U3A2 (b) human resource management Flashcards
training
providing staff with knowledge, skills and behaviours required to do their job more efficiently and effectively.
on-the-job training
training at the workplace, eg. role modelling, apprenticeship, job rotation
off-the-job training
training away from the workplace, eg. lectures/conference, official courses, simulations
performance management
assessment of employee work progress, and how this can be directed to organisational and individual objectives.
4 strategies of performance management
- management by objectives
- performance appraisal
- self-evaluation
- employee observation
management by objectives as a strategy of performance management
approach where managers and employee jointly determine employee goals at the beginning of the review period.
- alignment of individual + business objectives
- management aware of employee progress and offer support + resources
- performance is compared with set objective to evaluate performance.
performance appraisal as a strategy of performance management
measures how well an employee has performed their job by documenting performance, providing feedback and establishing feedback.
- standardised comparison
- identifies who needs training and motivation
- provides basis for promotion, reward + dismissal
self-evaluation as a strategy of performance management
when an employee assesses their performance prior to a review discussion with management.
- employees assess their own performance in relation to set objectives.
- management gains insight into employee perceptions and identify strengths/weaknesses.
employee observation as a strategy of performance management
feedback collected from people who work with the employee.
- managers survey colleagues
- employees may be observed with or without their knowledge
termination management
decisions made by either the employee or employer to end the employee contract or relationship.
4 strategies of termination management
- resignation
- retirement
- redundancy
- dismissal
resignation as part of termination management
voluntary termination in which an employee decides to leave the business.
- employees entitled to an exit interview.
- employers entitled to a period of notice.
retirement as part of termination management
voluntary termination in which an employee decides to give up full/part time work altogether.
- employees entitled to choose when they want to retire, and entitled to pay + conditions owed for the work they have conducted.
- employers entitled to a period of notice.
redundancy as part of termination management
involuntary termination in which an employee must leave the business as the job no longer exists.
- employees entitled to redundancy package depending on how long they have been at the business, entitled to assume managers do their best to avoid redundancies, entitled to take time off work to attend job interviews.
dismissal as part of termination management
involuntary termination of either:
- summary dismissal: employee commits a serious breach of contract
- dismissal on-notice: employee not performing properly
- employees entitled to full payment for completed work, entitled to apply for unfair dismissal.
workplace relations
area in a business that deals with the relationship between employer and employees.
5 key participants involved in workplace relations
- human resource (HR) manager
- employees
- employer associations
- unions
- fair work commission
role of HR manager in workplace relations
REPRESENTS EMPLOYERS.
manages the relationship between the business and objectives. eg:
- administer day-to-day procedures, implementing agreements for employee wage and conditions
- negotiate with employees about workplace-related issues
- takes disciplinary action against employees
- termination of employees
role of employees in workplace relations
work in the business in exchange for renumeration
- performing duties with care, following safety procedure, obeying the law
- active in enterprise agreements
- voting on terms + conditions
- carrying out tasks in the job description
role of employer associations in workplace relations
REPRESENTS EMPLOYERS.
organisations who unite to represent employer interests on workplace-related issues.
- representing in workplace/industrial relations cases
- representing in collective bargaining over wages and conditions
- advising employees of their rights + obligations
- offer support to HR manager
- keep employers up-to-date with change in laws
role of unions in workplace relations
REPRESENTS EMPLOYEES.
organisation which represents and protects the rights of employees.
- negotiate + bargain on behalf of employees during collective bargaining with employer
- argue the employees case during court hearings about awards
- provide support and advice to workers, and information on matters relevant to employees’ workplace situation
role of the fair work commission in workplace relations
australia’s national workplace relations tribunal/industrial court. has the power to make binding decisions + orders for workplace relations.
- creating + maintaining safety net of minimum wages and working conditions for australian employees
- approves enterprise agreements, seeing if it meets requirements
- approve or disprove industrial action
- resolve disputes (mediation, concillation, arbitration)
awards
legally binding minimum requirements for wage and conditions. they are reviewed by the fair work commision every 4 years and are legally enforceable.
awards must be at or above the national employment standards.
agreements
legally binding contract between an employer and group of employees regarding wages and conditions for a specified period. it can be tailored to meet individual needs of employees and/or employees, reached via bargaining (negotiation)
must be registered and approved by the fair work commission.
4 types of industrial action
- strike: employees withdraw their labour
- stop work meeting: employees hold meeting during work hours to discuss an issue
- picket line: employees physically demonstrate outside employer premises
- lock out: employer does not allow employees to enter the business to perform work
2 dispute resolution processes
- mediation
- arbitration
mediation as a dispute resolution process
where an independent third party helps employer and employee discuss issues and arrive at their own agreement.
arbitration as a dispute resolution process
where an independent third party determines how the dispute is to be resolved, making a legally binding decision.
