Section 2 Flashcards
Hard HRM
And approach to managing staff that focuses on cutting cutting costs. , Example temporary and part-time employment contracts, offering maximum flexibility but with minimum training costs
Soft HRM
And approach to managing staff that focuses on developing staff so that they reach self fulfilment and are motivated to work hard and stay with the business
Part time employment contract
Employment contract that is for less than the normal full working week of 40 hours
Temporary employment contract
Employment contract that lasts for a fixed time.
Flexi time contract
Employment contract that allows staff to be called in at times most convenient to employers and employees
Outsourcing
Not employing staff directly but using an outside agency organisation to carry out some business functions
Teleworking
Staff working from home but keeping contact with the office by means of modern communications
Zero hours contract
no minimum hours of work are offered and workers are only called in and paid when worker is available
Performance appraisals
Performance of employees measured against pre set targets
Workforce planning
Analysing and forecasting and numbers of workers and skills of those that will be required by the organisation to achieve its objectives
Workforce audit
A check on the skills and qualifications of all existing workers/managers
Trade union
And organisation of working people with objective of improving the pay and working conditions of their members and providing them with support and legal services
Trade union recognition
When an employer formally agrees to conduct negotiations on pay and working conditions with the trade union rather than bargain individually with each worker
Collective bargaining
The process of negotiating in terms of employment between an employer and a group of workers who are usually represented by a trade union official
Terms of employment
Include working conditions pay, work hours, shift length, holidays, sick leave, retirement, benefits and health care benefits
Single union agreement
employer recognises just one union for purpose of collective bargaining
No strike agreement
Unions agree to sign a no strike agreement with employers in exchange for greater involvement in decisions that affect the workforce
Industrial action
Measures taken by the workforce or trade union to put pressure on management to settle an industrial dispute in favour of employees
Labor productivity
The output per worker in a given period of time
Total output in time period
Total workers employees
Absenteeism
Measures the rate of workforce absence as a proportion of the employee total
Number of employees absent
Total number of employees. X100
Wastage levels
Number of damaged products -per person
Total number of wasted and damaged products. X100
Organisational structure
The internal formal framework of a business that shows the way in which management is organised and linked together and how authority is passed through the organisation
Matrix structure
An organisational structure that creates project teams that cut across traditional functional departments
Level of hierarchy
A stage of organisational structure which the personnel on it have equal status and authority
Chain of command
This is the route through which authority is passed down and organisation from the chief executive and the board directors
Span of control
The number of subordinates reporting directly to a manager
Delegation
Passing authority down organisational hierarchy
Centralisation
keeping all the important decision making powers within head office or the centre of the organisation
Decentralisation
Decision making powers are passed down the organisation to empower subordinates and regional project managers
Delayering
Removal of one or more levels of hierarchy from an organisational structure
Line managers
Managers who have direct authority over people, decisions and resources within and hierarchy of an organisation
Staff managers
Managers who are specialists provide support information and assistance to the line managers
Informal organisation
The network of personal and social relations that develop between people within an organization
Effective communication
The exchange of information between people or groups with feedback
Communication media
The methods used to communicate a message
Information overload
So much information and so many messages are received that the most important ones cannot be easily identified and quickly acted on
Communication barriers
Reasons why communication fails
Formal communication networks
The official communication channels and routes used within an organisation
Informal communication
Unofficial channels of communication that exist between informal groups within an organisation
Workforce audit
Check on skills and qualifications of all existing workers
Communication process
- Source
- Encoding
- Channel
- Decoding
- Receiver
