UNIT 3 - 2B Managing Employees Flashcards

1
Q

What are the areas of employee management

A
Motivation
Training
Performance management 
Termination
pay and working conditions
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2
Q

Define Training

A

Training is focussed on an employees current job and is aimed at improving their skills, knowledge, attitudes and behaviour as an employee to allow their job to be done more efficiently and effectively than before.

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3
Q

Why is training important when achieving business objectives

A

If training is specifically aligned to business objectives, then then it is expected productivity and efficiency will increase in the relevant areas, and thus business objective will be achieved more effectively.

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4
Q

Define on the job training

A

On the job training is the learning and development of skills from current and/or existing employees within a business on how to perform this job more effectively and efficiently than before. On the job training usually occurs within business hours and may involve coaching, mentoring, job rotation, or job shadowing

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5
Q

What are 4 examples of on the job training

A

Coaching - being taught how to perform a job
Mentoring- Watching employee perform job and learn from experience
Job rotation - completing number of jobs within the field to see how they interconnect
Job shadowing - Following and experienced worker for a few days, watching what they do and how they do it

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6
Q

What re the advantages of on the job training

A

reduced cost
Learn specific skills and knowledge directly related to the job
learn ‘tricks of the trade’
motivational for coach/mentor to be valued
adds to business production (producing goods while learning)

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7
Q

What are disadvantages of on the job training

A

May produce sub - standard production in the long term
May learn bad tricks/short cuts from existing employees
Unlikely to learn broader skills and knowledge
Unlikely to develop networks with other business’

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8
Q

Define off the job training

A

off the job training is developing and learning skills from professionals away from/outside of the business as to how the employee can perform their job more efficiently and effectively than before. Off the job training usually involves conferences, workshops, courses and lectures that take place outside the business / business normal hours

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9
Q

Give examples of off the job training

A
Conferences
workshops
lectures
tafe
university qualifications
on-line tutorials
courses
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10
Q

What are the advantages off the job training

A

Less likely to be distracted by the work environment
Develop employee morale to be selected for off-the -job training
may develop broader skills and social networks
May learn additional knowledge
may return with accredited skills and qualifications

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11
Q

What are disadvantages of off-the-job training

A

Increased cost/expense of training programs
Cost in terms of employee absence from work
when return to work may be difficult to integrate skills which fit in with the workplace
Team employees may continue old practices in defiance of new approaches

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12
Q

Define performance management

A

Performance management is an assessment of employee’s present work performance and how this cn be directed in the future to achieve both business and employee objectives.

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13
Q

How is performance management connected to achieving business objective

A

If both business and individual goals are aligned the evaluation of performance management can help keep a business on track to achieve its strategic objectives.

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14
Q

what re the 4 strategies to improve employee performance

A

performance appraisal
Management by objectives
Self-evaluation
Employee observation

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15
Q

What is performance appraisal

A

a performance appraisal, also referred to as a performance review or evaluation, is a method by which the job performance of an employee is documented and evaluated against pre-determined standards

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16
Q

What is the purpose of performance appraisal in a business

A
  • Gives insight into an individuals performance
  • Gives the ability to compare employees
  • Find out employees strengths and weaknesses
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17
Q

Define Management by objectives

A

Management by objectives is a strategy that aims to improve performance of a business by clearly defining objectives that are agreed to by both management and employees. An important part of MBO is the measurement and comparison of he employees actual performance within objectives set.

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18
Q

Define Self-evaluation

A

The purpose of self-evaluation is to get the individual to reflect on their performance prior to manager/employee discussion.

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19
Q

Define employee observation

A

In order to preempt the discussion between ye manager and employees abut an employees present perforce and how this could be developed, the employees could be obersved and recorded with or without the employee’s knowledge.

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20
Q

What is the role of employees int he workplace

A
  • Perform duties with proper care and diligence
  • Follow safety procedures
  • Obey lawful, reasonable order in terms of the contract
  • Be loyal, and serve faithfully
  • Account for all money and property received
  • Not misuse confidential information
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21
Q

What is the role of employers in the workplace

A
  • Provide pay and working conditions which at the least meet the national minimum standards
  • Provide a safe and healthy workplace
  • comply with legal regulations
  • provide appropriate training for employees
  • set up employees to do the very best in their work
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22
Q

What is the main role of the human resource manager in the workplace

A

Human resource managers are involved in the ongoing management of the employee-employer relationship. They are concerned with managing employees and all aspects of their working relationship with the business., and balancing employee and employer objectives.

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23
Q

How would human resource managers achieve their role

A
  • negotiating with employees and/or their reps. on issue of pay and the workplace.
  • Act as a mediating group between the interests of employer and employee
  • maintain positive working conditions so that opportunities for disputes to develop are reduced
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24
Q

What is a union and provide an example

A

A union is an organisation formed to represent and protect the rights of employees in a particular industry. an example of a union is the Australian Council of trade unions, which represents and protects the right of employees within the trade industry.

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25
Q

what is the role of unions in the workplace

A
  • representation
  • advice
  • contract bargaining
  • united action
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26
Q

Define employer associations and provide an example

A

employer associations are groups of employers who unite to promote their common interests, as well as to share information, advice and support each other. An example of an employee association is the Australian Retail Association

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27
Q

What is the role of employee associations

A
  • business consulting
  • policy dev.
  • advocacy and education
  • promote and protect
28
Q

define the fair work commission

A

The fair work commission is Australia’s national workplace relations tribunal. It is an independent body with power to carry out a range of functions including providing minimum conditions and wages, awards stipulation, facilitating good faith and bargaining agreements,

29
Q

what are some of the roles of the fair work commission

A
  • provide minimum conditions and wages
  • establish awards
  • facilitate bargaining in workplace agreement
  • dealing with applications of unfair dismissal
  • resolving and regulating workplace disputes
30
Q

Define an award

A

Awards provide the standard of pay rates and condition of employment for an entire industry or occupation. These standards are above the national minimum set by the Fair Work Commission. Fair Work are responsible for maintaining and revising awards.

31
Q

What is the advantages of an award

A
  • wage makes everyone across the industry equal.
  • creates stability in the negotiation process
  • makes it easier for unions to represent employee because each industry is the same (do not have to do research into the business’ individual terms)
32
Q

What is a disadvantage of an award

A
  • less flexible for the needs of the individual business
  • hard to produce/build individualised productivity incentives
  • Some strong unions can have enormous influence - may be unfair
  • no incentives for employee- employer relationship building through negotiation
33
Q

Define agreements

A

Agreements are contracts made at a business/enterprise level between employers and employees about wages and conditions of employment. Agreements must extend beyond the requirements stipulated in the business’ industry award, and leave the employee better off overall.

34
Q

what are the advantages of agreements

A
  • more flexible and the agreement can be tailored to fit the individual needs of the business
  • Easier to build individualised productivity incentives
  • opportunity for good employee-employer relationship through negotiation
35
Q

What are the disadvantages of agreements

A
less equality and transparency across the industry 
less collective (union) employe strength in bargaining
36
Q

Give some examples of disputes

A
  • strikes
  • go slow
  • boycotts
  • pickets
37
Q

What are disadvantages to disputes

A
  • time consuming
  • expensive
  • can impact on the reputation of business
  • destroy employee morale/motivation
38
Q

What are grievance procedures

A

grievance procedures is a formal systematic process that is followed if there is failure reach an agreement between employee and employer. This process may be individual to every business, and is managed and/or constructed by the human resource manager.

39
Q

What is the typical first stage of the grievance process

A

Employee and or representative present the complaint to the manager

40
Q

What is the typical second stage of the grievance process

A

Employee and/or representatives present complaint to employer

41
Q

What is the typical third stage of the grievance process

A

The matter is discussed with Human Resource manager who is a mediator between parties

42
Q

What is the fourth stage of the grievance process

A

Matter referred to the Fair-Work Commission for dispute resolution

43
Q

What is the fifth stage of the grievance process

A

The matter is referred for arbitration

44
Q

Define mediation

A

mediation is where an independent third party (the mediator) will help disputing parties talk about their issues and arrive at their own conclusion/resolution/agreement

45
Q

What is conciliation

A

where an Independant third party (mediator) will help parties talk about issues and make suggestions about resolution.

46
Q

What is arbitration

A

Is a method of industrial dispute resolution where an independent 3rd party listens to both sides of a dispute and then makes a decision based on the arguments which is legally binding on both parties. The for work commission will organise an arbitration hearing.

47
Q

Define resignation

A

Resignation is where an employee chooses to leave an organisation. This may be because they have another job to go to or are moving to another area. It is a personal decision made by the employee

48
Q

What is the positives to management by objectives

A
  • very focused, clear, sequential way for an employee to understand how well they are performing in a business, as it is clearly linked to the achievement of objectives. If an employee is struggling to achieve business objectives, it is clear their performance may not be satisfactory.
  • easy for managers to assess the performance of employees as there is a clear link between an employees performance with the objective set
  • allows for work to be completed one step at a time and allow for a productive work environment.
  • motivates employees as they can see their accomplishments by achieving objectives
49
Q

What are negatives to MBO

A
  • Need to have very clear, targeted and specific objectives so employees do not get confused
  • Can be time consuming to develop appropriate objectives
  • May not see a result for a long period of time (however long the time frame for the objective to be completed is) so it is hard to manage short-term performance
50
Q

What are the positives of appraisals

A
  • very logical and procedural
  • standardised way to make comparisons among employees for promotional-based decisions
  • Very personal based, and there is a chance to build the relationship between the employee and employer
  • Allows for employee/employer to have an in depth discussion about current performance and both sides can get feedback as to how the employee can be better or why an employee is struggling and perhaps the business needs to change policy.
  • Information about employees strengths and weaknesses can be developed into company - wide development initiatives, such as more training etc.
51
Q

What are the negatives of appraisals

A
  • time consuming for consultation
  • Some employees may get nervous.
  • may cause employees to just follow the criteria and not extend abilities
52
Q

What is the positives of self-evaluation

A
  • gives employee involvement
  • help guide discussion post self-evaluation
  • allows for employee to come up with their own resolution to improv performance as they have reviewed themselves prior to meeting
  • very individualised
53
Q

what is the negatives of self-evaluation

A
  • it may be hard for an individual to evaluate themselves correctly. They may view themselves as doing better/worse than they actually are
  • insecurities can sway self-evaluation
54
Q

What is the positives of employee observation

A
  • provides a very realistic assessment of employees actual performance if it is unknown to the employee they are being assessed
  • can allow for immediate feedback on the job
  • does not effect productivity
55
Q

What is the negatives of employee observation

A
  • if employees are being assessed with their knowledge, it can skew the results from the reality, as an employee may try extra hard because they are being assessed.
  • unknown employee observation does not take into account the personal factor (eg. employee may be performing well majority of the time, but that day they feel unwell so they may not perform as well as they hoped).
  • can be time consuming to organise and assign assessors
56
Q

what is the positives and negatives to resignation

A

pos: allows for employer to discover underlying issues as to why the employee is leaving and gives the employer opportunity to address these issues
neg: Cannot be planned for in advance, and therefore time consuming to find another employee to fill the position. Employers may lose a very good employer

57
Q

What is retirement

A

The situation where an employee has decided that they are at the end of their working life, whereby their income is self satisfied. There is no mandatory retirement age in Australia.

58
Q

define redundancy

A

redundancy is the loss of an employees job essentially because there are more employees than are needed within the business. Redundancy happens because an employees position is no longer required, or the company becomes bankrupt. Most employees who are made redundant are entitled to redundancy packages as stated in the agreement/award

59
Q

What are some reasons for redundancy

A
  • new technology
  • closing down
  • slows down due to lower production in sales (seasonality)
60
Q

What is involuntary redundancy

A

The situation where there is no longer a position for one or more employees, and therefore employees are let go unwillingly.

61
Q

What is voluntary redundancy

A

Though the situation may actually be the same as involuntary redundancy, the difference is the business may not force anyone to leave; instead they may offer redundancy packages to those who wish to take them .

62
Q

define dismissal

A

The situation in which an employee is fired. This occurs only in extreme situations, as employers in large business’ can be faced with prosecution for unfair dismissal if they fire someone without a just cause and appropriate warnings. The conditions of fair dismissal is stated by the fair work commission

63
Q

What are entitlement issues

A

Employer have certain obligations towards their employees when it comes to termination management, When an employees job is made redundant their employees have to give them redundancy pay. The amount the employer receives is based on the time frame of the employee’s service within the business. The redundancy packages are outlined in awards/agreements

64
Q

What are transition issues

A

Transition issues is the application of assistance by an employer to an employee who is leaving the business to help deal with the changes which may occur in the process and/or provide outplacement services. It is important to apply proper cSR principles to the management of termination both for the employee effected and morale and job security for those who remain.

65
Q

What is examples of outplacement services

A
  • counselling
  • skills development
  • resume writing,
  • interview techniques
  • job search
66
Q

what are examples of ways a business can assist an employee in the transition into retirement

A
  • superannuation
  • pension entitlements
  • lifestyle planning
  • farewell parties