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business > unit 6 > Flashcards

unit 6 Flashcards

1
Q

what is an HR objective

A

specific goal or target relating to the management and performance of human resource in business

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2
Q

what is HR 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
  • firms provide services, people crucial
    to ensure good customer service
  • competitiveness-motivated
    employees
  • move towards less managers = more
    delegation and communication
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4
Q

aspects of HRM

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

value of effective HR objectives

A
  • connect HR activities & decision-
    making with business objectives
  • link HR with customers service and
    quality
  • create effective working environment
    for employees-improve performance
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6
Q

common HR objectives

A
  • HR employed cost-effectively
  • make effective use of workforce
    employee
  • match workforce to the business
    needs
  • maintain good employer/employee
    relations
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7
Q

what is Hard HRM

A
  • treats employees as a resource
  • 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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8
Q

what is Soft HRM

A
  • treats employees as most important
    resource
  • employees treated as individuals and
    needs planned accordingly
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9
Q

what is better hard or soft HRM

A

HARD
- results in more cost-effective workforce
- decisions are made quicker
-less successful recruitment
SOFT
- reward employees
- motivates
- may put business at competitive
disadvantages

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10
Q

reasons to recruit staff

A
  • business expansion
  • existing employees leave
  • need new skills
  • business relocating
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11
Q

advantages of part-time employees

A
  • cheaper as they have less benefits
  • flexible workforce
  • wide range of potential recruits
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12
Q

disadvantages of part-time employees

A
  • feel less loyal to business - less
    motivated
  • harder for managers to control and
    coordinate workforce
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13
Q

what is internal recruitment

A
  • jobs given to staff already employed
  • involves promotion and recognition
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14
Q

what is external recruitment

A
  • job centres
  • job advantages
  • recruitment agencies
  • headhunting
  • personal recommendations
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15
Q

advantages of internal recruitment

A
  • cheaper and quicker
  • familiar with how business operates
  • firm knows strengths and weaknesses
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16
Q

disadvantages of internal recruitment

A
  • limits number of potential
    applications
  • no new ideas
  • creates another vacancy
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17
Q

advantages of external recruitment

A
  • new ideas
  • larger pool of workers to pick best one
  • wider range of experience
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18
Q

disadvantages of external recruitment

A
  • longer process
  • more expensive - advertisement +
    interviews
  • may not be affective enough to reveal
    best candidate
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19
Q

benefits of training

A
  • better productivity + quality
  • more flexible
  • less supervision
  • improved motivation
  • better recruitment + retention
  • easier to implement
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20
Q

what does on-the-job training mean

A

employee receives training whilst remaining in the workplace

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21
Q

benefits of on-the-job training

A
  • most cost effective
  • employees are still productive
  • opportunity to learn whilst doing
  • training alongside real colleagues
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22
Q

disadvantages of on-the-job training

A
  • quality depends on ability of trainer
  • bad habits might pass on
  • learning environment may not be
    conducive if busy
  • potential disruption to production
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23
Q

what does off-the-job training mean

A
  • employee training that take place
    away from the work place
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24
Q

methods of off-the-job training

A
  • day or part time attendance at college
  • development courses
  • online training
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25
Q

benefits of off-the-job training

A
  • wider range of skills can be obtained
  • learn from outside specialists
  • employees more confident when
    starting
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26
Q

disadvantages off-the-job training

A
  • more expensive (transport,
    communication)
  • lost working time
  • employees have new skills - may leave
    for better jobs
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27
Q

why do businesses neglect training

A
  • fear employees will be poached by
    competitors
  • a desire to minimise short-term costs
  • cannot make a justifiable investment
    case
  • training takes time to have the disired effect
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28
Q

what does redundancy mean

A

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

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29
Q

HR options to avoid costly redundancies

A
  • freeze on recruitment - Jos lost
    through natural waste
  • short-time working or job-sharing
  • pay cuts or overtime bans to reduce
    wage costs
  • redeployment
  • encouraging early retirement
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30
Q

what is redeployment mean

A

moving employees to different jobs, departments or locations within the same business

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31
Q
A
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32
Q
A
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33
Q
A
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34
Q
A
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35
Q

what is labour retention

A

number of people that leave in a period

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36
Q

what is labour productivity

A

output per employee

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37
Q

what is absenteeism

A

number of staff who are absent from work

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38
Q

labour turnover formula

A

number of employees leaving
——————————————- X100
average number employed

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39
Q

problems of high staff turnover

A
  • higher costs
  • more pressure on remaining staff
  • disruption to production/productivity
  • harder to maintain standards, quality
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40
Q

factors affecting staff turnover

A
  • type of business
  • pay and other rewards
  • working conditions
  • opportunities for promotion
  • competitor actions
  • standard of recruitment
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41
Q

ways to improve staff turnover

A
  • effective recruitment and training
  • provide competitive pay and. other
    incentives
  • job enrichment
  • reward staff loyalty
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42
Q

key factors influencing labour productivity

A
  • extent + quality of fixed assets (IT)
  • skills, ability, motivation
  • methods of production
  • external factors
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43
Q

ways to improve labour productivity

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

problems when trying to increase labour productivity

A
  • potential trade off, higher output still
    needs best quality
  • potential for employee resistance
  • may demand higher pay for their
    improve productivity
45
Q

what is meant by absenteeism

A

an employees intentional or habitual absence from work

46
Q

formula for absenteeism

A

no. of staff absent during period
———————————————— X100
no. employed during period

47
Q

how to tackle absenteeism

A
  • understand the causes
  • set targets and monitor trends
  • have a clear sickness policy
  • provide rewards for good attendance
  • wider issues of employee motivation
48
Q

what does the organisational structure determine

A
  • who’s responsible for who
  • individuals jobs and titles
  • formal routes that communication
    flows
49
Q

what does span of control mean

A

number of employees for whom a manager is responsible

50
Q

what is wide span of control

A

larger group of people to control

51
Q

what is narrow span control

A

smaller group of people to control

52
Q

advantages of narrow span control

A
  • allows closer supervision of employee
  • more layers in hierarchy may be
    required
  • helps more effective communication
53
Q

advantages of wide span control

A
  • gives subordinates chance for
    independence
  • more appropriate if labour costs are
    significant - reduce number of
    managers
54
Q

what does span of control depends on

A
  • personality & skill/ experience of
    manager
  • size and complexity of business
  • if firm is centralised or decentralised
  • effective use of clear objectives
55
Q

what is tall hierarchy and what type of management does it fit with

A
  • structure with many levels of
    hierarchy
  • formal or bureaucratic
56
Q

key features of tall structures

A
  • narrow span of control
  • tighter control
  • higher chance of promotion
  • longer for communication to pass
  • more staff = more costs
57
Q

key features of flat structures

A
  • wide span of control
  • less direct control
  • less chance of promotion
  • more responsibility
  • vertical communication improved
  • less staff = lower costs
58
Q

factors influencing organisations structure

A
  • size of business
  • type of business
  • management and leadership style
  • the competitive environment
59
Q

what is job design

A
  • tasks and responsibility that are
    grouped into a specific job
  • big influence on labour productivity
    through motivation
60
Q

key influences on job design

A
  • maintaining quality
  • operational efficiency
  • labour retention
  • skills of workforce
61
Q

what is delayering

A

removing layers of management from the hierarchy of the organisation

62
Q

drawbacks of delayering

A
  • loss of key staff
  • lower Morales
  • increased workloads for remaining
    staff
  • often argued
63
Q

what is delegation

A

giving authority to others to make decisions

64
Q

advantages of delegation

A
  • reduces management stress + work
  • allows senior management to focus
    on key tasks
  • workers empowered and motivated
  • good method of on-the-job training
65
Q

disorganisational structures

A
  • can’t delegate responsibility
  • depends on quality of workers
  • harder in smaller firm
  • may increase work and stress
66
Q

what is empowerment

A

giving the power to do their job

67
Q

what is centralised decision making

A

decision making firmly at the top of the hierarchy

68
Q

what is decentralised decision making

A

spread out to include more junior managers in the hierarchy

69
Q

advantages of decentralised decision making

A
  • decisions are made closer to the
    customer
  • better able to respond to local
    circumstances
  • improved level of customers service
  • good way of training and developing
    junior management
  • should improve staff motivation
70
Q

disadvantages of decentralised decision making

A
  • decision making isn’t necessarily
    strategic
  • harder to ensure consistent practices
    and policies at each location
  • harder to achieve tight financial
    control risk of cost-overruns
71
Q

what are the three classic theories of motivation

A
  • Taylor
  • Maslow
  • Herzberg
72
Q

what is Taylors theory of motivation

A
  • managers should maintain close
    control and supervision over workers
  • autocratic - make all decisions
  • workers motivated by money (theory
    X)
  • pay workers on how much they
    produce
73
Q

what is Taylors overview of management

A
  • scientific approach
  • concern for productivity gains, employees seen as a resource
  • criticised for not considering
    individuals needs
  • outdated in modern business but
    elements still exist
74
Q

what’s maslows theory of motivation

A

his approach to motivation is the result of a persons attempt at fulfilling five basic needs : physiological, safety, social, esteem and self-actualisation

75
Q

what is Hezbergs theory of motivation

A

suggest that satisfaction and dissatisfaction at work are influenced by two sets of factors, hygiene and motivation

76
Q

what are other financial methods pop motivation

A
  • wages
  • salaries
  • bonus system
  • commissions
  • profit sharing
77
Q

what is piece rate payment

A

pay per item produced in a. certain period of time

78
Q

advantages of piece rate payment

A
  • requires low levels of manger supervision
  • encourages high speed production
  • provides good incentive for workers who
    are mainly motivated by pay
79
Q

disadvantages of piece rate payment

A
  • workers are focused on quantity not
    quality
  • its repetitive and demotivating
  • only set to one method
80
Q

what is overtime pay

A

additional hours worker over and above normal working hours (weekend, holidays)
pay rate is higher

81
Q

what is bonus pay

A

given out when certain performance targets have been met

82
Q

what is commission

A

a financial incentive linked to achievement of sales

83
Q

what is profit sharing

A

a system whereby employees receive a proportion of business profits

84
Q

advantages of profit sharing

A
  • creates a direct link between ay and
    performance
  • create team spirit, remove barrier between
    manager
  • workers likely to accept changes
  • improve loyalty
85
Q

advantages of share save schemes

A

clear link between sales and remuneration

86
Q

disadvantages of share save schemes

A

sales may be influenced by factors outside of employee control

87
Q

what is share save schemes

A

employees are entitled to save money to buy share at below market value

88
Q

what is performance related pay

A

increasingly popular method of paying higher wages to employees that meet certain targets

89
Q

advantages of performance related pay

A
  • senior managers can easily monitor and -
    assess individuals employee performance
    during appraisal process
  • ensure staff are all closely focused to
    company objectives
90
Q

disadvantages of performance related pay

A
  • discourage team based approach
  • can be difficult to accurately measure
    performance of some workers
  • incentives may not be lager enough to
    managers employees
91
Q

fringe (perk) benefits

A
  • items an employee receives n addition to
    their normal wage or salary
  • often increases loyalty to company as
    these benefits aren’t always taxed or are
    taxed at a reduced rate
  • more likely to recruit best people to
    company
92
Q

main noon-financial incentives

A
  • empowerment
  • praise
  • promotion
  • job enrichment
  • job enlargement
  • job rotation
  • working environment
  • team working
93
Q

what is employee representation

A

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

94
Q

legal requirements to consult with employees consist of…

A
  • proposed redundancy
  • employees transferred from one
    employer to another
  • changes to pension arrangements
  • changes to woking time
95
Q

good reasons for a formal system of employee representation

A
  • make employees views known to
    management
  • help strengthen both management
    and employees understanding
    workplace issues
  • help create an atmosphere pf mutual
    trust between employees and
    management
96
Q

benefits of employee representation

A
  • increased empowerment and
    motivation of the workforce
  • more commitment to the objectives
    and strategy
  • employee insights may lead to better
    decision making
  • lower risk of industrial disputes
97
Q

disadvantages of employee representation

A
  • time consuming, slow decision making
  • conflicts between employer and
    employee intreats may be a block to
    essential change
  • managers may feel their authority is
    being undermined
98
Q

what is a trade union

A

group of employees who join together to maintain and improve their conditions of employment

99
Q

what are trade unions main roles

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 legalisation
  • lobby for better working conditions
100
Q

two main functions of a trade union

A
  • represent and protect interest of
    employees
  • negotiate on behalf of employees with
    employer
101
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 a supportive
    partner in helping a business undergo
    significant change
102
Q

what is industrial action

A

when ,embers of a trade union organisation group that either refuses to work, or refuses to work in the way employers want

103
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
104
Q

main methods of ‘industrial action’

A
  • work to rule
  • overtime ban
  • go slow
  • strike
105
Q

how do businesses suffer from industrial action

A
  • lost sales and profits from the lost
    output
  • damage to customer satisfaction
  • damaged relationship with staff may
    adversely affect motivation,
    productivity etc
106
Q

how do employees suffer from industrial action

A
  • lost pay
  • potential loss of jobs if the action
    results in action to cut costs
  • possible loss of customer and public
    support
  • risk that illegal action will result in
    legal proceedings

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