u3 aos2 part 1 Flashcards
business objectives
statements of desired achievement that provide direction for a business (make a profit, increase market share, improve efficiency, improve effectiveness, fulfil a market need, fulfil a social need)
human resource management
the management of a wide range of responsibilities relating to the human (employees) function within a business in order to increase the efficiency of both employees and the business
business strategy
the long-term plan of action adopted by a business to achieve its goals and objectives
productivity
a ratio of the output of goods and services to the inputs used to achieve that output
motivation
the willingness of a person to expend energy and effort in doing a job or task
hierarchy of needs
Abraham Maslow’s representation of human needs in the form of a pyramid (psychological needs, safety needs, social needs, self-esteem needs, self-actualisation
physiological needs
basic needs such as food, water, air, shelter and other physical requirements (providing with a job, payment for a job)
safety needs
security and protection from physical and emotional harm (creating job security, superannuation and insurance, competent, consistent and fair manager)
social needs
love, belonging, affection, affiliation, acceptance and friendship in peer groups (friendly work associates, organised employee activities)
self-esteem
the feeling of satisfaction that someone has in themselves or their own abilities (promotion, job title and task responsibilities)
self-acctualisation
the sense of fulfilment or highest level of human needs determined by Abraham Maslow (challenging work allowing for creativity, participative decision-making, opportunities for personal growth and advancement)
goal setting theory
a theory of motivation that focuses on the process of setting and attaining goals: set clear goals, set challenging (but achievable) goals, secure commitment to goals, provide feedback, complexity of task
four drive theory
theory that identified four basic motivational needs: drive to acquire, drive to bond, drive to comprehend (learn), drive to defend
drive to acquire
the desire to achieve rewards and high status. In a business setting, the drive to acquire motivates employees who want to receive financial rewards and non-financial rewards in recognition of their effort and performance.
drive to bond
the desire to participate in social interactions and feel a sense of belonging
drive to comprehend
the desire to gain knowledge, skills, and experience
drive to defend
desire to protect personal security as well as the values of the business
performance-related pay
a financial reward to employees whose work has reached or exceeded a set standard
career advancement
the upwards progression of an employee’s job position
job enlargement
making a job bigger or more challenging by combining various operations at a similar level
job enrichment
making a job more challenging so workers are required to use their full capabilities and gain personal growth
job rotation
where workers are moved between different jobs to increase variety of work and create a more flexible workforce
investment in training
allocating resources to improve employee skills and knowledge
support strategies
involve providing employees with any assistance that improves their satisfaction at work
sanction strategies
involve penalising employees for poor performance or breaching business policies
training
the process of providing staff with the knowledge or skills required to do a particular job
development
process designed to build up skills necessary for future work activities and responsibilities
on-the-job training
involves an employee improving their knowledge and skills within the workplace eg coaching, tutoring, mentoring, role modelling, apprenticeship, job rotation, planned work activities
off-the-job training
involves employees improving their knowledge and skills in a location external to the business eg information presentation, information processing style, simulations, role plays
performance management
the system used to improve organisational, functional, and individual performance through linking the objectives of each; it assess all phases of the employment cycle
performance appraisal
measures how well an employee has performed their job, provides feedback to employees and establishes plans to improve performance
self evaluation
involves an employee assessing their individual performance against a set of criteria
employee observation
involves a range of employees from different levels of authority assessing another employee’s performance against a set of criteria
