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business > U3 AOS 2 part a > Flashcards

U3 AOS 2 part a Flashcards

1
Q

human resource management define

A

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

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2
Q

Maslow’s hierarchy of needs define

A

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

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3
Q

physiological needs

A

basic needs (ie. food/water)

Basic employment needs ie. job and adequate pay/remuneration

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4
Q

safety needs

A

stability and consistency (ie. home and family)

job security and safe working conditions exceeding OH&S laws

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5
Q

social needs

A

love, affection, sense of belonging.

supportive management ability for teamwork within company social gatherings

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6
Q

self-esteem needs

A

the need or status, reward and recognition

promotions, self respect, autonomy and achievement

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7
Q

self actualisation needs

A

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

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8
Q

hierarchy strengths

A

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

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9
Q

hierarchy weaknesses

A

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

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10
Q

goal setting theory

A

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

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11
Q

clarity

A

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

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12
Q

challenge

A

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

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13
Q

commitment

A

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

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14
Q

task complexity

A

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

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15
Q

feedback

A

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

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16
Q

goal setting strengths

A

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

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17
Q

goal setting weaknesses

A

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

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18
Q

four drive theory

A

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

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19
Q

drive to acquire

A

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
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20
Q

drive to bond

A

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

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21
Q

the drive to comprehend/learn

A

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

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22
Q

drive to defend

A

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

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23
Q

4 drive theory strengths

A

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

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24
Q

4 drive weaknesses

A

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.

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25
Q

Maslow and locke & latham similarties

A

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

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26
Q

maslow and lock&latham differences

A

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.

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27
Q

Maslow and Lawrence & Nohria similarities

A

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

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28
Q

maslow and lawerence&nohria differences

A

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.

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29
Q

Lawrence & Nohria and Locke & Latham similarities

A

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

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29
Q

Lawrence & Nohria and Locke & Latham differences

A

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

30
Q

motivation

A

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

31
Q

performance-related pay

A

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

32
Q

performance related pay can come in the form of

A

pay increase
bonuses
commissions
share plans

33
Q

performance-related pay pros

A

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.

34
Q

performance relate pay cons

A

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.

35
Q

performance-related pay short-term effect

A

money may motivate employees to work harder to achieve set standards

more likely to be a short term motivator

36
Q

performance-related pay long-term effect

A

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.

37
Q

career advancement

A

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

38
Q

career advancement benefits

A
  • increased pay
  • improved self esteem
  • challenged and experience for employee
  • status
39
Q

job enlargement

A

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

40
Q

job enrichment

A

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

41
Q

job rotation

A

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

42
Q

career advancement pros

A

acts as a reward to employees for their past performance

helps retain its talented employees

opportunity to increase employees contribution to the business

43
Q

career advancement cons

A

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

44
Q

career advancement short term effect

A

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

45
Q

career advancement long term effect

A

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

46
Q

investment in training

A

employees gain skills and job knowledge through training and job experience

47
Q

investment in training pros

A

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

48
Q

investment in training cons

A

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

49
Q

investment in training short term effect

A

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

50
Q

investment in training long term effect

A

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

51
Q

support

A

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

52
Q

support strengths

A

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.

53
Q

support weaknesses

A

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.

54
Q

support short term effect

A

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

55
Q

support long term effect

A

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

56
Q

sanction

A

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

57
Q

sanction strengths

A

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

58
Q

sanction weaknesses

A

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

can cause disputes and union involvement

59
Q

sanction short term effect

A

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

60
Q

training

A

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

61
Q

development

A

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

62
Q

on the job training

A

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

63
Q

on-the-job training strengths

A

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

64
Q

on the job training weaknesses

A

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

65
Q

off-the-job training

A

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

66
Q

off the job training strengths

A

provides opportunity for networking and information

can provide formally recognised qualification

wider range of skills can be taught/learned

67
Q

off-the-job weaknesses

A

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

68
Q

performance management

A

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

69
Q

management by objectives (MBO)

A

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

70
Q

performance apprasials

A

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

71
Q

performance appraisals - 5 main objectives

A

→ 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

72
Q

employee self evaluation

A

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

73
Q

employee observation

A

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

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