Unit 2.1 (Human Resource Management) Flashcards
Explain Human Resource Management
Concerned with hiring, training, motivating and keeping competent employees
- why they train the employees, motivate them and hire according to the qualifications
Explain the duties of the human resource management in order to keep competent employees?
1.) Balancing the supply of employees (no underemployment or over-employment)
- over employment: paying for people who dont do anything
- underemployment - overworked employees
2.) Match the skill of the employees to jobs
3.) Create a productive environment for workers
- because motivation affects one’s performance
- e.g. parties, materials in a classroom
4.) Make sure employees are compensated fairly
- meets the needs of employees
- also helps in the productivity of employees
What is the overall goal of HR management
To make sure the employees are happy because a happy employee is a productive employee
Outline the objectives of human resource planning
1.) Proper utilization of employees
- given a proper job, not underworked or overworked (i.e. giving them proper working times, workload, etc.)
2.) Forecast/Predict based on data future requirements
- all forecasts should be hit/all forecasts must be accurate
- “how many people do we need next 2 years?”
-“What kind?” etc.
3.) Related to forecast, assess surplus or shortage of HR over a period of time
4.) Anticipate the impact of technology on jobs
5.) Control already employed workers
6.) Provide lead time available to select and train the required additional human resources
Explain labour turnover
How many people get hired and how many people leave (or get fired) from the company in a given time period
If labour turnover is high
- many people leaving the company and thus more people replacing them
- bad
If labor turnover is low
- employees stay long-term
- can be good: high satisfaction
- can be bad: stagnancy in the workforce
Outline the labor turnover formula
Describe some of the outcomes of high labor turnover rate
1.) No senior officers
- you will keep training new employees because the old employees keep leaving (high labor turnober)
Outline the avoidable causes of labour turnover
- lower wages
- bad working conditions
- unsympathetic attitude of management
- no opportunities for promotion
- improper manpower planning
- lack of incentives (lack of motivation)
- bitter relationship between management and workers
- lack of employee benefits
Outline the unavoidable causes of labour turnover
Administrative causes
- workers not following conduct
- shortage of resources to keep employees / “retrenchment”
Personal causes
- change for a better job
- sickness or death
- retirement due to old age
- change for better working environment in for example a diff location
What are the factors that influence HR planning
PESTEL
What are the internal factors of HR planning
6 M’s
What are the two stages of human resource plan
1.) Forecasting the staff supply
2.) Forecasting the skills/qualifications required
- overqualified: too expensive
What does forecasting depend on? (CONT.)
- forecasting the demand for the firm’s product
- productivity levels
- business objectives
- labor turnover
The stage of Human Resource Plan: Recruitment
1.) Establish the exact nature of the job vacancy and draw up a job description
2.) Draw up a job specification
3.) prepare a job advertisement
4.) Make a short list of applicants
5.) Conduct interviews
Define job description
a description of the employees duties (title, reporting officers, peers, lower employees ??)
Define job specification
qualifications needed to do a job
Distinguish the features of internal and external recruitment
Describe the human resource management process
Back of Flashcard:
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Workforce Planning:
- Definition: Assessing current and future staffing needs to ensure the organization has the right number of employees with the right skills.
- Steps: Analyzing current workforce, forecasting future needs, identifying gaps, and developing strategies to fill them.
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Recruitment and Selection:
- Definition: Attracting, screening, and choosing qualified candidates for a job.
- Process: Job analysis, job description, person specification, sourcing candidates, shortlisting, interviewing, and selection.
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Training and Development:
- Definition: Enhancing employees’ skills, knowledge, and competencies.
- Types: On-the-job training, off-the-job training, mentoring, and continuous professional development (CPD).
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Performance Management:
- Definition: Ongoing process of evaluating and improving employee performance.
- Components: Setting performance standards, monitoring and reviewing performance, providing feedback, and conducting appraisals.
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Compensation and Benefits:
- Definition: Developing a remuneration package to attract and retain employees.
- Elements: Salary, wages, bonuses, commissions, benefits (health insurance, retirement plans), and non-financial rewards.
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Employee Relations:
- Definition: Managing the relationship between employer and employees to maintain harmony and productivity.
- Aspects: Communication, conflict resolution, labor laws compliance, and involvement in decision-making.
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Health and Safety:
- Definition: Ensuring a safe and healthy work environment.
- Key Areas: Risk assessments, safety training, emergency procedures, and compliance with health and safety regulations.
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Exit and Transition:
- Definition: Managing the process when employees leave the organization.
- Process: Resignations, retirements, terminations, exit interviews, and succession planning.
Feel free to ask for more detailed information on any of these points!
Define training
teaching employees to acquire and apply the knowledge and skills needed by a particular job/org
Why do we need training
- improve quality of work
- lead to greater productivity (from ^ quality of work)
- motivates the employee (e.g. character training)
- reduce labor turnover (lessening lay-off employees due to incompetence)
Describe induction training
Introduce employees to company familiarize (e.g. mission vision, goals, type of business, reporting officers, etc.)
what is the difference between this and on the job training?
Describe on-the-job training
Training given to employees while doing different jobs (e.g. mentoring, “shadowing” — observing what another employee is doing)
Describe off-the-job training
Training done off-site
- Because they feel that it’s better to train outside of work
Describe cognitive training
Training an employee’s thinking and processing skills (e.g. operating a computer, seminars)
describe behavioral training
focused on the development on the relationships between employees and their intrapersonal skills
Outline the 5 types of training
Beahvioral, cohnitive, off-the-job, on-the-job and induction
Define appraisal
The written or oral evaluation of employees’ performance and provides feedback on how to improve
- so they could improve
Benefits of appraisal for employees
- be motivating -> motivated employee -> better work
- be instructive -> employees improve necessary skills -> better work
- help employees progress along their career path -> better skills -> better positions
- lead to change in career direction.
Describe the four types of appraisal
1.) Formative - continuous approach to evaluate performance during an employee’s time at work
2.) Summative - measures an employee’s performance according to set standards. element of pass or fail
2.) 360 degree - appraisal from different people in the company (e.g. employees, bosses, peers)
4.) Self-appraisal - self-evaluation, takes a long time because it is used together with different types of appraisals resulting in a discussion (?)
Define “termination”
When the employee voluntarily leave their company.
Outline the reasons people terminate
- change of career (office worker -> artist)
- professional development (e.g. to take up masters, etc.)
- promotion (another company offers a higher position for example)
- retirement
- lifestyle choice (e.g. marriage, kids)
- family reasons (e.g. sick relatives, death of relative..)
Define exit interview
Done when someone terminates from company to know why they’re leaving
- condicted by HR
Define dismissal
When the company who dismisses an employee for unfavorable behavior
Outline the reasons for dismissal
- continually missing work
- poor discipline
- drug or alcohol abuse
- thief or dishonesty
Outline the non-work performance based reasons for dismissal
- a conviction for an offence or imprisonment
- an unresolvable personality clash with a co-worker
- refusal to accept a company reorganization that changes terms of employment (somewhat related to redundancy?)
Define nepotism
Unfair advantage because one is related to someone (or bc they know each other)
Why are there lay-offs when there’s a merger
Because there would be duplicates for the same position (redundancy)
Define redundancy
- may happen when a business no longer has any work for an employee,
Outline some of the reasons for redundancy
- drop in demand for products — can afford less for employees, lowering possible number of position occupants
- changing market circumstances (e.g. covid) — ditto
- recession — ditto
- restructuring of the industry — technology would require less positions (? google)
etc.
