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Business > Unit 6 > Flashcards

Unit 6 Flashcards

1
Q

Internal influences on human resource objective

A

Innovation
Effective time management

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2
Q

External factors ot human resource objectives include

A

Skills
Growth
Number of skl leavers

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3
Q

Examples of human resource objectives

A

Training uldiverity employee engagement

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4
Q

Labour turnover calculation

A

Number of staff leaving/average number of staff times 100

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5
Q

Human resource data includes

A

Labour productivity Labour turnover and retention dates

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6
Q

Retention rates

A

Measure of firms ability to keep its workforce within thr business normally for more than one year

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7
Q

Retention dates calculation

A

Number of employees serving fot more than 1 year divide by number of average number of staff times 100

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8
Q

Lavour productivity equation

A

Total output divided by number of workers

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9
Q

Employees cost as a percentage of turnover

A

Employee costs/revenue times 100

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10
Q

Employee costs as percentage of turnover be influenced by

A

Capital or labour intensive
Tertiary secondary ir primary sector

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11
Q

Labour costs per unit equation

A

Total labour costs divided by total output

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12
Q

Method of improving job design

A

Job enrichment
Job enlargement
Job rotation

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13
Q

Job enrichment

A

Increase in level of responsibility

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14
Q

Job enlargement

A

Increase in the number of responsibilities

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15
Q

Job rotation

A

Varying the tasks to reduce employee boredom

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16
Q

Empowerement

A

Greater power and control over their working lives

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17
Q

Hackman and old man’s theory

A

Unfulfilled jobs reduce motivation whilst challenging and interesting jobs will increase it

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18
Q

Five job characteristics of Hackman and Oldman theory

A

Skills variety
Task identity
Task significance
Autonomy
Feedback

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19
Q

Skill varitety

A

How many skills are used in a job

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20
Q

Task identity

A

The degree to which an individual is in charge of the entire task

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21
Q

Task signifancr

A

The importance of task to 9ther people

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22
Q

Autonomy

A

The freedom to complete a task independently

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23
Q

Feedback

A

How effective the task has been through the eyes of others

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24
Q

Three psychological states of Hackman and Oldman theory

A

Experienced meaningfulness of work
Experiences responsibility for work outcomes
Knowledge of the actual results

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25
Q

Personal ans work outcomes leading to

A

High work motivation and work performance
High satisfaction

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26
Q

Emoloy43s growth need strenth

A

Acts as a moderator by looking at how the job can lead to potential motivation in the future

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27
Q

Organisational design

A

Framework that provides a business with a structure to achieve its business

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28
Q

Organisational structure

A

The way in which the workforce within is firm is organised including job roles and communication flows

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29
Q

Organisational charts

A

P4ovidr a visual representation of the organisational structure

30
Q

Organisational design include what

A

Authority
Span
Hierarchy
Delegation
Centralisation and decentralisation

31
Q

Authority

A

Pow3r it and employer to unstruct subordinates make decisions and control the use of resources
Authority can’t be centralised or decentralised

32
Q

Human resource flow and whay includee

A

Movement of employees into the business around the business and out the business
Inflow internal flow and outflow

33
Q

Human resource flow includes

A

Human resource plan
Recruitment
Training
Re-employment
Reduncadncy

34
Q

Strategies for human resource plan

A

Training
Re-employment
Internal promotion
External recruitment

35
Q

Step 1 for human resource plan

A

Analysing current situation
Age
Ambitions
Lifestyle
Qualifications
Existing skills

36
Q

Step 2 of human resource plans

A

Predicting likely future changes
Impact of internal and external audits and trends
E.g existing staff likely to leave

37
Q

Step 3 human resource plan

A

What steps will be taken
E.g having gone through the process of working out what will be needed in the future which can then allow the business to decide on strategies needed go make transition smooth as possible

38
Q

Recruitment s8 steps

A

Identifying the vacancy
Job description
Person specification
Advertising
Receiving applications
Short listing and reference
Assessing candidates
Offering position

39
Q

Internal recruitment benefits

A

Lower recruitment costs
Quicker process
Improved promotion prospecte

40
Q

Disadvantages internal recruitment

A

Reduces talent avaialbl3
Limits number of applicants

41
Q

External recruitment benefite

A

Increases talent available
Increases number of applicants

42
Q

Disadvantages external recruitment

A

Higher recruitment costs
May upsted internal candidates that have been overlooked

43
Q

Redemployment

A

Process of offering employees whose job are at rick the opportunity to move to alternative suitable positions within an organisation

44
Q

Frederick Winslow Taylor theory

A

Believed that work3rw were not capable of understanding their tasks and should follow strict rules on how.to produced products

45
Q

Mallows hierarchy of needs

A

Based on seeing human needs as being olaved in order, each need must be fulfilled before one could move on to the next

46
Q

Herzverg

A

Job satisfaction is a key leader to motivation
If motivated lead to job satisfaction
If hygiene factors are met does not lead to motivation and therefore dissatisfaction

47
Q

Financial motiavtors

A

Commission
Salary schemes
Peice rate

48
Q

Non financial methods motuvation

A

Job enrichment
Job enlargement
Job rotation

49
Q

Factors include choices of motivation

A

Skills
Attitudes
Training level
Attitudes of managers

50
Q

5 stages of mallows theory

A

Self actualization
Esteemed need
love and belonging
Safety needs
Physiological needs

51
Q

Employee representation

A

Systems put in place to aid communication between employers and employees

52
Q

Key objectives of trade unions

A

Securing jobs
Maximising pay
Ensuring sage and acceptable conditions

53
Q

Unions work with employees and employers to

A

Enhance busines performance
Improve international competitiveness
Implement change
Lower labour turnover

54
Q

Industrial sanction

A

When employees take sanctions to impose pressure on the employer

55
Q

What is a trade union

A

National organisations with a remit to protect its members and improve their economic and working conditions

56
Q

Examples of industrial action

A

Work to rule
Strike

57
Q

Job design

A

Aim to improve job satisfaction and a sense of personal achievement by reducing repetitive and melanistic aspects or work and increasing variety, challenge and responsibility in work

58
Q

Span of control

A

The amount of subordinates a manager is required to supervise directly

59
Q

Features of tall structures with narrow spans of control

A

More promotions due to more layers
Narrow spans allow tight control
Longer chain of command means longer process
Important info may be lost

60
Q

Features of flat structure with wide spans of control

A

Individual managers have less time for each subordinate
Mor Delegation means staff are given greater responsibility and more opportunity to use their ability
Shorter chain means shorter decision making
Communication is easier

61
Q

Delegation

A

Passing authority down the hierarchy from a manager to subordinate

62
Q

Advantages or delegation

A

Freesup management time
Motivation
Local knowledge
Flexibility

63
Q

Limitations of delegation

A

Less common in small firms
Customer expectations
Crisis situations

64
Q

Difference between centralisation and decentralisation

A

Centralised has greater degree of central control keeping control at top of hierarchy while decentralised involves greater degree of delegates authority to the regions or to subordinates

65
Q

Advantages of centralisation

A

Consistent policies on marketing
Every branch of a retail business is identical meaning customers know what to expect

66
Q

Disadvantages of centralisation

A

Manager of local branch may have better knowledge
Lack of decision making may affect motivation

67
Q

Advantages of decentralisation

A

Empower local managers
Flexibility should improve as organisation becomes more responsive to changing customerss demands
Local knowledge of managers may mean promotions are targeted more accurately

68
Q

Disadvantages of decentralisation

A

Customers may not like the reduction in uniformity of branches

69
Q

Influences on organisational design, delegation, centralised and decentralised

A

Business objectives
Size of organisation
Nature of organisation
Skill and experience of workforce

70
Q

Internal and external influence on hr plans

A

Financial position of organisation
Organisations marketing and production plans

Internal labour supply

Business (8 decks)

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