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Business > Human Resource Management > Flashcards

Human Resource Management Flashcards

1
Q

What are the main steps of the recruitment process? (x8)

A
  1. Identify a vacancy
  2. Draw up job description
  3. Draw up person specification
  4. Advertise job
  5. Review applications
  6. Shortlist candidates
  7. Interview
  8. Appoint new employee
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2
Q

Why might a new job vacancy arise? (x8)

A
  • Current employee leaves for a new job
  • Current employee leaves to retire
  • Current employee is promoted within the business
  • Current employee is dismissed
  • Current employee becomes ill (creating a temporary post)
  • Current employee passes away
  • The business is growing and needs more employees (i.e they are opening new shops)
  • The business needs employees with new skills (i.e employees with cyber security skills)
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3
Q

Job description

A

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

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4
Q

Person specification

A

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

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5
Q

Internal recruitment

A

When a vacancy is filled with someone who already works in the organisation.

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6
Q

External recruitment

A

When the organisation fills a post with someone from outside the organisation.

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7
Q

Benefits of internal recruitment (x4)

A
  • It’s good for morale when someone within the organisation is promoted
  • The organisation already knows the employee and the employee already knows how things are done within that organisation
  • It frees up another vacancy for a different employee to be promoted into
  • It is often cheaper because expensive advertising methods aren’t needed
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8
Q

Disadvantages of internal recruitment (x3)

A
  • Existing staff may not add new ideas to help the business improve
  • There may not be many people willing and able to apply, so the choice is limited
  • If an employee is promoted within the business, other workers may be jealous and it can cause resentment
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9
Q

Benefits of external recruitment (x3)

A
  • It usually means that there is a larger pool of candidates to choose from
  • It can help to stop resentment amongst the existing team
  • It brings new ideas into a business
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10
Q

Disadvantages of external recruitment (x3)

A
  • It usually takes a longer time to recruit using this method
  • It usually costs more (e.g because of having to advertise the job)
  • It can be riskier because managers don’t know the candidate as well
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11
Q

Recruitment

A

The process of searching for new employees and trying to get them to apply for jobs (i.e through a job advert).

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12
Q

Selection

A

Screening the candidates who have applied for the job (i.e through a face-to-face interview) so that the most suitable person for the job can be chosen.

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13
Q

Ideally, the following information should be included in a job advertisement: (x10)

A
  • Duties (or link to the job description)
  • Qualifications needed (or link to the person specification)
  • Experience needed (or link to the person specification)
  • Skills needed (or link to the person specification)
  • Salary details
  • Days and hours of work
  • Place of work
  • Closing date and start date
  • Contact address
  • How to apply for the job
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14
Q

Advantages of using a local newspaper as a method of recruitment (x2)

A
  • Usually low cost
  • Attracts candidates who are actively seeking employment
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15
Q

Local newspaper (as a method of recruitment)

A

Local newspapers usually contain a job section that local people would know to look in.

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16
Q

Disadvantage of using a local newspaper as a method of recruitment

A

Less exposure, so the pool of candidates may be small.

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17
Q

National newspaper (as a method of recruitment)

A

National newspapers have sections for advertising jobs. This will be seen by much more people than a local newspaper.

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18
Q

Advantages of using a national newspaper as a method of recruitment (x2)

A
  • Should obtain a large number of candidates
  • Suitable for employees willing to relocate, travel or work remotely
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19
Q

Social media (as a method of recruitment)

A

This is when the business advertises a vacancy using its own social media pages such as Facebook or Instagram. Advertising on social media is on the rise.

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20
Q

Advantages of using social media as a method of recruitment (x2)

A
  • Cheaper than other methods
  • Adverts can be shared to potential candidates
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21
Q

Disadvantages of using social media as a method of recruitment (x2)

A
  • There may be good candidates that do not use social media
  • Costly to increase post visibility
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22
Q

Own website (as a method of recruitment)

A

This is when the job advert is placed on the business’ own website.

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23
Q

Advantages of using the business’ own website as a method of recruitment (x3)

A
  • Cheaper than using a specialist recruitment website
  • People have to search for the business, which may attract candidates who already have an interest in the business
  • Can attach person specification and job description
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24
Q

Disadvantage of using the business’ own website as a method of recruitment

A

May not attract a large pool of candidates, because people may not be aware of the business.

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25
Q

Recruitment agency website (as a method of recruitment)

A

This involves placing an advert on a website that is solely for advertising jobs (such as Indeed.com).

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26
Q

Advantages of using a recruitment agency website (as a method of recruitment)

A
  • Recruitment agency websites specialise in recruitment so can find the best, most suitable candidates
  • Attracts suitable candidates because filters can be applied to ensure that people with the necessary skills and qualifications see the advert
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27
Q

Disadvantages of using a recruitment agency website as a method of recruitment (x2)

A
  • Can be more expensive than advertising on the company’s own website
  • May reduce the number of applicants depending on the website used (e.g if suitable candidates don’t use Indeed)
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28
Q

Word of mouth (as a method of recruitment)

A

This is when people in a business with a vacancy mention it to other people that they know.

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29
Q

Advantage of using word of mouth as a method of recruitment

A

Can be useful for businesses who want to advertise locally. This means that they can attract a small pool of candidates who have a genuine interest in finding a job specifically in that area.

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30
Q

Disadvantage of using word of mouth to advertise a job vacancy

A

It runs the risk of generating a pool of candidates that is too small, which does not contain applicants with the necessary skills required.

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31
Q

Shop window (as a method of recruitment)

A

This is when a retailer places a job advertisement in the window of their shop.

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32
Q

Advantages of using the business’ shop window as a method of recruitment (x2)

A
  • Cost-effective method
  • Will attract the attention of both customers and the public walking past the shop, meaning that a large number of candidates will be exposed to the advert
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33
Q

Disadvantages of using the business’ shop window as a method of recruitment (x2)

A
  • The variety of skills and experience is limited
  • Cannot attach person specification and job description
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34
Q

Why is an effective recruitment strategy important to a business? (x5)

A
  • To find the most suitable potential candidates (with the correct skills)
  • To find a suitable sized pool of candidates
  • To save time (and you won’t have to repeat the whole process again)
  • Businesses don’t want to have to sort through applications that aren’t suitable
  • To save money
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35
Q

CV

A

(Curriculum vitae) is a document designed by the applicant, and is a short, written summary of your skills, achievements and experience which relate to the role you are applying for.

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36
Q

What information should ideally be included on a CV? (x5)

A
  • Personal details (name, address, date of birth, nationality)
  • Educational history
  • Previous employment history
  • Suitability and reasons for applying for the job
  • Names of referees
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37
Q

Advantages of CVs (x3)

A
  • Easier to apply so a larger pool of candidates
  • Suitable for highly paid jobs
  • The candidate is able to show their personality in their document
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38
Q

Disadvantages of CVs (x3)

A
  • There is the possibility of outside interference (candidates may have had help preparing their CV, and so may not be as good as their document suggests)
  • Can be hard to judge CVs objectively (the employer may prefer candidates with a good layout rather than good content) —> some files may be incompatible with particular devices which makes it look informal
  • Can take a long time to assess the applications comprehensively
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39
Q

How does an application form differ to a CV?

A

An application form asks for much of the same information as a CV, but is designed by the employer and then sent to applicants.
Once a business has received all the applications they need to be analysed, usually by splitting them into 3 categories: those to reject, those to place on a short list and those to place on a long list.

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40
Q

Advantages of application forms (x3)

A
  • Can obtain more specific information, because the employer can ask the questions that they want (also guarantees consistency)
  • Can compare the candidates quickly and easily (you can sort through the applications by focusing on a couple of the more important areas of the form
  • Deters some candidates, so you can obtain a smaller pool of candidates
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41
Q

Disadvantages of application forms (x2)

A
  • Could result in fewer candidates because some candidates may not want to spend time filling it out (however this will result in more serious applicants)
  • Time consuming and can be challenging to design
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42
Q

Letter of application

A

Also known as a cover letter, is a document sent with a CV or application form to provide additional information.

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43
Q

Why might sending a letter of application with a CV or application form help a candidate proceed to the next stage of the selection process? (x4)

A
  • Stand out from other potential candidates
  • Express your interest in the business and the role
  • Making your application personal (directly addressing the employer)
  • May show that the candidate has good written skills
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44
Q

Methods of recruitment

A
  • Local newspapers
  • National newspapers
  • Social media
  • Own website
  • Recruitment agency website
  • Word of mouth
  • Shop window
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45
Q

Work trial

A

When a candidate comes into the office to meet their prospective team and complete an assigned challenge before they are offered a job contract. The employer can find out how they handle their job responsibilities.

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46
Q

Why can work trials be useful to the employer? (x2)

A
  • Allows the company to see whether the candidate fits in with the company culture and team (that personalities don’t clash).
  • They uncover decision making skills, both desirable and undesirable.
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47
Q

Why can work trials be useful to the employee?

A

They can gain an insight into what it is really like working for the company. If they do not feel that the position is for them, they can avoid wasting their time and apply elsewhere.

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48
Q

Why might the candidate not perform well in a work trial?

A

The candidate may be nervous if they are under direct supervision.

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49
Q

Why might work trials not be useful to the employer? (x3)

A
  • They may not have an experience which truly reflects how the candidate works (unprepared or anxious that they did something bad in their interview).
  • Difficult to gain a complete understanding of whether the candidate is suitable in just one day.
  • Candidates will be trying hard to impress the employer (may not reflect what they would be like when not under direct supervision).
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50
Q

Work reference

A

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

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51
Q

What is included in a reference? (x3)

A
  • Employment dates
  • Absence levels
  • Details about the applicant’s skills and abilities
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52
Q

Why are job references useful to the employer? (x2)

A
  • They can confirm whether the information that a candidate has given is true.
  • The reference may indicate there is an issue with the candidate
    This can help them to decide whether to make a job offer or not.
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53
Q

Which industries have to legally give references?

A

Only certain industries such as those regulated by the Financial Services Authority (now the FCA).
This means that the use of references can be limited as previous or current employers may choose not to give a reference.

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54
Q

Why might references not be useful to the employer? (x2)

A
  • Previous or current employers may choose not to give a reference
  • A current employer may give a good reference because they want the employee to leave
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55
Q

Character reference (x3)

A
  • Provided by someone in a responsible position in society
  • May provide details about the applicant’s character, strengths and weaknesses
  • Helps the employer decide if the applicant has the right personality to work in the organisation
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56
Q

Disadvantage of a character reference

A

The applicant can choose who provides the reference, so they are likely to choose referees who like them.

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57
Q

Why might an interview be useful to an employer? (x7)

A
  • Can validate information from application form / CV
  • Can query information from application form / CV
  • Can see how the candidate copes under pressure
  • Can find out answers to specific questions
  • Can establish whether the candidate would fit in with the organisation / the team
  • Can see if the candidate matches up to their CV / application form (i.e are they a good communicator)
  • Non-verbal aspects can be considered (i.e how they dress, punctuality and confidence)
58
Q

How are interviews useful to candidates? (x3)

A
  • Establish what the culture is like (e.g workload, values etc)
  • Meet the team and the line manager
  • Opportunity to ask questions
59
Q

Limitations of interviews (x3)

A
  • Cannot predict long term performance
  • Only a short period of time (cannot gain a full overview of the candidate)
  • Some candidates may be affected by nerves
60
Q

Psychometric tests

A

Assess capabilities (intelligence), aptitude for the job (skills) and whether your personality fits in with the vision of the organisation you are hoping to join.

61
Q

Example of psychometric testing

A

Providing candidates with a scenario, with multiple options on how to deal with it.
They should then pick which of the solutions they would be most and least likely to use.

62
Q

Why are tests (i.e scenario, psychometric, pen/paper) useful? (x3)

A
  • Can determine what candidates will do in real situations
  • Can establish if a candidate’s personality fits with the organisation
  • Responses are less likely to be impacted by nerves
63
Q

Why might tests be limited in their usefulness?

A

Candidates may give the answers that they think the interviewer is looking for - not how they would really respond.

64
Q

Impacts of a business having an effective selection process (x3)

A
  • Helps to find a candidate with the right skills
  • Helps to find a candidate who is a good fit for the organisation in terms of personality
  • Saves time and money in the long run re-recruiting for positions
65
Q

Organisational chart

A

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

66
Q

What do organisational charts show? (x10)

A
  • Who is responsible for which functions
  • Who has authority for which subordinates
  • Lines of communication
  • How different departments are linked
  • Progression opportunities
  • Span of control
  • Chain of command
  • Levels of hierarchy
  • Line relationships
  • Staff relationships
67
Q

How are organisational charts helpful to people within the organisation? (x3)

A
  • Helpful to people who are new to the organisation
  • They know who to communicate with
  • They can identify those with authority and they can see a progression path
68
Q

Span of control

A

The number of employees (or subordinates) for whom a manager is responsible for.

69
Q

Narrow span of control advantage

A

Manager gets to spend more time giving staff clear / direct instructions.

70
Q

Narrow span of control disadvantage

A

Staff may feel ‘watched over’.

71
Q

Wide span of control advantage

A

Independence and less supervision may be motivating for staff.

72
Q

Wide span of control disadvantage

A

Staff members may perform badly as manager loses control.

73
Q

Chain of command

A

The order of authority and delegation within a business.

74
Q

Levels of hierarchy

A

This refers to the number of layers in a business organisation.

75
Q

What is the relationship between levels of hierarchy and chain of command likely to be?

A

More levels of hierarchy means a longer chain of command.

76
Q

Line relationships

A

The vertical relationships (in the organisational hierarchy) between managers and subordinates.

77
Q

Staff relationships

A

The horizontal relationships between a manager and another organisational member to / from whom the manager gives or receives information or advice.

78
Q

Tall / hierarchical structure

A

An organisation with many levels / layers of hierarchy.

79
Q

Flat structure

A

An organisation with few levels / layers of hierarchy.

80
Q

Tall / hierarchical structure chain of command and span of control

A
  • Long chain of command
  • Narrow span of control
81
Q

Flat structure chain of command and span of control

A
  • Short chain of command
  • Wide span of control
82
Q

Tall and flat structures - delegation

A
  • Flat structures are associated with wide spans of control so therefore more delegation and responsibility for employees.
  • Tall structures are associated with narrow spans of control so therefore more direct supervision.
  • There are more promotion opportunities in a tall structure, which is more motivating for ambitious staff.
83
Q

Tall and flat structures - communication

A
  • Communication will be quicker in flatter structures
  • Communication will be more bureaucratic in taller structures
84
Q

Reasons for tall structures (x3)

A
  • Everybody knows who to report to
  • Know people below you to refer to to get something done (clear lines of communication)
  • Provides clear leadership and guidance
85
Q

Reasons for flat structures (x4)

A
  • More empowering - more control for staff
  • Teamwork and trust
  • Sharing ideas - quick to improve
  • Messages are likely to be more accurate / not get lost
  • Leaner so = less staff
86
Q

Delayering

A

A process of reducing the number of levels of layers in an organisational structure.

87
Q

Delegation

A

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

88
Q

Empowerment

A

Giving employees the power to do their job.
For example, the authority to make decisions, plan their own work and solve their own problems.

89
Q

Advantages of delayering (x3)

A
  • Reduces wage costs (long term)
  • More employee responsibility because of increased delegation
  • Faster communication and therefore decisions will also be made more quickly
90
Q

Disadvantages of delayering (x3)

A
  • Spans of control will widen (this will mean an investment of time and training possibly to get employees used to working more independently)
  • Redundancy payments (short term cost)
  • Damage to staff morale (colleagues leaving and anxieties about further cuts)
91
Q

Centralised structure

A

When businesses keep decision making firmly at the top of the hierarchy (amongst the most senior management).

92
Q

Benefits of centralisation (x5)

A
  • Easier to implement common policies and practices for the whole business
  • Prevents other parts of the business from becoming too independent
  • Easier to co-ordinate and control form the centre (e.g with budgets)
  • Economies of scale and overhead savings are easier to achieve
  • Quicker decision making (usually) - easier to show strong leadership
93
Q

Drawbacks of centralisation (x4)

A
  • More bureaucratic - often extra layers in the hierarchy (often tall structures)
  • Local or junior managers are likely to be much closer to customer needs
  • Lack of authority down the hierarchy may reduce manager motivation
  • Customer service: lost flexibility and speed of local decision-making (e.g dealing with customer complaints, store layout etc.)
94
Q

Decentralised structure

A

Some decision-making is spread out to include more managers and lower levels of the hierarchy (there are different degrees of decentralisation).

95
Q

Benefits of decentralisation (x6)

A
  • Decisions are made closer to the customer
  • Better able to respond to local circumstances
  • Improved level of customer service
  • Can enable a flatter hierarchy
  • Good way of training and developing junior management
  • Facilitates empowerment: should improve staff motivation
96
Q

Drawbacks of decentralisation (x5)

A
  • Decision-making not necessarily ‘strategic’
  • Harder to ensure consistent practices and policies at each location
  • May be some diseconomies of scale (e.g duplication of roles)
  • Who provides strong leadership when needed (e,g in a crisis)?
  • Harder to achieve tight financial control - risk of cost-overruns
97
Q

Organisation by function

A

The business is arranged into specialist / functional areas.
This means that each function has some input into the output of the business’ product(s) / service(s).

98
Q

Organisation by product

A

The business is organised according to the different products made.
Each product becomes a ‘mini-company’ with its own finance, marketing, HR departments etc.

99
Q

Advantages of organisation by product (x4)

A
  • Easy to see which products and ‘profit centres’ are performing well
  • Each centre has a lot of autonomy (independence), which increases motivation
  • Teams can see the direct results of their work
  • Communication barriers are broken down for specialists
100
Q

Disadvantages of organisation by product (x3)

A
  • Different products compete for resources (i.e finance), which can cause conflict
  • Duplication of departments (i.e HR) can waste resources
  • Teams may lose sight of the overall direction of the business
101
Q

Advantages of organisation by function (x2)

A
  • Specialists can concentrate on what they do best and share ideas with each other
  • Less duplication (i.e multiple teams / employees are not recruiting staff)
102
Q

Disadvantages of organisation by function (x4)

A
  • Conflict may occur over goals, budgets etc
  • Segregation of functions means that communication about products different functions are working on is ineffective
  • It can be difficult to accredit success and/or blame about product performance
  • Departments are often doing a lot of work, but can’t really identify the outcome of their work
103
Q

Matrix structure (x3)

A
  • In a matrix structure, individuals work across teams and projects as well as within their own department of function.
  • Each team member can find himself / herself with 2 managers - their normal functional manager as well as the team leader of the project.
  • These teams can be temporary of permanent, depending on the tasks they are asked to complete,
104
Q

Advantages of a matrix structure (x6)

A
  • Can help break down traditional department barriers, improving communication across the entire organisation
  • Can allow individuals to use particular skills within a variety of contexts
  • Avoid the need for several functional departments to meet regularly, so reducing costs and improving coordination
  • Likely to result in greater motivation amongst the team members
  • Encourages cross-fertilisation of ideas across departments (e,g helping to share good practice and ideas)
  • A good way of sharing resources across departments - which can make a project more cost-effective
105
Q

Disadvantages of a matrix structure (x5)

A
  • Members of project teams may have divided loyalties as they report to 2 line managers
  • Can put project team members under a heavy pressure of work
  • Difficult to coordinate / communication can be problematic
  • It takes time for matrix team members to get used to working in this kind of structure and to build relationships with colleagues that they are working with
  • Team members may neglect their functional responsibilities
106
Q

Organisation by division

A

Usually refers to a large or multinational organisation where there are divisions which can be geographically separated or, in the case of large diverse companies, divisions are created by the product / service the company produces.

107
Q

Advantages of organisation by division (x3)

A
  • Each region has a lot of autonomy
  • Easy to see which regions are performing well
  • Can better understand the needs of customers in each region
108
Q

Disadvantages of organisation by division (x4)

A
  • Teams may lose sight of the overall direction of the business
  • May be difficult to adapt to different cultures (e.g the need for more market research)
  • Conflict for resources
  • Brand may lose consistency
109
Q

Organisation by system

A

(Also organisation by function)
Refers to the ‘systems’ that go into making a product. It is very similar to a traditional organisational structure except that products are located below each department indicating that each department has an input into the products.

110
Q

Appraisal

A

A formal assessment of an employee’s performance.

111
Q

What is included in an appraisal?

A
  1. Strengths
  2. Development areas
  3. Performance targets

Performance targets are linked to the development areas.
The targets are reviewed each year.
The targets may be linked to promotion opportunities and bonuses.

112
Q

What might the purpose of appraisals be? (x9)

A
  • Makes staff feel valued
  • Helps the business to run more efficiently
  • Prevent having to recruit new staff
  • Motivates staff to try and improve in order to be rewarded
  • Improved relationship between employees and line managers
  • To record any issues (collect evidence)
  • To make pay / training decisions
  • To set the standard / expectation
  • To give staff a focus
113
Q

Managerial appraisal

A

A method of appraisal where a manager examines and evaluates an employee’s performance.

114
Q

Advantages of a managerial appraisal (x2)

A
  • Employees receive expert input from manager
  • Makes subsequent actions such as deciding about promotion, rewards and disciplinary procedures seem fairer
115
Q

Disadvantages of a managerial appraisal (x2)

A
  • Manager may not work closely with employees to know their strengths and development areas
  • Input is limited to one point of view (the manager’s)
116
Q

Self assessment

A

Employees assess their own performance, often using a tick sheet to grade aspects of their work. This can be used as a stand alone method, or in advance of a managerial appraisal.

117
Q

Benefit of using self assessment as a stand alone method

A

Individuals often feel in the best position to identify their strengths and development areas, because a manager may not work closely enough.

118
Q

Drawback of using self assessment as a stand alone method

A

The employee may be biased when completing their assessment due to having a lack of objectivity.

119
Q

Why is a self assessment often used before a managerial appraisal? (x2)

A
  • The manager can prepare what to say to an employee
  • The employee can feel less anxious as they know what to expect
120
Q

360 degree appraisal

A

Involves an employee receiving feedback from several people i the organisation.
This is more appropriate for staff who work in large businesses with multiple teams.

121
Q

Peer assessment

A

This is when the appraisal is carried out by a work colleague.

122
Q

Advantage of a 360 degree appraisal

A

A broader picture of performance will be obtained.

123
Q

Disadvantage of a 360 degree appraisal

A

Could end up with too much conflicting information to base targets upon.

124
Q

Advantage of a peer assessment

A

Peers have a very clear idea on how the employee is contributing to the team.

125
Q

Disadvantage of a peer assessment

A

Appraisal may end up being either overly positive or negative depending on relationships (an issue if appraisal is linked to pay).

126
Q

Labour turnover (definition)

A

A measure of the number of employees who have left the business (usually over the past year), relative to the number employed in that period.
A high percentage is an indicator of poor morale and motivation.

127
Q

Labour turnover (equation)

A

(Number of employees leaving during the year / average number employed during the year) x 100

128
Q

Absenteeism (definition)

A

Non-attendance (short / long term, authorised / unauthorised).

129
Q

Absenteeism (equation)

A

(Total days absent in the month / total available working days in the month) x 100

130
Q

Short term absence

A

Where an employee is absent from work for a day or few days.

131
Q

Long term absence

A

Where an employee is off work for a lengthy period, often due to an illness.

132
Q

Authorised absence

A

When an employee asks for time off for a particular reason, such as a medical appointment.

133
Q

Unauthorised absence

A

Often refers to short term absences, such as being off due to an illness.

134
Q

Lateness (equation)

A

(Total days absent in the month / total number of scheduled arrivals) x 100

135
Q

How can a business record lateness?

A

Businesses should keep individual records of lateness.
ACAS provides sample forms to record lateness.
Usually kept digitally.

136
Q

Why might an employee have a valid reason for being late?

A

Some employees may be late for a valid reason such as childcare problems or traffic difficulties on the way into work.

137
Q

Workforce productivity (definition)

A

A measure of output per employee in a particular period of time.
Productivity is a key indicator of employee performance.

138
Q

Workforce productivity (equation)

A

Output (per week/month/year) / average number of employees

139
Q

Why is productivity hard to measure in the tertiary sector?

A

There are no physical products produced.

140
Q

Benefits to the business of improving workforce performance

A
  • Increased output
  • Increased speed
  • Increased efficiency
  • Reduced wastage
  • Reduced training costs
  • Reduced recruitment and selection costs
  • Less resentment amongst the team

Business (9 decks)

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