topic 6(HR) Flashcards
HR
The management of people in the workplace to assist the organisation to achieve its objectives.
HR objectives
- Employee engagement and involvement
- Talent development
- Training
- Diversity
- Alignment of values
- Number , skills and location of employment
Talent development
Aligning the strategic training and career opportunities in a business for its employees
it has 3 main aspects:
Training - what training employees need to do to improve them for the future
Education – what education may an employee need for future jobs
Development – linked to future rolls that the employee might do.
Training objetives
focus on what the organisation needs to achieve and how to help employees attain company goals
diversity objectives
Having a diverse workforce can allow a business to expand into new markets.
Alignment of values
Alignment means to fit or integrate the different features of an organisation
Values are the essences of a business identity
Numbers, skills and location of employees
HR have to ensure that there are sufficient employees recruited or trained to meet business needs.
internal infulences on HR objectives and decisions
financial constraints
corporate culture
organisational structure
Trade unions and employee relations
New technology
Overall performance of business
external influences on HR
CC PESTLE
labour turnover is
This is the proportion of employees leaving a business over a period of time
labour turnover calculation
number leaving the business over a given period/ average number of employed overa given period x 100
labour produtivity is
the amount of output that is obtained form each employee
labour productivity calculation
output per period/ number of employees that period
Employee costs as percentage of turnover calcualtion
employee cost/ total revenue x 100
labour cost per unit calculation
average wage rate per hr x average labour hours per unit
how to improve organisational design and human resource flow
- Design satisfying jobs
- Design organisational structures that will suit the business
- Plan the workforce so that employees are available when the business needs them and are trained for their jobs.
what is job design
Research done by the department of deployment suggests that certain characteristics are crucial for a job to satisfy human needs.
types of job design
- Some autonomy over tasks
- Responsibility for their own work
- Variety in tasks with a reduction of repetitive tasks
- To give feedback on job performance
- Workers completing a whole unit
- Social contact with others
- Learning opportunities
- Clear job roles and to know what is expected
- Definite goals
Hackman and Oldham’s model (3 ways of adding challange)
the task itself is the key to motivation of employees.
adding challange to a job can be by
1. variety
2. autonomy
3. decision authority
autonomy is when
individuals need power to decided how to do the tasks, in what order
decision authority is when
individuals need the authority to make decisions which will impact them
Hackman and Oldman’s three psychological states are
meanigfullness of work
responsiblity
knowledge of outcomes
meaningfullness of work is when
the work has meaning to the individuals. There are a variety of skills used; whole jobs are identified and completed; the tasks is significant to the success of the group business
responsibility in jobs design is when
individuals are given the freedom to act. The job should provide substantial freedom is scheduling work and deciding how to process that work
knowlege of outcomes in job design is when
individuals understand how to succeed and what the purpose of the work is. Feedback is given on performance so that customer satisfaction is scored
job enrichment is
Giving employees greater responsibilities by offering them more challenge to use their skill more fully.
advantages of job enrichment
- Increases job satisfaction
- Reduction In costs caused by absenteeism, poor morale ect
- Develops workers skills
- Greater contribution to the decision-making process
- Autonomy gained through setting goals
disadvatntages of job enrichment
- Individuals may be intimidated by the process and reluctant to change
- Could be seen as delayering, businesses extend responsibilities so fewer mangers are required
- Long-term strategy, so wont necessarily have quick results
job enlargement is
Increasing the scope of a job; also know as job rotation. This is then horizontal extension of jobs – individuals get extra tasks, but these are at the same level.
advantages of job enlargment
- Relieves boredom of work
- More interesting job means less absenteeism.
- Workers are motivated because using a wider skill set
- Workers are participating more in decision- making process
disadvantages of job enlargement
- As workers take on more responsibilities there is a fall in specialism
- If jobs are enlarged but basically still repetitive then workers will not be satisfied
centraliastion is
the people at the top of organisation make all the decisions
denctralisation is
authority for decisions is delegated down the management structure.
hard HR relates to
make all decisions, theory x, autocratic, paternalistic, tells and sells
Soft HR relates to
theory y, consults, democratic, joins
taylor (hard HR)
scientific management – treating workers like machines, managers responsibility to think and organise,
taylors methods of motivation
- Time and motion studies
- ‘peace rate’ – best way to motivate, rise in work done, rise in pay to workers, (played based on output)
- Broke down the job, create specialist - increase speed, increase efficacy, increase output , increase production
- Assembly line
problems with taylors techinque
- Boredom- repetitive job – lead to high labour turnover
Hackmen and Oldman – jobs need enrichment and enlargement – doesn’t give that - Lots of supervision – extra costs - products have to be checked – inefficient
- Inflexible
Mayo: human relations management
(anti-Taylor – workers aren’t just machines)
- Hawthorne effect
- isn’t just money that motivates
- Outside person- asking questions, observing – output and productivity increased
Herzberg: the two factory theory
hygiene factors and motivators
herzberg: hygiene factors
- Equipment
- Working environment
- Pay
Herzberg: motivators
- Responsibility
- Bonus
- Promotions
Herzberg: motivators
- Responsibility
- Bonus
- Promotions
maslows hierarchy of needs
bottom - basic necessitities/ phycological needs
- secutiry needs
- social needs
- self esteem
top - self actualisation
financial methods of motivation
- Piece rate
- Commission
- Salary schemes
Non-financial methods of motivation
- Public praise
- Working in teams
- Autonomy over work
- Empowerment
