Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

Business Management Unit 3/4 > U3: AOS2: Human Resource Management > Flashcards

U3: AOS2: Human Resource Management Flashcards

1
Q

HR Department

A

Responsible for managing the relationship between the business and its employees,
For ensuring the business is properly staffed,
Recruitment and selection procedures,
Payroll,
Employee Experience

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Effective/Quality Human Resource Management

A

Improves productivity
Aligns official and real corporate culture
Reduces staff absenteeism and
Helps achieve business objectives.
Improve motivation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Motivation

A

What drives individuals to achieve an objective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What is Maslow’s Hierarchy of Needs?

A

Five stages in a hierarchy, based on importance.
Physiological needs, safety needs, social needs, self-esteem needs and self actualization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Advantages of Maslow’s Hierarchy

A

Provides steps to motivate employees
5 Steps that must be achieved in order
Employees who reach stage 5 are good for business.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Disadvantages of Maslow’s Hierarchy

A

Hard to tell where employees are
Assumes all employees are motivated in same order
Time consuming
Expensive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What are examples of Physiological Needs?

Basic needs for everyday life on the job

A

-Fair wage
-Comfortable working environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

What are examples of Safety Needs?

A

Job safety , safety conditions on the job( Sexual harrassment, OH&S, Bullying policies)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What are examples of Social Needs?

A

Relationships with coworkers, fit and belong with the team

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What are examples of Esteem Needs?

A

-Job title & task
-good performance rating
-merit rewards
-promotion
pay linked to status of position

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

What are examples of Self Actualisation Needs?

A

-Challenging work allowing for creativity
-Participative decison making
-Opportunities for personal growth and advancement

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Details of

Locke and Latham Goal Setting Theory

A

States that setting goals leads to increased effort, task focus and persistance.
Clear goals that are understood and adopted by employees requires less supervision from managers.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Stages of Goal Setting Theory

A

Clear Goals
Challenging Goals
Commitment to Goals
Feedback
Complexity of Task

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Advantages of Goal Setting Theory

A

Aligns employee efforts with business objectives
Can improve relationship between employees and management
Employee can gain understanding of management’s expectations
Success can be measured quickly

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Disadvantages of Goal Setting Theory

A

Can be difficult to align an employee’s personal goals with business objectives
Too many goals at once can be stressful and may demotivate employees
Setting goals and providing feedback can be time consuming

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Similarities between Maslow’s Theory and Goal Setting Theory

A

Both recognise that personal gain is a factor which can motivate employees
Both recognise that feedback from managers is important (getting feedback is similar to self actualisation)
Both have 5 parts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Differences between Maslow’s Theory and Goal Setting Theory

A

Maslow’s theory focuses on fufilling one need at a time
Maslow’s theory can be applied by a manager alone whereas the goal setting theory requires employee input.
Goal setting is future, vs need being current

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Details of

Lawrence and Nohria’s Four Drive Theory

A

4 basic motivational needs
All drives exist at the same time
Written for business use

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

What are the four drives?

A

Aquire, Bond, Comprehend and Defend

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Drive to Defend

A

Natural instinct to defend self and others
Different from other drives
Dormant until the need arrives
Should be avoided

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Advantages of four drive theory

A

It can provide managers with a simple framework to motivate their employees
Motivates all employees by encouraging all four drives simultaneously
Employee satisfaction will increase if all drives are met
Increases performance, therefore business profits

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Disadvantages of four drive theory

A

It may be difficult for a manager to manage all four drives at the same time
Employees may lose satisfaction
Time Consuming
Can increase expenses

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Similarities between all 3 theories

A

All about motivation, maxx productivity to objectives
All have multi steps, processes, stages
Staff to get the best and be their best

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Differences between all 3 theories

A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Motivation Strategy
Creates practical applicatoin for motivational theories
26
Performance Related Pay
Provides Financial reward for employees who meet or exceed or exceed expectations in the workplace
27
Career Advancement
Motivates employees by** offering the possibility of increased pay, sales, promotion and more job experience**
28
Advantages of Performance Related Pay
Provides a direct financial reward Tangible way of recognising achievement Can improve productivity levels Rewards best performance
29
Disadvantages of Performance Related Pay
Reduces equality in employee pay Can demotivate if goals are too hard Difficult to measure in some types of jobs Short term focus
30
Advantages of Career Advancement
Reward for past performance Helps retain talented employees Retaining intellectual property and continuity Opportunity to increase employee's contribution to the business
31
Disadvantages of Career Advancement
Potential to demotivate employees overlooked for promotion Promotion beyond capability level Feeling of unrest if promotion was unfair
32
Investment in Training
Can foster a greater sense of loyalty and attachment in an employee | Can create a commitment between business and employee.
33
Advantages of Investment in Training
Indicates the business values their employees Creates sense of loyalty Creates positive corporate culture
34
Disadvantages of Investment in Training
Expensive If employees are in wrong jobs, it won't act to motivate them
35
Job rotation
Workers moved to different areas to increase variety
36
Job enlargement
Makes a job bigger and more challenging
37
Job enrichment
Increase depth of job and control with more challenging work
38
Support | Motivation Strategy
Involves recognising good work and communicating effectively
39
Advantages of support
Employees who feel supported by their manager are likely to work more diligently Can act as a long term motivator Doesn't cost money
40
Disadvantages of support
Needs a positive corporate culture Relies on good communication skills
41
Sanctions
Include penalties, disciplinary action, termination of employment -Only work in the short term. Need to be tied with positive strategies
42
Advantages of Sanctions
Sanctions can act as a short term motivator The fear created may bring some underperforming employees in line
43
Disadvantages of Sanctions
Not long term Can cause resentment and loss of productivity
44
Performance Related Pay- Linking Theories
Maslow: financial benefit could satisfy **physiological needs and safety need**s Lawrence and Nohria: Satisfy the **drive to acquire** Lock and Latham: Achievement of goals could be linked with payment
45
Career Advancement- Linking Theories
Maslow: **Esteem needs, safety needs** as it could create job security Lawrence and Nohria: **Drive to acquire**; advancement is recognitition and is a reward usually with increase in wage Lock and Latham: Providing **feedback** on past goal achievements
46
Investment in training- Linking Theories
Maslow: **Social needs**; feels belonging and valued if business invests in training Lawrence and Nohria:** Drive to learn** Lock and Latham: Could link to ability to achieve **challenging** goals, **complexity** of goals
47
Support- Linking Theories
Maslow: **Social needs**; feel belonging to business and valued Lawrence and Nohria: **Drive to bond** Lock and Latham: Setting the goals as a team or the commitment goals.
48
Sanctions- Linking Theories
Maslow: **Safety needs **if sanction due to unfair management and OH&S Issue Lawrence and Nohria: Could lead to the **drive to defend** rising if sanction is long term or unfair Lock and Latham: Achieve goals so as to not be sanctioned
49
Training
Involves providing an employee with the skills and knowledge needed to create a job.
50
Development
Process to build up skills
51
Training Needs Analysis
Used by an employee to identify shortcomings in an employee's skillset or knowledge -Organisation Analysis: Entire business -Task analysis: Individual jobs and tasks -Individual Analysis: Type of training required
52
On the job training
Training that occurs at the workplace. -Coaching, tutoring, mentoring -Apprenticeships -Job rotation
53
Advantages of on the job training
-Employee being trained on the specific tools they will be using in their role -Supervision of more experienced staff -Guidance from mentors
54
Disadvantages of on the job training
-Quality of trainer may vary if coach is not competent -Training may be adequately planned resulting in disjointed delivery -Too much information crammed into one session
55
Off the job training
Occurs away from the workplace -Information Presentation (lectures, seminars, workshops) -Information Processing -Simulators
56
Advantages of Off the job training
-A wider range of skills can be taught -Learning from specialists -Less opportunity to be interrupted by workplace issues- therefore able to focus on the course -Provides opportunity for networking and information-sharing
57
Disadvantages of off the job training
-More expensive if paying course fees, transport -Lost working time and output from employees -Employees with new skills may leave the business -Skills may not directly relate to that workplace
58
Performance Management Strategies
-Review past performance -Evaluate employee effectiveness based on past results -Provides for future objective setting for business and employees -Demonstrates strategic links and key elements between BOs, EOs and performance
59
Performance Management
The practices used to: -make decisions about employee performance -remuneration, promotion, transfers and disciplinary procedures -Training and development needs
60
Management by Objectives
-Involves collaboration with manager and employee -Involves setting SMART goals for employees or teams to achieve -Provides a clear set of expectations and benchmarks that can be performance managed
61
Process of Management by Objectives
-Define organisational objectives -Define employee's objectives -Continuous monitoring of performance and progress -Performance evaluation -Providing feedback -Performance appraisal
62
Advantages of Management by Objectives
-Aligning employees and business objectives contributes to the achievement of wider business objectives -Improve workplace relationships -Strengthen corporate culture -Commitment
63
Disadvantages of Management by Objectives
-Employees may take harmful shortcuts in their work to achieve objectives -May be demoralising -Developing objectives that benefit both business and employee may take time
64
Performance Appraisal
Process for measuring an individual's performance over a set period of time and a range of criteria. -Reports on past performance -Provides feedback and establishes plans for future improvement
65
Advantages of Performance Appraisal
-Communication can strength relationships -Can identify areas that employees struggle in
66
Disadvantages of Performance Appraisal
-Employees may lose motivation if they recieve multiple poor performance appraisals -Time consuming
67
Self Evaluation
-Involves employees assuessing their own performance against a set of criteria. -Can be used with other strategies to gain a perspective on an employee's performance.
68
Advantages of Self Evaluation
-The employer can gain an insight into an employee's understanding of their own strengths and weaknesses -Employees highlight their own weaknesses to managers -Can save manager's time
69
Disadvantages of Self Evaluation
-If an employee is biased or dishonest, in assessing their performance, information will be unreliable -Some employees may not have the skills to evaluate themselves -Time consuming for development of criteria
70
Employee Obervation
Where a range of employees asses another employee's performance against a set criteria. -Removes bias -Compiled to show strengths, weaknesses to be addressed.
71
Advantages of employee obervation
-Improves interconnectedness of the business and cooporate culture -Identify strengths of others and mimic this behaviour -May be responsive to feedback provided by peers
72
Disadvantages of Employee Observation
-Results may be misleading if employees know they are being evaluated -Disrupts workflow -Time consuming
73
Voluntary Termination Management Examples
Retirement, Resignation, Redundancy
74
Invluntary Termination Management Examples
Redundancy, Dismissal
75
Entitlement Considerations
Compensation the employee is entitled to by law. -Pay still owing -Accrued annual leave -long service leave -notice of termination -any redundancy payments
76
Workplace Relations
Refers to the relationship and communication between employees and their employees and or their representives.
77
Goals of workplace relations
-Employees being satisfied with wages and conditions -Business can remain productive, competitive and profitable -Disputes are minimised and resolved fairly.
78
Five main participants of workplace relations
HR Management, employees, employer associations, unions and fair work commission
79
Roles of HR Management in Workplace Management
-Represents the employer in negotiation of new agreements -Participate in dispute resolution act as a mediating party -Correct implementation of current agreements -Liase with employee associations, unions and fair work commision -Ensure minimum requirements are met -Recruit, hire, train and terminate employees
80
Role of Employees in Workplace Relations
-Negotiations and voting of new agreements -Take industrial action if required -Carry out responsibilities in the workplace with proper care and diligence -Obey their contract terms -Follow workplace safety -Report illegal unethical behaviour
81
Employer Associations, and their role in Workplace Relations
Advisory bodies and groups of employers who unite in a similar way to trade unions. They assist employees in: -The making of awards and agreements -Upholding legal business obligations
82
Trade Unions
Organisation comprised of a group of employees in a particular industry that organise to protect their common interests in all matters relating to their employment.
83
Roles of Trade Unions in Workplace Relations
Advocating for annual leave Pensions Maternity leave and paterntal leave
84
Roles of the union in Workplace Relations
-**Negotiates on behalf of all employees** -Provides support to individual members **-Assist to solve disputes **-Organises industrial action -Seeks better wages and conditions -Protects job security and integrity of employee contracts
85
Role of the FWC in Workplace Relations
**Sets minimum wage and conditions** **Establishes Awards** **Approves enterprise agreements **Acts as an arbitrator Hears and determines unfair cases
86
How can wages and conditions be determined?
Awards, enterprise agreements, individual agreements
87
Workplace Awards
-**Legally binding, reneiwed every 4 years. -Serve as a guarentee of the minimum wage and entitlements** -Holidays and leave -Penalty Rates -Superannuation -Annual leave
88
Advantages of Workplace Awards
-**Can improve equality**, as award wages and conditions are the same across the industry. -**Ensures employees are not below minimum wage** -Reduces time taken to determine wages -Can be cost effective
89
Disadvantages of Workplace Awards
-May not be flexible -Employees may be less satisfied
90
Enterprise Agreements
Legal documents **negotiated** between an employeer and employees. **-Provide better wages and conditions than award **-must comply with NES and is mutally agreed -overwrites awards
91
Advantages of Enterprise Agreements
-May be **flexible** to certain business needs or situations -Employees may recieve **better wages** -Relationship between employees and employers may develop
92
Disadvantages of Enterprise Agreements
-Can increase **inequality** in wages -Time consuming -More costly for a business
93
Similarities of Awards and Agreements
-Business must uphold requirements of NES -Contractual disputes are dealt with by FWC
94
Individual Employement Contracts
-Considered an agreement -Individual employement contracts are between an individual and their employer.
95
Workplace conflicts can occur because of...
Negoation of a new agreement, Job security, Managerial policies, discipline issues, OH&S issues, harrassment or bullying issues
96
How can disputes be resolved?
Negotiation, Mediation, Conciliation, Arbitration
97
Grievance Procedures, and its steps
A process and a series of steps to resolve a grievance. 1- Employees meet with management 2-If resolution is not possible, the matter is referred to managment 3- The dispute is referred to an independent body for mediation 4-The dispute is referred to the FWC for conciliation 5-Abitrated outcome by FWC
98
Mediation
Can be one of the last steps of the grievance procedure. Involves a third party listening to both sides and helping the parties to reach their own solution. Does not suggest solutions.
99
Conciliation
An additional level of mediation includes suggested resolutions

Business Management Unit 3/4 (6 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions