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Business Studies > Unit 2 > Flashcards

Unit 2 Flashcards

1
Q

Human resource management

A

The strategic approach to the effective management of employees so that they help the business gain a competitive advantage

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2
Q

Workforce planning

A

Analysing and forecasting the number of workers and skills of those workers that will be required by the organisation to achieve its objectives

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3
Q

Workforce audit

A

A check in the skills and qualifications of all existing workers/managers

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4
Q

Labour turnover

A

Measures the rate at which employees are leaving an organisation

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5
Q

Recruitment

A

The process of identifying the need for a new employee, defining the job to be filled and the type of person needed to fill it and attracting suitable candidates for the job

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6
Q

Selection

A

Involves the series of steps by which the candidates are interviewed, tested and screened for choosing the most suitable person for vacant post

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7
Q

Recruitment agency

A

A business that offers the service of recruiting applicant for vacant posts

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8
Q

Job description

A

A detailed list of key points about the job being filled — stating all its key tasks and responsibilities

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9
Q

Person specification

A

A detailed list of the qualities, skills and qualifications that a successful applicant will need to have

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10
Q

Application form

A

A set of questions answered by a job applicant to give a potential employer information about the applicant, such as educational background and work experience

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11
Q

Curriculum vitae (CV)

A

A detailed document highlighting all of a person’s professional and academic achievements, work experience and awards

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12
Q

Resume

A

A less detailed document than a CV, which itemises work experience, educational background and special skills relevant to the job being applied for

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13
Q

Reference

A

Comment from a trusted person about an applicant’s character or previous work performence

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14
Q

Assessment centre

A

A place where a range of tests is used to judge job applicants in their potential ability to perform a particular role

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15
Q

Internal recruitment

A

When a business aims to fill a vacancy from within its existing workforce

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16
Q

External recruitment

A

When a business aims to fill a vacancy with a suitable applicant from outside of the business, such as an employee of another organisation

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17
Q

Employment contract

A

A legal document that sets out the terms and conditions governing a worker’s job

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18
Q

Redundancy

A

When a job is no longer required, the employee doing this job becomes unnecessary through no fault of their own

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19
Q

Dismissal

A

Deign dismissed or sacked from a job due to incomplete or breach of discipline

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20
Q

Unfair dismissal

A

Ending a worker’s employment contract for a reason that the law regards as being unfair

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21
Q

Employee morale

A

Overall look out, attitude and level of satisfaction of employees when at work

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22
Q

Employee welfare

A

Employee’s health and safety and work level of morale when at work

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23
Q

Work-life balance

A

A situation in which employees are able to give the right amount of time and effort to work and to their personal life outside work, for example to family or other interests

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24
Q

Equality policy

A

Practises and processes aimed at achieving a fair organisation where everyone is treated in the same way and the opportunity to fulfil their potential

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25
Q

Diversity policy

A

Practises and processes aimed at creating a mixed workforce and placing positive value on diversity in the workforce

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26
Q

Training

A

Work-related education to increase workforce skills and efficiency

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27
Q

Induction training

A

Introductory training programme to familiarise new recruits with the systems used in the business and the layout of the business site

28
Q

On-the-job training

A

Instruction at the place of work on how a job should be carried out

29
Q

Off-the-job training

A

All training undertaken away from the business

E.G. work-related college course

30
Q

Multi-skilling

A

The training of an employee in several skills to allow for greater flexibility within the business

31
Q

Employee appraisal

A

The process of assessing the effectiveness of an employee judged against pre-set objectives

32
Q

Industrial action

A

Measures taken by the workforce or trade union to put pressure on management to settle an industrial dispute in favour of employees

33
Q

Collective bargaining

A

The process of negotiating terms of employment between an employer and a group of workers who are usually represented by a trade union offical

34
Q

Trade union recognition

A

When an employer formally agrees to conduct negotiations on pay and working conditions with a trade union rather than bargain individually with each worker

35
Q

Motivation

A

The internal and external factors that stimulate people to take actions that lease to achieving a goal

36
Q

Self-actualisation

A

A sense of fulfilment reached by feeling enriched and developed by what one had learned and achieved

37
Q

Motivating factors (motivators)

A

Aspects of a worker’s job that can lead to positive satisfaction, such as achievement, recognition, meaningful and interesting work and advancement at work

38
Q

Hygiene factors

A

Aspects of a worker’s job that have potential to cause dissatisfaction, such as pay, working conditions, status and over-supervision

39
Q

Job enrichment

A

Aims to use the full capabilities of workers by giving them the opportunity to do more challenging and fulfilling work

40
Q

Time-based wage rate

A

Payment to a worker made for each period of time

E.G. one hour

41
Q

Piece rate

A

A payment to a worker for each unit produced

42
Q

Salary

A

Annual income that is usually paid on monthly basis

43
Q

Commission

A

A payment to a salesperson for each sale made

44
Q

Bonus

A

A payment made in addition to the contracted wage or salary

45
Q

Performance-related pay

A

A bonus scheme to reward employees for above average work performance

46
Q

Profit sharing

A

A bonus for employees based in the profits of the business, usually paid as a proportion of basic salary

47
Q

Share-ownership scheme

A

A scheme that gives employees shares in the company they work for or allows them to buy those shares at a discount

48
Q

Fringe benefits

A

Benefits given, separate from pay, by an employer to some or all employees

49
Q

Job rotation

A

A scheme that allows employees to switch from one job to another

50
Q

Job enlargement

A

An attempt to increase the scope of a job by broadening or feeling the tasks undertaken

51
Q

Job redesign

A

The restructuring of a job to make the work more interesting, satisfying and challenging

52
Q

Development

A

The gaining of new or advanced skills and knowledge as well as opportunities to apply what is gained

53
Q

Employee promotion

A

The advancement of an employee within a business to a higher level of responsibility and status

54
Q

Employee status

A

The level of recognition offered by an employer wit worker in terms of pay, level of responsibility and status

55
Q

Employee participation

A

Active encouragement of employees to become involved in decision-making within an organisation

56
Q

Teamworking

A

Production is organised so that groups of workers undertake complete unit of work

57
Q

Quality circle

A

A voluntary group of workers who meet regularly to discuss, and try to resolve work-related problems and issues

58
Q

Manager

A

Responsible for setting objectives, organising resources and motivating staff so the organisations aims are met

59
Q

Management

A

The organisation and coordination of activities in order to achieve the defined objectives of the business

60
Q

Autocratic management

A

One manager makes all the decisions with little input from others

61
Q

Paternalistic management

A

A style that the manager is in a better position than the workers to know what is eat

62
Q

Democratic management

A

A style that promotes the active participation of workers in taking decisions

63
Q

Lassiez-faire management

A

Leaves much of the business decision-making to the workforce

64
Q

Theory X

A

The view that some managers believe that employees are lazy, fear motivated and in need of constant direction

65
Q

Theory Y

A

The view that some managers believe employees are internally motivated, enjoy their work and are prepared to take on additional responsibilities

Business Studies (6 decks)

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