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Business Year 12 - HR > Strategies > Flashcards

Strategies Flashcards

1
Q

List the Syllabus Stratergies

A
  • Leadership Styles
  • Job Design
  • Recruitment
  • Training and Development
  • Performance Management
  • Rewards
  • Global
  • Workplace Dispute
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2
Q

list Leadership Styles

A
  • Authoritarian (Autocratic)
  • Participate (Democratic)
  • Delegate (Laissez-faire)
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3
Q

Authoritarian

A
  • Autocratic Approach
  • Military Structure
  • No Employee Input

Used when a business had a large workforce that is inexperienced.
Also used during urgent events or when quick decisions are needed

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4
Q

Participative

A
  • Democratic Approach
  • Employee Input
  • Manager makes final decision

Used when second opinion needed, seeking new ideas, seeking to motivate /empower staff

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5
Q

Delegative

A
  • Laissez-faire approach
  • Staff work in self-managing environment
  • Trusts employees

Used when staff are highly skilled /experienced,

  • management want staff to take ownership,
  • Employees are trust worthy
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6
Q

Qantas: Leadership

A

Under government ownership, Qantas adopted an authoritarian leadership style, however in 1995 when Qantas was privatized, they adopted a participative style where employees now much much more input into decision making.

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7
Q

What is Job Design?

A

Refers to the Number, Kind, and Variety of tasks a worker must do within their job

Tasks must align with bus. goals while also challenging and motivating staff

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8
Q

What is Job Satisfaction?

A

Job satisfaction is an important factor of job design, as if an employee is satisfied with their job, it will promote greater intrinsic reward and increase productivity.

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9
Q

What are the 3 Approaches to Increase Satisfaction?

A

Job Rotation

  • Rotating employees through tasks and jobs throughout their employment
  • Eliminates boredom and encourages development (multi skilling)

Job Enlargement

  • Increasing range of tasks and responsibilities for specific job
  • Adds variety (opposite of specialisation)

Job Enrichment

  • Job is designed to have interesting and challenging tasks which require more skill and increased pay
  • Adds control and responsibility
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10
Q

Outline elements for successful job design

A

1) Challenge
Forces employee to think innovatively and intrinsically motivates them which leads to increased productivity

2)Variety of Tasks
Eliminates repetitiveness and boredom. If employees aren’t bored, they are productive

3) Social Interaction
Humans are social beings, Social interaction boosts bus. Culture and staff motivate each other (employee feels part of a team therefore is intrinsically rewarded)

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11
Q

Qantas: Job Design

A

Qantas uses the 3 approaches to address problems such as:

  • Work overload
  • repetitiveness
  • Occupational health and safety

Job design at Qantas is aimed at:

  • Allowing employee input
  • Giving a sense of accomplishment
  • Providing feedback about their performance
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12
Q

Internal Recruitment Pros and Cons

A

Pros:

  • Motivational for staff to see development opportunity
  • Strength/ Weakness already known
  • Employee familiar to culture (productivity maintained)

Cons:

  • Can lead to rivalry for positions
  • Other staff demotivated as they aren’t promoted
  • Conflict as other don’t believe they deserved promotion
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13
Q

External Recruitment Pros and Cons

A

Pros:

  • Wider applicant pool
  • New ideas / perspectives / skills brought into business
  • More diversity in employment (EEO)

Cons:

  • Disruption to bus. culture (loss of productivity - not accepted at first)
  • Internal staff feel they were discriminated against (due to not being promoted)
  • Training costs + induction required.
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14
Q

What are general skills?

A

Flexibility, motivation, social confidence, positivity, communication, etc. - Behavioral Skills

Valued by employers are employees with general skills are likely to fit in to bus. culture

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15
Q

what are Specific Skills

A

Legal Skills, IT, Knowledge based - Specialised skills

Required for some jobs, often relate to certain occupations involving knowledge acquisition + training courses

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16
Q

Qantas: Recruitment

A

Alan Joyce, the CEO of Qantas was internally recruited. He was formally in charge of Jet Star.

17
Q

Training and Development

A

Training:
Aims to develop skills, knowledge + attitudes that will lead to superior work in the present

Development
Focuses on enhancing skills in line with changing + future needs of the business.
- Prepares employees for future roles + career progressions

18
Q

Formal Training

A

Employees learn like students:
Shown how to apply themselves to new operations of the bus. and then later assessed on level of understanding. E.g. lectures, external courses

Essentially Off the job training

19
Q

Informal Training

A

When employees are shown or modeled the correct skills. Provides employees with an opportunity to acquire skills and experience needed to be promoted

Essentially On the job Training

20
Q

Qantas: Training and Development

A

Qantas invests more than $275 Million a year in training and development - to maintain a sustainable competitive advantage

The ongoing training is crucial due to the airline’s rapid technological change and global competition

Recently Qantas has implemented training programs in:

  • leadership and culture
  • Customer Service
  • People and Safety

Qantas Pilots do more than 48 000 hours of annual training in aircraft simulators to ensure best service and safety.

Qantas uses online learning (Qantas College online) to train its staff. - Allows Qantas to quickly, economically and effectively upgrade and maintain the skills and knowledge of its workforce

21
Q

Qantas: benefits of training

A
  • Enhanced organisational productivity as employees do their jobs effectively
  • Improved quality of outputs (highly trained staff = better service)
  • Enhanced ability to cope with changes as employees have variety of skills
22
Q

Performance management

A

An assessment of both Individual + business performance

- The ongoing process of a supervisor + employee based on achieving objectives of the bus. and goals of the employee

23
Q

What is Developmental Performance Management?

A

Uses data to develop the skills + abilities of individual employees - Staff Improvements

24
Q

What is Administrative performance management?

A

Used by managers after appraisal period to help plan HR needs. - Business Improvements

e.g. Training, Pay levels, Rewards

25
Q

4 Step process of performance management

A

1) Ensure expectations are clear - (more productive when known what is expected of them)
2) Assess Performance regularly
3) Provide feedback on a regular basis - (recognition of performance motivates employees)
4) Continuous Development -(engages with employee and up-skills them for next role)

26
Q

List some benefits of Performance Management

A
  • Assists with HR Planning
  • Creates opportunity for employee feedback
  • Plan to challenge weaknesses in performance
27
Q

Identify Value of Performance Management

A
  • Identifying Training Needs
  • Provide Recognition and feedback
  • Assess performance against standards
28
Q

Rewards

A

A well planned reward system is critical in Attracting, motivating + retaining staff.

Can be motivated as Monetary or Non-Monetary

Rewards can lead to rivalry + conflict if not managed properly. Instead Group rewards may be used
+:
-encourages sense of teamwork
-promotes open communication at work

-:
Not everyone applies equal effort, so some work harder than others for their reward.

Performance Pay:
- A type of monetary reward (payed based on performance) e.g. commission

29
Q

Qantas: Performance management

A

Qantas Managers are appraised, measured against factors such as:

  • Job Knowledge
  • Leadership Abilities
  • Quality and Quantity of Output

Qantas uses performance management to encourage high performers to maintain their performance and low performers to improve.

Objectives of PM at Qantas:

  • Provide basis for pay and promotion decisions
  • Assess training and development needs of employees
  • Help clarify strategic goals and performance expectations
  • Provide individual feedback to aid performance improvements
30
Q

Qantas: Rewards

A

Qantas uses it rewards to Attract, Retain and Motivate its employees

in 2018, as a result of Qantas’s record profitability. A Cash bonus of $2500 for full time and $2000 for part time staff was given to employees who had agreed on an 18 month wage freeze.

31
Q

Global Strategies

A

Labour Costs

  • Bus. have gone off shore for cheaper labour
    e. g. manufacturing overseas

Outsourcing:

  • Used due to skill shortages and supply of workers in specific industries or for cheaper labour for certain jobs
    e. g. Qantas Overseas Call Centers
32
Q

Qantas: Global Strategies

A

Workforce made up of 99 Nationalities, speaking 51 different languages. However employing global workforce is challenging because:

  • Differences in culture
  • Level of economic development
  • Legal systems

Qantas has outsourced functions such as IT, Maintenance and Call Centre operations to reduce labour costs
- The risk in using lower costs workers from overseas mean a reduction in standards of work which results in negative publicity

In 2008, stapled wiring on a Qantas aircraft in Singapore was discovered and brought bad publicity.

Qantas uses Host Country Nationals (HCN’s) to work in senior management positions in foreign operations because:

  • HNC’s understand local laws, culture, language, economy
  • However need to be trained in Qantas Culture and practices.
33
Q

Workplace Disputes

A

Disagreements or Dis-satisfaction between stakeholders due to:

  • Pay +remuneration
  • Working conditions
  • job security
  • Health + safety
34
Q

What is the Grievance Procedures?

A

The process for dispute resolution.

1) Negotiation
- Discussion between parties at workplace level

2) Mediation
- Neutral third party brought into facilitate discussion + work towards resolution

3) Involvement of Courts + Tribunals:
3a) Concilation
- FWC appoints a councilator to hear both sides + make strong recommendations

3b) Arbitration
- An Arbitrator (FWC) will make a final + legally binding decision on the dispute

35
Q

Qantas: Workplace Disputes

A

On October 29, 2011. CEO Alan Joyce made the decision to lock out employees associated with the bargaining for new EA (Engineers, Pilots, Bagging Carriers) after months of on going disputes, therefore ‘grounding’ the Qantas Fleet globally. - Causing global shock and a quick response from the FWC

In the early hours of October 31st 2011, Fair Work Australia ordered that industrial action taken by Qantas and all involving unions be terminated immediately in fear that an extended period of grounding would cause significant damage to the natural economy (mostly regarding tourism)

For the Pilots, disputes entered binding Arbitration over a new EBA before Fair Work Australia, right after the grounding period, included a 4.5% pay rise and an additional 3% rise every year for 2 years.

For the Engineers, in December 2011, both parties reached an agreement following Arbitration over a new EBA, which included 3% annual pay rises and changes to work practices.

Business Year 12 - HR (5 decks)

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