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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

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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

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3
Q

Motivation

A

What drives individuals to achieve an objective

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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.

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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.

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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

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7
Q

What are examples of Physiological Needs?

Basic needs for everyday life on the job

A

-Fair wage
-Comfortable working environment

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8
Q

What are examples of Safety Needs?

A

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

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9
Q

What are examples of Social Needs?

A

Relationships with coworkers, fit and belong with the team

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10
Q

What are examples of Esteem Needs?

A

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

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11
Q

What are examples of Self Actualisation Needs?

A

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

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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.

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13
Q

Stages of Goal Setting Theory

A

Clear Goals
Challenging Goals
Commitment to Goals
Feedback
Complexity of Task

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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

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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

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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

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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

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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

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19
Q

What are the four drives?

A

Aquire, Bond, Comprehend and Defend

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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

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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

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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

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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

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24
Q

Differences between all 3 theories

A
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25
Q

Motivation Strategy

A

Creates practical applicatoin for motivational theories

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26
Q

Performance Related Pay

A

Provides Financial reward for employees who meet or exceed or exceed expectations in the workplace

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27
Q

Career Advancement

A

Motivates employees by** offering the possibility of increased pay, sales, promotion and more job experience**

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28
Q

Advantages of Performance Related Pay

A

Provides a direct financial reward
Tangible way of recognising achievement
Can improve productivity levels
Rewards best performance

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29
Q

Disadvantages of Performance Related Pay

A

Reduces equality in employee pay
Can demotivate if goals are too hard
Difficult to measure in some types of jobs
Short term focus

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30
Q

Advantages of Career Advancement

A

Reward for past performance
Helps retain talented employees
Retaining intellectual property and continuity
Opportunity to increase employee’s contribution to the business

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31
Q

Disadvantages of Career Advancement

A

Potential to demotivate employees overlooked for promotion
Promotion beyond capability level
Feeling of unrest if promotion was unfair

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32
Q

Investment in Training

A

Can foster a greater sense of loyalty and attachment in an employee

Can create a commitment between business and employee.

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33
Q

Advantages of Investment in Training

A

Indicates the business values their employees
Creates sense of loyalty
Creates positive corporate culture

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34
Q

Disadvantages of Investment in Training

A

Expensive
If employees are in wrong jobs, it won’t act to motivate them

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35
Q

Job rotation

A

Workers moved to different areas to increase variety

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36
Q

Job enlargement

A

Makes a job bigger and more challenging

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37
Q

Job enrichment

A

Increase depth of job and control with more challenging work

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38
Q

Support

Motivation Strategy

A

Involves recognising good work and communicating effectively

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39
Q

Advantages of support

A

Employees who feel supported by their manager are likely to work more diligently
Can act as a long term motivator
Doesn’t cost money

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40
Q

Disadvantages of support

A

Needs a positive corporate culture
Relies on good communication skills

41
Q

Sanctions

A

Include penalties, disciplinary action, termination of employment
-Only work in the short term. Need to be tied with positive strategies

42
Q

Advantages of Sanctions

A

Sanctions can act as a short term motivator
The fear created may bring some underperforming employees in line

43
Q

Disadvantages of Sanctions

A

Not long term
Can cause resentment and loss of productivity

44
Q

Performance Related Pay- Linking Theories

A

Maslow: financial benefit could satisfy physiological needs and safety needs
Lawrence and Nohria: Satisfy the drive to acquire
Lock and Latham: Achievement of goals could be linked with payment

45
Q

Career Advancement- Linking Theories

A

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
Q

Investment in training- Linking Theories

A

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
Q

Support- Linking Theories

A

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
Q

Sanctions- Linking Theories

A

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
Q

Training

A

Involves providing an employee with the skills and knowledge needed to create a job.

50
Q

Development

A

Process to build up skills

51
Q

Training Needs Analysis

A

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
Q

On the job training

A

Training that occurs at the workplace.
-Coaching, tutoring, mentoring
-Apprenticeships
-Job rotation

53
Q

Advantages of on the job training

A

-Employee being trained on the specific tools they will be using in their role
-Supervision of more experienced staff
-Guidance from mentors

54
Q

Disadvantages of on the job training

A

-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
Q

Off the job training

A

Occurs away from the workplace
-Information Presentation (lectures, seminars, workshops)
-Information Processing
-Simulators

56
Q

Advantages of Off the job training

A

-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
Q

Disadvantages of off the job training

A

-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
Q

Performance Management Strategies

A

-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
Q

Performance Management

A

The practices used to:
-make decisions about employee performance
-remuneration, promotion, transfers and disciplinary procedures
-Training and development needs

60
Q

Management by Objectives

A

-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
Q

Process of Management by Objectives

A

-Define organisational objectives
-Define employee’s objectives
-Continuous monitoring of performance and progress
-Performance evaluation
-Providing feedback
-Performance appraisal

62
Q

Advantages of Management by Objectives

A

-Aligning employees and business objectives contributes to the achievement of wider business objectives
-Improve workplace relationships
-Strengthen corporate culture
-Commitment

63
Q

Disadvantages of Management by Objectives

A

-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
Q

Performance Appraisal

A

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
Q

Advantages of Performance Appraisal

A

-Communication can strength relationships
-Can identify areas that employees struggle in

66
Q

Disadvantages of Performance Appraisal

A

-Employees may lose motivation if they recieve multiple poor performance appraisals
-Time consuming

67
Q

Self Evaluation

A

-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
Q

Advantages of Self Evaluation

A

-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
Q

Disadvantages of Self Evaluation

A

-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
Q

Employee Obervation

A

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
Q

Advantages of employee obervation

A

-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
Q

Disadvantages of Employee Observation

A

-Results may be misleading if employees know they are being evaluated
-Disrupts workflow
-Time consuming

73
Q

Voluntary Termination Management Examples

A

Retirement, Resignation, Redundancy

74
Q

Invluntary Termination Management Examples

A

Redundancy, Dismissal

75
Q

Entitlement Considerations

A

Compensation the employee is entitled to by law.
-Pay still owing
-Accrued annual leave
-long service leave
-notice of termination
-any redundancy payments

76
Q

Workplace Relations

A

Refers to the relationship and communication between employees and their employees and or their representives.

77
Q

Goals of workplace relations

A

-Employees being satisfied with wages and conditions
-Business can remain productive, competitive and profitable
-Disputes are minimised and resolved fairly.

78
Q

Five main participants of workplace relations

A

HR Management, employees, employer associations, unions and fair work commission

79
Q

Roles of HR Management in Workplace Management

A

-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
Q

Role of Employees in Workplace Relations

A

-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
Q

Employer Associations, and their role in Workplace Relations

A

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
Q

Trade Unions

A

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
Q

Roles of Trade Unions in Workplace Relations

A

Advocating for annual leave
Pensions
Maternity leave and paterntal leave

84
Q

Roles of the union in Workplace Relations

A

-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
Q

Role of the FWC in Workplace Relations

A

Sets minimum wage and conditions
Establishes Awards
**Approves enterprise agreements
**Acts as an arbitrator
Hears and determines unfair cases

86
Q

How can wages and conditions be determined?

A

Awards, enterprise agreements, individual agreements

87
Q

Workplace Awards

A

-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
Q

Advantages of Workplace Awards

A

-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
Q

Disadvantages of Workplace Awards

A

-May not be flexible
-Employees may be less satisfied

90
Q

Enterprise Agreements

A

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
Q

Advantages of Enterprise Agreements

A

-May be flexible to certain business needs or situations
-Employees may recieve better wages
-Relationship between employees and employers may develop

92
Q

Disadvantages of Enterprise Agreements

A

-Can increase inequality in wages
-Time consuming
-More costly for a business

93
Q

Similarities of Awards and Agreements

A

-Business must uphold requirements of NES
-Contractual disputes are dealt with by FWC

94
Q

Individual Employement Contracts

A

-Considered an agreement
-Individual employement contracts are between an individual and their employer.

95
Q

Workplace conflicts can occur because of…

A

Negoation of a new agreement, Job security, Managerial policies, discipline issues, OH&S issues, harrassment or bullying issues

96
Q

How can disputes be resolved?

A

Negotiation, Mediation, Conciliation, Arbitration

97
Q

Grievance Procedures, and its steps

A

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
Q

Mediation

A

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
Q

Conciliation

A

An additional level of mediation includes suggested resolutions

Business Management Unit 3/4 (6 decks)

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