Unit 3 AOS2 - Human Resource Management Flashcards
Bus Man SAC U3 AOS2 periods 1 & 2 Friday, 28 March
Human Resource Management
When used effectively, the organisation of employees’ roles, pay, and working conditionscan foster loyalty, productivity, and sales.
HR Management and Business Objectives
- Can increase satisfaction meaning more employees are retained and lesser expenses.
- More satisfaction leads to better quality products which increases market share
- More motivated employees can increase productivity and make more profit by fulfilling shareholder expectations.
- Higher job satisfaction allows better goods and services to fulfil a market or social need.
- Improved job satisfaction can ensure easier access to efficiency and effectiveness.
Maslows Hierarchy of Needs
A motivational theory that suggests people have 5 fundamental needs that need to be fulfilled to give them maximum motivation.
Physiological Needs
The basic requirements for human survival, such as food, water and shelter.
Safety and Security
The desire for protection from dangerous or threatening environments, such as safety from physiological and physical harm.
Social Needs
The desire for a sense of belonging and friendships among groups, both inside and outside of the workplace. Can be encouraged by enhanced teamwork activities.
Esteem Needs
Individuals desire to feel important, valuable and respected which can be fulfilled by granting them awards and recognising performance
Self-actualisation Needs
With the desire for an individual to reach their full potential through creativity and personal growth, the use of intrinsic not external motivation, the manager can provide challenging work.
Lawrence and Nohria’s Four Drive Theory
A motivational strategy that suggests that people strive to balance four fundamental desires.
Drive to Acquire
The desire to achieve rewards and high status can be achieved by granting financial and non-financial means.
Drive to Bond
Enhanced teamwork activities can encourage the desire to participate in social interactions and feel a sense of belonging.
Drive to Learn
The desire to gain knowledge, skills and experiences, managers can achieve this by providing training programs and challenging tasks.
Drive to Defend
With the desire to protect personal security and the values of a business, managers can create fair values and use employee’s input.
Locke and Latham’s Goal Setting Theory
A motivational theory that states that employees are motivated by clearly defined goals that fulfil five key principles.
1. Clarity: Speific and easy to manage.
2 Commitment: Employees personal goals should be used.
3. Challenge: The goal should be difficult enough.
4. Task complexity: Achievable and given time.
5. Feedback: Managers should provide regular support, monitoring and consultation.
Locke and Latham’s Goal Setting Theory - Five-Step Process
- Employee discuss their goals
- Managers and employees set goals together
- Managers regularly check progress and give support
- Managers celebrate employees
- New goals are set and repeated
Performance-related pay
A financial reward that employees receive for reaching or exceeding a set of business goals, can be used to enhance motivation.
Career Advancement
The desire for an upward progression of an employees job position, job enlargement and job enrichment must be communicated to be effective.
Investment in Training
Allocating resources to improve employees’ skills and knowledge, can involve on-the-job or off-the-job training.
Support Strategies
Involves providing employees with any assistance that improves their satisfaction at work. Can include praising good performance, checking on health, recognising achievements, and accommodating personal obligations.
Sanction Strategies
Involves penalising employees for poor performance or breaching business policies, and can foster fear to motivate employees.
Motivation Strategies - Short-Term Employee Motivation
When a manager needs to motivate an employee quickly, they can use short-term motivation strategies. Performance-related pay can be quick but can foster unhealthy competition. Career advancement can be quick but creates a negative corporate culture. Investment and training can motivate quickly but become monotonous. Support strategies are more long-term and take time. Whole sanction strategies are effective and fast but damaging.
Motivation Strategies -Long-Term Employee Motivation
To foster effective long-term motivation an employee must have high job satisfaction and intrinsic motivation. Usually, support strategies are the most effective. Perfomance-related pay can be motivational but foster unhealthy competition in the long term. Career advancement can motivate but is limited due to available positions. Investment in training is effective in the long term. Sanction strategies can become desensitised to and create a negative corporate culture.
On the Job-Training
Involves employees in improving their knowledge and skills within the workplace. Could involve mentoring, job shadowing, external training inside the business and on-site demonstrations.
Off-the-Job Training
It involves employees improving their knowledge and skills in a location external to the business, such as attending conferences, online training courses, TAFE/University workshops, and other external workshops.
Management by Objectives
Involves both managers and employees collaboratively setting individual employee goals that contribute to business objectives.
Management by Performance Appraisals
Involving a manager assessing the performance of employees against a range of criteria, and establishing plans for future improvements.
Management by Self-Evaluation
Involves an employee assessing themself against a set of criteria
Employee Observation
Involves a range of employees from different levels of authority assessing another employee’s performance against a set of criteria.
Retirement
Involves an individual deciding to leave the workforce permanently as they no longer want to work.
Redundancy
Involves an employee no longer working for a business because their is insufficient work or their job no longer exists, can be involuntary or voluntary.
Resignation
Involves an employee voluntarily terminating their employment, usually to take another job position.
Dismissal
It involves the involuntary termination of an employee who fails to meet standards or displays unacceptable behaviour. Managers must give numerous properly recorded warnings, and if this is not done correctly, the business may be liable.
Entitlement Consideration
Legal obligations an employer owes to its employees following the termination of their contract, sufficient warnings must be given, long service and annual leave must be paid, redundancy pay may be made, and there must be a ‘good’ reason.
Transition Considerations
Social and ethical practises a manager can cnsider when terminating, such as resume wriitng, conducting farewell celebrattions, provide councelling.
Human resource managers
Individuals who coordinate the relationships inside a business, recruiting, training and terminating employees. They also mediate employee disputes ensuring the law is upheld.
Employees
Individuals who are hired by a business to complete work tasks and to support the achievement of buisnss objectives. They have to undertsnad and follow OH&S, complete tasks wth care and dlgence, obey terms of their cntrct and to also ensure they report unethical behavior.
Employer Associations
Advisory bodies that assit employees in understanding and uphlidng their legal obligations. They provide nfromationa, adive and support and can represent emploeyees in negotiations.
Unions
Organisations are composed of individuals who represent and speak on behalf of employees in a particular industry. Employees pay a membership fee to get representation in wage disputes, pushes for better conditions and protection of job security.
Fair Work Commission (FWC)
The FWC is Australia’s largest independent workplace relations which attempts to uphold the NES and Fair Work Act 2009, awards, agreements and mediate disputes.
Award
Legal documents outlining the minimum wages and conditions of work for employees across an entire industry. They set a minimum standard that agreements must improve upon.
Agreement
Legal documents that outline the wages and conditions of employees and apply to a particular group of people or businesses. The FWC reviews and must accept agreements to ensure they improve the standards for employees.
Dispute Resolution Process
A series of steps hat disputing parties follow to resolve a disagreement and reach a resolution.
1. The disagreement must be discussed internally
2. The business an involve an independent third party (FWC)
3. Mediation is used to resolve disputes
4. A tribunal utilises arbitriations to come to a resolution
Mediation
Involves an independent third party like the FWC facilitating discussion between disputing parties to help each side reach their own resolution.
Arbitration
Involves an independent third party hearing arguments from both disputing [arties and making a legally binding document.
