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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
Q

dismissal

A

termination of a worker’s employment due to incompetence or a breach of contract

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26
Q

employment legislation HL

A

set of laws that govern employment practices, such as anti-discriminatory behaviour

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27
Q

empowerment

A

non-financial motivator which involves a manager giving his/her subordinates some autonomy in their job and the authority to make various decisions

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28
Q

external recruitment

A

hiring staff from outside the organisation

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29
Q

flat organisational structure

A

there are only a few layers in the formal hierarchy

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30
Q

flexible structures

A

not based on the traditional hierarchical organisation and enables a business to adapt its labour resources quickly

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31
Q

flexible work patterns

A

trend using less core staff and more peripheral workers such as part-time staff and freelancers

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32
Q

formal communication

A

official channels of communication that are established by an organisation

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33
Q

fringe payments

A

rewards received in addition to a worker’s wages or salaries, e.g. company car, subsidised meals

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34
Q

go-slow HL

A

employees working at the minimum pace allowable under their employment contract

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35
Q

gross misconduct

A

major breaches such as theft, fraud, being drunk at work and lead to instant dismissal

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36
Q

Herzberg’s two factor theory

A

looked at the factors that motivate employees (motivators) and factors that prevent dissatisfaction (hygiene factors)

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37
Q

human resource management

A

role of managers in developing the people of an organisation, such as recruitment, selection, training, development, dismissal

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38
Q

human resource planning

A

management process of forecasting an organisation’s current and future staffing needs

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39
Q

hygiene factors

A

(Herzberg) factors that do not increase job satisfaction, but prevent dissatisfaction, e.g. working conditions, reasonable wages

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40
Q

innovative cultures HL

A

exist in organisations that empower workers to make important decisions and to act on their own initiative

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41
Q

internal recruitment

A

hiring staff who already work for the firm

42
Q

job description

A

document that outlines the nature of a job, such as roles, tasks, responsibilities

43
Q

job enlargement

A

increasing the number of tasks that an employee performs in order to decrease monotony

44
Q

job enrichment

A

increasing the number of tasks with varying difficulty in order to give workers more challenging jobs with more responsibilities

45
Q

labour productivity

A

measures the output per worker

46
Q

labour turnover

A

measures the number of workers who leave the firm per year, as a percentage of the workforce

47
Q

labour union or trade union HL

A

organisation of worker-members who unite to protect their rights and wellbeing in the workplace

48
Q

laissez-faire leader

A

person who sets the objectives and allows staff to make their own decision and to complete tasks in their own way

49
Q

leadership

A

skill of getting things done through other people by inspiring, influencing and motivating them

50
Q

litigation HL

A

(lawsuits) using the law and order system to seek a legal solution to conflict

51
Q

management

A

practice of achieving an objective by using the available resources of the business

52
Q

Maslow’s hierarchy of needs

A

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
Q

matrix structure

A

flexible organisation flexible organisation of representatives from different departments within an organisation temporarily working together on a particular project

54
Q

motivation

A

inner desire or passion to do something

55
Q

motivators

A

(Herzberg) factors that increase motivation and job satisfaction, e.g. praise, recognition

56
Q

offshoring

A

relocating business functions and processes to another country

57
Q

off-the-job training

A

training carried out off-site

58
Q

on-the-job training

A

training carried out whilst at the workplace

59
Q

organisation chart

A

diagrammatic representation of a firm’s formal structure

60
Q

outsourcing

A

finding external people or businesses to carry out non-core functions of a business

61
Q

performance-related pay

A

payment system that rewards people who meet et targets over a period of time

62
Q

person cultures HL

A

exist in organisations when staff in similar positions, with similar expertise and training form groups to share their knowledge

63
Q

person specification

A

document that gives the profile of the ideal candidate, such as skills, qualifications, experience

64
Q

piece rate

A

payment system that rewards employees based on the amount they produce or sell

65
Q

portfolio working

A

employee carries out different jobs

66
Q

power cultures HL

A

exist in organisations when there is one dominant individual or group that hold decision-making power

67
Q

productivity

A

level of output per worker

68
Q

recruitment

A

process of hiring suitable workers

69
Q

redundancies or lay-offs

A

occur when the employer can no longer afford to hire the worker or when the job doesn’t exist any longer

70
Q

remuneration

A

overall package of pay and benefits offered to an employee

71
Q

responsibility

A

refers to whom is in charge of whom

72
Q

role cultures HL

A

exist in highly structured firms with formal rules, policies and procedures

73
Q

Shamrock organisation

A

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
Q

situational leader

A

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
Q

span of control

A

number of subordinates that are overseen by a manager

76
Q

strike action HL

A

employees refuse to work

77
Q

tall organisational structure

A

there are many layers in the hierarchy

78
Q

task cultures HL

A

exist in organisations where the focus is on getting results

79
Q

Taylor’s scientific management

A

specialisation and division of labour increases the level of productivity

80
Q

teleworking

A

employees work in a location away from the workplace

81
Q

time rate

A

payment system that rewards staff for the time that they put into work

82
Q

training

A

process of providing opportunities for workers to acquire employment-related skills and knowledge

83
Q

work-to-rule HL

A

employees do their absolute minimum required as stated in their contract

84
Q

behavioural training

A

developing and changing behavioural issues in order to improve work performance

85
Q

centralised structures

A

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

86
Q

cognitive training

A

training and developing mental skills to improve work performance

87
Q

commission

A

employees are paid based on a percentage of sales

88
Q

employee share ownership schemes

A

employees may be issued shares or offered the opportunity to buy them at a discounted rate

89
Q

hierarchy

A

refers to the organizational structure based on a ranking system

90
Q

induction

A

training aimed at introducing new staff to the business to get familiar with practices and policies

91
Q

job analysis

A

part of recruitment process that involves examining the different components of the job in order to determine what it requires

92
Q

job rotation

A

form of job enlargement whereby workers are given different tasks, but of the same level of complexity

93
Q

leadership style

A

way in which leaders tend to operate, e.g. democratic, autocratic

94
Q

mobility of labour

A

extent to which workers are flexible enough to move to different locations or their flexibility in changing to different jobs

95
Q

negotiation HL

A

bargaining process whereby separate parties try to achieve an acceptable outcome for everyone

96
Q

no-strike agreement HL

A

method of conflict resolution involving members of a labour union agreeing not to strike

97
Q

overtime ban HL

A

employees work only the number of hours as stated in their contract

98
Q

Pink’s drive theory

A

people in modern societies are motivated by three key factors: autonomy, mastery and purposes

99
Q

profit-related pay

A

the amount an employee receives is linked to the amount of profit that the business makes

100
Q

project-based organisation

A

human resources are organized around particular projects, each led by a project manager, e.g. matrix structure

101
Q

re-shoring

A

reversal of off-shoring: transfer of business operations back to its country of origin

102
Q

workforce

A

number of employees for a particular organisation

IB Business Management HL 2016+ (5 decks)

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