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Business > schedule G > Flashcards

schedule G Flashcards

1
Q

Internal influences on HR objectives: corporate objective of market growth (3 points)

A
  • employees will need training
  • employees may need better working conditions to increase motivation
  • increase the number of employees
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2
Q

Internal influences on HR objectives: the finance department has demanded that budgets are cut (3 points)

A
  • freeze hiring
  • reduce the amount of training available
  • increase talent development
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3
Q

Internal influences on HR objectives: the operations and marketing department believe the business needs to be more innovative (3 points)

A
  • change leadership style to more democratic
  • training
  • hire more innovative people
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4
Q

Internal influences on HR objectives: shareholder returns need to be maximised (2 points)

A
  • make redundancies to cut costs
  • increase labour productivity to maximise profit
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5
Q

External influences on HR objectives: Technological change (3 points)

A
  • train staff to be able to use new tech
  • increase diversity
  • make roles redundant as tech can do it
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6
Q

External influences on HR objectives: The economic environment (2 points)

A
  • in decline make roles redundant
  • in expansion hire more staff and increase training
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7
Q

External influence on HR objectives: political and legal factors (1 point)

A
  • can’t wrongfully terminate employees without solid grounds
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8
Q

External influences on HR objectives: social factors (2 points)

A
  • working conditions
  • diversity of workforce
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9
Q

soft HRM (2 points)

A
  • employees are seen as strategic assets
  • most important assets the business has
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10
Q

concerns with soft HRM (2 points)

A
  • focus on training = high costs and less competitive prices
  • issues with delegation and decentralisation (employee may not do the job they were told to do)
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11
Q

Hard HRM (2 points)

A
  • employees are seen as a tactical resource
  • viewed in the same way as machines
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12
Q

Concerns with hard HRM (2 points)

A
  • Absenteeism/turnover issues
  • high turnover = high costs
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13
Q

high employee morale =

A

high productivity

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14
Q

hackman and Oldham’s model: a well designed job may lead to (3 points)

A
  • increased productivity
  • decreased absenteeism
  • increased staff retention rates
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15
Q

main aspects of Hackman and Oldham’s model (3 points)

A
  • skill variety
    task identity
    task significance
  • autonomy
  • feedback
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16
Q

factors leading to high labour turnover (5 points)

A
  • high labour intensity
  • long hours
  • low pay
  • repetitive work
  • tech advancements
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17
Q

how can HR use data for decision making and planning (5 points)

A
  • help appropriate future staffing levels
  • implement rewards or sanctions
  • compare branches or production lines to each other
  • help with trade union negotiations
  • help when considering staff redundancies
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18
Q

appropriately designed jobs can lead to (4 points)

A
  • higher motivation
  • higher quality
  • higher satisfaction
  • lower absenteeism and turnover
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19
Q

what is the idea behind growth need strength

A

if an individual wants and desires a well enriched job, their motivating potential is higher than that of an employee who doesn’t want to grow

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20
Q

job enrichment

A

increasing the level of responsibility that an employee has

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21
Q

job enlargement

A

increasing the number of responsibilities that an employee has

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22
Q

job rotation

A

varying the tasks that an employee has to complete

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23
Q

job empowerment

A

giving the employees more control over their working lives

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24
Q

authority

A

the power of an employee to instruct subordinates

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25
Q

subordinates

A

a person under the authority of control of another

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26
Q

hierarchy

A

a system in which members are ranked according to authority

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27
Q

span of control

A

shows the number of subordinates that a manager or supervisor is responsible for

28
Q

delegation

A

passing authority down the hierarchy

29
Q

tall and thin leadership structure characteristics (4 points)

A
  • each manager has very few subordinates
  • Hard HRM
  • lots of managers to supervise lowly skilled workers
  • ridged, communication takes a long time
30
Q

wide and flat leadership structure characteristics (3 points)

A
  • each manager has many subordinates; requires careful delegation but can achieve quick communication
  • Soft HRM
  • Fewer managers to organise highly skilled workers as they don’t need as much/any supervision
31
Q

advantages of delegation (3 points)

A
  • subordinates may feel empowered by gaining authority
  • fosters a culture of internal recruitment
  • managers are fully focused n more complex tasks
32
Q

disadvantages of delegation (2 points)

A
  • subordinates may be demotivated because of increased workload
  • decreased motivation means an increased risk of employees leaving
33
Q

advantages of centralised structures (4 points)

A
  • quicker decision making: fewer staff
  • consistency: aims, vision and culture of the business
  • motivation: clear role/job to do
  • Budgets: higher layers of management more likely to know and stick to budgets
34
Q

disadvantages of centralised structures (3 points)

A
  • Rigid: miss opportunities, always having to check with top level
  • middle managers lack motivation due to little authority
  • lack of productivity
35
Q

Advantages of decentralised structures (3 points)

A
  • increased motivation
  • flexible decision making
  • internal recruitment
36
Q

disadvantages of decentralised structures (3 points)

A
  • less consistency in decision making
  • it depends upon: employee skill/experience
  • ‘crisis’ suits centralised
37
Q

stages of Taylors theory of motivation (5 points)

A

motivated by money (piece rates)
1. watch the workers
2. develop the best way to complete task
3. define clear procedures for employees
4. managers provide training based on step 3
5. calculate a realistic output per day target

38
Q

what does Taylor suggest for a worker who produces less output than others

A

give them extra training

39
Q

what does Taylor suggest for a worker who produces more output than others

A

give them a financial bonus

40
Q

advantages of Taylors theory of motivation (3 points)

A
  • low skilled jobs
  • mass production
  • aligns with division of labour
41
Q

Disadvantages of Taylors theory of motivation (3 points)

A
  • too crude and only considers money
  • doesn’t consider the knowledge economy which favours creativity/innovation
  • makes boring and tedious jobs
42
Q

levels of Maslow’s hierarchy of needs (5 points)

A
  • physiological needs (wages to pay bills)
  • safety needs (job security and safe working conditions)
  • love and belonging (canteens and social gatherings)
  • esteem (promotion, bonuses and rewards)
  • self-actualisation (up-skilling in new areas and training)
43
Q

disadvantages of Maslow’s hierarchy of needs (2 points)

A
  • had to judge exactly where worker is
  • is the order correct
44
Q

what is the idea behind Herzberg’s two factor theory

A

different aspects of work have different impacts on motivation

45
Q

hygiene factors (2 points)

A
  • prevent workers from being dissatisfied
  • workers will not be motivated if present
    e.g. having heating in office
46
Q

motivating factors

A
  • if present workers will be motivated
    e.g. training and development
47
Q

Financial methods of motivation (6 points)

A
  • Zero hours: usually for ‘piece work’ or ‘on call’ work
  • piece rate: payment based on number of units sold
  • salary statements: a set annual sum, paid in monthly instruments
  • performance related pay: employees receive a bonus based on performance
  • shared ownership: discount on shares for employees
  • profit sharing: employees receive a share of profit
48
Q

Non financial methods of motivation: Job rotation pros and cons

A

pros: less repetitive, workforce becomes multi skilled in long term, flexibility
cons: initially unskilled, possibly demotivating, reduces productivity

49
Q

Non financial methods of motivation: Job enrichment pros and cons

A

(giving employees additional responsibility)
pros: increased motivation, increase productivity, increase retention rates
cons: depends on employee, could = lower quality and output

50
Q

Non financial methods of motivation: Autonomy pros and cons

A

(giving employees more independence to make decisions)
pros: increased freedom, quicker decisions
cons: depend on employee, lead to bad decisions, might become detached from business aims

51
Q

human inflow

A

recruitment into business

52
Q

internal human flow

A

movement of employees in and around the business

53
Q

human outflow

A

movement of employees out the business

54
Q

internal recruitment advantages (3 points)

A
  • cheaper (no hiring costs)
  • more informed process (increases retention)
  • faster process (person is already familiar with culture)
55
Q

external recruitment advantages (2 points)

A
  • larger pool of ‘potential’ workers (more likely going to find best fit)
  • new ideas (increase innovation)
56
Q

what are the HR benefits of training (2 points)

A
  • increased motivation
  • increased retention
57
Q

types of training (2 points)

A
  1. induction (at the start)
  2. on the job
58
Q

what do employers gain from training (4 points)

A
  1. quality goods/services…increased sales
  2. increased quantity produced…increased labour productivity
  3. stay ahead of rivals…keep up to date with tech
  4. increased retention…lower costs
59
Q

what to employees gain from training (2 points)

A
  1. increased job satisfaction…increased motivation
  2. increased promotion chances…increased responsibility
60
Q

workers councils

A

represents all employees - internal

61
Q

typical agenda of a workers council (4 points)

A
  • business objectives and performance
  • workforce planning issues (recruitment and staffing levels)
  • employee welfare issues
  • training and development programs
62
Q

trade union

A

represents members - external help

63
Q

what do trade unions help to do (2 points)

A
  • negotiate wages and employment terms
  • agree acceptable output
64
Q

benefits of trade unions to employees

A
  • collective bargaining - power in numbers
65
Q

benefits of trade unions to employers (2 points)

A
  • formal communication between managers and workers
  • more productive than talking to individuals
66
Q

examples of industrial action (3 points)

A
  • refuse to do overtime
  • bare minimum
  • strikes

Business (14 decks)

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