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BUSINESS MANAGEMENT > 2 > Flashcards

2 Flashcards

1
Q

human resource management

A

is the organisation of employee’s roles, pay and working conditions

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2
Q

strats to manage employees

A

communicating business objectives
motivating employees
supporting employees
motivating performance

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3
Q

communicating business objectives

A

1 a strat to manage employees
2 effect on successfully managing employees
3 effect on business
4 business objective achieved

2 increased job satisfaction reduces the number of employees leaving the business
3 reduces the cost of recruiting and training replacement employees
4 make a profit

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4
Q

motivating employees

A

1 a strat to manage employees
2 effect on successfully managing employees
3 effect on business
4 business objective achieved

2 increased job satisfaction. Improves the quality of goods and services manufactured and delivered.
3 inventing customer satisfaction which increases sales.
4 Increase market share

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5
Q

supporting employees

A

1 a strat to manage employees
2 effect on successfully managing employees
3 effect on business
4 business objective achieved

2 increased job satisfaction promotes employees calculating innovative ideas
3 the business is better able to meet customer needs
4 fulfil a market need

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6
Q

motivating performance

A

1 a strat to manage employees
2 effect on successfully managing employees
3 effect on business
4 business objective achieved

2 increased job satisfaction. increases employee support for business initiatives
3 improves the success of initiatives that aid the community or reduce waste
4 fulfil a social need

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7
Q

theories

A

maslows hierarchy of needs
Lawrence and nohrias four drive theory
loche and latham’s goal setting theory

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8
Q

maslows hierarchy of needs

A

Is a motivation theory that suggests employees have five fundamental needs which they strive to fulfil in a set order.
needs :
- physiological
- safety and security
- social
- esteem
-self actualisation

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9
Q

physiological needs

A

are the basic requirements for human survival, such as food water and shelter.

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10
Q

safety and security needs

A

are the desires for protection from dangerous or threatening environments

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11
Q

social needs

A

are the desires for a sense of belonging and friendship among groups

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12
Q

esteem needs

A

are the desires to feel important, valued and respected.

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13
Q

self actualsation needs

A

is the realisation of ones full potential through creativity and personal growth

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14
Q

Lawrence and nohrias four drive theory

A

is a motivation theory that suggests that employees strive to fulfil for fundamental needs.
1. drive to acquire
2. drive to bond
3. drive to learn
4. drive to defend

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15
Q

drive to acquire

A

is the desire to achieve rewards and high status.

Employees are motivated to receive both financial and non financial rewards

financial
- raise in wage
- bonuses
non financial
- clear pathways for promotion
- increase tasks and responsibilities

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16
Q

drive to bond

A

is the desire to participate in social interactions and feel a sense of belonging.
employees are motivated to engage in social activities
- team bonding aspects like a sports day
- celebrations

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17
Q

drive to learn

A

is the desire to gain knowledge skills and experience
employees are motivated to improve their capabilities at work through training and mentoring.
- allowing employees to regularly try different types of tasks.
- pairing junior with senior employees

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18
Q

drive to defend

A

is the desire to protect personal security as well as the values of a business.
employees are motivated to connect to the business
- making sure managers implement business values
- adding employee input

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19
Q

loche and lathams goal setting theory

A

is a motivation theory which states that employees strive to achieve well defined objectives.
clarity
commitment
challenge
task complexity
feedback

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20
Q

clarity

A

goals should be specific and easy to measure.
employees should be able to clearly understand what is expected of them

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21
Q

commitment

A

employees should be involved in setting their goals
goals should incorporate personal interests of employees

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22
Q

challenge

A

the goal should be different enough to encourage employees to improve in order to achieve it

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23
Q

task complexity

A

the goal should not overwhelm employees and should be achievable
employees should receive adequate training and time to achieve the goals

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24
Q

feedback

A

managers should provide regular support to employees and should be achievable
managers should constantly monitor the progress

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25
Q

5 key principles of the goal setting theory

A
  1. employee discuss their personal goals with managers
    - manager aligns employee goals with business objectives
  2. managers and employee set a clear achievable goal together
    - the goals should be challenging and complex
  3. manager regularly checks employee progress and provides support
  4. manager celebrates and reveals the employee for a reaching a goal
  5. manager and employee set a new, more difficult goal together
26
Q

motivation strats

A

performance related pay as a motivation strat
career advancement
investment in training
support
sanction

27
Q

performance related pay as a motivation strat

A

is a financial reward for reaching or exceeding a set business goal.
it aims to encourage employees

28
Q

career advancement

A

is the upwards progression of an employees job position.

29
Q

investment in training

A

is allowing resources to improve employees skills and knowledge.

30
Q

support

A

is providing employees with any assistance that improves their satisfaction at work .

31
Q

sanction

A

is penalising employees for poor performance or breaking business policies.

32
Q

short term motivation

A

where a manager is aiming to quickly motivate employees, immediately going to use.

33
Q

types of short term motivation

A

performance related pay
ad
employees can be motivated to inspire performance to immediately receive financial rewards.
dis
employees may be demoted if they constantly compete with others to achieve financial rewards
career advancement
ad
employees can be motivated to quickly take on more responsibility in the workplace
investment in training
ad
employees can be quickly motivated by an opportunity to upskill
dis
employees may be demotivated by the inconvenience of training programs
sanction
ad
employers may be quickly motivated to avoid penalties and punishments due to fear
dis
employees may resign when faced with penalties or punishment

34
Q

long term motivation

A

high level of job satisfaction that can be sustained

35
Q

types of long term motivation

A

performance related pay
dis
employees may be demotivated if the reward doesn’t continuously increase as it may not seem valuable
career advancement
ad
employees may be motivated by ongoing opportunities to be promoted
investment in training
ad
employees may be motivated on an ongoing basis as they are better skilled to complete job tasks
dis
employees may be demotivated by the consistent interruption caused by training programs.
support
ad
employees will be more likely to remain at the business as they feel valued by management
sanction
dis
employees may be demotivated due to negative working environment

36
Q

employee training

A

on the job
off the job

37
Q

on the job

A

is employees improving their knowledge and skills within the workplace

38
Q

off the job

A

is employees improving their knowledge and skills in a location external to the business.

39
Q

performance management

A

management by objectives
performance opportunity
self evaluation
employee observation

40
Q

management by objectives

A

is both managers and employees collaboratively setting
individual employee goals that contribute to the achievement of wider business objectives.

41
Q

performance opportunity

A

is a manager assessing the performance of an employee against a
range of criteria, providing feedback and establishing plans for improvement in the future.

42
Q

self evaluation

A

is an employee assessing their individual performance against a set criteria.

43
Q

employee observation

A

is a range of employees from different levels of authority assessing another employee’s performance against a set criteria.

44
Q

termination management

A

retirement
redundancy
Resignation
dismissal

45
Q

retirement

A

is an individual deciding to leave the workplace as they no longer with to work.

46
Q

redundancy

A

is an employee no longer working for a business because there is insufficient
work or their job no longer exists.

47
Q

Resignation

A

is an employee voluntarily terminating their own employment, usually to take
another job position elsewhere.

48
Q

dismissal

A

is the involuntary termination of an employee who fails to meet required standards
or displays unacceptable or unlawful behaviour.

49
Q

participants in the workplace

A

human resource managers
the roles of employees
the role of emploers associations
the role of unions
the role of the fairwork commission

50
Q

the role of human resources managers

A

Recruit, hire, train and terminate employees
• Provide employees with appropriate training to maximise their performance.

Act as a mediating party
.
Ensure that minimum legal requirements are met. -

51
Q

the role of employees

A

Follow and understand workplace safety procedures. -
• Be aware of Occupational Health and Safety (OH&S)

Complete tasks with proper care and diligence -
• Follow employee requirements, such as weekly working hours or dress code.
Not misuse confidential information.

Report illegal or unethical behaviour.

52
Q

the role of employer associations

A

employer association are advisory bodies who assist employers in understanding and upholding legal business obligations.

• Actively make employers aware of any new policies, laws or regulations which must be taken into account by their business.
Provide advice. and support
Represent employers during negotiations with employees.

53
Q

the role of unions

A

unions are organisations composed of individuals who represent and speak on behalf of employees in a particular industry to protect and improve their wages and working conditions.

Seek better wages and work conditions.

• Respond to any concerns or issues raised by employees related to wage and work conditions.
• Ensure that employers are upholding their legal requirements related to wages, work and safety conditions at work.
• Protect employees from unfair dismissal and redundancy.

54
Q

the role of the fair work commission

A

the fair work comission is Australia’s independent workplace relations

Create and update national employment standards (NES) to protect employees’ wages and working conditions.

Establish awards.

• Make a legally binding decision after hearing arguments from both parties to a dispute during arbitration.
Respond to serious workplace issues.

55
Q

awards

A

is a legal document which outlines the minimum wages and conditions of work
across an entire industry.

56
Q

agreements

A

is a legal document which outlines the wages and conditions of employees and is applicable to a particular business or group of businesses.

57
Q

dispute resolution

A

grievance procedures
meditation
arbitration

58
Q

grievance procedures

A

is a formalised set of steps that employees and employers can
follow to resolve workplace disputes.

59
Q

meditation

A

is an impartial third party facilitating the discussion between disputing parties to help each side of the conflict reach a resolution themselves.

60
Q

arbitration

A

is an independent third party hearing arguments from both disputing parties
and making a legally binding decision to resolve a conflict.

BUSINESS MANAGEMENT (5 decks)

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