Unit 2: Human Resource Management Flashcards
labour turnover
of staff leaving/ total # of staff x 100
the amount of employees in and out of a business in given time period and an indicator of how stable a business is
Recruitment Process
Identification/job analysis (job description)
Application (advertisements)
Selection (interviews)
induction
focuses on making the employee familiar with the way a business functions and with the lines of authority
on the job
employees train while working
off the job
employee is given time off work to train
cognitive
training that helps employees develop their thinking and processing skills
behavioural
helps employees develop their intrapersonal skills (how they work with others) and interpersonal skills (how they manage emotions)
formative appraisal
focus is to give employees feedback when they have done well in areas and which they need help in
summative
measures employees performance based on a set of criteria/standards
360
allows employees to get appraisal from line management and 4-8 co-workers as well as giving multiple perspectives
self-appraisal
individual reflects on their own performance
dismissal/redundancy process
- Incompetence (lack of ability in carrying out the job)
- Misconduct (unacceptable behaviour)
- Gross misconduct (theft, fraud, sexual harassment)
- Legal Requirements (don’t have the necessary skills)
3 steps:
- Initial Warning
- Written warning and a formal meeting with the employees
- Any further case of misconduct
delegation
manager gives authority for a particular decision but not the responsibility for the outcome of the decision
span of control
this refers to how many subordinates are directly under the authority of a manager
levels of hierarchy
how many levels of responsibility are in a business. each level of hierarchy indicates line managers - people who have authority
chain of command
this is when the line down which instructions are passed through the layers in the hierarchy
bureaucracy
rules, policies and procedures that exist in an organization
centralization
senior management of an organization maintains a high level of control over decision-making in the organization
decentralization
the CEO and senior management delegate decision-making responsibilities to managers in different areas of the business
de layering
senior management of the organization remove layers from the organizations hierarchy to make it flatter
autocratic
autocratic leaders makes all the decisions on their own with no input
paternalistic
shares features with autocratic leadership in that the leader has considerable authority over employees and makes the decisions
democratic
promotes the active participation of workers in making decisions
laissez-faire
leaves much of the business decision-making to the workforce. extreme version of a democratic leadership
situational
the style of leadership depends on the task at hand
Taylors motivational theory
Taylor believed that people work for one reason only and that’s money. Taylor believe that it was managements responsibility to decide how tasks were to be completed and the tools needed to complete the tasks as efficiently as possible
Maslow’s theory
Maslow believed that everyone had the same needs as they satisfied them they moved to the next level
- self-actualization
- esteem needs
- belongingness and love needs
- safety needs
- psychological needs
Herzberg theory
his work stemmed from research of satisfcation and disatisfaction on accountants and engineers
job statisfaction: intrinsic factors. these are motivators
job disatisfaction: extrinsic factors. these are hygiene factors
Adam’s Equity Theory
employees are demotivated if their inputs are higher than their outputs.
inputs: loyalty, commitment and skill
outputs: financial rewards, recognition, and security
Daniel Pink theory
a business has to tap into employee’s intrinsic motivation. businesses should allow settings to have autonomy (freedom), mastery (opportunity), purpose
