolution can help maintain good relationships with their employees
every dispute should be taken seriously
disputes should be dealt wit fairly and in a consistent mannar
industrial action
industrial action may be taken if enterprise bargaining has broken down.
common actions include;
- strikes> withdraw
- work to rule>bare minimum
- stop work meeting> stop work for meeting
- lockout> employees locked out of workplace
protected action
protected industrial action is action that is approved by the fair work commission.
grievance procedure: method for resolving conflict
a grievance procedure is a formal process where and employee can resolve matters relating to complaints n the workplace
mediation: method for resolving conflict
mediation is a meths whereby a third party facilities the conversation. the parties will come to their own agreement. the third party will be independent or agreed on by the parties in the dispute.
arbitration: method for resolving conflict
arbitration is where both parties put their case forward to an independent third party who then makes the final decision. the fair work commission can act as the independent tribunal to carry out the arbitration process.
