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A-Level Business > unit 6 > Flashcards

unit 6 Flashcards

1
Q

what is an HR objective

A

a specific goal or target of relating to the management and performance of Human Resources in a business

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2
Q

what is human resource management

A

the design and implementation of strategies to manage people for optimum business performance

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3
Q

why has HRM become more important

A
  • most businesses now provide services therefore people are crucial to ensure good customer service
  • competitiveness requires a business to be efficient - which in turn requires motivated employees
  • the more towards flatter organisational structure (less managers) has placed greater emphasis on delegation and communication
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4
Q

aspects of HRM

A
  • workforce planning
  • recruitment and selection
  • training
  • motivation
  • developing corporate culture
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5
Q

the value of effective HR objectives

A
  • can connect HR activities and decision making with overall business objectives
  • link HR with customers service and quality
  • help create an effective working environment for employees, thereby improving performance
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6
Q

Whats hard HRM

A

treats employees simply as a resource of the business.
strong link with corporate business planning - what resources do we need, how do we get them and how much will they cost

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7
Q

reasons to recruit staff

A
  • business expansion
  • existing employees leave
  • need new skills
  • business relocating
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8
Q

advantages of part time

A
  • cheaper to employ as entitled to less benefits
  • more flexible workforce
  • wide range of potential recruits
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9
Q

disadvantages of part-time

A
  • employees feel less loyal to business and therefore less motivated
  • may be harder for managers to control and coordinate workforce
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10
Q

internal recruitment methods

A
  • jobs given to staff already employed business
  • involves promotion and reorganisation
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11
Q

external recruitment methods

A
  • job centres
  • job advertisements
  • recruitment agencies
  • head hunting
    personal recommendations
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12
Q

advantages of internal recruitment

A
  • cheaper and quicker to recruit
  • people already familiar with business and how it operates
  • provides opportunities for promotion with in business
  • bvsuiness already knows strengths and weaknesses of candidates
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13
Q

disadvantages of internal recruitment

A
  • limits number of potential applicants
  • no new idea can be introduced from outside
  • may cause resentment amongst candidates not appointed
  • creates other vacancy which needs to be filled
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14
Q

advantages of external recruitment

A
  • outside people bring in new videos
  • larger pool of workers from which to find best candidate
  • people have a wider range of experience
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15
Q

disadvantages of external recruitment

A
  • longer process
  • more expensive process due to advertisements and interviews required
  • selection process may not be effective enough to reveal best candidate
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16
Q

benefits of training

A
  • better productivity and quality
  • more flexibility through better skills
  • less supervision required
  • improved motivation, through greater empowerment
  • better recruitment and employee retention
  • easier to implement change in the business
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17
Q

what does on the job training mean

A

employee receives training whilst remaining in the workplace

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18
Q

advantages of on the job training

A
  • generally most cost effective
  • employees are still productive
  • opportunity to learn whilst doing
  • training alongside real colleagues
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19
Q

disadvantages of on the job training

A
  • quality depends on ability of trainer and time available
  • bad habits might be passed on
  • learning environment may be conducive if busy
  • potentila disruption to production
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20
Q

what does off the job training mean

A

employee training that takes place away from the work place

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21
Q

advantages of off the job training

A
  • a wider range of skills or qualifications can be obtained
  • can learn from outside specialists or experts
  • employees can be more confident when starting job
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22
Q

disadvantages of off the job training

A
  • more expensive, eg transport and accommodation
  • lost working time and potential output from employee
  • employees now have new skills/qualifications and may leave for better jobs
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23
Q

how do you think training may lead to greater motivation of staff

A
  • employees feel more loyal to firm
  • shows that business is taking an interest in its workers
  • provide employees with greater promotional opportunities
  • enables employees to achieve more at work, perhaps gain finacainly from this
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24
Q

whats redeployment

A

it involves moving employees to different jobs, departments or actions within the same business

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25
Q

potential benefits of redeployment v redundancy

A
  • maintains job security for employe
  • business retains skills and experience
  • Labour resources are allocated more effectively
  • reduced costs of recruitment and selection
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26
Q

whats redundancy

A

where an employee is dismissed because the job/role no longer exists or is required

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27
Q

HR options to avoid costly redundancies

A
  • freeze on recruitment, jobs lost through natural wastage
  • short time working or job sharing
  • pay cuts or overtime bans to reduce wage cost
  • redeployment
  • encouraging early retirement
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28
Q

what is coaching

A

an experienced member of staff will help trainees learn skills and processes through providing instructions or demonstrations (or both)

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29
Q

what is mentoring

A

each trainee is allocated to an established member of staff who acts as a guide or helper. A mentor usually offers more personal support than a coach, although the terms ‘mentor’ and ‘coach’ are often used interchangeably

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30
Q

whats job rotation

A

this is where members of staff rotate roles or talks so that they gain experience of a full range of jobs

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31
Q

what is ‘sitting next to Nellie’

A

this describes the process of working alongside a colleague to observe and learn the skills needed for a particular process. This can be a faster and more useful way of learning a job role than studying a written manual.

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32
Q

what is labour turnover and staff retention

A

percentage of staff who leave during a period

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33
Q

what is labour productivity

A

output per employee

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34
Q

whats absenteeism

A

percentage of staff who are absent from work

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35
Q

what are key measures of HR performance

A
  • labour turnover and staff retention
  • labour productivity
  • absenteeism
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36
Q

whats employee retention

A

the ability of a business to convince its employees to remain business

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37
Q

lappet turnover formula

A

number of employees leaving
——————————————- x100
average number employed

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38
Q

problems of high staff turnover

A
  • higher costs, increased recruitment and training costs
  • increased pressure on remaining staffs
  • disruption to production/productivity
  • harder to maintain required standards of quality and customer service
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39
Q

factors that affect staff turnover

A
  • the type of business
  • pay and other rewards
  • working conditions
  • opportunities for promotion
  • competitor actions
  • standard of recruitment
  • quality of communication in business
  • economic conditions
  • labour mobility
  • employee loyalty
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40
Q

ways to improve staff turnover

A
  • effective recruitment and training
  • provide competitive pay and other incentives
  • job enrichment
  • reward staff loyalty
41
Q

why Labour productivity matters

A
  • labour costs are usually a significant part of total costs
  • business efficiency and profitability are closely linked to productive use of labour
  • in order to remain competitive a business needs to keep its unit costs down
42
Q

key factors influencing labour productivity

A
  • extent and quality of fixed assets
  • skills, ability and motivation
  • methods production organisation
  • extent to which the workforce is trained and supported
  • external factors
43
Q

ways to improve labour productivity

A
  • measure performance and set targets
  • streamline production processes
  • invest in capital equipment
  • invest in employee training
  • improve working conditions
44
Q

whats absenteeism

A

is an employees intentional or habitual absence to work

45
Q

absenteeism forumla

A

number of staff absent during period
———————————————– x100
number employed during period

46
Q

how to tackle absenteeism

A
  • understand the causes
  • set targets and monitor trends
  • have a clear sickness and absence policy
  • produce rewards for good attendance
  • consider the wider issues of employee motivation
47
Q

what does the organisational structure determine

A
  • who’s responsible for whom
  • individual jobs and titles
  • formal routes that communication flows
48
Q

what does span of control mean

A

number of employees for whom a manager os responsible

49
Q

what is wide span of control

A

larger group of people to control

50
Q

what is narrow span control

A

smaller group of people to control

51
Q

advantages of narrow span control

A
  • allows closer supervision of employees
  • more layers in the hierarchy may be required
  • helps more effective communication
52
Q

advantages of wide span control

A
  • gives subordinates the chance for more independence
  • more appropriate if labour costs are significant, reduce numbers of managers
53
Q

span control depends on?

A
  • personality + skill / experience of manager
  • size and complexity of the business
  • whether the business is centralised or decentralised
  • the effective use of clear objectives throughout a business
54
Q

key features of tall structures

A
  • many layers of hierarchy
  • allows tighter control
  • more opportunities for promotion
  • takes longer for communication to pass through the layers
55
Q

key features of flat structures

A
  • few layers of hierarchy
    less direct control
  • fewer opportunities for promotion but staff given greater responsibility
  • vertical communication is improved
56
Q

factors that influence organisational structure

A
  • size of the business
  • type of business
  • management and leadership style
  • the competitive environment
57
Q

what is delayering

A

removing layers of management from the hierarchy of the organisations (for example removing team leaders)

58
Q

drawbacks of delayering

A
  • loss of key staff
  • lower morale
  • increased workloads for remaining staff
  • often argued:
    • short term higher costs
    • longer term benefits as the staff adjust
59
Q

whats delegation

A

giving authority to others to make decisions (not responsibility)

60
Q

advantages of delegation

A
  • reduces management stress and workload
  • allows senior management to focus on key tasks
  • subordinates are empowered and motivated
  • good method of on the job training
61
Q

disadvantages of delegation

A
  • cannot/should not delegate responsibility
  • depends on quality/experience of subordinates
  • harder in smaller firm
  • may increase workload and stress of subordinates
62
Q

whats empowerment

A

giving power to do their job

63
Q

whats centralised decision making

A

decision making firmly at the top of the hierarchy (amongst the most senior management)

64
Q

benefits of centralisation

A
  • easier to implement common policies and practices for the whole business
  • easier to coordinate and control from the centre eg with budgets
  • economies of scale and overheads savings are easier to achieve
  • quicker decision making (usually) easier to show strong leadership
65
Q

drawbacks of centralisation

A
  • more bureaucratic, often extra layers in the hierarchy
  • local or junior managers are likely to be more aware of customer needs
  • lack of authority down the hierarchy may reduce manager motivation
  • customer service may suffer die to lack of flexibility and speed of local decision making
66
Q

whats decentralised decision making

A

in a decentralised structure, decision making is spread out to include more junior managers in the hierarchy, as well as individual business unit or trading locations.

67
Q

benefits of decentralised decision making

A
  • decisions are made closer to the customer
  • better able to respond to local circumstances
  • improved level of customer service
68
Q

whats matrix organisational structure

A

A matrix organization is a company structure where teams report to multiple leaders. The matrix design keeps open communication between teams and can help companies create more innovative products and services. Using this structure prevents teams from needing to realign every time a new project begins.

69
Q

whats regional organisational structure

A

A geographical organisational structure suits businesses that have offices or units in different regions or geographical areas. This form of structure enables businesses to: have a reporting and functional system across multiple locations.

70
Q

whats product based organisational structure

A

In a product-based structure (also known as a divisional structure), you assign employees into self-contained divisions according to: the particular line of products or services they produce. the customers they deal with. the geographical area they serve.

71
Q

whats job design

A
  • all about the tasks and responsibilities that are grouped into a specific job
  • big influence on Labour productivity through motivation
72
Q

key influences on job design

A
  • maintaining quality
  • operational efficiency
  • labour retention
  • skills of the workforce
73
Q

what is Taylors motivation theory

A
  • managers should maintain close control and supervision over their employees
  • autocratic style of management, managers make all decisions themselves
  • Theory X approach to workers, believe workers are lazy and are only motivated by money
  • motivate workers using piece rate payment
74
Q

why is motivation important

A
  • a motivated workforce will work more effectively and will be more loyal
  • effective and loyal employees help to cut costs and maintain sales in a business
75
Q

what will a well motivated workforce do

A
  • better productivity
  • lower levels of absenteeism
76
Q

whats maslows theory of motivation

A

Maslow proposed that motivation is the result of a person’s attempt at fulfilling five basic needs: physiological, safety, social, esteem and self-actualization.

77
Q

what was herzbergs theory of motivation

A

suggests that satisfaction and dissatisfaction at work are influenced by two sets of factors: hygiene factors and motivators

78
Q

main financial incentives

A
  • wages
  • salaries
  • bonus system
  • commission
  • profit sharing
  • performance related pay
  • share options
  • fringe benefits
79
Q

whats piece rate payment

A

or the number of tasks they perform, or per unit of work they complete

80
Q

advantages of piece rate

A
  • requires low levels of manager supervision
  • encourages high speed production
  • provides good incentive for workers who are mainly motivated by pay
81
Q

disadvantages of piece rate

A
  • workers are focused on quantity not quality
  • it is repetitive for worker and can be de motivating
82
Q

what is employee representation

A

arises when employees are part of a formal structure for involving them in the decision making process of a business

83
Q

legal requirements to consult with employees consist of

A
  • promised redundancy programmes
  • when employees are transferred from one employer to another (eg sale of the business)
  • on changes to pension arrangements
  • proposed changes to working time arrangement
84
Q

main benefits to employee representation

A
  • make employees views known to management
  • help strengthen both management and employees understanding of workplace issues
  • help create an atmosphere of mutual trust between employees and management
85
Q

advantages of employee representation

A
  • increased empowerment and motivation of the workforce
  • more commitment to the objectives + strategy
  • employee insights may lead to better decision making
  • lower risks of industrial disputes
86
Q

disadvantages of employee represntation

A
  • time consuming, potentially slows decision making
  • conflicts between employer and employee interests may be a block to essential change
  • managers may feel their authority is being undermined
87
Q

trade unions main role

A
  • protect and improve the real incomes of their members
  • provide or improve job security
  • protect workers against unfair dismissal and other issues relating to employment legislation
  • lobby for better working conditions
88
Q

two main functions of trade union

A

represent (protect interest of employees)
negotiate (on behalf of employees with employer)

89
Q

advantages for an employer of a good relationship with trade union

A
  • negotiating with trade unions saves time and cost rather than dealing with all employees individually
  • employee morale and motivation may be improved if they know that their interests are being protected by a union
  • the trade union can be supportive partner in helping a business undergo significant change
90
Q

reasons for general decline in union membership in the Uk

A
  • decline in employment in manufacturing, rise in service sector which is less unionised
  • growth in the number of small firms which tend not to recognise trade unions
  • significant growth in flexible working, where employees see less need for union protection
  • improved employee involvement in the workplace, so less perceived need for collective bargaining
91
Q

whats industrial action

A

is when members of a trade union organise into a group that either refuses to work or refuses to work in the way employees want

92
Q

main methods of ‘industrial action’

A
  • work to rule
  • overtime ban
  • go slow
  • strike
93
Q

what are work councils

A

this is a permanent consultative body made up of employers and employee respresentatives to discuss issues related to the workplace

94
Q

typical agendas for a work council

A
  • business objectives and performance
  • workforce planning issues
  • employee welfare issues
  • training and development
  • programmes
    compliance with legislation
95
Q

3 types of settling disputes using ACAS

A
  • conciliation
  • arbitration
  • meditation
96
Q

whats conciliation

A

used when an employee is making or could make, a specific legal complaint against their employer to an employment tribunal

97
Q

whats mediation

A

involves an independent, impartial person helping two or more individuals or groups reach a solution that’s acceptable to everyone

98
Q

whats arbitration

A

an alternative to a court of law, held in private rather than in public (court case) involves an impartial outsider being asked to make a decision on dispute

A-Level Business (20 decks)

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