1.4 Flashcards
(58 cards)
1
Q
staff as an asset
A
- bring knowledge, skills and expertise to a business
- increase productivity
- drive innovation
- enhance customer service
- positive reputation
2
Q
staff as a cost
A
- hiring and training
- managing workers
- wages
- salries
- additional staff benefits
- redundancies
3
Q
multi- skilling
A
training workers to fulfil multiple job roles
4
Q
multiskilling - advantages
A
- utilise workforce more efficiently, reducing labour costs and increasing productivity
- improve patient outcomes in healthcare industries, more comprehensive care
5
Q
multiskilling - disadvantages
A
- signficant investment in training
-may not be appropriate at all job roles
6
Q
part time and temporary working - advantages
A
- flexible working arrangements can attract and retain talent
- improved productivity, as staff can work during their most productive hours in the day
7
Q
part time and temporary work - disadvantages
A
- flexible working can be challenging with communication and collaboration
- monitoring and managing flexible workers can be hard
8
Q
outsourcing - advantages
A
- access specialised skills that are not available in house
- reduced labour costs and training
9
Q
outsourcing - disadvantages
A
- loss of control over quality and delivery
- ethical concerns, particulaly if partner is based in country with lower labour standards
10
Q
dismissal vs redundancy
A
dismissal - termination of employment
redundancy - job is no longer available, business is reducing size of workforce
11
Q
recruitment costs
A
- include, advertising, recruiting, interviewing and screening
- high labour turnover rates can increase costs
12
Q
training costs
A
- cost of trainers, materials and facilities
- effectiveness of training can impact these costs
- employees may require more training if it is not efficient enough
13
Q
selection costs
A
- background checks and visa costs
- increased costs through higher labour turnover rates, as the business has to spend more money more regularly
14
Q
induction trainin
A
introduces employee to company and their role and responsibility
15
Q
benefits of induction training
A
- helps new employees understand job role better
- introduces to company culture
- boosts employee confidence and motivation
- reduces time taken for new employees to become productive
16
Q
drawbacks of induction training
A
- time consuming and expensive to organise
- may not cover all aspects of job role
- may not be effective, leading to employee dissatisfaction
17
Q
on the job training advantages
A
- employees learn new skills and knowledge while perfoming job duties
0 training is tailored to specific job role - more practical and relevant to job duties
- cost effective, takes place during working hours
18
Q
on the job training drawbacks
A
- may make mistakes during learning, impacts productivity and quality
- disruptive to work place as a trainer os also required
- may not be effective
19
Q
off the job training advantages
A
-learn new skills outside of workplace, can bring fresh ideas to workplace
- training can be tailored to employee needs
- used as a reward for high performing employees
- cost effective if online
20
Q
off the job training drawbacks
A
- expensive to organise
- may miss work while attending, impacting productivitty
- may not be directly applicable to the employee
21
Q
hierarchy
A
levels of authority within an organisation
22
Q
chain of command
A
formal line of authority that flows from top management to low level employees
- establish clear libes of communicaton
23
Q
span of control
A
refers to number of employees that a manager can effectively manage
- narrow has more layers
- wide has less
24
Q
centralised structures
A
decision making concentrated at senior management levels
- promotes consistency and control
25
decentralised structure
decision making distrubted throughout organization, ower level employees have more power
- promotes flexibility and innovation
26
tall organisational structure
multiple layers of management and centralised decision making process
long chain of command
27
flat structure
fewer levels of management
decentralised decision making process
28
matrix structure
built around specific projects
combines functional areas of business (HR) with specialist team that operates inside business
29
tall structure advantages
- clear hierarchy of authority and defined roles
- promotes specialisation
- offers opportunities for career advancement and promotion
- increases efficiency and motivation
30
flat structure advantages
- promotes culture of collaboration and open communication
- decision making can be fast and more efficient
- encourages creativity and innovation
31
matrix structure advantages
- promotes cross functional collaboration and communiction
- allows for specialisation and expertise within each functional area
- enables efficient allocation of resources and coordination of multiple projects
32
tall structure disadvantages
- communication barriers between upper and lower levels
- decision making can be slow, multiple layers to pass through
- excess levels of management
- reduced efficiency and motivation
33
flat structure disadvantages
- role ambiguity and lack of clear hierarchy
- may not provide clear opportunities for career advancement
- may require employees to take on multiple job roles, leading to burnout
34
matrix structure disadvantages
- conflicts over priorities and resources
- confusion over roles and responsibility when multiple mangers are involved
- requires high degree of communication
35
taylors motivational theory
- breaks down complex tasks into simple ones to standardise work processes
- provides workers with clear instructions to maintain efficiency
36
advantages of taylors motivational theory
- increased efficiency, lower costs
- standardised work procedures for all, reducing errors
- specialisation of labour leads to greater efficiency and productivity
- clear hierarchy and libes of authpritty
- improved training to develop performance
37
disadvantages of taylors theory
- overemphasis on efficiency reduces worker satisfaction
- workers may disengage if they are reduced to working in a machine like system
- may not work for all jobs
- potential to exploit workers for more work with no reward
38
mayos human relations theory
- focus on importance of social factors in the workplace
- communication, motivation, job satisfaction
- aims to improve productivity and job satisfaction
- businesses empower employees, provide feedback, encourage
39
advantages of mayos theory
- increased productivity, workers feel valued
- better communication as workers value open and honesty
- employee empowerment increases workers sense of ownership and responsibility
- stronger sense of community
40
disadvantages of mayos theory
- time consuming, building relationships requires effort
- lack of control, workers make more decisions
- potential for conflict
- limited applicability
41
maslows hierarchy of needs
- self actualisation
- esteem (recognition)
- love , belonging ( sense of community)
- safety (job security)
- psyhiological (necessities for employees)
42
advantages of maslows HON
- higher employee satisfaction as needs are met
- increased productivitty and loweer turnover
- improved performance
43
disadvantages of maslows HON
- businesses must tailor approach to fit needs of individuals
- expensive to meet so many individual needs
- time consuming, requires significant effort from mamabgement to individually connect
44
hezberg two factor theory
- hygeine factors are elements that dont necessarily lead to job satisfaction, but their absense causes dissatisfaction
eg. working conditions, coworker relations, wage
- motivators lead to job satisfaction
eg. achievement, responsibility , advancement
45
piecework
- employees paid according to number of units they produce
- link to taylor
46
comission
- percentage of sales revenue paid to workers who sell goods or services
- link to herzbergs theory
- esteem in maslow
47
bonus
- additional payment given as a reward for reaching goals or exceeding performance
- motivates hard work
- esteem under maslow
- hezberg says bonuses negatively affect performance
48
profit share
- company profits distributed among staff which encourages collaboratice work
- motivator under hezberg, cretes buy in to increased responsibility - help organisation make a profit
49
performance related pay
- staff paid based on performance, motivates to work harder
- links to hezberg hygeine, been proven to dissatisfy when used
50
delegation
- gives employee responsibility and sense of ownership and control over their work
- esteem under maslow, motivator under hezberg
51
consultation
- seeking inout of staff on decisions that can affect their work
- increased staff engagement and committment
- maslows esteem
52
empowerment
- giving staff authority to make decisions without management approval at first
- increases sense of staff owneership and responsibility
- maslows esteem needs
- motivator under hezberg
53
team working
- creating collabprative opportunities
- staff can share ideas and experrtise
- mayos theory
54
flexible working
- employees adjust hours to suit their lifestule
- improved work life balance
- maslows self actualisation
- motivator under hezberg
55
job enrichment
- adding more meaningful tasks to a job
- improves motivation as feel more engaged
- mayos theory
- hezberg motivator
56
job rotation
- moving staff between roles
- provides new experiences and opportunities, increasing skill and motivation
- motivator under hezberg
57
job enlargment
- expanding job role to have additional responsibilities
- engage with variety of tasks
- mayos theory
- motivator for hezberg
58
