Unit 3.6 Flashcards
Kaizen
everyone is involved in quality and improvement
Talent development
development of star employees
training
process by which an employee can gain skills and knowledge
Autonomy
how involved you are in decision making
Diversity
creating an inclusive environment
External influence
Example = availability of labour - in a fast-food setting there is high availability whereas there is low availability for doctors etc
Internal influence - Organic growth
opening a new chain - grown from within the business (no other businesses are involved)
Internal influence - Inorganic growth
other businesses are involved - takeovers etc in an attempt to reduce competition
The use of data for human resource panning and decision making
helps with problem solving and gives management an insight into the workforce which could be valuable when negotiating with trade unions etc.
HRM Planning cycle
set HRM objectives - Conduct inventory of current workforce - Gather data and forecast demand - Estimate staff gaps - Write HRM plans - put plan into action - Monitor and evaluate plan - repeat
Human resource objectives - INTRO
main objective is to help the business achieve it’s corporation objectives and mission by providing well trained and well motivated employees
Employee engagement and involvement
the extent to which employees are able to have a say in decisions which will impact their working life - motivated employees are more punctual and less likely to leave the company
Talent development
development of star employees who have the potential to make a major contribution to the success of the business - makes the business more competitive and profitable
Training
process by which an employee can gain skills and knowledge relating too their job role or working environment - increases productivity of the workers
Diversity
recognising that employees are unique individuals and creating an inclusive environment which values diversity
Number of skills an location of employees
Development of staff is one of the top priorities for businesses like a care home. - need temporary staff to replace ill workers etc
External influences on HRM objectives
include ethics, Labour market, Technology
Ethics
Corporate social responsibility (CSR) position of the business impacts HRM decisions in terms of wages and working conditions - ethical businesses can receive ban competitive advantage etc.
Labour market
availability of Labour matching with the number of jobs available.- business needs to be flexible in it’s ability to recruit and let go off staff
Technology
technological advancements now mean that more employees are able to work from home. - reduces amount of office space needed and improves employees work-life balance.
Internal influences on HRM decisions
impact on the choice of HRM objectives set within a business
Link to other functions
HRM cannot be taken in isolation - e.g. new advertising campaign HRM may need to recruit promotional staff
Business growth
organic growth = more branches = more staff needed
Inorganic growth may lead to some necessary staff redundancies
Trading internationally
to trade internationally a business may need staff who speak different languages or understand different cultures etc.
New product development
may require new staff with different skills to help the business to be successful for the new venture
Management approaches
dictates the level of the staff to be recruited - e.g. in hard HRM business is only looking for staff that can follow orders.
Soft HRM approach
employees seen to add value to the business. - the company wants to develop their skills etc. High employee engagement and motivation, higher staff retention etc
Hard HRM approach
employees seen as an unwanted cost - managers do the thinking and employees only carry out tasks - minimises costs and gives managers more control over operations
Job design
process of establishing employees roles and responsibilities and the systems and procedures that they should use to follow. - purpose is to coordinate and optimise work processes to improve productivity
Organisational design
diagram which shows the lines of authority and layers in the hierarchy of the business
Example - UVHS
Mr Hardwick
Deputy Deputy
Pastoral Pastoral Pastoral
Teachers Teachers Teachers
Tall structure - Pros
-lots of promotions
-work shared = less stress
-organised - everyone knows their place
-Narrow span of control ( no one is responsible for a lot of people.)
Tall structure - Cons
-Long chain of command (takes messages a long time to reach people - Chinese whisper)
expensive as more managers and supervisors
Flat structure - pros
- info flows quickly through organisation - short chain of command
- lots of delegation - staff are given greater responsibility
Flat structure - Cons
- staff overworked
- create power struggle - little chance of promotion
- wide span of control -managers have lots of staff too look after
Functional organisational structure
business divided into smaller teams based on specialised functional areas.
Matrix - organisational structure
employees part of a functional group - those from different groups work together to develop a new product line
Matrix - Pros
- good for businesses that work on a project-by-project basis.
- flexible structure = staff from different departments can jump in and out of roles.
Matrix - Cons
- coordination problems between departments.
- conflict of interest across projects
Centralised
majority of decisions are taken by senior managers at the top of the business - examples = McDonalds and Burger King
Centralised - Pros
- provides rapid decision-making as few people are consulted.
- ensures business pursues objectives set by managers
Centralised - Cons
- High staff turnover
- lack of employee engagement
Decentralised
gives greater authority to employees lower down the organisational structure - provides junior employees with more opportunities = increases motivation and reduce business costs. - also reduces workload on senior managers
Holocracy
No traditional structures and no job titles - staff have more control - however can lead to confusion on who is in charge.
Example of holocracy
Zappos got rid of job titles in 2013
Product based organisational structure
business assigns employees into self-contained divisions based on…
- product or service they produce
- Customers they deal with
- geographical area they serve
The structure may have several layers with each layer having it’s own marketing and sales team etc
Regional organisational structure
for companies that cover a span of geographical areas - this is a structure that is organised by geographical areas and report up to a central manager.
Authoity
power to make decisions - The organisational design should show clear lines of authority on who has the right to make decisions
Delegation
authority to carry out a task or a decision is handed down to another employee - 5 rights to delegation =
1. right task
2. right circumstance
3. right employee
4. right communication
5. right supervision
Hierarchy
system in a business where employees are ranked due to their status and authority.
Chain of command
the flow of information, power and authority through the organisation.
Span of control
the number of subordinates that they can delegate to
Influences on delegation
- company history and ownership - if historically the owner does the decision making, they might find it hard to delegate.
- Availability of suitable subordinates to delegate to, or employees who can step into new roles.
Human resource flow
Assess the future labour needs - Identify gaps in labour needs - develop strategies to resolve gaps - Right people, right place, right time - Assess current workforce - repeat.
Human resource flow
employees moving through a business, starting with recruitment.
Recruitment processes
workforce planning - prepare job description etc - advertise vacancy - shortlist candidates - interview and select - draw up contracts and appoint
Internal recruitment
selects candidates from those already employed at the business
Pros
- they have experience within the business
- cheaper than advertising externally
- increases productivity as chance for promotion
Cons
- Less candidates - ma not fit the role
- No new ideas coming into the company
- new vacancy is produced
External recruitment
candidates can come from outside of the business
Pros
- Wide range of candidates
- new ideas and skills brought to the business
- no vacancy produced
Cons
- no experience with the business
- expensive to advertise
- damage to employee morale if they do not get chosen
Maslows Hierarchy of needs
Way of describing the various levels of human needs
Example = Google where 97% of staff are ‘happy’
Top
- Self-actualisation needs
- Esteem needs
- Love/belonging needs
- safety needs
- Physiological needs
Bottom
Maslows hierarchy of needs - self actualisation
where personal development is fully realised after basic need are met - employees feel they can reach their full potential within the company.
Maslows hierarchy of needs - self esteem
our requirement or desire to feel good about ourselves - being recognised by others - gives sense of belonging to employees
Maslows hierarchy of needs - safety and security
the desire for order, predictability and control - examples include financial security and law and order. - important as employees must feel safe
Maslows hierarchy of needs - Love and belonging
trust and acceptance etc - will increase job satisfaction
Maslows Hierarchy of needs - physiological needs
most basic - the essentials that people need to survive - important as they can motivate employees
Googles hierarchy of needs
Physiological = free meals and sleep pods on site
Safety - healthcare and mindfulness spaces
Social - football pitches and the offices are designed for people to work together
Esteem - 20% of employees time spent working on un-related projects
Taylor’s theory - Taylorism
Key principles =
- division of labour - breaks task’s into smaller manageable components - e.g. an assembly line
- scientific selection and training - selecting the right people for the job and training them properly
- standardisation of work methods - ensures consistency and efficiency
- financial incentives for performance - linking wages to productivity to motivate employees
Herzberg two factor theory - Hygiene factors
- Relationship with peers
- Physical workspace
- company policies
- working conditions
- job security
- status
- supervision
Herzberg two factor theory - Motivational factors
- Achievement
- Recognition
- work itself
- job advancement opportunities
- Growth opportunities
Motivation
the will to work - enjoyment of work itself and desire to achieve certain goals
Engagement
employee is positive about their work - want to improve
Trade unions
= collect bargaining to protect and improve working conditions
Benefits…
- Equal pay act
- more flexible working hours
- better sickness and pension benefits
- provide legal help
- annual leave
Negatives
- monthly membership fee
work councils
internal, within the business - elected by staff
Benefits…
- no membership fee
- more communication = employees feel more involved
- two - way communication
- improved consultation
Negatives
- only effects those within the business - small scale
- if company’s don’t comply there is little that can be done
Employee committee
informal discussion to discuss issues in the workplace
Benefits…
- no membership fee
Negatives
- no formal process to deal with the issues
influences on employee representation
- nature of the work - low skilled workers are less likely to have a large input on key decisions
- leadership style of the company - autocratic may oppose to a union membership)
Mediation
involves an independent, impartial person helping two or more individuals or groups reach a solution that’s acceptable for everyone.
aim is to restore employment relationship.
Conciliation
used when an employee is complaining against their employer to an employment tribunal.
Conciliator’s discuss the issues with both parties to help them reach a better understanding - have no authority to seek evidence or call witnesses
Arbitration
alternative to court of law. involves an impartial outsider making a decision on a dispute.
Arbitration is voluntary so both sides must agree to go to it.
