Unit 6 Flashcards
Internal influences on human resource objective
Innovation
Effective time management
External factors ot human resource objectives include
Skills
Growth
Number of skl leavers
Examples of human resource objectives
Training uldiverity employee engagement
Labour turnover calculation
Number of staff leaving/average number of staff times 100
Human resource data includes
Labour productivity Labour turnover and retention dates
Retention rates
Measure of firms ability to keep its workforce within thr business normally for more than one year
Retention dates calculation
Number of employees serving fot more than 1 year divide by number of average number of staff times 100
Lavour productivity equation
Total output divided by number of workers
Employees cost as a percentage of turnover
Employee costs/revenue times 100
Employee costs as percentage of turnover be influenced by
Capital or labour intensive
Tertiary secondary ir primary sector
Labour costs per unit equation
Total labour costs divided by total output
Method of improving job design
Job enrichment
Job enlargement
Job rotation
Job enrichment
Increase in level of responsibility
Job enlargement
Increase in the number of responsibilities
Job rotation
Varying the tasks to reduce employee boredom
Empowerement
Greater power and control over their working lives
Hackman and old man’s theory
Unfulfilled jobs reduce motivation whilst challenging and interesting jobs will increase it
Five job characteristics of Hackman and Oldman theory
Skills variety
Task identity
Task significance
Autonomy
Feedback
Skill varitety
How many skills are used in a job
Task identity
The degree to which an individual is in charge of the entire task
Task signifancr
The importance of task to 9ther people
Autonomy
The freedom to complete a task independently
Feedback
How effective the task has been through the eyes of others
Three psychological states of Hackman and Oldman theory
Experienced meaningfulness of work
Experiences responsibility for work outcomes
Knowledge of the actual results
Personal ans work outcomes leading to
High work motivation and work performance
High satisfaction
Emoloy43s growth need strenth
Acts as a moderator by looking at how the job can lead to potential motivation in the future
Organisational design
Framework that provides a business with a structure to achieve its business
Organisational structure
The way in which the workforce within is firm is organised including job roles and communication flows
Organisational charts
P4ovidr a visual representation of the organisational structure
Organisational design include what
Authority
Span
Hierarchy
Delegation
Centralisation and decentralisation
Authority
Pow3r it and employer to unstruct subordinates make decisions and control the use of resources
Authority can’t be centralised or decentralised
Human resource flow and whay includee
Movement of employees into the business around the business and out the business
Inflow internal flow and outflow
Human resource flow includes
Human resource plan
Recruitment
Training
Re-employment
Reduncadncy
Strategies for human resource plan
Training
Re-employment
Internal promotion
External recruitment
Step 1 for human resource plan
Analysing current situation
Age
Ambitions
Lifestyle
Qualifications
Existing skills
Step 2 of human resource plans
Predicting likely future changes
Impact of internal and external audits and trends
E.g existing staff likely to leave
Step 3 human resource plan
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
Recruitment s8 steps
Identifying the vacancy
Job description
Person specification
Advertising
Receiving applications
Short listing and reference
Assessing candidates
Offering position
Internal recruitment benefits
Lower recruitment costs
Quicker process
Improved promotion prospecte
Disadvantages internal recruitment
Reduces talent avaialbl3
Limits number of applicants
External recruitment benefite
Increases talent available
Increases number of applicants
Disadvantages external recruitment
Higher recruitment costs
May upsted internal candidates that have been overlooked
Redemployment
Process of offering employees whose job are at rick the opportunity to move to alternative suitable positions within an organisation
Frederick Winslow Taylor theory
Believed that work3rw were not capable of understanding their tasks and should follow strict rules on how.to produced products
Mallows hierarchy of needs
Based on seeing human needs as being olaved in order, each need must be fulfilled before one could move on to the next
Herzverg
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
Financial motiavtors
Commission
Salary schemes
Peice rate
Non financial methods motuvation
Job enrichment
Job enlargement
Job rotation
Factors include choices of motivation
Skills
Attitudes
Training level
Attitudes of managers
5 stages of mallows theory
Self actualization
Esteemed need
love and belonging
Safety needs
Physiological needs
Employee representation
Systems put in place to aid communication between employers and employees
Key objectives of trade unions
Securing jobs
Maximising pay
Ensuring sage and acceptable conditions
Unions work with employees and employers to
Enhance busines performance
Improve international competitiveness
Implement change
Lower labour turnover
Industrial sanction
When employees take sanctions to impose pressure on the employer
What is a trade union
National organisations with a remit to protect its members and improve their economic and working conditions
Examples of industrial action
Work to rule
Strike
Job design
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
Span of control
The amount of subordinates a manager is required to supervise directly
Features of tall structures with narrow spans of control
More promotions due to more layers
Narrow spans allow tight control
Longer chain of command means longer process
Important info may be lost
Features of flat structure with wide spans of control
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
Delegation
Passing authority down the hierarchy from a manager to subordinate
Advantages or delegation
Freesup management time
Motivation
Local knowledge
Flexibility
Limitations of delegation
Less common in small firms
Customer expectations
Crisis situations
Difference between centralisation and decentralisation
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
Advantages of centralisation
Consistent policies on marketing
Every branch of a retail business is identical meaning customers know what to expect
Disadvantages of centralisation
Manager of local branch may have better knowledge
Lack of decision making may affect motivation
Advantages of decentralisation
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
Disadvantages of decentralisation
Customers may not like the reduction in uniformity of branches
Influences on organisational design, delegation, centralised and decentralised
Business objectives
Size of organisation
Nature of organisation
Skill and experience of workforce
Internal and external influence on hr plans
Financial position of organisation
Organisations marketing and production plans
Internal labour supply
Maslows physiological needs
Requirements for food clothes and shelter e.g having an income in order to aquite these thinge
Maslows safety needs
Need for security and freedom from danger and anxiety
Social needs
The desire for friendship love and sense of belonging meaning being part of the team
Esteem needs
Need to have self respect and receive positive feedback to gain recognition status
Esteem needs
Need to have self respect and receive positive feedback to gain recognition status
Self actualization
The need to fulfill one potential through actions and achievement
Value of maslows theory
Broad assumptions everyone has same needs
May not need to be part of tram to be motivated
Herbert’s factors that motivate and give job satisfaction
Sense of achievement
Recognition fir effort and achievement
Nature of work itself
Responsibility
Promotion and improvement oppurunities
Here very higeine and maintenance factors
Company policy and administration includes paperwork
Supervision
Pay
Interpersonal relations
Working conditions
Value of herzverygs theory
Made conclusions and samples of 200 accountants and engineers so not everyone
Wage increased and improvement conditions of work are rarely sufficient to products a highly motivated workforce
