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IB Business Management SL 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

appraisal

A

formal process of evaluating the contributions and performance of an employee

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4
Q

autocratic leader

A

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

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5
Q

chain of command

A

formal line of authority, shown in an organisation chart

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6
Q

communication channels

A

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

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7
Q

contract of employment

A

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

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8
Q

delayering

A

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

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9
Q

delegation

A

empowerment of authority of a person lower down the organisational structure

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10
Q

democratic leader

A

person who takes into account the views of others

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11
Q

dismissal

A

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

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12
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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13
Q

external recruitment

A

hiring staff from outside the organisation

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14
Q

flat organisational structure

A

there are only a few layers in the formal hierarchy

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15
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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16
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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17
Q

gross misconduct

A

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

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18
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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19
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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20
Q

human resource planning

A

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

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21
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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22
Q

internal recruitment

A

hiring staff who already work for the firm

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23
Q

job description

A

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

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24
Q

job enlargement

A

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

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25
Q

job enrichment

A

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

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26
Q

labour productivity

A

measures the output per worker

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27
Q

labour turnover

A

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

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28
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

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29
Q

leadership

A

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

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30
Q

management

A

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

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31
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

32
Q

motivation

A

inner desire or passion to do something

33
Q

motivators

A

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

34
Q

off-the-job training

A

training carried out off-site

35
Q

on-the-job training

A

training carried out whilst at the workplace

36
Q

organisation chart

A

diagrammatic representation of a firm’s formal structure

37
Q

performance-related pay

A

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

38
Q

person specification

A

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

39
Q

piece rate

A

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

40
Q

portfolio working

A

employee carries out different jobs

41
Q

productivity

A

level of output per worker

42
Q

recruitment

A

process of hiring suitable workers

43
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

44
Q

remuneration

A

overall package of pay and benefits offered to an employee

45
Q

responsibility

A

refers to whom is in charge of whom

46
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

47
Q

tall organisational structure

A

there are many layers in the hierarchy

48
Q

Taylor’s scientific management

A

specialisation and division of labour increases the level of productivity

49
Q

teleworking

A

employees work in a location away from the workplace

50
Q

time rate

A

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

51
Q

training

A

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

52
Q

Adams equity theory

A

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

53
Q

behavioural training

A

developing and changing behavioural issues in order to improve work performance

54
Q

bureaucracy

A

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

55
Q

centralised structures

A

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

56
Q

cognitive training

A

training and developing mental skills to improve work performance

57
Q

commission

A

employees are paid based on a percentage of sales

58
Q

decentralised structures

A

some decision-making authority is passed onto others

59
Q

employee share ownership schemes

A

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

60
Q

flexible structures

A

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

61
Q

hierarchy

A

refers to the organizational structure based on a ranking system

62
Q

induction

A

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

63
Q

job analysis

A

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

64
Q

job rotation

A

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

65
Q

leadership style

A

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

66
Q

matrix structure

A

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

67
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

68
Q

offshoring

A

relocating business functions and processes to another country

69
Q

outsourcing

A

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

70
Q

paternalistic leader

A

treats employees as if they were family members, guiding them through a process and acting in the best interest of the employees

71
Q

Pink’s drive theory

A

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

72
Q

profit-related pay

A

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

73
Q

project-based organisation

A

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

74
Q

re-shoring

A

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

75
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

76
Q

span of control

A

number of subordinates that are overseen by a manager

77
Q

workforce

A

number of employees for a particular organisation

IB Business Management SL 2016+ (5 decks)

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