u3 aos2 part 1 Flashcards

1
Q

business objectives

A

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)

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2
Q

human resource management

A

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

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3
Q

business strategy

A

the long-term plan of action adopted by a business to achieve its goals and objectives

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4
Q

productivity

A

a ratio of the output of goods and services to the inputs used to achieve that output

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5
Q

motivation

A

the willingness of a person to expend energy and effort in doing a job or task

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6
Q

hierarchy of needs

A

Abraham Maslow’s representation of human needs in the form of a pyramid (psychological needs, safety needs, social needs, self-esteem needs, self-actualisation

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7
Q

physiological needs

A

basic needs such as food, water, air, shelter and other physical requirements (providing with a job, payment for a job)

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8
Q

safety needs

A

security and protection from physical and emotional harm (creating job security, superannuation and insurance, competent, consistent and fair manager)

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9
Q

social needs

A

love, belonging, affection, affiliation, acceptance and friendship in peer groups (friendly work associates, organised employee activities)

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10
Q

self-esteem

A

the feeling of satisfaction that someone has in themselves or their own abilities (promotion, job title and task responsibilities)

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11
Q

self-acctualisation

A

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)

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12
Q

goal setting theory

A

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

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13
Q

four drive theory

A

theory that identified four basic motivational needs: drive to acquire, drive to bond, drive to comprehend (learn), drive to defend

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14
Q

drive to acquire

A

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.

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15
Q

drive to bond

A

the desire to participate in social interactions and feel a sense of belonging

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16
Q

drive to comprehend

A

the desire to gain knowledge, skills, and experience

17
Q

drive to defend

A

desire to protect personal security as well as the values of the business

18
Q

performance-related pay

A

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

19
Q

career advancement

A

the upwards progression of an employee’s job position

20
Q

job enlargement

A

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

21
Q

job enrichment

A

making a job more challenging so workers are required to use their full capabilities and gain personal growth

22
Q

job rotation

A

where workers are moved between different jobs to increase variety of work and create a more flexible workforce

23
Q

investment in training

A

allocating resources to improve employee skills and knowledge

24
Q

support strategies

A

involve providing employees with any assistance that improves their satisfaction at work

25
sanction strategies
involve penalising employees for poor performance or breaching business policies
26
training
the process of providing staff with the knowledge or skills required to do a particular job
27
development
process designed to build up skills necessary for future work activities and responsibilities
28
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
29
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
30
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
31
performance appraisal
measures how well an employee has performed their job, provides feedback to employees and establishes plans to improve performance
32
self evaluation
involves an employee assessing their individual performance against a set of criteria
33
employee observation
involves a range of employees from different levels of authority assessing another employee’s performance against a set of criteria