component 1 definitons HR Flashcards
organisational design
process of aligning the structure of an organisation with its objectives
span of control
number of subordinates that a manager has direct responsibility for
heirarchy
ranking of workforce in terrms of importance and power
chain of command
paths communication takes which orders or instructions are passed down
centralisation
where decision making is kept at the top level of an organisational structure has a narrow span of control
decentralisation
where decision making is spread through the organisation and is delegated to lower levels of the heirarchy
delegation
assinment of authority for tasks and decisions to employees lower down the heirarchy
empowerment
giving someone power, responsibility, auhority
span of control
how many workers are directly responsible to a manager or supivisor high level of delegation span is often wide,narrower span - control is tight and centralised
labour turnover
percentage of workforce that leave a business within a given period of time
absenteeism
percentage of employees that are absent over a period of time
labour productivity
measurment of efficiency within a business
workforce planning
process of forecasting future staffing requirements, putting the right number of employees with the right skills and experience in the right jobs at the right time
apprasial
act of assessing a workers performance in relation to their current targets and setting targets for the future and identifying any training needed
training
process of developing an employees skills and knowledge in a workplace
HRM
human resource managagment is a field of managment which deals with planning and organising and controlling the functions of ordering, devleoping and maintaining and utilising a labour force such thar organisational and individual goals are fufilled.
employees being viewed as a valuable respurce of a business that needs to be carefully selcected, trained , motivated and retained so that corporate objectives can be achieved.
motivation
drive or desire within individuals to take action, achieve goals, and perform tasks effectively and efficiently in the workplace.
taylors theory
people only work for money
workers can produce more output if responsibility for decision making and planning is removed
employees will do the minimum amount of work if not suoervised
main form of motivation is higher wages
small tasks using relitevely unskilled workers = efficient
mayo and hawthorne
motibation at work promoted by-
better teamwork
better communication
involvment in decision making
ensuring wellbeing of others
making work intersting and non repetitive
environment-lighting and humidity
employee arrangment e.g., breaks, hours
people dont just work for moenu
recognition and feeeling valued
maslows heirarchy
physiological
saftey/security
social needs
esteem needs
self- actualisation
porter and lawlers
intrinsic rewards- positive feelings that individual experiencrs from coompleting a task- pride/reward/satisfaction- inportance of job content
extrinsic- rewards from outside indivifual- material rewards, bonuses / pay increases
job enlargment
increasing number of tasks completed by employee
job enrichment
giving employees more control over the tasks they complete
job design
job should incude tasks that are of interest to the employee and challenging allowing for decision making
empowerment
giving employees power to control their own jobs makr decisions and impliment own ideas
quality circles
groups of employees meet on a regular basis to discuss problems and offer solutions
managers
process of planning, organizing, coordinating, and controlling resources, activities, and people within an organization to achieve its goals efficiently and effectively.
leadership
process of guiding and directing a team or organization towards achieving its objectives by providing vision, direction, and motivation while effectively managing resources and fostering collaboration.
mc gregor theory x manager
assmes-
workers mmust be suoervised or quality/quantity will fall
- workers will only respect a type of manager that tells them what to do with complete authority
- money is the only motivator
-workers dont want to be involved in decision making
-workers want to remain faceless to managent
workers have little ambition
- links to taylor and vroom
mc gregor theory y
asumes-
workers cant be motvated by money alone seek more than financial satisfaction
-workers are ambitiois, willing to train and contribute ti chances of promotion
workers will be more efficeient when left to own devises- trust breeds responsibility
- workerd want to contribute to improving effeicency, want to be seen/ noticed, rewarded amd appreciated by managment
agrees with mayo, maslow and herzberg
autocratic leadership
this type of leader gives orders which are to be obeyed without question- theory x manager
no time for consideratiion of maszlows heirchary of needs
can be effective when rapid restrictiring is required, to be effective relys on
- strict heirarchy structure, no employee involvement in decision making
- fw taylor style
- strict control
-decisins top of heirarchy
paternalistic leadership
leaders/managers make all decisoons, no employee involvemnt but may attempt to persuade employees decisoon making is made in best interest of welfare of employees abd may consult them before a decision
related to mayos work on human relations and some of maslows needs