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Business Management > Unit 3; Outcome 2- HR Management > Flashcards

Unit 3; Outcome 2- HR Management Flashcards

1
Q

Maslow’s Hierarchy of Needs

A

All people have 5 basic needs that need to be met.

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2
Q

Motivation

A

The drive a person has to exert effort towards the achievement of something.

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3
Q

Maslow- Physiological Needs

A

Basic biological needs such as food, water and shelter.

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4
Q

Maslow- Safety Needs

A

Security, stability and protection from harm.

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5
Q

Maslow- Social Needs

A

Strong relationships, affection and a sense of community.

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6
Q

Maslow- Esteem Needs

A

Self-esteem, respect and recognition. Prestige and feeling of accomplishment.

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7
Q

Maslow- Self-actualisation Needs

A

Personal growth, reaching potential.

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8
Q

Locke and Latham- Goal Setting Theory

A

Employees are motivated to achieve goals. Business can focus on setting goals for employees with the aim of improving motivation and drive.

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9
Q

L&L- Clarity

A

Goals need to be specific and clear.

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10
Q

L&L- Challenge

A

Challenging goals create more motivation than easy goals.

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11
Q

L&L- Commitment

A

Employees must be committed to the achievement of their goals to generate the drive towards its achievement.

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12
Q

L&L- Feedback

A

Regular Feedback is important.

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13
Q

L&L- Task Complexity

A

Tasks should not be so complex that the employee does not have the ability to complete it.

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14
Q

Lawrence and Nohria- Four Drive Theory

A

There are four basic motivational needs that drive peoples emotions and behaviours.

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15
Q

Drive to Bond

A

Includes the strong need to form relationships with other individuals and groups

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16
Q

Drive to Defend

A

The desire to remove threats to our safety and security and to protect what we regard as ‘ours’

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17
Q

Drive to Comprehend (Learn)

A

Includes our desire to satisfy our curiosity, to learn new skills and to explore the world around us

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18
Q

Drive to Aquire

A

The desire to own material goods, and encompasses the desire for status, power and influence

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19
Q

Motivational Strategies

A

Motivation is the drive a person has to work hard towards the achievement of something. Strategies are specific actions that businesses take to achieve an outcome.

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20
Q

MS- Performance Related Pay

A

Where an employee’s salary or bonus is linked to their performance.

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21
Q

MS- Career Advancement

A

Where an employee has the opportunity to take on greater responsibility in the business through the use of promotion.

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22
Q

MS- Training

A

The process of improving the skills of the employee so they can perform the job to a higher level.

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23
Q

MS- Support

A

Where the employees are provided with the resources they need to perform their role.

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24
Q

MS- Sanction

A

Where employees receive penalties or consequences for poor performance or behaviour.

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25
Q

Training

A

The process of improving an employee’s skills and knowledge so they are able to perform their job more effectively and efficiently.

26
Q

On-the-job training

A

The process of improving an employee’s job related skills, at their place of work.

27
Q

On-the-job training- Pros/Cons

A

+ Experiences real work situations, more cost effective.
- Greater chance of poor habits forming, potential for workplace distractions.

28
Q

Off-the-job training

A

The process of improving an employee’s skills in a location away from the workplace.

29
Q

Off-the-job training- Pros/Cons

A

+ Employee learns from experts in the field, no workplace interruptions.
- More expensive, limited customisation.

30
Q

Performance Management (PM)

A

Process used to evaluate and improve both individual and business performance.

31
Q

PM- Management By Objectives

A

1) Business objectives are clearly defined
2) Individual employee goals are negotiated
3) Regular monitoring of progress
4) Performance Feedback
5) Performance appraisal on achievement of goals

32
Q

PM- Performance Appraisal

A

A formal evaluation of how well an employee is performing in their role.

33
Q

PM- Self-evaluation

A

Where employees assess their own performance against pre-determined goals.

34
Q

PM- Employee Observation

A

Where managers, supervisors, or other stakeholders view the employee while their are performing their work.

35
Q

Termination

A

The Phase where the employee leaves the business, ending the

36
Q

Retirement

A

Employee decides to leave the business as well as the workforce- voluntary

37
Q

Retirement Considerations

A

Entitlements:
- Any accrued benefits
- Pay for any work completed
- Compulsory superannuation payments during their work
Transition:
- Employee to gradually transition to retirement
- Provide access to counselling/financial advice

38
Q

Resignation

A

Where an employee voluntarily leaves the business

39
Q

Resignation Considerations

A

Entitlements:
- Any accrued benefits
- Pay for any work completed
- Business entitled to notice
Transition:
- Conducting an exit interview
- Offering a farewell
- Providing a positive reference

40
Q

Redundancy- Voluntary

A

Where an employee nominates themselves to take up redundancy

41
Q

Redundancy- Involuntary

A

Where the employee is forced to leave because their job no longer exists.

42
Q

Redundancy Considerations

A

Entitlements:
- Any accrued benefits
- Pay for any work completed
- Notice period
- Redundancy package
Transition:
- Engage outplacement services
- Offering counselling
- Providing extra time to attend job interviews

43
Q

Dismissal

A

Where an employee is terminated due to unacceptable behaviour or performance.

44
Q

Dismissal Considerations

A

Entitlements:
- Any accrued benefits
- Pay for any work completed
Transition:
- Provide support for other employees
- Potential for career transition services

45
Q

Workplace Relations

A

The interaction between the employee and the employees in regards to areas such as wages, employment conditions and workplace disputes

46
Q

Employees

A

Those that work in the business in exchange for renumeration.

47
Q

Human Resource Manager

A

Responsible for managing the relationship between the employees and the business.

48
Q

Unions

A

An organisation that represents the collective interest of employees in the workplace.

49
Q

Employer Association

A

Organisations that represent the interest of employers in workplace relation issues.

50
Q

Fair Work Commission

A

Australia’s independent workplace relations tribunal that is responsible for regulating the workplace system.

51
Q

Awards

A

Set the minimum wages and conditions of employment for those in a specific industry.

52
Q

Awards- Pros/Cons

A

+ Cheaper for the business, no time spent negotiating.
- May be challenging finding talented employees.

53
Q

Collection/Enterprise Agreements

A

An agreement between the employees and their employer on the wages and conditions of their employment.

54
Q

Enterprise Agreements- Pros/Cons

A

+ Highly flexible, Productivity gains can be rewarded.
- Time consuming, more expensive.

55
Q

Individual Employment Contracts

A

Agreement between employer and an individual employee that sets out the terms and conditions of employment.

56
Q

Protected Industrial Action

A

Action taken that is approved by the FWC

57
Q

Unprotected Industrial Action

A

Action not approved by the FWC and therefore unlawful. Damages can be sought for this actions.

58
Q

Mediation

A

An independent third part facilitates the conversation between the disputing parties with the aim of them coming to their own resolution.

59
Q

Mediation- Pros/Cons

A

+ Helps maintain positive relationships, more cost effective.
- No guarantee of resolution, attendance is voluntary.

60
Q

Arbitration

A

Both parties put their case forward to an independent third party who then makes a final, binding decision on the outcome.

61
Q

Arbitration- Pros/Cons

A

+ Compulsory attendance, decision is legally binding.
- No control over resolution, often more expensive.

Business Management (6 decks)

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