U3 AOS 2 part a

Question 1

human resource management define

Answer 1

Human resource management is the organisation of employees’ roles, pay, and working conditions.

Question 2

Maslow’s hierarchy of needs define

Answer 2

Situated around the idea that all people have needs to be satisfied, and therefore people will be motivated to work towards satisfying those needs

Question 3

physiological needs

Answer 3

basic needs (ie. food/water)

Basic employment needs ie. job and adequate pay/remuneration

Question 4

safety needs

Answer 4

stability and consistency (ie. home and family)

job security and safe working conditions exceeding OH&S laws

Question 5

social needs

Answer 5

love, affection, sense of belonging.

supportive management ability for teamwork within company social gatherings

Question 6

self-esteem needs

Answer 6

the need or status, reward and recognition

promotions, self respect, autonomy and achievement

Question 7

self actualisation needs

Answer 7

a desire to become everything that one is capable of being - achieving ones full potential - need for personal growth.

creative and interesting jobs and providing opportunities for advancements

Question 8

hierarchy strengths

Answer 8

motivate employees by providing/meeting each level of the hierarchy

helps employees to improve on their performance and improve the quality of their results

intrinsic/extrinsic factors motivate

Question 9

hierarchy weaknesses

Answer 9

difficult to identify. which level employees are at

need to formulate strategies for individual employees - they’re ineffective if all staffs are addressed

time consuming

Question 10

goal setting theory

Answer 10

A theory of motivation that focuses on the process of setting and attaining clear goals

Question 11

clarity

Answer 11

goals are specific, clear and explicit
which provides certainty and predictatibily - employees are more comfortable in their endeavours

Question 12

challenge

Answer 12

employees are more likely to be motivated, if they are faced a task that they have not achieve prior = greater satisfaction

Question 13

commitment

Answer 13

occurs when employees have some input into the setting of the goal = greater level of satisfaction

Question 14

task complexity

Answer 14

no point in setting a goal taht is beyond an employees capacity to achieve - set up for failure and demotivate them

Question 15

feedback

Answer 15

positive and regular feedback assists in keeping the employee
focused - contribute to the sense of achievement once goal has been attained.

Question 16

goal setting strengths

Answer 16

employees have clear goals to achieve and the manager has a clear way at measuring thre employees performance against their goals

allows for employee feedback this may improve the manger/employee relo

Question 17

goal setting weaknesses

Answer 17

its time consuming - manger would need to negotiate/dicuss goals with staff

if goal is too hard/unrealistic - employee will become frustrated and resent their manager that assigned the goal to them

Question 18

four drive theory

Answer 18

The theory describes motivation in terms of a set of needs that are a fundamental part of the way that humans are made up

Question 19

drive to acquire

Answer 19

basic needs: gathering of necessities

Complex needs: relates to acquiring status, accomplishments and power

• monetary rewards, establishes high standard of performance, good performance = financial incentives, offering career advancement

Question 20

drive to bond

Answer 20

Need to connect and feel empowered by the notion of belonging to a team.

engage in relationships with coworkers - beneficial to organisations

people orientated managers and leaders, encouragement of trust between staff to support - support personal friendships between employees

Question 21

the drive to comprehend/learn

Answer 21

need to make sense of the world around us and contribute to it

providing new opportunities to learn skills regularly
challenging work = increased staff satisfaction
actively supporting employees and gaining new skills

Question 22

drive to defend

Answer 22

stems from instincts to defend ourselves.

working + supportive workplace
please encourage them to speak up and air any concerns
managers are seen to treat all employees consistently and fairly
threatening of pay and hour cuts
implementing performance reviews and warning often
provide and environment where the employee doesn’t need to defend themselves

Question 23

4 drive theory strengths

Answer 23

motivate the employees by balancing the drives of employees in an organisation

staff can be at any drive at any given time, no disputes between management and employees

Question 24

4 drive weaknesses

Answer 24

it is difficult to identify which drive employees are at

need to formulate strategies for employees, its ineffective if all staff are addressed which can be time consuming.

Question 25

Maslow and locke & latham similarties

Answer 25

both theories focus on achieving one thing at a time - locke/latham - one goal at a time and Maslow - one step in the hierarchy at a time recognition and feedback are significant in both theories. Maslow - comes through the satisfaction of esteem needs. L/L focuses on employee and manager on setting goals and receiving feedback

Question 26

maslow and lock&latham differences

Answer 26

locke and latham theory is for the short term in that the achievement of the goal ends the process. Maslow theory is ongoing, long term process through a series of steps. locke/latham relates to the achievement of goals of an individual employee, whereas maslows focuses on all employees.

Question 27

Maslow and Lawrence & Nohria similarities

Answer 27

both theories place a greeat deal of importance on the achievement of employee satisfaction. Maslow - satisfying higher order esteem and self actualisation needs. L/N - satisfying the four human drives. drive to acquire - physiological needs drive to bond - social needs drive to learn - self actualisation

Question 28

maslow and lawerence&nohria differences

Answer 28

Maslow's theory issues a sequential set of sets (satisfying one need at a time). L/H satisfying the 4 drives can occur simultaneously. satisfying the drive to defend miniszes a potential negative, however the progression through the stages in Maslows hierhcy concentrates on positive motivators.

Question 29

Lawrence & Nohria and Locke & Latham similarities

Answer 29

in both theories it is important that the manger understands the needs of their employees. It can enable the manager to implement appropriate strategies that will satisfy the four drives in each employee. both theories are primarily focused on employees. L/L - employees have a significant role in setting goals. L/N - what drives the employees is at the centre of changing required levels of motivation

Question 29

Lawrence & Nohria and Locke & Latham differences

Answer 29

goal setting theory can be closely aligned to the objectives of the business while the four drive theory concentrates more on the internal motivating forces within each employee. comes from 2 different ideas - L/H - an individual is motivated to satisfy four drives that are within the person. L/L the individual is motivated to achieve an external goal

Question 30

motivation

Answer 30

the willingness of a person to expand energy and effort into doing a job, the drive to achieve an objective.

Question 31

performance-related pay

Answer 31

providing financial reward to employees whose work has reached or exceeded a set standard.

Question 32

performance related pay can come in the form of

Answer 32

pay increase bonuses commissions share plans

Question 33

performance-related pay pros

Answer 33

provides a direct financial reward to an employee a tangible way of recognising achievement can improve productivity as it rewards the best performance and does not need to be paid to those underperforming.

Question 34

performance relate pay cons

Answer 34

generates a performer culture - leads to jealousy and lower morale levels can demotivate if goals are set too challenging financial rewards are only paid when business is profitable difficult to measure productivity levels in some types of jobs.

Question 35

performance-related pay short-term effect

Answer 35

money may motivate employees to work harder to achieve set standards more likely to be a short term motivator

Question 36

performance-related pay long-term effect

Answer 36

if implemented as an ongoimg strategy, long term motivation is a result - employees strive to receive higher levels of pay/bonuses however there will be a certain level of pay where an employee will lose motivation to receive extra pay.

Question 37

career advancement

Answer 37

promoting employees to positions that include more responsibility or authority is a motivational tool that can be used by manger

Question 38

career advancement benefits

Answer 38

- increased pay - improved self esteem - challenged and experience for employee - status

Question 39

job enlargement

Answer 39

involves making a job bigger or more challenging by combining various operations at a similar levels

Question 40

job enrichment

Answer 40

involves vertically expanding the job by increasing its depth of content as well as degree of control the job holder over their work

Question 41

job rotation

Answer 41

workers are moved between different jobs to increase the variety of work and create a more flexible workforce - broadens the knowledge of employees regarding the business and lowers the likelihood of boredom and disengagement

Question 42

career advancement pros

Answer 42

acts as a reward to employees for their past performance helps retain its talented employees opportunity to increase employees contribution to the business

Question 43

career advancement cons

Answer 43

potential to demotivate employees overlooked for promotion possibility of employees being promoted beyond their capacity level employee productivity may decrease as they now have broader responsibilities due to their job being enlarged

Question 44

career advancement short term effect

Answer 44

employees strive to take on increased responsibility and are motivated - the possibility of a promotion

Question 45

career advancement long term effect

Answer 45

may see the position that they want to be in the future - motivate them to work harder to follow their career paths.

Question 46

investment in training

Answer 46

employees gain skills and job knowledge through training and job experience

Question 47

investment in training pros

Answer 47

demonstrates that the business wants to advance the careers of its employees indicates that the business values its employees and the contribution they make to the business. retains valuable employees

Question 48

investment in training cons

Answer 48

may highlight areas within the business that is lacking no guarantee that employees will remain in the business if upskilled employees are not given opportunities to use those skills it leads to disenchantment

Question 49

investment in training short term effect

Answer 49

learning new skills and knowledge motivates employees as they feel more confident and believe they can do their jobs better

Question 50

investment in training long term effect

Answer 50

ongoing investment in training creates a learning environment that connects to the drive to learn which leads to long term motivation.

Question 51

support

Answer 51

a positive motivational tool that links employees and employers together through a relationship of mutual trust and respect, and motivates employees to work harder because of the support they know they can get from their employees

Question 52

support strengths

Answer 52

employees who feel supported by their manager/mentor are likely to work more diligently support in the form of EAP can provide confidential assistance to employees who are experiencing problems that may be affecting their level of performance.

Question 53

support weaknesses

Answer 53

needs a positive corporate culture to work effectively confidential nature of an EAP can mean that a manager may not be aware of the problems being experienced by the employee - difficult to demonstrate emotional intelligence.

Question 54

support short term effect

Answer 54

supporting staff through tasks and tough times = employees will feel as if the business/mentor has their back provides short term motivation in difficult times

Question 55

support long term effect

Answer 55

long term support can build an enviroment where they feel like they belong - connects to ones safety and belonging needs + drive to bond therefore creating long term motivation

Question 56

sanction

Answer 56

a negative motivation tool, through motivating employees to work harder via penalties for the work that they have not accomplished up to the standards that was necessary or poor performance

Question 57

sanction strengths

Answer 57

the fear created by sanctions may bering some other underperforming employees into line some employees may react to the sanction positive reinforcement for employees that always do the right thing

Question 58

sanction weaknesses

Answer 58

can cause resentment among employees - possibility of dispute or legal action following the imposition of sanctions can cause disputes and union involvement

Question 59

sanction short term effect

Answer 59

ensures that employees are motivated to do the right thing through the fear of sanctions or after receiving it

Question 60

training

Answer 60

The process of providing staff with the knowledge/skills required to do a particular job

Question 61

development

Answer 61

The process designed to build up the skills necessary for future work activities and responsibilities

Question 62

on the job training

Answer 62

On-the-job training is where an employee learns at their workplace, while performing their actual job

Question 63

on-the-job training strengths

Answer 63

employees are being trained on the specific tools/equipment they will be using in their role employees practice under the supervision of more experienced staff acting as their coach/mentor

Question 64

on the job training weaknesses

Answer 64

training may not be adequately planned and may be too disjointed in its delivery, making it difficult for the employee being trained to grasp some of the concepts trainer may pass on bad habits to the trainee often without realising they are doing so

Question 65

off-the-job training

Answer 65

where the employee learns new skills in a location away from the workplace

Question 66

off the job training strengths

Answer 66

provides opportunity for networking and information can provide formally recognised qualification wider range of skills can be taught/learned

Question 67

off-the-job weaknesses

Answer 67

more expensive - course fees, transport, possible accommodation lost working time and potential output from employees whilst on a training course employees with these new skills/qualifications may leave the business to gain a job elsewhere = possible higher pay

Question 68

performance management

Answer 68

the system that focuses on evaluating and improving individual and business performance through relating business objectives to individual employee objectives

Question 69

management by objectives (MBO)

Answer 69

Participative goal setting whereby the appraiser (manager) and appraisee (subordinate) jointly determine a set of employee objectives at the beginning of a review period

Question 70

performance apprasials

Answer 70

Measuring how well and employee has performed in their job, providing feedback and establishing future plans to improve performance

Question 71

performance appraisals - 5 main objectives

Answer 71

→ 1. Provide feedback from management on work performance → 2. Act as a measurement to determine promotions, demotions or termination → 3. Help the organization monitor employee selection → 4. Determine training and development needs for employees → 5. Set new goals and objectives for future performance

Question 72

employee self evaluation

Answer 72

An employee self-assesses both their performance related to their predetermined objectives and their contributions to their business team

Question 73

employee observation

Answer 73

A 360-degree multi-source feedback process, helping to overcome any bias, personality clashes or tensions between a manager and an employee It is best not to allow the employee to realise that you are monitoring their performance 360 degree feedback = broader, balances picture of employees performance