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Business > SAC 2B - HR management > Flashcards

SAC 2B - HR management Flashcards

1
Q

what is training and development?

A

Teaching staff to enhance job efficiency and skills.

it is aimed at improving employees’ skills and abilities. this leads to personal and business growth.

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2
Q

Training advantages for employees

A
  • opportunity for promotion and self - improvement
  • improved job satisfaction through better job performance
  • a challenge to learn to learn new things
  • adaptability for greater ability to adapt and cope with changes
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3
Q

training advantages for business

A
  • higher productivity through better job performance and more efficient use of human recources
  • goals and objectives more effectively met
  • reduced costs due to less labour turnover and absenteeism and fewer errors and accidents
  • a more “capablea’, ‘mobile’ workforce
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4
Q

On the job training method

A

occurs when employees need to learn a specific set of skills to perform particular tasks in the workplace.

uses all equipment, machinery, and documents that are present in that workplace.

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5
Q

methods of on the job

A
  • coaching and tutoring
  • role modelling
  • apprenticeships
  • participation in a planned work activity
  • job rotation
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6
Q

advantages of on the job

A
  • it is the most cost effective alternative
  • employees are working while training , so are more productive
  • trainees use the equipment that will actually be used
  • immediate feedback from more experienced colleagues
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6
Q

disadvantages of on the job

A
  • the quality of the trainer may vary
  • bad habits of older staff may be passed on to younger employees
  • the learning environment may be noisy and distracting
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7
Q

off the job method

A

sending employees away from the workplace to particular specialised training institution for learning skills.

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8
Q

methods of off the job

A
  • presentations
  • conferences- professional organisation host
  • online forums
  • simulations
  • formal qualifications
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9
Q

advantages of off the job

A
  • availability of a wider range of skills and qualifications than those in the workplace
  • outside experts and specialised can provide broader experiences
  • can be more intense without workplace distractions for both trainer and trainee
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10
Q

disadvantages of off the job

A
  • may be to theoretical without access to workplace tools or equipment
  • more expensive
  • lost working time while the employees is absent
  • employees may be tempted to leave
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11
Q

performance managment

A

the system used to Improve organisational functional and individual performance through linking the objectives of each.

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12
Q
  1. Management by objectives
A

The process where employees and managers agree on a set of goals for each employee, which all contribute to the business objectives.

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13
Q

how does management by objectives achieve business objectives

A
  • aligns business and employee objective to achieve wider business objectives
  • can improve workplace relations
  • creates a positive working environment and strengthens corporate culture
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14
Q

how does management by objectives achieve employee objectives

A
  • gain sense of achievement and improve motivation
  • more committed to achieving goals
  • gain clearer understanding of goal
  • promotional opportunities may arise
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15
Q
  1. Appraisals
A

A standardised approach that measures how well an employee has performed their job, provides feedback to the employee and establishes plans to improve performance.

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16
Q

Methods of Appraisals

A

Essay method: a manager keeps a journal on each employee being appraised

Critical incident method: manger keeps a journal and record the good and bad aspects of work performance.

Comparison method: each employee is ranked accordingly to a list of predetermined performance criteria

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17
Q

How does appraisals achieve business objectives

A
  • improve workplace relations due to communication
  • outlines areas where employees are struggling
  • provides information to managers
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18
Q

How does appraisals achieve employee objectives

A
  • allows them to know what and how to improve
  • promotional opportunities
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19
Q
  1. Self evaluation
A

a process whereby employees carry out self-assessment, based on a set of agreed criteria. Self evaluation is when an employee self-assesses both their performance related to their predetermined objectives and their contributions to their business team or unit

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20
Q

how does self evaluation achieve business objectives

A
  • gains insight into employees perceptions of their performance
  • gains insight into employees strengths and weaknesses
  • indentity training opportunities for employees
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21
Q

how does self evaluation achieve employee objectives

A
  • assists them to be more driven towards targets
  • reflect on performance
  • opportunity to improve with further training
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22
Q
  1. Employee observations
A

A strategy where a variety of opinions on the performance of employees is sought with the aim of arriving at a more comprehensive picture of past and current performance.

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23
Q

how will employee observations achieve business objectives

A
  • gain multiple perspectives about an employee
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24
Q

how will employee observations achieve employee objectives

A
  • can identify strengths and can learn them
  • responsive to feedback because valued the opinion.
  • promotional opportunities
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25
Q

termination management

A

Termination of employment is when an employee leaves a particular workplace, ending the employment relationship. Termination of employment is usually managed by the human resource manager, who must ensure that the employee is treated both fairly and within the law.

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26
Q

resignation

A

Voluntary ending of employment by employee.

occurs when an employee decides to give up full-time or part-time work and no longer be part of the labour force

27
Q

retirement

A

the voluntary ending of employment by the employee ‘quitting’ their job

28
Q

redundancy

A

occurs when a person’s job no longer exists, usually due to technological changes, a business restructure, or a merger or acquisition

29
Q

dismissal

A

occurs when the behaviour of an employee is unacceptable and a business terminates their employment

30
Q

unfair dismissal

A

Discriminatory firing of an employee.

when an employee is dismissed because the employer has discriminated against them in some way, such as firing someone because she is pregnant

31
Q

entitlement considerations

A

Employee Entitlements refers to the amounts or benefits to which Employees are entitled to after their service to a business. Examples include sick leave, maternity leave, annual leave, long service leave, accrued rostered hours for rostered days off and approved time off owed.

32
Q

transition considerations

A

issues relating to the process of changing from one job to another or from one set of circumstances to another.

Leaving a workplace can be stressful and can raise transition issues for employees. Workplaces can assist employees to transition from the workplace to another workplace by putting measures in place that ease some of that stress.

Although businesses are not legally required to offer their employees these transition programs it is viewed as socially responsible.

33
Q

workplace relations

A

Refers to the interaction between employers and employees, or their representatives, to achieve a set of working conditions that will meet the needs of employees as well as allowing the business to achieve its strategic, tactical and operational objectives.

34
Q

Human resource managers

A

HRM are individuals who coordinate the relationship between employees and management with the business

35
Q

the role of the HR

A
  • recruit, hire, train and terminate employees
  • negotiate with employees and their representatives
  • act as a mediating party
  • ensure that minimum legal requirements are met
36
Q

Employees

A

Employees demand more challenging, interesting work, greater involvement in decision-making processes and autonomy at their workplace.

37
Q

the role of the employees

A
  • follow and understand workplace safety and procedures
  • complete tasks with proper care and diligence
  • obey terms in their contract
  • not misuse confidential information
  • report illegal or unethical behaviour
38
Q

Employer associations

A

represent employers in the making of Awards through the centralised employee relations system. They now assist employers in formulating policies and processing logs of claim from unions.

39
Q

the role of the employer associations

A
  • share information
  • provide advice
  • provide support
  • represent employers during negotiations with employees
40
Q

union

A

organisations formed by employees in an industry, trade or occupation to represent them in efforts to improve wages and the working conditions of their members.

41
Q

the role of the union

A
  • represent and negotiate on behalf of employees
  • seek better wages and work conditions
  • protect job security and integrity of employee contracts
42
Q

The fair work commission

A

Australia’s national workplace tribunal under Fair Work Act

The Government body that deals with the resolution of industrial disputes, and acts as an independent umpire in setting minimum wages and employment standards.

43
Q

the role of the FWC

A
  • set national minimum working standards
  • establish awards
  • approving and monitoring enterprise agreements
  • acts as an arbitrator
  • respond to serious workplace issues
44
Q

what is an award

A

a legally binding document determined by the Fair Work Commission that sets out minimum wages and conditions for whole industries or occupations

45
Q

advantages of an award

A
  • Less costly for the business
  • Less time consumed in determining appropriate terms and conditions
  • Less work for management to complete as allowances are already determined for each occupation
  • Employees have limited input.
  • Provides a stable and secure safety net for employees
46
Q

disadvantages of an award

A
  • Provides less flexibility — cannot be customised to the needs of a workplace
  • A business may need to implement numerous different Awards in the same workplace.
  • Modern Awards can be complex.
  • A business making use of Awards may not attract the best or most talented candidates for a position.
47
Q

agreements

A

an agreement on pay and conditions of work made at the workplace level and negotiated between groups of employees (or represented by their union) and employers

48
Q

advantages of agreements

A
  • Very flexible — can be tailored to specific workplace needs.
  • Greater effort and contribution to productivity improvements by employees can be rewarded.
  • Must meet the ‘better off overall test’ (BOOT) so that employees are better off overall when conditions in the agreement are compared to the relevant Award.
  • May be used to attract talented or highly skilled employees to the business.
  • A simpler method for determining wages and conditions of work when compared to using a modern Award — for example, a business might make an enterprise agreement that incorporates Award entitlements into a base rate that will be paid to employees.
49
Q

disadvantages of agreements

A
  • Time-consuming to negotiate — for example, employees must be consulted during enterprise bargaining and a proposed agreement must go through an approval process before it will be approved by the Fair Work Commission.
  • Conditions that are better than the relevant Award may be very expensive for a business.
  • Varying pay or conditions of work may result in industrial action.
50
Q

Employment conditions

A

There are rules about what employees get at
work, such as what hours they work and how
often they have to have a break. These rules can
be set out in different places such as an award or
agreements.

An employee’s minimum entitlements are set out
in the National Employment Standards
(NES) and awards. A registered agreement can
provide for other entitlements but they can’t be
less than what’s in the NES or the award that
applies.

51
Q

dispute resolution

A

A dispute is a conflict between workplace participants as a result of a disagreement. The dispute can occur between an employee and a manager, two employees or the business in general.

52
Q

Mediation

A

The confidential discussion of issues in a non-threatening environment, in the presence of a neutral, objective third party, who helps the parties in dispute to work towards an agreement, but does not offer suggestions or solutions.

53
Q

advantages of mediation

A
  • Mediation is generally more cost effective than other means of dispute resolution, as it usually occurs in a less formal setting.
  • The use of mediation will usually result in resolution in a shorter space of time than other means of dispute resolution, if the parties are able to compromise. Mediation may last from a few hours to a few days.
  • Positive working relationships are maintained as the parties in dispute are encouraged to work together in reaching a decision.
  • Mediation is voluntary — if both parties have agreed to it, they are both clearly willing to work towards a solution.
54
Q

disadvantages of mediation

A
  • A decision made using mediation may not be legally binding on the two parties (depending on the terms of settlement) meaning that one of the parties or both parties may not honour their commitments.
  • One party may refuse to attend mediation as it is not compulsory to attend — it is also not compulsory to reach agreement. This may result in mediation becoming a waste of time and money.
  • One party may be stronger than the other. This is likely to be management, so the other party (most likely employees) may feel intimidated. Management may be better able to control proceedings and achieve a more favourable outcome.
  • Information could be shared with the other party during mediation that may benefit the other party.
55
Q

abitration

A

A means of dispute resolution involving an independent third party (such as a commissioner of the Fair Work Commission) hearing both arguments in a dispute and determining the outcome

56
Q

advantages of abitration

A
  • The decision made by the arbitrator is legally binding and enforceable. Parties can be confident that the arbitrator’s decision will be enforced if the other party fails to honour it, so can experience some sense of closure.
  • Arbitrations are compulsory to attend.
  • The arbitrator wterm-78ill make a decision if the parties are unable to agree, which means that a result is not reliant on compromise between two disputing parties.
  • The dispute will normally be resolved much more quickly than if it was taken to court.
  • Arbitration is normally private (there is no public record of proceedings), though it is not always confidential (subject to the agreement of the parties).
57
Q

disadvantages of abitration

A
  • Parties have reduced control over the outcome, as the decision will be imposed by the arbitrator.
  • The process may be more time consuming and more expensive than other dispute resolution methods, depending on the nature of the dispute and how the arbitration is conducted.
  • Less effective at preserving the relationship between the parties in dispute, as arbitration does not aim to create a ‘win-win’ situation for the parties, and one party may be dissatisfied with the outcome.
58
Q

strike

A

The employees remove themselves from the workplace for a period of time.

59
Q

pickit line

A

A protest that takes place outside the workplace. This not

only attracts media attention buy also prevent suppliers from entering the business or non union member from attending work.

60
Q

work to rule

A

The employees only perform the tasks that are specifically listed in their job description and do not perform any extra duties.

61
Q

lockout

A

The business refuses to allow the employee to attend work

62
Q

work bans

A

A ban is placed on a type of work or a piece of equipment.

63
Q

go slow

A

Employees adopt a practice that restricts, limits or delays the

work performance resulting in poor productivity.

64
Q

who are the participants to change

A

fair work commision
employees
union
employer associations
HR manager

65
Q

example of transition considerations

A

job interview training
career coaching
assistance with improving resumes
career counselling.

66
Q

example of entitlement considerations

A

telstra

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