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business > unit 6 - decision making to improve human resource performance > Flashcards

unit 6 - decision making to improve human resource performance Flashcards

1
Q

HR Objectives

A

employee engagement, talent development, training, diversity, aligning values, location and skills

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2
Q

Internal Influences On HR Objectivess

A

objectives of the business, department objectives, internal funding

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3
Q

External Influences On HR Objectives

A

legal considerations, technological advancements, ethical considerations

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4
Q

Employee Engagement

A

the connection between a business employees and its missions and objectives

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5
Q

Employee Involvement

A

employees are able to have their say on decisions and actions that affect their working lives

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6
Q

Hard HRM

A

where employees are seen simply as a resource, not trusted and supervised closely

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7
Q

Advantages Of Hard HRM

A

retain full control, increased efficiency, quick decision making, adapt quickly

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8
Q

Disadvantages Of Hard HRM

A

employees not contributing full potential, higher burnout, lower job satisfaction

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9
Q

Soft HRM

A

where employees are recognised as the most important resource within a business, trusted and given chances to develop

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10
Q

Advantages Of Soft HRM

A

empowers employees, increase production and efficiency, reduced turnover, positive work environment

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11
Q

Disadvantages Of Soft HRM

A

higher chance of mistakes, lower adaptability

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12
Q

Labour Turnover

A

the percentage of staff that leaves per year

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13
Q

Retention

A

the percentage of staff that stays at the business per year

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14
Q

Advantages Of Low Staff Turnover

A

experienced employees remain in the business, lower training and recruitment costs

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15
Q

Disadvantages Of Low Staff Turnover

A

fewer opportunities to recruit new talents and ideas

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16
Q

Labour Productivity

A

measure of the units produced by an employee

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17
Q

Employee Costs As A Percentage Of Turnover

A

the amount of revenue being spent on staff

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18
Q

Labour Cost Per Unit

A

shows the cost of labour for every one unit produced

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19
Q

Job Design

A

an employers creation and planning of a job considering the jobs aspects

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20
Q

Aspects Of Job Design

A

roles and responsibilities, systems and methods used, relationships between employer and employee

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21
Q

Influence On Job Design

A

business objectives, the individual employees, available resources and market research

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22
Q

Job Englargement

A

when an employer increases the number of jobs one employee is responsible for

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23
Q

Job Enrichment

A

when an employer provides an employee with jobs which are more complex and challenging

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24
Q

Job Empowerment

A

when an employer gives an employee more motivation over their job

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25
Job Rotation
an employer allowing another employee to move from one role to another regularly
26
Organisational Structure
the way a business is arranged to carry out its activities
27
Organisational Design
involves making sure an organisation is designed appropriately to increase chances of meeting aims and objectives
28
Aspects Of Organisational Design
authority, spans on control, hierarchies, delegation and de/centralisation
29
Hierarchy
the number of layers of authority in an organisation
30
Spans Of Control
number of people who report directly to a supervisor or manager
31
Centralisation
decision making power is held by a small number of people
32
Decentralisation
decision making power is distributed throughout the business to staff with expertise
33
Delegation
a manager passing responsibility to an employee below them in the hierarchy
34
Chain Of Command
the line of communication and authority existing within a business
35
Human Resource Plan
assesses the current and future capacity of a business workforce and sets out actions necessary to meet future hr needs
36
Human Resource Flow
the movement of employees through an organisation, starts with recruitment
37
Recruitment
recruit or employ new employees when the HR plan identifies a gap in their skillset of employees
38
Training
used to improve and develop the skills of employees
39
Redeployment
used to move staff around the business according to business needs and demands
40
Redundancy
used when the skills of current employees are no longer required and the role no longer exists
41
Dismissal
when an employer terminates an employees contract of employment
42
Advantages Of Engaged Employees
greater productivity, promoting the business, trust between employees and employers
43
Taylors Theory On Motivation
piece-rate pay, employees should be paid based on the amount of output they have produced
44
Advantages Of Taylors Theory
improves productivity
45
Disadvantages Of Taylors Theory
lower quality, employees may become bored
46
Maslows Theory
hierarchy of needs (psychological needs, safety needs, belongingness, esteem needs and self-actualisation
47
Self-Actualisation
when a business gives employees the opportunity to meet their full potential
48
Esteem Needs
when a business gives employees opportunities for promotion and celebrating their success
49
Belongingness
when a business gives employees opportunities to build relationships with teamwork and social interactions
50
Safety Needs
when employees have job security and a safe working environment
51
Physiological Needs
when a business offers to pay employees so that they can afford food and accomodation
52
Advantages Of Maslows Theory
offers a structured approach for a business
53
Disadvantages Of Maslows Theory
assumes employees will place the same importance on each need
54
Herzbergs Theory
two factors (motivating and hygiene)
55
Hygiene Factors
prevents employees becoming demotivated (safe conditions, pay, relationships and clear policies)
56
Motivational Factors
these will motivate employees (opportunities for recognition, achievement and responsibility)
57
Advantages Of Herzbergs Theory
offers a structured approach to improving motivation
58
Disadvantages Of Herbergs Theory
assumes employees place the same value on each factor
59
Employer Brand
a business reputation as an employer
60
Appraisal
process of evaluating a individual employees performance
61
Financial Incentives
profit sharing, salary schemes, performance-related pay, shares, piece rate
62
Commission
pay based on the amount of goods an employee sells
63
Piece Rate
system where employees are paid according to the quantity of a product they produce
64
Non-Financial Incentives
healthcare, gym membership, free childcare
65
Employee Welfare
broad term covering wide range of facilities that are essential for the well being of employees
66
Influences On Incentives
financial position, demand of employees, competitors
67
Trade Unions
organisation of workers established to protect and improve economic position and working conditions of its members
68
Collective Bargaining
negotiations between management and employee representatives
69
Arbitration
a procedure for the settling of a dispute under which parties agree to be bound by the decision of a third party
70
Conciliation
method of resolving disputes in which a neutral third party encourages the continuation of negotiations
71
Industrial Dispute
a disagreement between an employer and its employees

business (11 decks)

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