Strategies Flashcards
1
Q
Strategies
A
- aims: productivity, maintain staff morale, meet staff training objectives + retain qualified staff to enhance (b) performance
2
Q
- Leadership style
A
- refers to ways managers communicate with employees to inspire + motivate them to work together to achieve an org’s goals
- affects employee performance as it influences corporate culture, productivity + motivation of employees
- Autocratic: managers who make decisions quickly + in many cases without input from staff (transactional)
→ Works well with unskilled and/or inexperienced workers where the work is highly organised + controlled
→ inflexibility = problems - higher levels of absenteeism + staff turnover, young = intimidated = high stress = less productive - Democratic: more consultative approach b/w managers + workers that encourages them to be more engaged in the decision-making process (transformative)
→ Managers have higher expectations of workers = leads to higher levels of engagement
→ Gives workers greater sense of ownership of the final decision/value = higher levels of satisfaction, productivity
→ works well when emphasis on higher quality output rather than efficiency - longer decision making process - Other forms:
→ Visionary: big picture, long term = proactive
→ Pace-setting: complete tasks to high standard = quick results
→ Coaching: looking at growth of employee, role = improve skills
→ Affiliative: emphasis on harmony, wellbeing important
3
Q
- Job Design - general or specific tasks
A
- no., kind + variety of tasks that worker is expected to carry out in the course of performing their job
- reduces conflict = clear target to meet, develops multitasking → reduces boredom; increases variety, engagement, motivation, productivity - allows evaluation + feedback
→ (specific tasks) is best represented through scientific management = specialised + efficient
→ (general tasks) refers to a greater variety of tasks to be performed by workers - improve satisfaction, productivity + engagement - method: job rotation (switch for period of time), job enlargement (more tasks to perform), specialised job design (break down job into skills) - improves efficiency
- employees more motivated + likely to share ideas if they have autonomy, have clear task identity, are well trained + feel competent
- well designed = challenge, flexibility, variety, clear
4
Q
- Recruitment - internal or external
A
- process of locating + attracting right quantity + quality of staff to apply for employment vacancies or anticipated vacancies at the right cost
- allows most appropriate applicant to be selected
- Poor selection processes = increased costs + absenteeism, lower productivity + satisfaction
Internal: filling job vacancies with people from within (b)
→ ADV: motivate staff with development opportunities, familiar with (b) culture + operations, cheaper, incentive to improve work = recognise + reward
→ DISADV: rivalry for positions = negative culture, little value added = no new skills (limiting new ideas), unsuccessful = demotivated
External: filling job vacancies with people from outside (b)
→ ADV: wider applicant pool; new ideas, perspectives + skills = better solutions, specific skills = saves on training
→ DISADV: may not fit culture (or accepted by internal rivals), lost productivity in initial phases of orientation + induction, increased costs (training), effort + time
5
Q
- Recruitment - general or specific tasks
A
General skills
- include flexibility + versatility, social confidence, positive attitude, EQ, social justice, willingness to learn, motivation + ability to work as team and/or independently
- Many (b)’s focus on attracting staff with general skills, attitudes + behaviours = workers can be trained + developed according to (b)’s needs
- important as many jobs today require individuals to work independently + undertake many different tasks
Specific Skills
- highly specialised + are required for some jobs within science, tech + engineering (STEM) sectors
- (b)’s recruiting overseas or outsourcing to overcome skill gaps in (b), → through skilled migration programs
- poaching: enticing away from current employment place to another → positive taking right skills + job by providing incentive (bonuses) = costs very high
6
Q
Training + Development - current or future skills
A
- Training aims to develop skills, knowledge + attitudes that lead to superior work performance
- critical in Aus = significant labour market problems, including shortage of skilled labour, mismatch b/w what skills are needed + what is available
- Retraining = remains competitive - tech + new systems
- Development = focused on enhancing skills of employee in line with changing + future needs of (b)
- encourages employees to take advantage of opportunities to develop a career with (b)
- (b) benefits by retaining the employee’s experience + knowledge of (b), + by helping maintain competitiveness
- global economy = shifts more service-based = recruiting specific skills, retaining women through flexible work structure, outsourcing to specialist firms
7
Q
Performance management - developmental or administrative
A
- addresses both individual + (b) performance
- systematic process of evaluating + managing employee performance in order to achieve best outcomes for a (b)
Developmental - improves individual performance through establishing objectives e.g reaching sales target that are consistent with (b) goals
- use data to develop individual skills + abilities = improve effectiveness in roles, overcome weaknesses, prepared for promo
- best achieved through year round periodic feedback + shared discussion that is both empathetic + goal focused
Administrative - assess progress of (b) in meeting strategic goals + identifying areas of improvement e.g. new goals
- info used for planning in HR functions such as T+D, rewards, pay levels, benefits + performance improvement
- focus on collecting data to manage the HRM function more effectively + ensure individual + (b) goals are met
Benefits of effective performance management - create a shared vision for strategic role of (b), the establishment of performance objectives + developing a formal review process
- establishing link b/w performance evaluation + employee development = ensure staff remain motivated
- Developmental: assists with HR planning, overcome weaknesses in performance, identifies T+D needs, evaluation of rewards, benefits + selection
- Administrative: higher productivity, better financial performance, helps assess rewards + benefits, builds self-efficacy, creates opportunity for feedback
8
Q
Rewards - monetary + non-monetary
A
- well-planned reward system = key strategy in attracting, motivating + retaining employees
- can reinforce strategies to facilitate change or support desirable corporate values, such as customer orientation
Monetary + Non-Monetary Rewards - Monetary: reflected in pay or having financial value e.g. direct: bonus, indirect: insurance
- Non-monetary: don’t have financial value such as social activities or retirement planning e.g. parking, promotions, increased responsibility, learning opportunities, time
- effective remuneration system = sustainable comp adv over competitors
- rewards = motivate staff → increase productivity + efficiency, achieve long-term + strategic objectives
- Remuneration = both financial e.g. pay + non-financial e.g. career security benefits that employees receive in return for work effort
9
Q
Rewards - individual or group, performance pay
A
- often related to individual performance, however, can lead to conflict + rivalry if not managed effectively
- increasing use of group + team based structures = increased need for cooperation + made it difficult to distinguish individual performance
- may implement gain sharing plans + group incentives
- Issues in designing a rewards system for a (b): (B) strategy, economic conditions, organisational objectives of rewards, rewards of comps, profitability/viability of (b)
- Performance pay = remuneration based on distributing
→ increases individual accountability + promotes employee development - Issues in designing rewards system for individuals:
→ Performance-related: incentive plans for performance above standards or criteria, bonuses, piece rates
→ Job-related: role + level of responsibility, interpersonal skills, scope of supervision, base pay, experience, value - reward system should aim to motivate staff + be equitable, clearly communicated + cost effective
10
Q
Global - costs, skills, supply
A
- Globalisation of (b) + tech developments in internet, HR applications + telecommunications = significantly increased competitions faced by any (b)
- issues such as high domestic labour costs, a skills shortage + a relatively small labour pool = made (b)’s rethink management strategies
- Aus’s higher living standards = expectation of better wages + salaries of workers
- Employers also faced with on-costs such as super = add expense of remunerating local staff
- Some (b)’s found higher labour costs reduce comp + have made decision to restructure including outsourcing some functions to lower labour cost countries
- Benefits: reduced costs/cheaper, become cost leaders, paying less for labour supply, gain access to new markets
- 3 approaches to overseas staffing: ethnocentric, polycentric, geocentric
e. g. China produce g/s at comp prices thus Aus moved production there, shifted + outsourced basic accounting work + legal work to India as have highly literate + skilled workers = low costs
11
Q
Workplace disputes
A
- conflicts, disagreements or dissatisfaction b/w individuals and/or groups
- inevitable as stakeholders have conflicting interests
- problems = higher levels of absenteeism, low productivity, legal claims (civil suit) + high staff turnover → more costly in long run → = accidents (physical fights)
- industrial dispute = disagreement over issue(s) b/w an employer + its employees = employees ceasing work
- strikes = workers withdraw labour e.g. stop work
- Major causes of disputes include:
→ Remuneration: wages, allowance, entitlements + super
→ Employment conditions: working hrs, leave, benefits + other general employment conditions
→ Job security issues: retrenchment of employees, downsizing, restructuring, use of contractors
→ Matters outside agreements: H+S (workers comp), managerial policy, union issues, political or social protests
12
Q
- Resolution
A
- key stakeholders in resolving disputes include employees, employers, governments, trade unions, employer associations, courts + industrial tribunals
- Process is:
→ negotiated outcome = parties work out solution themselves
→ mediated outcome = independent mediator assist with agreement
→ An arbitrated/adjudicated agreement = independent arbitrator or court makes ruling - before industrial action = have to have bargained in good faith
13
Q
- Resolution - negotiation
A
- method of resolving disputes when discussions b/w the parties result in a compromise + a formal or informal agreement
- benefits parties by increasing knowledge about company policy, (b)’s objectives, workers’ concerns + issues about implementing change
14
Q
- Resolution - mediation
A
- confidential discussion of issues in a non-threatening envt, in presence of a neutral, objective third party
- third party = rep from (b), tribunal or govt. agency e.g. FWC
Benefits
→ allows parties to become empowered by resolving their own disputes
→ reduces potential of disputes escalating + incurring expensive litigation costs or industrial action
→ cheaper than court, less stressful on parties - feel more at ease, de-escalates situation
15
Q
- Resolution - grievance procedures
A
- formal procedures, generally written into an award or agreement, that state agreed processes to resolve disputes in the workplace
- useful in reducing risk of an issue rapidly becoming a serious dispute (resolving issues before they escalate)
- most (b)’s have established a formal process, now required in modern awards + other agreement, by which issues can be handled
- effective grievance procedures require:
→ a full description of complaint to be made by the employee who is putting forward the complaint
→ person grievance made against should be given details of allegation + an opportunity to provide their views - process may deal with individual or collective issues or any changes implemented in workplace that cause conflict b/w staff
