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IB Business Management > Unit 2: Human Resources > Flashcards

Unit 2: Human Resources Flashcards

1
Q

human resource planning

A

management process of anticipating and meeting an organization´s current and future staffing needs

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2
Q

labour turnover

A

measures the rate of change in human resources within an organization, per period of time

number of staff leaving per year / average number of staff x 100

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3
Q

causes of high labour turnover

A

better pay and working conditions in rival companies

unhappy and discontented workforce

staff being inadequately trained - feeling incompetent and demotivated

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4
Q

internal and external factors that influence HR planning

A

demographic changes

changes in labour mobility

new communication technologies

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5
Q

demographic changes

A

development and trends in the population that influence workforce planning

ageing population - increase in the average age of the population

   - reduced labour mobility
   - lower labour productivity levels
   - changing consumption patterns
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6
Q

changes in labour mobility

A

occupational mobility - flexibility and ability of workers to moving from one job to another (willingness to switch)

geographical mobility - the extent to which workers are able and willing to move to another area for employment purposes

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7
Q

new communication technologies

A

easier to communicate
online training courses
can work at home
reduce the costs of business meetings - video calls

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8
Q

steps in recruitment

A

identify the vacancy that needs filling

create a job description and person specification

advertise the post to attract candidates

review applications and draw up a shortlist

make the selection using appropriate methods

satisfy any conditions and sign contracts; inform those unsuccessful

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9
Q

internal recruitment

A

hiring of people from within the organization to fill a vacancy

Advantages:

  • lower risks
  • lower costs of recruitment
  • faster
  • strengthens the worker´s loyalty
  • no need for induction

Disadvantages:

  • “dead wood” - no new ideas
  • can create internal competition and conflict
  • another vacancy is created - have to hire another 1
  • less candidates to choose from
  • external candidates may be more skilled
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10
Q

external recruitment

A

hiring of people from outside the organization

requires job advertising, interviews, specialists, training, induction…

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11
Q

types of training

A

training is important as it improves the productivity, boosts motivation and reduces labour turnover

on the job
off the job
cognitive training
behavioural training

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12
Q

on the job training

A

conducted in the workplace whilst the employee is working

induction - help new staff get acquainted with the firm

mentoring - adviser providing support to less experienced colleagues

Advantages:

  • cheap
  • relevant
  • fewer disruptions and can help build better relationships (team work)

Disadvantages:

  • might pick up bad working habits from trainer
  • internal staff may lack the necessary skills
  • reduces productivity (trainer is taking time off work)
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13
Q

off the job training

A

training conducted by specialists, away from the workplace

day release - employees take time off work to attend training
distance learning - employees undertake self-study to improve their skills
seminars - staff attend a lecture or meeting as part of their training

Advantages:

  • wider range of skills can be obtained
  • staff learn from outside specialists
  • employees are not distracted in workplace

Disadvantages:

  • more expensive
  • lost productivity
  • employees can take these new skills and leave to a better company
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14
Q

cognitive training

A

exercising and developing the mental skills of employees to improve performance and productivity

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15
Q

behavioural training

A

seeks to change or improve the patterns of behaviour at work

eg. anger or stress management, conflict resolution…

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16
Q

appraisals

A

formal assessment of an employee´s performance with reference to the roles and responsibilities set out in the job description

formative appraisal
summative appraisal
360 degree feedback
self appraisal

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17
Q

formative appraisal

A

takes place on an on-going basis

identifies an employee´s strengths and weaknesses or progress made

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18
Q

summative appraisal

A

takes place periodically, conducted by the line manager, summarizes the personal performance and achievements of the apraisee

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19
Q

360 degree feedback

A

system that involves getting comments and feedback from various different people

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20
Q

self-appraisal

A

employees evaluate themselves against a predetermined set of criteria

reflect on: strengths, weaknesses and improvements necessary

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21
Q

dismissal

A

termination of a worker´s employment due to their incompetence or breach of the employment contract

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22
Q

redundancy

A

when a business can no longer afford to hire a certain number of workers OR because the job ceases to exist (their services are no longer needed)

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23
Q

teleworking

A

employees working away from the office by using electronic forms of communication

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24
Q

flexitime

A

work schedule that requires employees to work a certain number of hours, but they can choose when they want to work

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25
Q

migration for work

A

employees move to other countries in search of employment opportunities

this has increased due to globalization + technologies

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26
Q

part time

A

employees work fewer hours, they have shifts

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27
Q

outsourcing

A

use of external providers for certain non-core business activities

eg. cleaning, catering and security

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28
Q

offshoring

A

relocating business functions or activities abroad

lower production costs by using cheaper labour in less economically developed countries (India, Vietnam..)

29
Q

re-shoring

A

transfer and relocation of a firm´s overseas operations back to its country of origin due to cost or competitive advantages

30
Q

delegation

A

process of passing down of control and authority to subordinates

31
Q

span of control

A

number of subordinates who are directly accountable to a manager

32
Q

levels of hierarchy

A

refers to the management structure of an organization in terms of layers of formal authority

33
Q

chain of command

A

formal line of authority through which orders or decisions are passed down from top to bottom of hierarchy

instructions and commands flow downwards
accountability flows upwards

34
Q

bureaucracy

A

authority and decision making are centralized
culture focused on rules and standards

discourages workers + reduces flexibility – inefficiencies and slower decision making

35
Q

centralization

A

when decision making is in the hands of a very small number of people at the top of the hierarchical structure

36
Q

decentralization

A

structure with shared decision-making authority and responsibility

37
Q

de-layering

A

process of removing one or more layers in the organizational hierarchy to make the structure flatter

38
Q

types of organizational charts

A 
flat
tall
hierarchical
organization by product
organization by function
organization by region
39
Q

flat structure

A

few layers of management

  • wide span of control - pressure + difficult to manage
  • suitable when workers can organize their own work effectively
  • shorter chain of command - improves communication
  • culture of relationships is usually open and informal
40
Q

tall structure

A

many layers of management - roles and responsibilities are more specialized

  • narrow span of control
  • clear chains of command
  • long chains of command - miscommunication
  • motivational for workers at the bottom (promotions)
41
Q

hierarchical

A

many levels of responsibility

rigid and bureaucratic

42
Q

organization by product

A

suitable for large businesses that have a broad product line

each product has its won internal structure

43
Q

organization by function

A

arranges individuals by specific functions performed
most common structure

eg. marketing, production and finance

44
Q

organization by region

A

establishing a organizational structure according to different geographical locations

support logistical demands and differences in different locations

45
Q

project based organization

A

human resources are organized around particular projects

46
Q

shamrock organization

A

non-essential work should be contracted out to specialists

  • professional core
  • contingent workforce
  • outsourced vendors
47
Q

key functions of management

according to Henri Fayol

A 
planning
organizing
commanding
coordinating
controlling

task-oriented rather than people-oriented

48
Q

manager vs leader

A

leaders have a long term vision
managers have a short term vision

leaders deal with what and why questions
managers deal with how and when questions

leaders inspire and motivate
managers are listened to because of authority

49
Q

leadership styles

A 
autocratic
paternalistic
democratic
laissez-faire
situational
50
Q

motivation theorists are

A 
Taylor
Maslow
Herzberg
Adams
Pink
51
Q

Taylor

A

scientific management

  • measurement of what can be done and how
  • monitoring to ensure targets are met
  • control by using rigorous analysis of the firm’s inputs, outputs and costs

piece rate - payment system which rewards workers based on their productivity

52
Q

Maslow

A

hierarchy of needs

  • self-actualization
  • esteem
  • love/belonging
  • safety
  • physiological
53
Q

Herzberg

A

two factor theory - hygiene and motivators

salary isn’t a motivator – expectation

  • lower level needs - hygiene factors (physical needs)
    - prevent dissatisfaction
  • higher level needs - motivators (psychological needs)
    - motivate workers
54
Q

Adams

A

equity theory

the effort they put into a job should be reflected in what they get out of it

if inputs are fairly rewarded by outputs - motivation is high

55
Q

Pink

A

drive
argues that extrinsic factors no longer work

autonomy - control their work + accountable
mastery - improve on something they love
purpose - gives context to autonomy and mastery

56
Q

types of financial rewards

A 
salary
wages (time or piece rate)
commission
profit-related pay
performance-related pay
employee share ownership schemes
fringe payments
57
Q

types of non-financial rewards

A 
job enrichment
job rotation
job enlargement 
empowerment
purpose
teamwork
58
Q

corporate culture

A

refers to the sets of values, norms and beliefs in an organization

59
Q

cultural norm

A

dominant culture in an organization

60
Q

cultural quotient

A

the ability of workers to understand other cultures to avoid misunderstandings

61
Q

culture gap

A

when the actual culture of the organization doesn’t correspond with the desired culture

62
Q

types of organizational culture

A 
power culture
role culture
task culture
person culture
entrepreneurial culture
inert culture
adaptive culture
63
Q

employee representatives

A

individuals or organizations who act as a voice of the workforce

eg. trade unions

64
Q

employer representatives

A

individuals or organizations that represent the senior management team in the collective bargaining process

65
Q

methods used by employees

A 
collective bargaining
slow-downs / go-slows
work-to-rule
overtime bans
strike action
66
Q

methods used by employers

A

collective bargaining
threat of redundancies
changes of contract
closure and lock-outs

67
Q

approaches to conflict resolution

A

conciliation and arbitration
employee participation and industrial democracy
no-strike agreement
single-union agreement

68
Q

reasons for resistance to change in the workplace

A

self-interest
low tolerance
misinformation
different interpretation of circumstances

69
Q

HR strategies for reducing the impact of change and the resistance to change

A

getting agreement / ownership
planning and timing the change
communicating the change

IB Business Management (1 decks)

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