Unit 2 Flashcards
Human resource management
The strategic approach to the effective management of employees so that they help the business gain a competitive advantage
Workforce planning
Analysing and forecasting the number of workers and skills of those workers that will be required by the organisation to achieve its objectives
Workforce audit
A check in the skills and qualifications of all existing workers/managers
Labour turnover
Measures the rate at which employees are leaving an organisation
Recruitment
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
Selection
Involves the series of steps by which the candidates are interviewed, tested and screened for choosing the most suitable person for vacant post
Recruitment agency
A business that offers the service of recruiting applicant for vacant posts
Job description
A detailed list of key points about the job being filled — stating all its key tasks and responsibilities
Person specification
A detailed list of the qualities, skills and qualifications that a successful applicant will need to have
Application form
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
Curriculum vitae (CV)
A detailed document highlighting all of a person’s professional and academic achievements, work experience and awards
Resume
A less detailed document than a CV, which itemises work experience, educational background and special skills relevant to the job being applied for
Reference
Comment from a trusted person about an applicant’s character or previous work performence
Assessment centre
A place where a range of tests is used to judge job applicants in their potential ability to perform a particular role
Internal recruitment
When a business aims to fill a vacancy from within its existing workforce
External recruitment
When a business aims to fill a vacancy with a suitable applicant from outside of the business, such as an employee of another organisation
Employment contract
A legal document that sets out the terms and conditions governing a worker’s job
Redundancy
When a job is no longer required, the employee doing this job becomes unnecessary through no fault of their own
Dismissal
Deign dismissed or sacked from a job due to incomplete or breach of discipline
Unfair dismissal
Ending a worker’s employment contract for a reason that the law regards as being unfair
Employee morale
Overall look out, attitude and level of satisfaction of employees when at work
Employee welfare
Employee’s health and safety and work level of morale when at work
Work-life balance
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
Equality policy
Practises and processes aimed at achieving a fair organisation where everyone is treated in the same way and the opportunity to fulfil their potential
Diversity policy
Practises and processes aimed at creating a mixed workforce and placing positive value on diversity in the workforce
Training
Work-related education to increase workforce skills and efficiency
Induction training
Introductory training programme to familiarise new recruits with the systems used in the business and the layout of the business site
On-the-job training
Instruction at the place of work on how a job should be carried out
Off-the-job training
All training undertaken away from the business
E.G. work-related college course
Multi-skilling
The training of an employee in several skills to allow for greater flexibility within the business
Employee appraisal
The process of assessing the effectiveness of an employee judged against pre-set objectives
Industrial action
Measures taken by the workforce or trade union to put pressure on management to settle an industrial dispute in favour of employees
Collective bargaining
The process of negotiating terms of employment between an employer and a group of workers who are usually represented by a trade union offical
Trade union recognition
When an employer formally agrees to conduct negotiations on pay and working conditions with a trade union rather than bargain individually with each worker
Motivation
The internal and external factors that stimulate people to take actions that lease to achieving a goal
Self-actualisation
A sense of fulfilment reached by feeling enriched and developed by what one had learned and achieved
Motivating factors (motivators)
Aspects of a worker’s job that can lead to positive satisfaction, such as achievement, recognition, meaningful and interesting work and advancement at work
Hygiene factors
Aspects of a worker’s job that have potential to cause dissatisfaction, such as pay, working conditions, status and over-supervision
Job enrichment
Aims to use the full capabilities of workers by giving them the opportunity to do more challenging and fulfilling work
Time-based wage rate
Payment to a worker made for each period of time
E.G. one hour
Piece rate
A payment to a worker for each unit produced
Salary
Annual income that is usually paid on monthly basis
Commission
A payment to a salesperson for each sale made
Bonus
A payment made in addition to the contracted wage or salary
Performance-related pay
A bonus scheme to reward employees for above average work performance
Profit sharing
A bonus for employees based in the profits of the business, usually paid as a proportion of basic salary
Share-ownership scheme
A scheme that gives employees shares in the company they work for or allows them to buy those shares at a discount
Fringe benefits
Benefits given, separate from pay, by an employer to some or all employees
Job rotation
A scheme that allows employees to switch from one job to another
Job enlargement
An attempt to increase the scope of a job by broadening or feeling the tasks undertaken
Job redesign
The restructuring of a job to make the work more interesting, satisfying and challenging
Development
The gaining of new or advanced skills and knowledge as well as opportunities to apply what is gained
Employee promotion
The advancement of an employee within a business to a higher level of responsibility and status
Employee status
The level of recognition offered by an employer wit worker in terms of pay, level of responsibility and status
Employee participation
Active encouragement of employees to become involved in decision-making within an organisation
Teamworking
Production is organised so that groups of workers undertake complete unit of work
Quality circle
A voluntary group of workers who meet regularly to discuss, and try to resolve work-related problems and issues
Manager
Responsible for setting objectives, organising resources and motivating staff so the organisations aims are met
Management
The organisation and coordination of activities in order to achieve the defined objectives of the business
Autocratic management
One manager makes all the decisions with little input from others
Paternalistic management
A style that the manager is in a better position than the workers to know what is eat
Democratic management
A style that promotes the active participation of workers in taking decisions
Lassiez-faire management
Leaves much of the business decision-making to the workforce
Theory X
The view that some managers believe that employees are lazy, fear motivated and in need of constant direction
Theory Y
The view that some managers believe employees are internally motivated, enjoy their work and are prepared to take on additional responsibilities
