Unit 6 Flashcards
how do you calculate labour productivity
output per period/no of employees
- HR needs to look at this before making decisions on training recruitment and pay
- employing a diverse wf so all employees feel engaged&motiated = < absenteeism and >poductivity
- if l.p ^ might reward bonuses/^ salaries = keep motivation > and know hard work is valued
- if l.p < , might retrain, offer bigger incentives or replace with more skilled staff
- complare with competitor and possible benchmark their methods
pros/cons of tall structure
pros:
- narrow span of control = closer supervision & effective communication & less stress as narrow inflence
- higher chance of promotion
cons:
- long chains of command=poor communication and slower decision making
- if span of control is too narrow workers can be demotivated - micromanaged
pros/cons of flat structure
pros:
- better commnication
- wide span of control = more independent & less managers = lower costs
- fast decision making
cons:
-wide span of control can overwhelm managers and find hard to manage/communicate effectively
benefits of motivated workforce
-more productive, more aligned with company objectives, prepared to go above and beyond for the company
-more loyal = < l.t / absences =
(nt fini) (p90)
how to calc labour turnover/retention
l. t (%)= no. of staff leaving/average no. of staff employed x100
- ^delegation, job enrichment, higher wages and better training
- unemployement lvls, poor motivation, low wages
l. r (%)= no.staff employed at end of period - no. of leavers / no. of staff employed at end of period x100
- improving induction process, highlight the opp available to all employees and reinforce values and goals so employee feel incl and valued
pros/cons of financial motivation
piece rate
-quantity easily measured
p-can motivate for high quantity
c-quality,morale can suffer
salary schemes
-min time to produce a certain am of work
p-can motivate to do quickly
c-cant earn extra money
commission
-oft in sales roles - rewarded for certain products
p-^motiv+performance
c-lead to overselling/customers feeling overwhelmed
c-business doesnt know labour costs will be
performance-related pay
p-motivated to meet own targets and ensure businss meets its objectives
c-demoralisation if only certain ppl get ^pay when whole business doing well
fringe benefits
p-^loyalty
p-effective recruitment/retention strategy
profit share
-^ loyalty & sense of team spirit
FW Taylor
- workers motivated by money
- scientific management task done by right worker and every employee worked most efficiently
- division of labour-small repetitive tasks w managers taking responsibility for wf
- beleived in paying according to quantity prodc and financial incentives motivated workers&raise productivity
- ^productivity=fewer needed=job insecurity
- ^productivity lead to reduction in quality, supervisors needed to monitor efficiency and quality control
- (piece rate pay)
Maslow’s Hierarchy of Needs
- meeting needs at bottom of pyramid and once they’ve sorted those needs they can move on the next level up
- basic physical needs(pay&dry enviroment), safety(health and safety polices/secure employment contracts), social needs(team-working&social outing), self esteem(recognition&promotion), self actualisation(opps to develop new skills and take responsibility.
Herzberg’s hygeine and motivating factors
- Hygiene factors eg good company policy, supervision, working cond, pay, relations w employees. Dont motiavate as such but if bad workers get dissatisfied
- Motivating Factors eg interesting work, personal achievement, recognition of achievement, scope for more responsibility and personal development.
- oft criticized for being based on a small sample of ppl and doesn’t consider ppl have diff hygiene and motivation needs
Hackman and Oldham
-five key element=wroker motivation,>invl, ^performance,
