Unit 4 SAC 1A Flashcards
Human resource management
The effective management of the formal relationship between the employer and employees
Human Resource Manager
Someone who coordinates all the activities involved in acquiring, developing, maintaining and terminating of employees
Employer of choice
Attracts, motivated and holds on to highly talented workers
Diversity
Refers to the difference between employees in an organisation, encompassing characteristics such as race, gender, ethnic group, age, disability… Etc
Flexible working conditions
Arrangements that allow employees to balance work and family responsibilities more effectively
Work-life balance
Achieving the right amount of time for work and personal life
Occupational health and safety
Refers to the responsibility the employer has to ensure the workplace is safe for employees and that steps are taken to minimise harm
Job security
Is the belief that the employee will not lose their job
Motivation
Refers to the individual, internal process that directs, energizes and sustains a person’s behavior
Need
A personal requirement
Human Resource (HR) planning
The development of strategies which contain the use of employees to meet the organisation’s future needs
Job analysis
The study of an employee’s job in order to determine the duties performed, the time involved with each of those duties, the responsibilities involved and the equipment required
Job description
A summary of what the worker will be doing- the role they will have in the organisation in terms of duties and responsibilities
Job specification
Will indicate the sort of person an organisation is seeking in terms of personal qualities, skills, education and work experience
Job design
Details the number, kind and variety of tasks that individual employees perform in their jobs, jobs may be designed so they include a variety of tasks to keep employees interested and motivated
Recruitment
Is the process of attracting qualified job applicants from which to select the most appropriate person for a specific job
Employee selection
Involves choosing the candidate that best matches the organisation’s requirements
Discrimination
Occurs when a policy or practice disadvantages a person or a group based on a personal characteristic that is irrelevant to the performance of the work
Part time employment
Involved working fewer ordinary weekly or monthly hours compared with full-time employees
Casual employees
Are employed on an hourly basis
Enterprise bargaining
The process of directly negotiating wages and employment conditions between employers and employees at the enterprise level
Remuneration
Monetary payment in return for the work an employee performs
Wage
Hourly or weekly rate of pay
Salary
A fixed amount of pay each year, which is then given as a fortnightly or monthly salary
Salary sacrifice
Forgoing salary in order to receive another non-cash benefit of equivalent value
Non-wage benefits
A.k.a. On-costs
Additional costs involved in hiring an employee, above the cost of their wages. Include superannuation, long service leave and worker’s compensation
Induction
A process of acquainting new employees with the organisation- it’s history, structures, objectives, culture, policies and practices- and the jobs they will perform
Employee training
Refers to the process of teaching staff how to do their job more efficiently and effectively by boosting their knowledge and skills
Development
Refers to activities that prepare staff to take on greater responsibility in the future
Learning organisation
Monitors and interprets it’s environment, seeking to improve it’s understanding of the interrelationship between its actions and environment
Succession planning
Focuses on preparing employees with potential to take on key management positions within the organisation in the future, should the need arise
Recognition and reward programs
Aim at both acknowledging the work an employee has done and providing some sort of benefit, such as cash, merchandise, travel or gift certificates, in return for a job well done
Intrinsic rewards
Come form the task or job itself, such as recognition or feedback it a sense of achievement
Extrinsic rewards
Are outside the job itself. It may be monetary or non-monetary
Performance management
Focuses on improving both organizational and individual performance through relating organizational performance objectives to individual employee perform and objectives
Performance appraisal
The formal assessment of how efficiently and effectively an employee is performing their role in the organisation
360-degree feedback
A technique that consists of having multiple appraisers (evaluators), including managers, co-workers, subordinates, customers as well as self-rating, to appraise employee performance and guide development
Performance feedback
The information provided to an employee after a performance appraisal
Termination
The ending of the employment of an employee
Retirement
Occurs when an employees decides to give up full-time or part-time work and no longer be part of the labour force
Resignation
The voluntary ending of enjoyment by the employee ‘quitting’ their job
Redundancy
Occurs when a person’s job no longer exists usually due to technological changes, an organizational restructure of a merger of acquisition
Retrenchment
Occurs when a business dismisses an employee because there is not enough work to justify paying them
Dismissal
Occurs when the behavior of an employee is unacceptable and an organisation terminates their employment
Unfair dismissal
When an employee is dismissed because the employer has discriminated against them in some way, such as firing someone because she is pregnant
