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Business > Unit 6 (not on paper 3) > Flashcards

Unit 6 (not on paper 3) Flashcards

1
Q

types of HR objectives (not in exam)

A
  • labour productivity
  • employee engagement
  • training
  • diversity
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2
Q

soft HR (not in exam)

A

sees employees as more important than any other resource available to managers.
democratic in nature
motivation = delegation, empowerment
- managers consult with employees
- emphasis on training
- delayering gives control to employees over working life

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3
Q

hard HR (not in exam)

A 
like any other resource in the business
autocratic 
motivation = pay
- paid as little as possible 
- employees only have limited control over working life 
- downward communication 
- judgemental appraisal
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4
Q

labour productivity not on paper 2

A

total output per time period / no. of employees at work

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5
Q

labour turnover + causes not on paper 2

A

no. staff leaving a year / avg no. of staff x 100

causes?

  • regional unemployment levels
  • poor motivation
  • low wages
  • lack of promotion opportunities
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6
Q

what will a human resource plan include?

ELLUW not on paper 2

A
  • no. of employees currently
  • labour productivity
  • current forecast of labour costs
  • expected rate of unemployment
  • forecast wage rates for potential employees
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7
Q

Hackman + Oldman not on paper 2

A

key elements of a motivating - skill variety

  • Task significance ie working on something with overall significance to the business
  • Task identity ie sense of competition
  • Autonomy ie independence to make own decisions on how they work
  • Feedback ie employees receive info on their quality of work
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8
Q

key factors in organisational design:

HSDAC/D not on paper 2

A
  • levels of hierarchy
  • span of control
  • delegation
  • authority
  • centralisation + decentralisation
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9
Q

delegation

adv + disadv of delegation: not on paper 2

A

giving responsibility for decision making -> needs trust
+ speed up + improve quality of decision making
+ can reduce workloads of senior + middle managers
+ improves skills of junior employees
- costs of training
- inappropriate where authoritarian styles are used as managers may be unwilling to pass control to employees
- not suitable in a crisis

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10
Q

advantages of decentralisation not on paper 2

A
  • provides junior employees with opportunity fulfil needs such as achievement -> improve motivation
  • reduces workload -> focus on LT issues
  • customers may benefit as business meets their needs more fully as junior employees have better understanding
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11
Q

motivation

A

will to work due to enjoyment of work itself

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12
Q

Taylor

A

external factor achieved through money, employees should be closely supervised + paid piece rate. time + motion studies determine efficient means of production
scientific school

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13
Q

Mayo

A

sociological theory -> motivated by meeting social needs. more attention given to social dimension of work
Hawthorne effect -> employees responding to amount of attention they were receiving

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14
Q

Maslow

A

physiological needs -> food + water
security needs -> safe + secure working environment
social needs -> teamworking + contact w employees
esteem needs -> achievement, recognition
self actualisation -> fulfil ones potential

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15
Q

herzberg

A

motivators: personal achievement, recognition, responsibility, interest in work, growth + advancement
hygiene: company policy, supervisor, working conditions, salary, relationship w employees

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16
Q

Quality not on paper 2

A

Extent to which a product meets customers’ needs

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17
Q

Diversity not on paper 2

A

Refers to recognising the differences between individual employees + also the differences that may exist between different groups of employees

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18
Q

Why is there increased interest for talent? not on paper 2

A
  • overcoming pressures of succeeding in increasingly competitive global markets
  • Coping w shortages of certain skilled employees
  • Growing need for highly specialist + creative employees
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19
Q

How do diversity objectives offer benefits to the business?

not on paper 2

A
  • Can increase talent within business, enhancing performance.
  • A more diverse workforce can have also understand needs of markets which may be compromised of diverse consumers.
  • Can become attractive employer branding + can help to attract highly talented and skilled employees
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20
Q

Output per employee = not on paper 2

A

Total value of output/ total no. of employees

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21
Q

Unit labour cost = not on paper 2

A

Total labour costs / quantity of output

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22
Q

What may cause high labour turnover? not on paper 2

A 
boring job
Relative low pay
Inadequate training
Poor work place relations
Demotivated workforce
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23
Q

What is a negative of very low labour turnover? not on paper 2

A
  • Stagnation

- Staleness of ideas

24
Q

Ways of reducing labour turnover: not on paper 2

A 
better recruitment process
Induction
Training 
Exit interviews
Job variety
25
Q

What is empowerment? not on paper 2

A

Gives employees opportunity to decide how to carry out their duties + how to organise their work. Involves redesigning employees jobs to allow them greater control over working lives

26
Q

Levels of hierarchy not on paper 2

A

Refers to the no. of layers of authority within an organisation.

27
Q

Span of control not on paper 2

A

No. Subordinates directly responsible to a manager

too wide = managers struggle
too narrow = workers demotivated, feel micro managed

28
Q

Delegation not on paper 2

A

Passing down of authority through the organisation

29
Q

Advantages + disadvantages of delegation not on paper 2

A

+ speed up + improve quality of decision making
+ Reduce workloads of senior + middle managers, can focus on key tasks to improve their performance
- costs of training
- Inappropriate in some organisations where leadership styles are authoritarian

30
Q

Centralisation not on paper 2

A

Most decisions are made by head office or senior staff. Local branches must work to strict guidelines issued by head office. Normally associated with a taller hierarchical structure.

31
Q

Decentralisation not on paper 2

A

Gives greater authority to employees lower down the organisational structure.

32
Q

What are the benefits of decentralisation? not on paper 2

A
  • junior employees opportunity to fulfil needs such as achievement + recognition through working
  • Reduces work load on senior managers, allowing them to focus on long term issues
  • Customers may benefit by having more decisions made locally which encourage business to meet needs fully
33
Q

Why might some businesses retain centralised organisations? not on paper 2

A
  • senior mangers like to remain control of business
  • May reflect the preferred management of business
  • The skill of the workers eg low skilled
34
Q

how does training help firms?

A
  • Raises firms productivity, lowering average costs + improving quality + customer service
  • Boosts employees motivation, reducing absenteeism + labour turnover
  • Core component of HRM + assist organisation in achieving strategic objectives
  • A reputation for training will assist organisations in attracting + retaining high quality employees
35
Q

Redundancy + reasons not on paper 2

A

Takes place when an employee is dismissed because a job no longer exists

  • a business closes down
  • Jobs are replaced by new technology
  • Business moves some of its operations overseas + some jobs lost as consequence
36
Q

What does motivated workers lead to?

A
  • increased staff retention rates + reduce labour turnover + absentee rates -> reduce Acs as lower costs of recruitment + training
  • increased productivity -> lower AC -> lower price if demand = elastic, or increased PM if demand = inelastic
  • Deliver high quality goods + services -> higher level of customer service -> boost brand image
37
Q

Theorist opinions of pay on motivation

A

Taylor - primary factor
Maslow - a reward permitting employees to meet lower needs on their hierarchy
Herzberg - a hygiene factor

38
Q

Appraisal

A

Process of considering + evaluating the performance of an individual employee

39
Q

High levels of engagement can results in…

A

low absenteeism
Low labour turnover
Good relations between managers + employee

40
Q

Flatter organisation not on paper 2

A

= wider span of control -> empowerment + enrichment but harder to motivate by promotion

41
Q

Taller hierarchies not on paper 2

A

= use financial methods of motivation. Vertical communication essential as recognises importance of individuals

42
Q

adv of high labour turnover not on paper 2

A
  • new ideas

- natural wastage can help reduce costs

43
Q

disadvantage of high labour turnover not on paper 2

A
  • lack of loyal staff

- loses trained staff

44
Q

labour retention rate % = not on paper 2

A

no of staff employed at end - no of leavers / no of staff at the start x 100

45
Q

employee costs as a % of turnover = not on paper 2

A

employee costs / sakes turnover x 100

can be reduced by reducing wages + benefits but could leave to demotivated workforce + bad ethics as need to be treated well

46
Q

disadvantage of decentralisation not on paper 2

A
  • junior employees less experienced
  • inconsistent between functions
  • junior employees can’t see overall situation
47
Q

adv + disadv of centralisation not on paper 2

A

+ business leaders have lots of experience
+ quick decisions
+ aren’t biased to departments
- demotivating for junior employees
- react slowly to consumer trends, lose tack of market orientation

48
Q

tall structures not on paper 2

A

lots of levels in hierarchy, long chains of command, top down -> can affect communication (longer time)

49
Q

flat structures not on paper 2

A

few levels, more responsibility + freedom, wide span of control -> managers overwhelmed

50
Q

HR planning not on paper 2

A

right no. of staff + skills to meet needs

-> predict workers needed eg LT or ST, whether there’s new tech, increase in demand or decrease, current staff details

51
Q

recruitment not on paper 2

A

can help to achieve diverts objectives
internal
+ already know the business, short + cheap process
+ may feel motivated to progress in career
- vacancy in other departments, resentment among those not chosen
external
+ new ideas, experience from other organisations
- long + expensive, longer induction process

52
Q

training

A

help to feel engaged + involved, feel value
on the job
+ easier to organise, low cost, job specific
- bad practices passed on, no new ideas
off the job
+ trainers = specialist, new ideas, no job distraction
- expensive, no benefit to business while training

53
Q

redeployment not on paper 2

A

may occur if some departments have too much labour due to decreased demand
+ can keep up staff morale as filling vacancies with w staff they know

54
Q

flexible working not on paper 2

A

hours + patterns adapted to suit employees eg Flexi time, job sharing, home working
+ improves motivation, employee productivity
+ helps with lives
- impractical if need to serve public during normal hours
- easily distracted at home

55
Q

human resource flow not on paper 2

A

the movement of employees through an organisation starting with recruitment

Business (14 decks)

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