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IB Business Management HL 2016+ > Unit 2 - Human Resources > Flashcards

Unit 2 - Human Resources Flashcards

1
Q

absenteeism

A

percentage of the workforce not present at work in a given time period

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2
Q

accountability

A

extent to which a person is held responsible for the success or failure of a task

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3
Q

Adams equity theory

A

workers will only be motivated if their remuneration is seen to be fair in relation to others

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4
Q

appraisal

A

formal process of evaluating the contributions and performance of an employee

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5
Q

arbitration HL

A

use of a third party which decides on an appropriate outcome to a dispute

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6
Q

autocratic leader

A

person who makes all the decisions rather than delegating any responsibility to subordinates

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7
Q

bureaucracy

A

official administrative and formal rules of an organisation that govern business activity

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8
Q

centralised structures

A

majority of decision making is done by a very small number of people

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9
Q

chain of command

A

formal line of authority, shown in an organisation chart

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10
Q

collective bargaining HL

A

negotiation process between trade union representatives and employer representatives

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11
Q

communication channels

A

methods through which information is passed from the sender to the recipient

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12
Q

conciliation HL

A

use of a third party which encourages people to negotiate and compromise

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13
Q

conflict HL

A

disagreements that result from differences in the attitudes, beliefs, values or needs of people

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14
Q

conflict resolution HL

A

course of action taken to resolve conflict and differences in opinion, e.g. arbitration, conciliation

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15
Q

content theories HL

A

explain the factors that motivate people, thus WHAT motivates, e.g. Taylor, Maslow

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16
Q

contract of employment

A

legal agreement between an employer and an employee, detailing the terms and conditions of employment

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17
Q

corporate culture HL

A

traditions and norms within an organisation, e.g. dress code, work ethos

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18
Q

culture clash HL

A

when there is a conflict between two or more cultures within an organisation, e.g. when two firms merge

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19
Q

culture gap HL

A

difference between the existing culture of an organisation and its desired culture

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20
Q

deadlock or standoff HL

A

situation when there has been a failure to reach a satisfactory compromise in the negotiation process

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21
Q

decentralised structures

A

some decision-making authority is passed onto others

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22
Q

delayering

A

process of removing levels in the hierarchy to flatten the organisational structure

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23
Q

delegation

A

empowerment of authority of a person lower down the organisational structure

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24
Q

democratic leader

A

person who takes into account the views of others

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25
dismissal
termination of a worker’s employment due to incompetence or a breach of contract
26
employment legislation HL
set of laws that govern employment practices, such as anti-discriminatory behaviour
27
empowerment
non-financial motivator which involves a manager giving his/her subordinates some autonomy in their job and the authority to make various decisions
28
external recruitment
hiring staff from outside the organisation
29
flat organisational structure
there are only a few layers in the formal hierarchy
30
flexible structures
not based on the traditional hierarchical organisation and enables a business to adapt its labour resources quickly
31
flexible work patterns
trend using less core staff and more peripheral workers such as part-time staff and freelancers
32
formal communication
official channels of communication that are established by an organisation
33
fringe payments
rewards received in addition to a worker’s wages or salaries, e.g. company car, subsidised meals
34
go-slow HL
employees working at the minimum pace allowable under their employment contract
35
gross misconduct
major breaches such as theft, fraud, being drunk at work and lead to instant dismissal
36
Herzberg’s two factor theory
looked at the factors that motivate employees (motivators) and factors that prevent dissatisfaction (hygiene factors)
37
human resource management
role of managers in developing the people of an organisation, such as recruitment, selection, training, development, dismissal
38
human resource planning
management process of forecasting an organisation’s current and future staffing needs
39
hygiene factors
(Herzberg) factors that do not increase job satisfaction, but prevent dissatisfaction, e.g. working conditions, reasonable wages
40
innovative cultures HL
exist in organisations that empower workers to make important decisions and to act on their own initiative
41
internal recruitment
hiring staff who already work for the firm
42
job description
document that outlines the nature of a job, such as roles, tasks, responsibilities
43
job enlargement
increasing the number of tasks that an employee performs in order to decrease monotony
44
job enrichment
increasing the number of tasks with varying difficulty in order to give workers more challenging jobs with more responsibilities
45
labour productivity
measures the output per worker
46
labour turnover
measures the number of workers who leave the firm per year, as a percentage of the workforce
47
labour union or trade union HL
organisation of worker-members who unite to protect their rights and wellbeing in the workplace
48
laissez-faire leader
person who sets the objectives and allows staff to make their own decision and to complete tasks in their own way
49
leadership
skill of getting things done through other people by inspiring, influencing and motivating them
50
litigation HL
(lawsuits) using the law and order system to seek a legal solution to conflict
51
management
practice of achieving an objective by using the available resources of the business
52
Maslow’s hierarchy of needs
physical needs, safety needs, social needs, esteem needs, self-actualisation; lower level needs must be met before people progress up the hierarchy; once a need is satisfied, providing more of the same will not motivate workers
53
matrix structure
flexible organisation flexible organisation of representatives from different departments within an organisation temporarily working together on a particular project
54
motivation
inner desire or passion to do something
55
motivators
(Herzberg) factors that increase motivation and job satisfaction, e.g. praise, recognition
56
offshoring
relocating business functions and processes to another country
57
off-the-job training
training carried out off-site
58
on-the-job training
training carried out whilst at the workplace
59
organisation chart
diagrammatic representation of a firm’s formal structure
60
outsourcing
finding external people or businesses to carry out non-core functions of a business
61
performance-related pay
payment system that rewards people who meet et targets over a period of time
62
person cultures HL
exist in organisations when staff in similar positions, with similar expertise and training form groups to share their knowledge
63
person specification
document that gives the profile of the ideal candidate, such as skills, qualifications, experience
64
piece rate
payment system that rewards employees based on the amount they produce or sell
65
portfolio working
employee carries out different jobs
66
power cultures HL
exist in organisations when there is one dominant individual or group that hold decision-making power
67
productivity
level of output per worker
68
recruitment
process of hiring suitable workers
69
redundancies or lay-offs
occur when the employer can no longer afford to hire the worker or when the job doesn’t exist any longer
70
remuneration
overall package of pay and benefits offered to an employee
71
responsibility
refers to whom is in charge of whom
72
role cultures HL
exist in highly structured firms with formal rules, policies and procedures
73
Shamrock organisation
Charles Handy’s idea that organisations are increasingly made up of core staff that are supported by part-time workers and by outsourced staff and contractors
74
situational leader
not based on a single approach; best style depends on the situation it is about using the right person and the right style for the right situation
75
span of control
number of subordinates that are overseen by a manager
76
strike action HL
employees refuse to work
77
tall organisational structure
there are many layers in the hierarchy
78
task cultures HL
exist in organisations where the focus is on getting results
79
Taylor’s scientific management
specialisation and division of labour increases the level of productivity
80
teleworking
employees work in a location away from the workplace
81
time rate
payment system that rewards staff for the time that they put into work
82
training
process of providing opportunities for workers to acquire employment-related skills and knowledge
83
work-to-rule HL
employees do their absolute minimum required as stated in their contract
84
behavioural training
developing and changing behavioural issues in order to improve work performance
85
centralised structures
majority of decision making is done by a very small number of people
86
cognitive training
training and developing mental skills to improve work performance
87
commission
employees are paid based on a percentage of sales
88
employee share ownership schemes
employees may be issued shares or offered the opportunity to buy them at a discounted rate
89
hierarchy
refers to the organizational structure based on a ranking system
90
induction
training aimed at introducing new staff to the business to get familiar with practices and policies
91
job analysis
part of recruitment process that involves examining the different components of the job in order to determine what it requires
92
job rotation
form of job enlargement whereby workers are given different tasks, but of the same level of complexity
93
leadership style
way in which leaders tend to operate, e.g. democratic, autocratic
94
mobility of labour
extent to which workers are flexible enough to move to different locations or their flexibility in changing to different jobs
95
negotiation HL
bargaining process whereby separate parties try to achieve an acceptable outcome for everyone
96
no-strike agreement HL
method of conflict resolution involving members of a labour union agreeing not to strike
97
overtime ban HL
employees work only the number of hours as stated in their contract
98
Pink’s drive theory
people in modern societies are motivated by three key factors: autonomy, mastery and purposes
99
profit-related pay
the amount an employee receives is linked to the amount of profit that the business makes
100
project-based organisation
human resources are organized around particular projects, each led by a project manager, e.g. matrix structure
101
re-shoring
reversal of off-shoring: transfer of business operations back to its country of origin
102
workforce
number of employees for a particular organisation

IB Business Management HL 2016+ (5 decks)

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