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Business studies > Human Resource Management > Flashcards

Human Resource Management Flashcards

1
Q

Recruitment definition

A

The process of advertising a vacancy and finding candidates

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2
Q

Explain reasons for recruitment

A

Employees leave
Employees go on maternity leave
An employee is promoted
An employee retires
An employee becomes ill

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3
Q

Job description definition

A

A document that describes the duties that the worker is required to carry out

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4
Q

Person specification definition

A

A document that lists the qualifications, skills and experience that a worker must needs to be able to carry out a particular job

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5
Q

Distinguish between internal and external recruitment

A

Internal - when a vacancy is filled with someone who already works at the company
External - when the company fills a position with someone from outside the company

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6
Q

Benefits of internal recruitment

A

It’s good for morale when someone within the organisation is promoted
They already know the employee and how the operations work
Cheaper for the business

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7
Q

Benefits of external recruitment

A

Their is a larger pool of candidates to choose from
Can help stop resentments amongst the existing teams
Brings new ideas into the business

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8
Q

Disadvantages of internal recruitment

A

Existing staff may not bring new ideas to help the business
May not be many willing to apply so a smaller pool of candidates
May make other employees jealous if one of their colleagues are promoted
Further recruitment is still needed but just further down the structure

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9
Q

Disadvantages of external recruitment

A

Usually takes longer for the person to be appointed
Usually costs more, advertising and training costs
Can be riskier because you don’t know the candidates as well as internal recruitment

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10
Q

Job advertisement definition

A

An announcement that informs people that a certain job is available

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11
Q

State thing included in a job advertisement

A

Duties
Qualification needed
Experience needed
Skills needed
Salary details
Days and hours of work
Place of work

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12
Q

Explain what’s meant by selection

A

The process of deciding which applicant for a job a business should accept

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13
Q

Explain what a CV is

A

A document that the applicant designs providing the details required

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14
Q

What information should be included in a CV

A

Personal details
Educational history
Previous employment history
Reasons for applying for the job
Names of referees

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15
Q

Explain advantages of a CV

A

People have their CVs ready so will apply without delay - speeds up the process
Asking applicants to send it through cuts a potential barrier to candidates all,going meaning you will only get genuine applicants

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16
Q

Explain disadvantages of a CV

A

They are a looser and more informal then applications forms

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17
Q

Explain what a work trial is

A

When a candidate comes into the office to meet the prospective team and complete an assigned challenge

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18
Q

Explain the advantages of a work trial

A

The employee can see the verification of skill and cultural fit within the workforce and the company see if the candidate fits in
Gives the employer and candidate a genuine experience of working together

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19
Q

Explain disadvantages of a work trial

A

They may not perform well in the work trial because they are working on a different set up, so they may not be up to the speed required for the business

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20
Q

Explain what a reference is

A

A statement from a previous or current employer or other responsible person about the suitability of the applicant for that job

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21
Q

Explain the advantages of a reference being provided

A

Can verify the information the candidate has been provided
Helps you assess the candidate’s potential for success in the position

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22
Q

Explain the disadvantages of a reference being provided

A

The applicant can choose who provides the reference so could choose someone who likes them
The reference may not be true about the candidate

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23
Q

Explain how interviews are useful to employers

A

Can validate information provided from application forms / CVs
Can see how candidates cope under pressure
Can find out answers to specific questions
Can establish whether the candidate fits in with the team

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24
Q

Explain how interviews are useful to candidates

A

Allows them to see what the team they’ll be working with is like
Allows them to ask questions
Means they can gain experience

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25
Q

Explain why interviews are limited in usefulness

A

They factor extroverts not introverts
Might catch someone on a bad day so you don’t see their full potential
Might be some bias

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26
Q

Explain what an organisational chart is

A

A diagram that shows the hierarchy in a business, usually from top to bottom in terms of seniority

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27
Q

What does an organisational chart show

A

Who’s responsible for which functions
Who has authority for which subordinates
Lines of communication
How departments are linked
Progression opportunities

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28
Q

Explain span of control

A

The number of employees for who a manager is responsible for

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29
Q

Evaluate narrow span of control

A

+ managers have less people to delegate to
+ employees are more motivated because they feel less isolated
- staff may feel watched over
- weaker communication as it has to travel through so many layers
- potentially longer decision making

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30
Q

Evaluate wide span of control

A

+ more independence and less supervision may be motivating
- staff may perform badly as managers lose control

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31
Q

Explain chain of command

A

The order of authority and delegation within a business

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32
Q

Explain levels of hierarchy

A

5e number of layers in a business organisation

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33
Q

Explain line relationships

A

The vertical relationships between managers and subordinates

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34
Q

Explain staff relationships

A

The horizontal relationships between a manager and other organisational member to/from who the manager gives receives information

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35
Q

Explain delegation

A

Where responsibility for carrying out a task or role is passed onto someone else in the business

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36
Q

Explain empowerment

A

Giving employees the power to do their job

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37
Q

Explain delayering

A

Process of reducing the number of levels/layers in an organisational structure

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38
Q

Explain centralisation

A

Where decision-making is made at the top of the hierarchy

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39
Q

Explain decentralisation

A

Where decision-making is more spread out to include more managers in the hierarchy

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40
Q

Explain the advantages of delayering

A

Reduces wage costs
More employee responsibility because of increased delegation
Faster communication so quicker decision making

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41
Q

Explain the disadvantages of delayering

A

Spans of control will widen
Redundancy payments that need to be payed
Damage to staff morale

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42
Q

Explain the advantages of centralisation

A

Easier to implement common policies and practice for the whole business
Economies of scale and overhead savings are easier to achieve
Quicker decision making

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43
Q

Explain the disadvantages of centralised structure

A

More bureaucratic because of extra layers in the hierarchy
Lack of authority and reduced manager motivation
Worse customer service and less flexible with board of directors rather than staff

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44
Q

Explain the advantages of decentralisation

A

Better able to respond to local circumstances
Improved level of customer service
Good way of training and developing junior management

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45
Q

Explain the disadvantages of decentralisation

A

Decision making may not necessarily be strategic
Harder to ensure consistent practices at each location
No one to provide a strong leadership when needed

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46
Q

Explain organisation by function ( same as organisation by system )

A

The business is arranged into specialist/functional areas

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47
Q

Explain organisation by product

A

The business is organised according to the different products made

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48
Q

Explain advantages of organisation by function

A

Specialists can concentrate on what they do best and share ideas with each other
Less duplication

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49
Q

Explain disadvantages of organisation by function

A

Conflict may occur over goals, budgets
Segregation of functions means that communication about products different functions are working on are ineffective
Can be difficult to accredit success and/or blame about product performant
Departments can’t identify the outcome of their work

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50
Q

Explain advantages of organisation by product

A

Easy to see which products are performing well
Each centre has a lot of autonomy which increases motivation
Teams can see direct results of their work
Communication barriers are broken down for specialists

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51
Q

Explain disadvantages of organisation by product

A

Different products compete for resources which can cause conflict
Duplication of departments can wast resources
Teams may lose sight of overall direction of the business

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52
Q

Distinguish between tall organisational structures

A

Many layers
Narrow span of control
Long chain of command
Many levels of hierarchy

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53
Q

Distinguish between flat organisational structures

A

Few layers
Wide span of control
Short chain of command
Few levels of hierarchy

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54
Q

Explain organisation by matrix

A

Individuals who work across teams and projects as well as within their own department or function. The teams can be temporary or permanent

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55
Q

Explain advantages of organisation by matrix

A

Improved communication across the entire organisation
Can allow individuals to use particular skills
Avoid the need for several functional departments to meet regularly
Result in greater morale
Encourages cross fertilisation of ideas across departments
A good way of sharing resources across departments

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56
Q

Explain disadvantages of organisation by matrix

A

Members of teams / projects may have divided loyalties as they report to two line managers
Can put team members under heavy pressure of work
Difficult to co-ordinate / communicate can be problematic
Takes time for members of the team to start working well together
Team members may neglect their functional responsibilities

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57
Q

Explain organisation by division

A

The business can be geographically separated or by product/service

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58
Q

Explain the advantages of organisation by division

A

Communication barriers are broken down
Teams become closer to customer needs in that region so should be able to tailor their approach
Can compare the performance of locations

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59
Q

Explain the disadvantages of organisation by division

A

Duplication of jobs and resources
Brands may lose consistency
Potential conflict for resources

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60
Q

explain what an appraisal is

A

a formal assessment on an employees performance

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61
Q

explain reasons for carrying out an appraisal

A

to give staff a focus
make staff feel valued
set standards/expectations
make pay/training decisions
record any issues

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62
Q

explain managerial appraisal

A

where an employees manager examines and evaluates their performance

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63
Q

explain advantages of managerial appraisal

A

employees receive expert input from managers
make subsequent actions. such as deciding about promotions, rewards and disciplinary procedures

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64
Q

explain disadvantages of managerial appraisal

A

managers may not work closely with employees to know their strengths and development areas
input is limited

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65
Q

explain self-assessment appraisal

A

employees assess their own performance, often using a tick sheet to grade aspects of their work

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66
Q

explain advantages of self assessment appraisal

A

an individual is often best placed to identify strengths and weaknesses to see what they need to do to improve

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67
Q

explain disadvantages of self assessment appraisal

A

an employee may be bias and not fill it truthfully

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68
Q

explain peer assessment appraisal

A

this is when the appraisal is carried out by a work colleague

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69
Q

explain 360 degrees appraisal

A

involves an employee receiving feedback from several people in the organisations, more appropriate for staff who work in large businesses with multiple teams

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70
Q

explain advantages of 360 degrees appraisal

A

a broader picture. of performance will be obtained

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71
Q

explain disadvantages of 360 degree appraisal

A

could end up with too much and conflicting information to base targets upon
managers may not work closely to you
time consuming

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72
Q

explain advantages of peer assessment appraisal

A

peers have very clear idea on how the employee is contributing to the team because they work closely to each other

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73
Q

explain disadvantages of peer assessment appraisal

A

appraisal may end up being other overly positive or negative depending on their relationship

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74
Q

explain labour turnover

A

concerned with measuring the number of employees who have left the business

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75
Q

labour turnover equation

A

no. of employees left during the year x100 ————————————————————-average no. of employees during year

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76
Q

explain absenteeism

A

the habitual non-attendance of an employee at their job

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77
Q

absenteeism formula

A

totals available working days in a month

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78
Q

lateness formula

A

total no. of scheduled attendances

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79
Q

explain workforce productivity

A

a measure of output per employee in a period of time

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80
Q

workforce productivity formula

A

average no. of employees

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81
Q

What are the 4 workforce performance related pay

A

Piece rate - payed per unit produced
Bonuses
Commission - amount of sales
Pay scale - meets targets to get higher pay

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82
Q

Piece rate formula

A

Number of products produced x amount paid to workers per product produced

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83
Q

Commission formula

A

Sale value x commission rate

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84
Q

Explain autocratic leadership

A

The leader has full control of the decision making and employees have little or no input

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85
Q

Explain benefits of an autocratic leadership

A

Clear leadership
Quick decision making
Employee motivation - prefer to be told what to do
Meet time demands
Consistent and strategic decisions

86
Q

Explain drawbacks of autocratic leadership

A

Employee motivation - doesn’t suit those who don’t like to be told what to do
Less chance for a promotion
Can’t cope with time demands

87
Q

Explain paternalistic leadership

A

A softer form of autocratic leadership - the leader decides what is best for employees and addresses their needs

88
Q

Explain democratic leadership

A

The focus of power is more with the group as a whole

89
Q

Explain benefits of a democratic leadership

A

Good for confident, outspoken employees
Gain input from a range of employees
Impacts employees motivation

90
Q

Explain drawbacks of a democratic leadership

A

Lack of clear leadership
Not every employee likes autonomy
Slower decision making can hold the business back

91
Q

Explain laissez-faire leadership

A

Decision making lies within the individuals and the group as the leade has a hands off approach so they can focus on other areas

92
Q

Explain advantages of laissez-faire leadership

A

Encourages personal growth
Encourages innovation
Allows faster decision making for the employee

93
Q

Explain disadvantages of laissez-faire leadership

A

Doesn’t suit an employee who has bad time management
Could result in low employee morale
Slower decision making from a business as a whole

94
Q

What is McGregors theory X and Y

A

This theory is concerned with how a leaders perceive their staff

95
Q

What are the theory X leaders views of employees

A

Inherently lazy, disliking work and responsibility
Lacking the will and ability to work unsupervised
Lacking initiative
Largely motivated by money

96
Q

What are theory Y leaders views of employees

A

Enjoy their work if the right conditions are created
Willing to accept responsibility and challenges
Creative and willing to contribute
Able to exercise self-discipline
Not just motivated by money
Uses their initiative

97
Q

What is Blake and Moutons leadership grid

A

a tool to assess your managerial and working style based on several factors

98
Q

Explain the country club square

A

They are concerned with the well-being and feels of their team rather than completing the required task

99
Q

Explain the team leader square

A

They have a strong and equal regard for both employee and task needs

100
Q

Explain the impoverished square

A

They have a lack of concern for either tasks or people needs

101
Q

Explain the authoritarian square

A

They are concerned with tasks rather than employees

102
Q

Explain the middle of the road square

A

Comprises between the two sets of needs which implies that neither set of needs is truly met and less than optimal outcomes for each are achieved

103
Q

Explain Carlyle and Galtons trait theory

A

The trait theory concerns the five characteristics exhibited to be a successful leader, they are born with these traits and can’t be made with them so can’t develop the.

104
Q

Explain the motivational trait

A

The ability to motivate others

105
Q

Explain the integrity trait

A

The quality having strong moral principles

106
Q

Explain the self-confidence trait

A

Being assured

107
Q

Explain the creativity trait

A

New ideas

108
Q

Explain the intelligence trait

A

Able to reason and solve problems

109
Q

Explain an advantage of Carlyle and galtons trait theory

A

It is a simple, theory to understand and its fairly straightforward to identify that characteristics a leader does/doesn’t possess

110
Q

Explain a disadvantage of Carlyle and Galton trait theory

A

There is no single set of traits that have been proven to be the most effective and other research suggests that these characteristics can’t be taught

111
Q

What is Tannenbaum and Schmidt contingency approach

A

The contingency approach argues that your leadership style should be based on the particular situation or circumstances you’re facing and not on your personal preferences

112
Q

What does the boss centred leadership focus on

A

The use of authority

113
Q

What’s do3s the subordinate centred leadership focuse on

A

The use of groups/subordinates

114
Q

Explain the tell section TaS

A

The leader informs the employee of their decision, seen as autocratic

115
Q

Explain the sell section TaS

A

The leader makes but attempts to ‘sell’ the decision to the employee

116
Q

Explain the consult section TAS

A

The leader presents their idea to the employee and invites discussion, it offers a more collaborative approach

117
Q

Explain the participate section TaS

A

The focus is now on the employee and not the leader

118
Q

Explain adairs three circle theory

A

The theory balances between tasks, team and the individual

119
Q

Explain the task section - Adair

A

Identify aims and visions for the group, purpose and direction
Identify resources, people, processes, systems and tools
Create the plan to achieve the task

120
Q

Explain the team section - Adair

A

Establish style, culture and the approach of the group
Anticipate and resolve group conflicts
Assess and change as necessary

121
Q

Explain the individual section - Adair

A

Understand the team members as individuals
Assist and support individuals
Reward them with extra responsibility
Give recognition and praise

122
Q

Explain an advantage of adairs theory

A

It’s motivational to believe you can be taught to become a better leader

123
Q

Explain a disadvantage of adairs theory

A

It can be considered to simplistic in its approach

124
Q

Explain characteristics of a manager

A

Obeyed by subordinates
Minimises risk
Prefer status quo
Sets an example to follow procedures
Not very outgoing

125
Q

Explain characteristics of a leader

A

Followed by subordinates
Risk-taker
Embraces change
Creative
Inspires others behaviours
Encourages new ways of thinking
Charismatic

126
Q

Explain management

A

The process of co-ordinating the activities of a business in order to achieve defined objectives

127
Q

Explain functions of management

A

The set of core activities which define the role of managers in a business environment. The four functions of management include planning, organising, directing and controlling

128
Q

Explain planning

A

An individual going through a process to decide what the want to achieve

129
Q

Explain organising

A

Involves arrangement of staff etc.

130
Q

Explain directing

A

Involves giving duties to employees

131
Q

Explain controlling

A

Is the way that a manager ensures work is done

132
Q

State how a managers success may be measured

A

Sales levels
Ability to meet deadlines
Staff productivity
Profits
Staff morale
Customer feedback
Absenteeism
Efficiency
Staff turnover

133
Q

Explain what a constraint is

A

A restriction or limitation

134
Q

Explain constraints to a manager of being successful

A

Ability and confidence to make decisions
High staff turnover
Recession
Low staff morale
Skill/experience of employees

135
Q

Explain redundancy

A

Happens when employees need to reduce their workforce and so a position no longer exists

136
Q

Explain dismissal

A

Termination of the contract of employment of an employee, often as a result of a disciplinary procedure

137
Q

Explain unfair dismissal

A

Where an employee is dismissed without a valid reason or the employer fails to follow the proper procedures

138
Q

Explain fair dismissal

A

Where an employee is dismissed with a valid reason and the employer follows the proper procedures

139
Q

States types of fair dismissal

A

Repeated poor conduct
Incapacity
Redundancy
Capability

140
Q

State types of unfair dismissal

A

Pregnancy
Whistle blowing
Trade union membership
Discrimination

141
Q

State the fair dismissal procedure

A

First verbal warning
First written warning
Final written warning
Dismissal

142
Q

Explain grievance

A

When an employee has a concern, complaint or problem

143
Q

Explain an employment tribunal

A

A special sort of court dealing only with employment law for example an employees claim for unfair dismissal

144
Q

Explain employer/employee relations

A

The relationship between management and employees

145
Q

Explain a contract of employment

A

What an employer has to legally provide an employee a contract, includes: the organisations code of conduct, policies and other clauses

146
Q

Explain the equality act 2010

A

Legally protects people from discrimination in the workforce and in wider society

147
Q

Explain employee participation

A

Employees have the ability to participate in the decision making process at work

148
Q

Explain benefits of employee participation

A

Increased motivation
Better communication
Better decision making
Complying with the law
Reduced labour turnover
Fewer days lost through work-related injuries
Manage change more defectively

149
Q

Explain work councils

A

A formal meeting of managers and employee representatives to discuss pay and working conditions and to negotiate other issues

150
Q

Explain a trade union

A

An organised association of workers in a particular industry

151
Q

Explain roles of trade unions

A

Protect and improve the real incomes of their members
Provide or improve job security
Protect workers against unfair dismissals
Lobby for better working conditions
Support people claiming compensation

152
Q

Explain collective bargaining

A

The official process by which trade unions negotiate with employers, on behalf of their members

153
Q

Explain disadvantages of trade union membership to a business

A

Higher wage costs
Slower speed of change
Lower competitiveness

154
Q

Explain induction training

A

Training aimed at introducing new employees to a business and its procedures

155
Q

Explain on-the-job training

A

Employees receive training whilst remaining in the workplace

156
Q

Explain advantages of on the job training

A

Generally most cost effective
High employee productivity because they’re working in front of their boss

157
Q

Explain disadvantages of off the job training

A

Bad habits may be passed on
Potential disruption to production because the employee won’t completely know what they’re doing

158
Q

Explain off the job training

A

When employees are taken away from their place of work to be trained

159
Q

Explain advantages off the job training

A

Employees can be more confident when starting because they know how to use equipment
A wider range of skills can be obtained because the course they go on is lead by specialists

160
Q

Explain disadvantages of off the job training

A

More expensive because you have to pay for the course for the employee
New employee may still need induction training because the equipment used may be different

161
Q

Explain advantages of apprenticeships

A

Lower cost when employing new staff
Receive subsidies for taking on apprenticeships
Improved employee retention

162
Q

Explain disadvantages of apprenticeships

A

Potential for mistakes as they have a lack of experience
The cost of having to put the employee through the course
Some people may not complete the programmes

163
Q

Explain academic training

A

Involves theoretical knowledge and skills, business may pay for an employee to undertake an open university qualification

164
Q

Explain vocational training

A

Teaches applied skills within the job

165
Q

Explain organisational culture

A

The unique collection of values which shapes the behaviour of the people within an organisation

166
Q

Explain the link between recruitment and culture

A

A business needs to recruit an employee that aligns with their culture

167
Q

Explain factors which affect culture

A

Values
Vision
Behaviour of managers
Behaviour of employees
Physical indicators

168
Q

Impacts of good culture

A

Greater employee morale
Help them reach their objectives
Higher productivity
Staff retention
New products
Attracts the correct people for recruitment

169
Q

Impacts of poor culture

A

Damage to reputation
Media reporting may lead to less demand for products and services
Lower staff retention
Harder to recruit staff
Decline in shareholder investment

170
Q

Explain training needs analysis

A

The process of identifying the gap between current knowledge/skills and required knowledge/skills so that a training plan can be created to help staff do their job effectively

171
Q

State the importance of a training needs analysis

A

Prioritises training needs
Avoids staff mistakes that could damage reputation
Helps to retain staff they feel valued
Prevents inefficiencies caused by untrained staff

172
Q

Explain workforce planning

A

Deciding how many and what type of workers are required

173
Q

Explain zero hour contracts

A

The employer isn’t obliged to provide any minimum working hours and the worker isn’t obliged to accept any work offered to them.

174
Q

Explain benefits of zero hour contracts

A

Creates leaner, more profitable businesses as there is no obligation to offer hours
Increases the number of jobs available
Flexibility suits some workers
Helps to reach fluctuations in demand

175
Q

Explain drawbacks of zero hour contracts

A

Creates exploitation of workers
Keeps wages low due to a loach of upward pay pressure
May harm business reputation
Creates anxiety for some workers

176
Q

Explain remote working

A

Allowing employees to work away from the business premises

177
Q

Explain advantages of remote working

A

Employees save time and money travelling to work
Businesses can increase number of staff without needing office space
There may be less distractions at home so they will concentrate better
Possible motivation increase because they feel more trusted

178
Q

Explain disadvantages of remote working

A

May be distractions at home
Lose the social side of work
Hard to separate a work/life balance
Limited access to equipment
Employees may do less work without discipline

179
Q

Explain hybrid working

A

A split between doing work in the office and at home

180
Q

Explain flexi time working

A

A system of flexible working where employees have some choice over the hours they work, they have to work the core time

181
Q

explain disadvantages of flexi time working

A

Communication may be disrupted
Meeting may be more difficult to schedule
Employees may be unproductive during unsupervised hours
There may be tension if not all employees are allowed to work this way
Variable costs may increase because the office has to be open for longer

182
Q

Explain part time working

A

A form of employment with less than 35 hours worked in a week

183
Q

Impacts of part time working on businesses

A

Helps to cover sickness and busier periods
Makes the business cost efficient as they don’t have full time staff
Increased retention
More training and appraisals
Jared to communicate

184
Q

Explain motivation

A

A strong desire to act in a particular way and to achieve certain results

185
Q

Explain morale

A

Refers to the ‘spirit’ of the individual, group or team

186
Q

State the benefits of a motivated workforce

A

Less prone to absenteeism and lower rate of labour turnover
Increased productivity
More committed and willing to go the extra mile for the business
Makes change easier to implement
Present a better image of the business to people outside the business

187
Q

State what monetary methods of motivation are

A

Motivation will result from linking employee performance to pay

188
Q

State what non-monetary methods of motivation are

A

Motivation results from factors other than financial incentives
Job enrichment
Being given responsibility
Receiving praise
Working as part of a team rather than being isolated

189
Q

Explain David McClelland three needs theory

A

A person in the wokrforce is motivated in one of three ways: power, affiliation or achievement. Once this has been identified you can feedback to them in a certain way to motivate them

190
Q

Explain how to measure someone who’s dominant motivator is ‘achievement’ (mcclellands three needs theory)

A

Prefers challenging goals to feel a sense of achievement
Likes to work on projects that are based off their own efforts
Likes to work with others with the same dominant motivator
Likes to receive regular feedback

191
Q

Explain how to measure someone who’s dominant motivator is ‘affiliation’ (mcclellands three needs theory)

A

Enjoys working as part of a team
People orientated rather than task orientated
Adheres to the workplaces culture
Prefers a collaborative/co-operative approach

192
Q

Explain how to measure someone who’s dominant motivator is ‘power’ (mcclellands three needs theory)

A

Likes to encourage, influence or dominate others
Places a high value on their position in the hierarchy
Enjoys recognition and status
Likes to win

193
Q

State limitations of McClellands three needs theory

A

An employee may not always be motivated by their dominant motivator

194
Q

Explain Herzbergs two factor theory

A

What factors cause satisfaction and dissatisfaction in the workplace which were then named hygiene and motivating factors

195
Q

Explain the hygiene factors (herzbergs two factor theory)

A

Factors in the workplace that caused dissatisfaction if they weren’t there, but employees aren’t motivated by them. Such as office chairs

196
Q

Explain the motivating factors (herzbergs two factor theory)

A

These factors relate to the job itself not the working environment. Such as responsibility and recognition

197
Q

State the limitations of herzbergs two factor theory

A

Workers may consider factors in different ways
Some people may be both motivated and demotivated by both factors
It may be difficult to enrich and empower low skilled workers

198
Q

Explain Maslows hierarchy of needs theory

A

Employees have a variety of needs at work that have to be satisfied and until the lower order needs are met, the higher ones cannot be

199
Q

Explain each segment of the hierarchy and an example of it (bottom of the hierarchy first)

A

1) physiological - the need for shelter, water and food.
2) safety - the need of security, stability and protection at work. Appropriate policies are in place on bullying and installing security cameras
3) social - the need for friendships and positive relationships. Opportunities for social interaction
4) esteem - they seek the respect of others and some recognition for effort. Opportunities for leadership and promotion
5) self-actualisation - concerned with personal growth and reaching your full potential. Appropriate training and goals to be achieved

200
Q

State limitations of maslows hierarchy of needs theory

A

Some employees may not require their higher order needs to be met at work, such as they have friendships outside of work already for social interaction
It’s challenging for the business to meet and identify the needs of every employee
Needs may not be hierarchal for some employees

201
Q

Explain Vrooms expectancy theory

A

The mental processes an employee goes through when making a decision on a choice of action and they say they will behave from it

202
Q

Explain the expectancy, instrumentality and valence part (Vrooms expectancy theory)

A

Expectancy - whether the employee thinks that their actually going to be able to complete the task that’s been set
Instrumentality - this is the belief that if you perform well that a valued outcome will happen
Valence - the value that the employee puts on the reward that is on offer

203
Q

State limitations of Vrooms expectancy theory

A

Placing values on the 3 categories is subject to opinion
The cost of the financial reward may be too high for the business
It doesn’t work in all contexts

204
Q

Explain Drucker theory

A

A theory which believed employees in the workforce are an asset and not a cost to be minimised

205
Q

What did drucker say to do to keep a motivated workforce

A

Decentralise and delayer the business as much as possible
Take an interest in employees and value their contribution
Offer ongoing training
Create a community where social needs can be met
Keep a sense of perspective when it comes to reward

206
Q

Explain lockes goal setting theory

A

He proposed that employees liked to have goals and enjoy working toward the

207
Q

Explain each principle (5) that should be followed when setting goals

A

Clarity - employees need to have a clear idea of what is expected from them
Challenge - goals need to be challenging
Feedback - allows progress to be monitored and the goal can be altered if needed
Commitment - employees have to understand and agree to have ownership of the goal
Complexity - employees must not feel out of their depth in terms of what they’re being asked to achieve

208
Q

State why effective communication is important

A

The number of mistakes within a business will be reduced
It will speed up decision making within a business
Employees will feel motivated and clear about what to do and how to do it
It can be a marketing tool

209
Q

Explain formal communication

A

Within an organisation are those that take place using agreed rules or procedures such as a board meeting

210
Q

Explain informal communication

A

Are those that are not based upon any set measures such as in the staff room

Business studies (9 decks)

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