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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
Training
The process of improving an employee's skills and knowledge so they are able to perform their job more effectively and efficiently.
26
On-the-job training
The process of improving an employee's job related skills, at their place of work.
27
On-the-job training- Pros/Cons
+ Experiences real work situations, more cost effective. - Greater chance of poor habits forming, potential for workplace distractions.
28
Off-the-job training
The process of improving an employee's skills in a location away from the workplace.
29
Off-the-job training- Pros/Cons
+ Employee learns from experts in the field, no workplace interruptions. - More expensive, limited customisation.
30
Performance Management (PM)
Process used to evaluate and improve both individual and business performance.
31
PM- Management By Objectives
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
PM- Performance Appraisal
A formal evaluation of how well an employee is performing in their role.
33
PM- Self-evaluation
Where employees assess their own performance against pre-determined goals.
34
PM- Employee Observation
Where managers, supervisors, or other stakeholders view the employee while their are performing their work.
35
Termination
The Phase where the employee leaves the business, ending the
36
Retirement
Employee decides to leave the business as well as the workforce- voluntary
37
Retirement Considerations
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
Resignation
Where an employee voluntarily leaves the business
39
Resignation Considerations
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
Redundancy- Voluntary
Where an employee nominates themselves to take up redundancy
41
Redundancy- Involuntary
Where the employee is forced to leave because their job no longer exists.
42
Redundancy Considerations
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
Dismissal
Where an employee is terminated due to unacceptable behaviour or performance.
44
Dismissal Considerations
Entitlements: - Any accrued benefits - Pay for any work completed Transition: - Provide support for other employees - Potential for career transition services
45
Workplace Relations
The interaction between the employee and the employees in regards to areas such as wages, employment conditions and workplace disputes
46
Employees
Those that work in the business in exchange for renumeration.
47
Human Resource Manager
Responsible for managing the relationship between the employees and the business.
48
Unions
An organisation that represents the collective interest of employees in the workplace.
49
Employer Association
Organisations that represent the interest of employers in workplace relation issues.
50
Fair Work Commission
Australia's independent workplace relations tribunal that is responsible for regulating the workplace system.
51
Awards
Set the minimum wages and conditions of employment for those in a specific industry.
52
Awards- Pros/Cons
+ Cheaper for the business, no time spent negotiating. - May be challenging finding talented employees.
53
Collection/Enterprise Agreements
An agreement between the employees and their employer on the wages and conditions of their employment.
54
Enterprise Agreements- Pros/Cons
+ Highly flexible, Productivity gains can be rewarded. - Time consuming, more expensive.
55
Individual Employment Contracts
Agreement between employer and an individual employee that sets out the terms and conditions of employment.
56
Protected Industrial Action
Action taken that is approved by the FWC
57
Unprotected Industrial Action
Action not approved by the FWC and therefore unlawful. Damages can be sought for this actions.
58
Mediation
An independent third part facilitates the conversation between the disputing parties with the aim of them coming to their own resolution.
59
Mediation- Pros/Cons
+ Helps maintain positive relationships, more cost effective. - No guarantee of resolution, attendance is voluntary.
60
Arbitration
Both parties put their case forward to an independent third party who then makes a final, binding decision on the outcome.
61
Arbitration- Pros/Cons
+ Compulsory attendance, decision is legally binding. - No control over resolution, often more expensive.

Business Management (6 decks)

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