Unit 6- Human Resource Performance Flashcards
Human Resources
The people of a business or organisation regarded as a significant asset in terms of skills and abilities
Aim
A long term goal a business wants to achieve
Objective
A step to help achieve the long term aim
Hard HR
•Treats employees as a resource to be monitored and used efficiently to achieve strategic objectives
•Linked to authoritarian or autocratic leadership styles
Soft HR
•Treats employees as a valuable asset, a major source of competitive advantage which is vital to achieving strategic objectives
•Linked to democratic leadership style
Labour turnover
The proportion of employees leaving a business over a period of time (usually a year)
No. Employees leaving over given time/ average no. Employed over a given period x100
Retention rates
The proportion of employees with a specified length of service (normally a year+) as a proportion of the total workforce
No. Employees with a year+ service/ overall workforce numbers x100
Absenteeism
The proportion of employees not at work on a given day
Number of staff absent/ number of staff in total x100
Employee costs as a percentage of revenue
Measures the percentage of sales revenue needed to cover labour costs
Employee costs/ sales revenue x100
Labour productivity
The measure of output per worker in a given time period
Output per period/number of employees per period
Labour costs per unit
A measure of the average labour costs involved in producing one unit of output in a given time period
Total Labour costs/ total units of output
Empowerment
A series of actions designed to give employees greater control over their working lives
Job design
The process of deciding on the content of the job in terms of its duties and responsibilities
What are the 5 job characteristics of Hackman and oldhams model?
•skill variety
•task identity
•task significance
•autonomy
•job feedback
HR flow
The process by which employees pass in and out of an organisation
Recruitment
The process by deciding who will fulfil a specific job role
Contract of employment
A legal document stating the hours of work, rates of pay, duties and other conditions under which person is employed
Delayering
The removal of one or more levels of hierarchy from a business organisational structure
Organisational charts
They are diagrams that show the internal structure of the business
Span of control
How many employees a manager has control/responsibility of
Chain of command
How many layers an organisation has
Matrix structure
Individuals work across teams and projects as well as within their own department or function
Advantages and disadvantages of delayering
+cuts costs
+better communication
+more efficient decision making
-more responsibilities (may become overwhelming
-staff may feel unstable
-teamwork may not be as good
-lose experienced staff
Job analysis
The process of creating roles as responsibilities to create a job role and personal specification
Person specification
A list of desired attributes required in a candidate
Job description
A list of roles and responsibilities in a job role
Application form
Created by the business to ask questions specific to business needs
CV
(curriculum vitae)
Outlines your personal qualifications/experience
Psychometric tests
Online tests created by psychologists to assess personality traits
Assessment centre
A group assessment process to assess candidates ability to work as a team
Redeployment
Moving an employee to another section of the business to achieve short-term needs
Redundancy
Business dismisses an employee because the business no longer needs someone for a specific job
The job is no longer needed, not the fault of the employee
Training
The process of instructing an individual about how to carry out tasks directly related to their current job
What are the 3 types of training?
• induction
• on the job
• off the job
Induction training
First day training
On the job training
Instructing employees at their workplace
(Being placed with another member of staff for a day/week)
Off the job training
Training at a training centre or going on a course
Remuneration
Payment via wages and salaries
Bonuses
Extra payment depending on overall business performance
Commission
Extra pay depending on number of sales made
Promotion
Opportunity to progress in the organisational hierarchy
Fringe benefits
Extra incentive to work for a business
Eg. Health care
Key points of Taylor’s theory (Taylorism)
•workers are only motivated by pay
•most efficient way of completing a task (eg. assembly line)
•breaking down jobs (simple and repetitive)
Key points of maslows hierarchy of needs
Making sure staff feel secure to be able to get the most out of your workers
What are the 5 levels of maslows hierarchy of needs?
Self-actualisation
Esteem
Belonging/social
Safety
Physiological needs
Key points of herzbergs theory
-two factors (hygiene and motivational)
-hygiene factors need to be met (social,fair pay,safety)
What did mayo discover?
That workers were concerned with more than just pay
Employees were also motivated by working in teams and having communication
McGregor theory x
•employees are closely supervised
•only desire money
•must be pushed to perform
McGregor theory y
•employees seek responsibility
•seek independence
•motivated by self-fulfilment
Motivator factors
(herzberg)
Factors that can act to motivate employees
Hygiene factors
(herzberg)
Factors that can reduce job dissatisfaction but can not motivate on their own
