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business > topic 6(HR) > Flashcards

topic 6(HR) Flashcards

1
Q

HR

A

The management of people in the workplace to assist the organisation to achieve its objectives.

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2
Q

HR objectives

A
  • Employee engagement and involvement
  • Talent development
  • Training
  • Diversity
  • Alignment of values
  • Number , skills and location of employment
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3
Q

Talent development

A

Aligning the strategic training and career opportunities in a business for its employees
it has 3 main aspects:
Training - what training employees need to do to improve them for the future
Education – what education may an employee need for future jobs
Development – linked to future rolls that the employee might do.

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4
Q

Training objetives

A

focus on what the organisation needs to achieve and how to help employees attain company goals

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5
Q

diversity objectives

A

Having a diverse workforce can allow a business to expand into new markets.

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6
Q

Alignment of values

A

Alignment means to fit or integrate the different features of an organisation
Values are the essences of a business identity

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7
Q

Numbers, skills and location of employees

A

HR have to ensure that there are sufficient employees recruited or trained to meet business needs.

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8
Q

internal infulences on HR objectives and decisions

A

financial constraints
corporate culture
organisational structure
Trade unions and employee relations
New technology
Overall performance of business

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9
Q

external influences on HR

A

CC PESTLE

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10
Q

labour turnover is

A

This is the proportion of employees leaving a business over a period of time

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11
Q

labour turnover calculation

A

number leaving the business over a given period/ average number of employed overa given period x 100

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12
Q

labour produtivity is

A

the amount of output that is obtained form each employee

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13
Q

labour productivity calculation

A

output per period/ number of employees that period

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14
Q

Employee costs as percentage of turnover calcualtion

A

employee cost/ total revenue x 100

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15
Q

labour cost per unit calculation

A

average wage rate per hr x average labour hours per unit

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16
Q

how to improve organisational design and human resource flow

A
  • Design satisfying jobs
  • Design organisational structures that will suit the business
  • Plan the workforce so that employees are available when the business needs them and are trained for their jobs.
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17
Q

what is job design

A

Research done by the department of deployment suggests that certain characteristics are crucial for a job to satisfy human needs.

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18
Q

types of job design

A
  • Some autonomy over tasks
  • Responsibility for their own work
  • Variety in tasks with a reduction of repetitive tasks
  • To give feedback on job performance
  • Workers completing a whole unit
  • Social contact with others
  • Learning opportunities
  • Clear job roles and to know what is expected
  • Definite goals
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19
Q

Hackman and Oldham’s model (3 ways of adding challange)

A

the task itself is the key to motivation of employees.
adding challange to a job can be by
1. variety
2. autonomy
3. decision authority

20
Q

autonomy is when

A

individuals need power to decided how to do the tasks, in what order

21
Q

decision authority is when

A

individuals need the authority to make decisions which will impact them

22
Q

Hackman and Oldman’s three psychological states are

A

meanigfullness of work
responsiblity
knowledge of outcomes

23
Q

meaningfullness of work is when

A

the work has meaning to the individuals. There are a variety of skills used; whole jobs are identified and completed; the tasks is significant to the success of the group business

24
Q

responsibility in jobs design is when

A

individuals are given the freedom to act. The job should provide substantial freedom is scheduling work and deciding how to process that work

25
Q

knowlege of outcomes in job design is when

A

individuals understand how to succeed and what the purpose of the work is. Feedback is given on performance so that customer satisfaction is scored

26
Q

job enrichment is

A

Giving employees greater responsibilities by offering them more challenge to use their skill more fully.

27
Q

advantages of job enrichment

A
  • Increases job satisfaction
  • Reduction In costs caused by absenteeism, poor morale ect
  • Develops workers skills
  • Greater contribution to the decision-making process
  • Autonomy gained through setting goals
28
Q

disadvatntages of job enrichment

A
  • Individuals may be intimidated by the process and reluctant to change
  • Could be seen as delayering, businesses extend responsibilities so fewer mangers are required
  • Long-term strategy, so wont necessarily have quick results
29
Q

job enlargement is

A

Increasing the scope of a job; also know as job rotation. This is then horizontal extension of jobs – individuals get extra tasks, but these are at the same level.

30
Q

advantages of job enlargment

A
  • Relieves boredom of work
  • More interesting job means less absenteeism.
  • Workers are motivated because using a wider skill set
  • Workers are participating more in decision- making process
31
Q

disadvantages of job enlargement

A
  • As workers take on more responsibilities there is a fall in specialism
  • If jobs are enlarged but basically still repetitive then workers will not be satisfied
32
Q

centraliastion is

A

the people at the top of organisation make all the decisions

33
Q

denctralisation is

A

authority for decisions is delegated down the management structure.

34
Q

hard HR relates to

A

make all decisions, theory x, autocratic, paternalistic, tells and sells

35
Q

Soft HR relates to

A

theory y, consults, democratic, joins

36
Q

taylor (hard HR)

A

scientific management – treating workers like machines, managers responsibility to think and organise,

37
Q

taylors methods of motivation

A
  • Time and motion studies
  • ‘peace rate’ – best way to motivate, rise in work done, rise in pay to workers, (played based on output)
  • Broke down the job, create specialist - increase speed, increase efficacy, increase output , increase production
  • Assembly line
38
Q

problems with taylors techinque

A
  • Boredom- repetitive job – lead to high labour turnover
    Hackmen and Oldman – jobs need enrichment and enlargement – doesn’t give that
  • Lots of supervision – extra costs - products have to be checked – inefficient
  • Inflexible
39
Q

Mayo: human relations management

A

(anti-Taylor – workers aren’t just machines)
- Hawthorne effect
- isn’t just money that motivates
- Outside person- asking questions, observing – output and productivity increased

40
Q

Herzberg: the two factory theory

A

hygiene factors and motivators

41
Q

herzberg: hygiene factors

A
  • Equipment
  • Working environment
  • Pay
42
Q

Herzberg: motivators

A
  • Responsibility
  • Bonus
  • Promotions
43
Q

Herzberg: motivators

A
  • Responsibility
  • Bonus
  • Promotions
44
Q

maslows hierarchy of needs

A

bottom - basic necessitities/ phycological needs
- secutiry needs
- social needs
- self esteem
top - self actualisation

45
Q

financial methods of motivation

A
  • Piece rate
  • Commission
  • Salary schemes
46
Q

Non-financial methods of motivation

A
  • Public praise
  • Working in teams
  • Autonomy over work
  • Empowerment

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