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Business Managment 3/4 > U3 AOS2 > Flashcards

U3 AOS2 Flashcards

1
Q

What is human recourses managment

A

HR = control formal relationship employer )( employee

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2
Q

Definition of motivation

A

the individual, internal process that directs, energises and sustains a persons behaviour driving people to behave in a certain way, or to achieve a certain goal.

=individual/internal process > directs+energises+ sustains person behaviour > people behave in certain way to achieve

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3
Q

Two types of manager motivation.

A

Reward ($$). = motivation

Punishment (sacked) = motivation

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4
Q

Levels of Maslow hierarchy (bottom up)

A 
Physiological 
Safety + security needs
Social needs
Esteem needs
Self actualisation needs
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5
Q

What are the physiological needs eg. (5)

A

The basic needs required to live

food, shelter, clothing, sleep

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6
Q

What are the safety+security needs (4)

A

physical > - working conditions

Emotional > - job security

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7
Q

What are the social needs (6)

A 
love           -  
Affection 
         - sense of belonging
         - teamwork
         - support 
         - involvement
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8
Q

What are the esteem needs (5)

A 
respect 
Sense of accomplishment 
Responsibility
Promotion 
Recognition
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9
Q

What are the self actualisation needs (4)

A

fulfilment
Personal growth
Creative interesting jobs
Advancement opportunity

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10
Q

Commitment is required for

A

Achievement of goals

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11
Q

The five principals of goal setting

A 
Clarity
Challenge
Feedback
Commitment 
Task complexity
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12
Q

Commitment cycle

A 
Employee input into goal \/
^Commitment by employees \/
Goal may be more challenging\/
^rewards ^ motivation \/
(Back to start in cycle)
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13
Q

What is clarity (3)

A

being clear and specific in terms of goal setting
Unambiguous and measurable goals
Clear goals -> understanding^ -> motivation ^

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14
Q

Setting challenging goals

A

Set challenging goals -> motivation^ > productivity^

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15
Q

What does feedback do

A

provides opportunities to offer recognition for progress achieved, adjustments of goal, ensure expectations are clear

Feedback > knowledge ^ > understanding ^ > motivation^

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16
Q

What does task complexity ensure

A

ensuring the task is at an achievable level of the employees

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17
Q

The goals set must be: and what does it lead to

A

Smart goals

smart goal > capable task > understanding^ > motivation ^

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18
Q

What does SMART stand for

A 
Specific
Measurable 
Attainable 
Relevant 
Time-bound
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19
Q

What are the four drives in the four drives theory

A

Acquire and achieve
Bonding and belonging
Comprehending and learning
Defending

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20
Q

What does the drive of acquire and achieve include

A

It includes the desire to be rich, and to have the desire for status power and influence

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21
Q

How can managers and employers apply acquee and achieve

A

make sure well payed, workers don’t get lured away
Monetary rewards
Recognise good performance
Make employees proud of their work
Clearly express expectations of biz
High level performances established as normal

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22
Q

At does bonding and belonging include

A

Included the strong need to form relationships with the other individuals and groups

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23
Q

How can managers and employers apply bonding and belonging

A

Managers/leaders = people orientated
Management cares on personal level. Eg remember birthdays
Encourage and recognise team work and collaboration
Employees encouraged to trust and support
Personal colleague friendships supported

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24
Q

What does comprehending and learning include

A

Includes our desire to satisfy our curiosity, to learn new skills and to explore the world around us

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25
Q

How can managers and employers apply comprehending and learning

A

manager and employees can apply this by:
Regular ongoing basis to learn new skills
Task made interesting
Variety of different tasks = provide stimulation and avoid boredom
Challenges built on all work assignments
Management actively in gaining new skills.

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26
Q

Defending includes

A

Includes removing fears and insecurities from the work place

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27
Q

manager and employees can apply defining through

A

Workplace = welcoming and supportive
Fair treatment to all employees
Systems and processes for determining rewards and recognition = fair and transparent with no discrimination
Managers/ leaders foster culture of trust, = being consistent/honest in all dealings with employees
Employees encouraged to speak up
Concerns and suggestions have full support from management

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28
Q

List the types of performance related pay

A 
Pay increase
bonuses
commissions 
gain sharing 
profit sharing
share plans
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29
Q

what is a pay increase

A

Initially offers base pay – then open for employer to offer pay rises ^$^ to who works hard or makes significant contributions to biz

30
Q

Advantages of pay increase

A
  • Can be tied to in an award, so can be predictable and easily calculated
  • Provides target for newer employee = motivation, when seeing more experienced employees $$$
31
Q

Disadvantages of pay increase

A
  • Difficult to pay cut when performance declines

- May lead to jealousy and lower moral from other employees

32
Q

What are bonuses

A

One off payment given – reward – employee - meeting targets/special efforts

33
Q

Advantages of bonuses

A
  • $ Varied from employee to employee depending on performance (if confidential)
  • Only have to be payed when is actual performance improvement
34
Q

Disadvantages of bonuses

A
  • If no confidentiality, different amounts can conflict

- If not maintained/increased = dissatisfaction

35
Q

what are commissions

A
  • Amount payed for accomplishing a sale, (salesperson) usually a fixed percentage
  • Usually payed low, then employee works for commission
36
Q

advantages of commissions

A
  • Low cost for employer, only when sales take place

- Can motivate staff to work harder

37
Q

disadvantages of commissions

A
  • If base price bad/low, employees may not earn enough, = leaving =^staff turnover
  • Differences with staff pay = moral issues
38
Q

what are share plans

A
  • Registered companies can offer shares to employees, business = successful >dividends^
39
Q

advantages of share plans

A
  • Employees have an interest in improving share price

- Feel sense of ownerships as they’re shareholders

40
Q

disadvantages of share plans

A
  • May not be secure investment, prices ^\/ from market reasons, not performance
  • Employees usually not permitted to sell shares until finished
41
Q

what is profit sharing

A
  • Company offer % of profits as incentive to work hard
42
Q

advantages of profit sharing

A
  • Rewards improvement and hustle from workers

- Easily calculated, can be determined in advanced, so is transparent

43
Q

disadvantages of profit sharing

A
  • If profit drops from external factors, employees feel unfairly treated when profit drops
  • Does not identify individual effort or performance
44
Q

what is gain sharing

A
  • Employees are encouraged to offer suggestions to improve productivity or reduce productions costs.
  • The savings as are result are distributed to employees
45
Q

advantages of gain sharing

A
  • Involves employees in improving productivity = engagement^ + commitment^
  • Paid according to measurable improvements
46
Q

disadvantage of gainsharing

A
  • Those who made suggestions have to share $$$ with those who did nothing
47
Q

what is productivity

A

The measure of efficiency – the amount of output compared to input in production.

48
Q

what is career advancement and what does it result in

A
  • The opportunity to advance to a better job, with more challenges as it’s a more stimulating position
  • Opportunity to achieve better job, challenges^, position^, control^
49
Q

advantages of career advancement

A
  • Retaining valuable employees
  • Satisfies 3 of the higher level needs of Maslow’s theory
  • Can satisfy some of 4 drives
50
Q

disadvantages of careers advancement

A
  • Promotion positions can’t be created – needs purpose

- Employees compete for spot = rivalries

51
Q

what is investment in training and what does it result in

A
  • The improving of skills in employees

- Results in: Skilled workforce, productivity^, achieve bus objectives, job satisfaction^, motivation

52
Q

advantages of investment in training

A
  • Skills of employees^

- Can satisfy higher level of needs (Maslow), productivity goals for goal-setting theory, satisfy some of four drives

53
Q

disadvantages of investment in training

A
  • Training costs money, bad if employee leaves to other biz

- Training wasted if no sufficient jobs

54
Q

what is both support and sanction

A
  • Positive/negative
  • Support: encouragement – to do better, if employee makes mistake (inexperienced)- will learn from mistakes, can encourage to take greater care.
  • Sanction: If employee Does wrong, deliberate/reckless/harmful to staff and customers
55
Q

Advantages of both support and sanction

A
  • Support/encouragement = employee attitudes^ motivation^

- Sanctions = for poor behaviour = motivation to improve their work performance

56
Q

disadvantages of both support and sanction

A
  • Difficult to find reasons, to support/encourage some employees
  • Excessive emphasis on sanctions = reduce employee sense of belonging ~negative impact on motivation
57
Q

Training and development consists of

A
  • Improving employees’ skills and abilities – growth (personal and business)
  • Opportunity to grow + improve employability
58
Q

Training is and an outcome of it (3)

A
  • Teaching staff to perform job more productively
  • Aim to seek long-term change in skills, knowledge, attitudes + behaviour > work performance^
  • Well organised + well presented training program = competitive advantage^
59
Q

benefits of training for the employee

A
  • Promotion + self improvement opportunity
  • Performance^ = Job satisfaction^
  • Challenge: Chance to learn new things
  • Adaptability: Ability to adapt^ = cope with changes
60
Q

benefits of training for the employer

A
  • Productivity^ > Job performance^ = efficiency of HR^
  • Goals + objectives = efficiently met^
  • Cost due to less labour\/ turnover \/ Absenteeism \/ errors\/
  • More capable + mobile workforce
61
Q

What is on the job training (3

A
  • When employee needs to learn skill that usually occurs within working environment eg. Equipment, machinery + documents
  • Provided by experienced co-worker, leader, manager and sometimes external provider
  • learning from others whilst still performing task
62
Q

types of on the job training

A

Coaching: being taught how to
Mentoring: watching existing employee perform job + learning
job rotation: Completing number of jobs in field of biz see how all interconnect
job shadowing: following experienced worker watching how/what they do

63
Q

Advantages of on the job training (5

A
  • Cost efficient Bc. No travel expenses
  • Productive Bc. Employees = working whilst training
  • Trainees use actual equipment required for job
  • Employees = familiar with environment
  • Immediate feedback
64
Q

disadvantages of on the job training (4

A
  • Quality of trainer may vary – not ever trainer = good teacher
  • Potential bad habits from older staff passed down
  • Learning environment may be noisy = distractions
  • If real tools used, may disrupt production
65
Q

What is off the job training (3

A
  • Training away from workplace
  • Individuals sent to specialised training institutes (TAFE/uni)
  • To gain qualifications = to assist with performance
66
Q

types of off the job training (5

A 
conferences
lectures
work shops
online tutorials
Uni/tafe
67
Q

Advantage of off the job training (5

A
  • Wider range of skills + qualifications available than workplace
  • Outside experts + specialists = Provide broader experience
  • Clear, more structured and organised
  • Can provide formally recognised qualifications for employees
  • ^Intense^ without distractions of workplace
68
Q

disadvantages of off the job training (5

A
  • May be too theory based with no tools + equipment used
  • More expensive (fees, travel costs)
  • Lost work time, employee = absent from workplace
  • Employee = qualified ~ tempted to find better job
  • May not relate directly to exact skills required in workplace
69
Q

What is development

A

Early career= technical skills ^, focused on performing job and gaining qualifications
later= move toward management roles/deeper specialist role = senior position

70
Q

What does effective HR management result in

A

motivated staff, increased productivity and, consequently, the achievement of business objectives

  • motivated staff
  • increased productivity
  • ~achievement of bus objectives
71
Q

What are the non financial motivation techniques

A

support and sanction
Training and development
career advancement

Business Managment 3/4 (9 decks)

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