Unit 3 AOS 2 Flashcards

Question

How can the drive to learn be satisfied?

Answer 1

* HR Manager strategy = job designs that are challenging, encourage growth, exploration, create interesting training/development opportunities, job rotation * Line Manager = ensure jobs within area are meaningful, interesting and challenging

Answer 2

= desire to protect personal security as well as the values of a business •Motivates in 2 ways – protect themselves from harm + protect business from harm

Answer 3

* HR Manager = create fair, trustworthy and transparent processes related to grievance resolution, decision-making, performance management, work-life balance * Line Manager = open and honest communication

Answer 4

the organisation of the employee's roles, pay and working conditions

Answer 5

- employee motivation - employees ability to contribute to business objectives (through training, supporting employees and performance management)

Answer 6

Lower staff turn over lower costs b/c don't have to pay expenses to replace (recruitment and training)

Answer 7

_factors_ that _drive_ an employee to _strive to achieve_ in the _workplace_

Answer 8

= more productive → profit = more pride in work → better quality → increased market share = less likely to take leave or resign = lower staff absenteeism and lower staff turnover = more productive + less costs

Answer 9

* needs based → motivation comes from needs being met * needs = physiological, safety and security, belonging, esteem and self-actualisation * needs = hierarchical * once need met it is no longer a motivator

Answer 10

Basic requirements for human survival (food, water and shelter) – fulfilled in the workplace through minimum pay and working conditions

Answer 11

under payment insufficient hours

Answer 12

desire to be free form harm = OH&S (physical and psychological) + job security

Answer 13

Threat to continued employment/threat of job losses Fear of change - e.g. new tech and not being able to adapt Bullying/harassment Unsafe working conditions

Answer 14

Desire for sense of belonging/connection - both to others and to the business

Answer 15

The desire to feel important, valuable and respected

Answer 16

the realisation of one's full potential

Answer 17

* Create job security - e.g. contracts OR offering training during change to help adapt * Ensure employees have safe and healthy work conditions (OH&S or harassment policies) * Superannuation and insurance * Competent, consistent and fair management

Answer 18

Organise groups of staff to work on projects/solve problems Organise staff gatherings. Morning tea, after work events Events to interact with clients Celebrating milestones

Answer 19

Performance pay Recognition for work at whole staff events/meetings Being made an example of in the day to day operations-→ Praise Promotions Expanding responsibilities

Answer 20

Provide challenging work Provide opportunities for skill and knowledge development Allow them to express creativity/innovation/capacity

Answer 21

* employees motivated by drives * drives = bond, acquire, learn, defend * different employees place different levels of importance on specific drives * drives can vary in importance for individuals at different times * Role of manager = diagnose what drives are not being satisfied and devise a strategy to satisfy

Answer 22

desire to form relationships with other individuals and groups and to feel supported and included. Business context = feeling proud to belong to a business – greatly impacted if business does something to betray feeling of pride

Answer 23

HR Manager strategy = develop and maintain culture that creates strong sense of collaboration, openness, pride Line Manager strategy = encourage teamwork within their area of responsibility

Answer 24

Basic = desire to own material goods necessary for survival (e.g. clothing, housing, money) + complex = desire for status, power and influence (e.g. promotion/private office)

Answer 25

* HR Manager strategy = develop a reward system linked to performance, offer best performers opportunities for advancement * Line manager strategy = reward an individual employee with praise, recognition or interesting assignments

Answer 26

= desire to gain knowledge, skills and experience

Answer 27

* HR Manager strategy = job designs that are challenging, encourage growth, exploration, create interesting training/development opportunities, job rotation * Line Manager = ensure jobs within area are meaningful, interesting and challenging

Answer 28

= desire to protect personal security as well as the values of a business •Motivates in 2 ways – protect themselves from harm + protect business from harm

Answer 29

* HR Manager = create fair, trustworthy and transparent processes related to grievance resolution, decision-making, performance management, work-life balance * Line Manager = open and honest communication

Answer 30

•: A motivation theory based on the view that motivation at work comes from **setting, progressing towards and achieving goals**

Answer 31

1. **Commitment –** process for setting goals = negotiation b/w employee and manager à **employee involvement in process is central to Locke’s theory** 2. **Clarity** - Clear goals = measurable and unambiguous (these goals **should align with the business goals)** 3. **Level of Challenge** – the more challenging the goal the more effort from employees BUT only if goals are accepted by the employee; therefore, need to feel achievable (i.e. a stretch NOT a leap) 4. **Task complexity** - Give the person sufficient time to meet the goal or improve performance. Provide enough time for the person to practice or learn what is expected and required for success. 5. **Feedback** – regular + linked to goals throughout process = provide recognition + adjust goals if necessary

Answer 32

Locke and Latham Goal Setting Maslow's Hierarchy of Needs Lawrence and Nohira 4 drive theory

Answer 33

Performance related Pay Career Advancement Investment in Training Support Sanction

Answer 34

= financial reward for employees whose work is considered to have reached OR exceeded a required standard (can be allocated to individuals or teams)

Answer 35

Bonuses Commissions Share plan or profit share Pay rise

Answer 36

Looking for Short-Term Motiviation + When the work directly relates to the output and output can be quantitatively measured (e.g. sales) ***NOT tied to outcomes the employee cannot exert significant control over***

Answer 37

Can help attract and retain highly skilled employees to the business Aligns efforts of employees to aims and objectives of the organisation = ↑ productivity Tangible way of recognising achievement

Answer 38

If assessment is subjective, employees can feel hard done by if they aren’t fairly assessed Can cause conflict between workers  e.g. can lead to ‘competition’ therefore reduce teamwork OR if groups are rewarded equally can create friction if one member of team is not pulling their weight Generates a ‘performer culture’  values outcome over process  compromise of values (e.g. quality) Can lead to safe work practices being sacrificed (focus on volume) If goals too challenging = demotivating b/c not achievable

Answer 39

preparing employees for promotion OR promotion ## Footnote Long-term motivator b/c fulfils: - Desire for ↑ remuneration + ↑ challenge + ↑ status = satisfies ambition

Answer 40

Job enlargement  ↑ size of current job by combining various roles at same level in one Job enrichment  ↑challenge by providing more control/scope/autonomy to employee in role Job rotation  moving employees b/w different jobs to ↑ variety and understanding of workplace = broaden knowledge + ↓ boredom

Answer 41

Reduce staff turnover of talented staff as staff can move up through the business rather than leaving for a “better” job  retains intellectual property and continuity of knowledge Helps build and maintain culture (if the business has a strong culture) Opportunity to ↑ employee’s contribution to the business

Answer 42

Potential to demotivate those overlooked Employees can be promoted above capability Creates unrest if promotion not fair/warranted Job enlargement/enrichment  ↓ productivity as employees have broader responsibilities There is a limit on senior positions that prevents career advances being used with many employees

Answer 43

Organisation devotes resources (time and money) to the process of enhancing the knowledge and skills of employees so that they increase expertise to perform at a higher level Demonstrates organisations commitment to employee performance + training improves employee efficiency + increased confidence (mastery) + impact on culture (demonstrated value of employees)

Answer 44

Indicates the business values employees t/f improves r/ship b/w management and employees Improves employee capability and performance = increased job satisfaction Develops learning culture

Answer 45

Expensive Lack of productivity while employees are being trained If up-skilled employees are not given the opportunity to use skills it leads to disenchantment

Answer 46

Short term IF focussed on improving current role = reduces stress and anxiety POTENTIAL to lower short-term motivation if training is seen as inconvenient or a waste of time Long term IF focussed on continuous training and new skills – linked to career advancement t/f feel constantly being given opportunities to increase skills + motivated as more mastery in current role + positive working environment

Answer 47

individual assistance to help employees cope with problems that negatively effect their lives and work performance ## Footnote Can assist in motivation by helping employees regain focus and as a result motivation Mentoring creates connections for employees/demonstrates investment in individuals = feel valued, understood and considered by mgmt Long term = contributes to a culture where employees feel mgmt. will help them if they face an issue + increased feeling of value leads to long-term commitment to the business

Answer 48

Improves mental wellbeing of the employees (what theory does this link to?) Can lead to reduction in absenteeism + turnover Assist employees to learn from mistakes

Answer 49

Can be costly to the business without direct increases in output Confidentially may lead managers to have a lack of understanding of employee issues Can be difficult to find the right support Relies heavily on manager’s interpersonal skills

Answer 50

penalty for poor performance or disobeying a business policy ## Footnote Impact on employees observing sanction  motivate them to do the “right” thing due to fear of sanction Increases adherence to policies SHORT TERM – motivated to avoid penalties BUT may lead to overwhelming fear LONG TERM – negative impact only – employees become desensitised to penalties and punishments + decrease connection to workplace –ve working environment

Answer 51

Confidential counselling services Mentoring programs Financial planning – e.g. advice on superannuation or insurance Accommodating out of work obligations – e.g. increased carers leave or providing leave of absences

Answer 52

Threat of sanction Official warnings and meetings Delegation of less desirable jobs Missing promotions Dismissal If casual, reducing employment hours

Answer 53

Can stop undesirable behaviours quickly Can expose those who don’t comply

Answer 54

Impact on culture  Can lead to cover ups + Can reduce sense of belonging and mutual respect therefore have a negative impact on motivation Research = never turns an under-performing employee into a high-performing one (get minimum standard only) Reduces level of trust b/w employees and mgmt.  increase turnover

Answer 55

Training is the process of increasing knowledge, skills and capacity of an employee to help them perform more effectively and efficiently in their role. Can include development which is focussed on preparing employees for long-term opportunities

Answer 56

the employee is removed from the usual work environment to complete training (e.g. a seminar/workshop)

Answer 57

the employee is remains in the usual work environment and complete their job while training occurs (e.g. observation and feedback OR mentoring)

Answer 58

Training is delivered by someone outside the business Training is being delivered to a large group of people Training is information based Training is ‘high risk’ for learning to occur ‘in the wild’ (e.g. related to OH&S)

Answer 59

Lectures and conferences Simulation/role plays Additional certificate, diplomas, degrees

Answer 60

Training delivered by professionals External experts provide new perspectives Removing employees from usual workplace reduces distractions and allows them to focus Increases employability (e.g. if it is a qualification)

Answer 61

Employee is away from workplace – lowers productivity while training is occurring Training is not contextualised to the business – can be difficult to translate back Travel time Increased costs

Answer 62

Training is focussed on something that is particular/unique to the organisation Training is directly focussed on completing a specific task Small numbers for development purposes Training is application based Training requires a small adjustment to employee procedures

Answer 63

coaching, tutoring/mentoring by a supervisor or colleague Job shadowing a more experienced employee (follow to observe how they do their role) apprenticeships participation in particular work activities and assignments job rotation within the organisation

Answer 64

Employees can perform role while training = minimises loss of productivity Increased r/ship w/ mgmt. if they are training More tailored to organisational needs Often quicker + no time lost due to travel Lower cost

Answer 65

Business can lack experienced staff to conduct training OR experienced staff may not have skills to effectively train Employees who are not being trained can be disrupted Employees can be distracted while being trained Employees can learn bad habits from staff who are training them Can distract senior management from focus on other work responsibilities

Answer 66

the process used to improve business and employee performance to ensure that goals and objectives are met, it involves evaluation and using information to drive decisions about: remuneration, promotion, transfers, disciplinary procedures, training and development Terminations If used correctly the process aligns individual objectives with organisational objectives and communication b/w management and employees is improved by the process

Answer 67

Management by objectives Appraisals Self evaluation Employee observation

Answer 68

Involves the manager and employee to setting SMART goals with each employee, periodically discussing their progress towards these goals and at the end of the review period measure performance against objectives Assessment based on what the employee achieved  accomplishments are rewarded

Answer 69

Provides employees with clarity about their responsibilities and the results expected of them Aligns employee goals and business objectives Leads to greater understanding of how activities relate to the achievement of their team, business unit and overall goals of the business Continuous feedback builds r/ship b/w employee and manager

Answer 70

Time consuming for managers Employees may take harmful shortcuts to achieve objectives Failure to meet objectives can be out of employee control + demoralising

Answer 71

process for evaluating how well an employee has performed against a range of criteria, provides feedback to employees and establishes plans to improve performance

Answer 72

Informs decisions – e.g. promotions, transfers, and terminations Identifies training and development needs Provides information about how the organisation is going in other areas – e.g. effectiveness of recruitment/selection/training

Answer 73

Requires managers to be objective focussing only on work performance in period being appraised – otherwise can be seen as unfair Can lead to conflict and resentment Time consuming to conduct for all employees Some employees find it difficult to take constructive feedback  ↑ stress

Answer 74

Employees self-assess their performance related to predetermined objectives and their contribution to the business team or unit Self-evaluation = first step in review process (used with other strategies) Difference b/w employee assessment and manager assessment can be used to focus two-way communication

Answer 75

Provides employees with a role in process + ↑ drive to achieve objectives Provides manager with insight into employee’s perceptions of their performance

Answer 76

- Difficult for employees to give themselves a fair assessment + risk of appearing either conceited OR being too harsh leading to managers to think less of their actual performance Risk of conflict if management and employee disagree

Answer 77

Involves a range of employees from different levels assessing another employee’s performance against set criteria Often known as 360-degree feedback Important that implement aligns with objectives

Answer 78

Range of sources improves accuracy Manager gains different perspectives Can build culture Employees observing can identify others strengths and mimic

Answer 79

Some observers will not be privy to all of the objectives of the employee Some feedback may be inaccurate as some could have a poor r/ship with person being reviewed and wish to harm their reputation t/f results may be misleading

Answer 80

the management of all the processes relating to staff leaving the organisation Employment can be ended voluntarily by the employee (resignation or retirement) or involuntarily (redundancy or dismissal)

Answer 81

rights that must be adhered to legally  in all cases it includes payment for work already completed + pay out of holiday and long service leave (if due) NB sick leave is not a accrued benefit = common misconception

Answer 82

areas that a business will go above and beyond their legal obligations in the area of terminations  aimed at assisting the employee to adjust to new direction (e.g. obtain a new job OR preparation for retirement)

Answer 83

Go above and beyond entitlement issues (e.g. give more notice or redundancy pay) Provide transitional issues

Answer 84

Resignation is an employee voluntarily terminating their own employment, usually to take another job position elsewhere

Answer 85

Entitlement: Employee must give notice (the length of which is dependent on terms of their employment) Employees are entitled to receive any accrued benefits – e.g. annual leave, long-service leave or money for work they have completed Transition issues Conduct exit interviews to identify reasons why people are leaving the organisation. Plan for replacement to fill role Provide recognition of their service and achievements when leaving by holding a celebration

Answer 86

**Retirement** is an individual **voluntarily** deciding to leave the workforce as they no longer wish to work

Answer 87

Entitlement: Employees are entitled to receive any accrued benefits – e.g. annual leave, long-service leave or money for work they have completed At 65 superannuation can be accessed, also maybe entitled to a pension (dependent on terms of employment) There is a length of notice that employees must give (dependent on terms of employment) Transition issues Support employees with access to financial advice and assistance to help prepare them for retirement Retirement = major change in persons life – therefore support may be required (e.g. access to counselling or lifestyle planning) Some employers allow employees to reduce hours in the lead up Succession planning for the business (particularly if they have an ageing workforce)

Answer 88

An **involuntary** form of termination, where the **employer makes the decision** to terminate employment b/w that the position is no longer required as the job doesn’t exist and the employees position is terminated (**very important this decision is about the position NOT the performance of the employee – if someone is made redundant the organisation CANNOT replace them legally)**

Answer 89

Time off to attend job interviews/look for alternate employment Notice in writing with reason, period of notice (below), actual date of termination and redundancy pay – Set out in Fair Work Act Minimum notice period Redundancy payment (NB this applies for organisations over 15 employees) – set out by National Employment Standards (NES) DOES NOT APPLY TO CASUAL EMPLOYEES Employees are entitled to receive any accrued benefits – e.g. long-service leave or money for work they have completed Any other payments that are part of Conditions of Employment

Answer 90

Provide counselling Provide career counselling Provide assistance on writing resumes Provide training to enhance employability (e.g. interview skills) Outplacement services – use an external organisation that help manage transition of redundancy

Answer 91

The **involuntary** termination of an employee who fails to meet required standards or displays unacceptable or unlawful behaviour 2 types **Summary dismissal** •Immediate dismissal for serious breach of conduct – e.g. theft, harassment, fraud, or breaching safety standards – i.e. illegal behaviour **Due process/on notice** •Is an employer-initiated process of counselling and discipline due to underperformance which **may lead either to termination or resolution of the problem.**

Answer 92

**Entitlement:** •Must provide written notice with reason for termination•Must be allowed to have a support person at any meeting that relates to dismissal, must be notified of the reasons for concern before a meeting and be provided an opportunity to respond to reasons given•On Notice Dismissal = 1-5 weeks notice or pay in lieu of notice•Summary dismissal = no notice entitlements•Payment of outstanding wages, long service, annual leave•Apply for unfair dismissal (if employed for six months or 12 months if a small business) **Transition issues** - Career transition services (likely to only be if a result of on notice)