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A-level business > Unit 6 Human Resources > Flashcards

Unit 6 Human Resources Flashcards

1
Q

What is HR

A

Implementation of strategies to manage people for optimum business performance

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2
Q

Roles of HR

A

selection, hiring, firing
motivation, retention, training
redundancy and career planning

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3
Q

Employee engagement

A

The level of commitment an employee shows to their work and the business as a whole

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4
Q

Employee involvement

A

The amount of contributions an employee provides to their working practices and decision making

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5
Q

Benefits of high engagement and involvement

A

Higher productivity, lower turnover

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6
Q

Talent development

A

Business identifying those individuals who have potential to help improve the business in the future

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7
Q

Training

A

Process of equipping employees with the skills and knowledge to carry out their jobs effectively

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8
Q

diversity

A

recognising all employees are different however making sure these differences aren’t discriminated against

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9
Q

Alignment of values

A

Pulling values of employees together to focus on achieving one common aim

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10
Q

What is soft Human resource management

A

Where employees are treated as the most important part of the business, where they provide a competitive advantage

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11
Q

What is hard HRM

A

Treats employees simply as a resource - cost focused

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12
Q

features of soft HRM

A

strong communication, competitive pay structure, appraisal systems, empowered employees

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13
Q

features of hard HRM

A

high labour turnover, minimal pay, one way communication, little empowerment

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14
Q

Influences on HRM

A

Type of business, industry
Leadership style
Finances available
Skillset of staff

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15
Q

Labour productivity calc

A

Output/number of employees

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16
Q

Labour cost per unit

A

Total labour costs/output

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17
Q

Employee costs as a percentage of turnover

A

(Total labour costs/ revenue) x100

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18
Q

What is labour turnover

A

The percentage of employees who leave a business over a period of time

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19
Q

Labour turnover calc

A

(number of employees who leave the business/total staff employed) x100

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20
Q

Which type of businesses experience high turnover of labour

A
  • Seasonal businesses
  • Low paying jobs
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21
Q

What are the negative consequences of high labour turnover

A
  • High costs of re-selecting staff and re-training
  • Loss of experience
  • Lower productivity
  • Low motivation
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22
Q

How to reduce high turnover

A

Better pay, soft HRM, better motivation methods, more promotion and careers development opportunities

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23
Q

What does a business structure show

A

Individual job titles and roles, authority and responsibility

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24
Q

Chain of command

A

Describes the lines of authority within a business

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25
Q

Span of control

A

The number of employees a manager is responsible for

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26
Q

What is a functional organisational structure

A

Organisation is divided into specialist departments - marketing, operations, finance, HR

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27
Q

Positive of a functional structure

A

Promotes specialisation and expertise
Increases efficiency and productivity

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28
Q

Negative of a functional structure

A

Minimal collaberating between function
Less flexibility

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29
Q

What is a product based organisational structure

A

Organisations are divided according to the products it produces

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30
Q

Positives of a product based org. structure

A

Clear product focus - encouraging innovation

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31
Q

Negative of a product based org. structure

A

Duplication of efforts due to multiple teams - increasing costs

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32
Q

What is a regional org. structure

A

When an organisation is divided based on geographical locations

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33
Q

Positive of regional

A

Allows for a localised approach - so consumer needs are better met

34
Q

What is a matrix org. structure

A

When an organisation is both functional and product based

35
Q

What are the positives of matrix structure

A

Best of functional and product pros

36
Q

What are the negatives of matrix structure

A

Complicated and confusing

37
Q

Influences on span of control

A

Type of job - how much supervision
How much input is needed from managers
Can staff be trusted

38
Q

Benefits of a wide span of control - flat structure

A

Fast communication, flexibility to delegate, lower costs

39
Q

Benefits of narrow span of control
- tall structure

A

More direct communication, higher productivity, more promotion opportunities

40
Q

What is delegation

A

Passing authority and tasks to a subordinate

41
Q

What is a centralised structure

A

When authority rests with senior management at the top of the business

42
Q

Advantages of centralised structure

A
  • Consistency of g/s produced
  • Centralised purchasing - EoS
  • Quick decisions
  • Control
43
Q

Disadvantages of centralised

A
  • Products are too generic
  • Products aren’t specialised to local needs
  • Minimal flexibility and autonomy
44
Q

Decentralised structure

A

When authority is passed further down the hierarchy

45
Q

Advantages of decentralised

A

Products adapted to local market
Local suppliers
Higher motivation

46
Q

Disadvantages of decentralised

A

Duplication of roles
Longer decision making
Only works if staff are skilled
No consistency over products

47
Q

Influences on organisational design

A

Customer expectations on consistency of g/s
Leadership style
Workforce ability to make decisions

48
Q

Delayering

A

Removing one or more layers of a heirarchy

49
Q

Motivation

A

Initiates goal orientated behaviour

50
Q

Benefits of a highly motivated workforce

A

Higher productivity, lower absenteeism, lower turnover, improved workplace relations

51
Q

Taylor’s motivational theory

A

People are motivated by money - performance should be linked to a financial reward - piece rate

52
Q

Herzberg’s motivational theory

A

Employees motivation is relient on two factors: hygiene and motivating factors

53
Q

What are hygiene factors

A

Salary (base pay), working conditions, workplace relations.
These decrease job satisfaction when not in place

54
Q

What are motivating factors

A

Recognition and achievement, these make employees more productive and committed

55
Q

Maslow’s motivating theory

A

Employees are working to fulfil specific needs. Employees are motivated by these needs which follow a hierarchy

56
Q

Maslow’s hierarchy of needs

A

Self actualisation, self-esteem, social, safety, physiological

57
Q

Human resource flow

A

The hiring (inflow), movement (internal flow) and dispersing of staff (outflow)

58
Q

Workforce planning

A

Identifying future workforce needs and then taking action - training, recruitment, redundancies

59
Q

Recruitment

A

Process of gathering potential employees for the selection process

60
Q

Internal recruitment

A

Recruiting from within the business

61
Q

External recruitment

A

Recruiting from outside the business

62
Q

Selection

A

Process of narrowing down candidates in order to decide who is best for the job

63
Q

Selection methods

A

Interviews, CV, application forms, tests, references, group activities

64
Q

Training

A

Improving skills and knowledge of employees

65
Q

Benefits of training

A

Improved human resource performance measure: productivity, turnover
Less supervision
Quality

66
Q

Redeployment

A

Moving an employee to a different job role, department or location

67
Q

Reasons for redeployment

A

Changing structure of business
Avoid redundancies

68
Q

Difference between redundancy and dismissal

A

Dismissal is due to performance or disciplinary reasons
Redundancy is when the job is no longer needed

69
Q

Which motivational theorist emphasised pay

A

Taylor

70
Q

What did maslow and herzberg belief about financial motivators

A

They are a basic requirement

71
Q

Methods of financial motivation

A

Piece rate, commission, performance related pay (bonus)

72
Q

Advantages of financial methods of motivation

A

Linked to efficiency - productivity gains
Save costs e.g. from turnover by motivating financially

73
Q

Disadvantage of financial motivators

A

-focus on quantity rather than quality
- No guaranteed income - safety need not fufilled

74
Q

Examples of non financial motivators

A

Praise, empowerment, working conditions, promotion

75
Q

What can poor industrial relations leads to

A

Industrial disputes (conflicts) and industrial action (strikes)

76
Q

Consequences of poor industrial relations

A

Increased absenteeism and turnover
Reduced reputation, productivity and customer service

77
Q

Employee representation

A

Involving employees in the decision making process

78
Q

Employee representatives

A

Where the views of employees are represented by a smaller group. Occurs in large businesses due to the inability to manage all employees views

79
Q

Trade union

A

External organisations that represent employees in an occupation

80
Q

Collective bargaining

A

Used by trade unions. Its the way trade unions negotiate with employers on the behalf of their members

81
Q

Reasons for a decline in trade unions

A

More people self employed
Better conditions
High cost
People aren’t prepared to strike

A-level business (5 decks)

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