Section 2

Question 1

Hard HRM

Answer 1

And approach to managing staff that focuses on cutting cutting costs. , Example temporary and part-time employment contracts, offering maximum flexibility but with minimum training costs

Question 2

Soft HRM

Answer 2

And approach to managing staff that focuses on developing staff so that they reach self fulfilment and are motivated to work hard and stay with the business

Question 3

Part time employment contract

Answer 3

Employment contract that is for less than the normal full working week of 40 hours

Question 4

Temporary employment contract

Answer 4

Employment contract that lasts for a fixed time.

Question 5

Flexi time contract

Answer 5

Employment contract that allows staff to be called in at times most convenient to employers and employees

Question 6

Outsourcing

Answer 6

Not employing staff directly but using an outside agency organisation to carry out some business functions

Question 7

Teleworking

Answer 7

Staff working from home but keeping contact with the office by means of modern communications

Question 8

Zero hours contract

Answer 8

no minimum hours of work are offered and workers are only called in and paid when worker is available

Question 9

Performance appraisals

Answer 9

Performance of employees measured against pre set targets

Question 10

Workforce planning

Answer 10

Analysing and forecasting and numbers of workers and skills of those that will be required by the organisation to achieve its objectives

Question 11

Workforce audit

Answer 11

A check on the skills and qualifications of all existing workers/managers

Question 12

Trade union

Answer 12

And organisation of working people with objective of improving the pay and working conditions of their members and providing them with support and legal services

Question 13

Trade union recognition

Answer 13

When an employer formally agrees to conduct negotiations on pay and working conditions with the trade union rather than bargain individually with each worker

Question 14

Collective bargaining

Answer 14

The process of negotiating in terms of employment between an employer and a group of workers who are usually represented by a trade union official

Question 15

Terms of employment

Answer 15

Include working conditions pay, work hours, shift length, holidays, sick leave, retirement, benefits and health care benefits

Question 16

Single union agreement

Answer 16

employer recognises just one union for purpose of collective bargaining

Question 17

No strike agreement

Answer 17

Unions agree to sign a no strike agreement with employers in exchange for greater involvement in decisions that affect the workforce

Question 18

Industrial action

Answer 18

Measures taken by the workforce or trade union to put pressure on management to settle an industrial dispute in favour of employees

Question 19

Labor productivity

Answer 19

The output per worker in a given period of time

Total output in time period
Total workers employees

Question 20

Absenteeism

Answer 20

Measures the rate of workforce absence as a proportion of the employee total

Number of employees absent
Total number of employees. X100

Question 21

Wastage levels

Answer 21

Number of damaged products -per person

Total number of wasted and damaged products. X100

Question 22

Organisational structure

Answer 22

The internal formal framework of a business that shows the way in which management is organised and linked together and how authority is passed through the organisation

Question 23

Matrix structure

Answer 23

An organisational structure that creates project teams that cut across traditional functional departments

Question 24

Level of hierarchy

Answer 24

A stage of organisational structure which the personnel on it have equal status and authority

Question 25

Chain of command

Answer 25

This is the route through which authority is passed down and organisation from the chief executive and the board directors

Question 26

Span of control

Answer 26

The number of subordinates reporting directly to a manager

Question 27

Delegation

Answer 27

Passing authority down organisational hierarchy

Question 28

Centralisation

Answer 28

keeping all the important decision making powers within head office or the centre of the organisation

Question 29

Decentralisation

Answer 29

Decision making powers are passed down the organisation to empower subordinates and regional project managers

Question 30

Delayering

Answer 30

Removal of one or more levels of hierarchy from an organisational structure

Question 31

Line managers

Answer 31

Managers who have direct authority over people, decisions and resources within and hierarchy of an organisation

Question 32

Staff managers

Answer 32

Managers who are specialists provide support information and assistance to the line managers

Question 33

Informal organisation

Answer 33

The network of personal and social relations that develop between people within an organization

Question 34

Effective communication

Answer 34

The exchange of information between people or groups with feedback

Question 35

Communication media

Answer 35

The methods used to communicate a message

Question 36

Information overload

Answer 36

So much information and so many messages are received that the most important ones cannot be easily identified and quickly acted on

Question 37

Communication barriers

Answer 37

Reasons why communication fails

Question 38

Formal communication networks

Answer 38

The official communication channels and routes used within an organisation

Question 39

Informal communication

Answer 39

Unofficial channels of communication that exist between informal groups within an organisation

Question 40

Workforce audit

Answer 40

Check on skills and qualifications of all existing workers

Question 41

Communication process

Answer 41

1. Source
2. Encoding
3. Channel
4. Decoding
5. Receiver