2 - Human Reaource Management Flashcards
(74 cards)
1
Q
Work force planning
A
Is a method used by a business to forecast hoe many and what types of employees are needed now and then
Short term:
- fill places in the business
Long term:
- accommodate strategic changes
2
Q
How can a organization predict the future needs of any employee?
A
- past data
- productivity of workers
- management knowledge
- calculating staff turnover
3
Q
Internal source of labour
A
Recruitment of employees already in the firm ( promotions or rehiring)
4
Q
External sources of labour
A
When an employees is recruited from outside the organization
5
Q
Labour turnover
+ Calculation (not given) to
A
The number of employees leaving within a given period
Formula:
(Number of employees leaving / Number of employees in the business) x 100
6
Q
Avoidable causes of employees leaving
A
- displeased with payment
- poor working environment
- job dissatisfaction
- human resource policies
- lack of facilities
- working times
7
Q
Unavoidable causes of employees leaving
A
- family circumstances
- retirement
- marriage
- child birth
- dismissal
- redundancy
8
Q
The disadvantages of having a high turnover
A
- bad reputation of company
- training
- inefficiency
- loss of productivity
- increased recruitment costs and time
9
Q
Internal factor
A
Within the control of the business organization
10
Q
External factors
A
Outside the control of the organization
11
Q
Internal factors affecting human resource planning / workforce planning
A
- structure it organization
- budget
- promotion
- working practices
12
Q
External factors affecting human resource planning / workforce planning
A
- competition
- payment
- legislation ( countries rules)
- technology advancements
- population and demographics
- economic situation
- availability of skills
- government training and subsidies
13
Q
Common steps of the recruitment process
A
- Job analysis
- Job description
- Person specification
- Job evaluation
- Job advertisement
- Selection
14
Q
- Job analysis
A
Study of what the job entails, providing detail of the skills needed, training and tasks of the job.
15
Q
- Job description
A
Includes job title, context of the job, take, working environment
16
Q
- Person specification
A
Derived from the job analysis and job description. Defines the quantities of the individual needed to fill the vacancy.
- personality
- skills
- experience
17
Q
- Job evaluation
A
Job evaluation allows managers to decide the value of the job compared to others. Differentiate payment
18
Q
- Job advertisement
A
Advertising of job internally or externally
19
Q
- Selection
A
Process of selecting the most suitable candidate for the job
- Application
- Job interview
- Testing
- Job offer
20
Q
Internal sources advantages and disadvantage
A
Advantages
- shorter induction training as employee is familiar with the company
- existing resources can be used
- manager is familiar with employee
- less expensive
- saves time
- used to motivate other employee
Disadvantages
- can cause company disputes
- fewer new ideas and innovations
- another vacancy is filled
21
Q
External recruitment advantages and disadvantages
A
Advantages
- avoids internal conflicts
- new people bring new ideas
- wider range of candidates
Disadvantages
- more time and training needed
- more expensive
- existing staff demotivated as they are overlooked
- person may not fit into the company
22
Q
Training
Benefits
A
The acquisition or improvement of knowledge as a result of learning
Benefits:
- advantage of rivals
- better chances of employees being promoted
- employees feel validated
- helps reduce incidents in he workplace
- improves productivity and efficiency
23
Q
Types of training
A
- On the job training - is conducted while employees is performing work activities, without leaving the workplace
- Induction training - start their work in the organization through introducing the role of the job and the business
- mentoring - employee is paired with a more experienced worker - Off the job training - training that takes place away from employees normal work place
- Cognitive - theoretical learning
- lectures
- demonstrations
- describing
- discussions - Behavioral methods- practical experiences
- business games
- case studies
- role plays
- simulations
24
Q
Appraisal / performance review
A
Involves different methods and uses preset standards to evaluate the employees performance.
25
Types of appraisal
1. Formative - employee receives feedback on an ongoing basis even when undergoing training.
2. Summative - when an employee finishes a project or period of training a summative appraisal my be conducted.
3. 360 degree appraisal - uses survey to gather information about an employees performance from different people involved in their work.
4. Self appraisal - employee uses the present criteria to asses their own performance
26
Dismissal
When the employer decides to terminate an employees contract
- misconduct
- capability
27
Dismissal process
1. Full investigation
2. Complete check
3. Provide written evidence
4. Meeting with employee
5. Written notice
28
Redundancy
A lawful reason to dismiss an employee when there is a insufficient work in the company, when there’s a recession or reduced demand
29
Redundancy process
1. Planning the redundancy
2. Identify alternatives to redundancies
3. Prepare a schedule
4. Inform employees
5. Select redundancies
6. Individual consultations
30
Reasons for changing work patterns and practices
- globalization
- flexible work
- improve loyalty and increase productivity
- attractiveness increases
- decreased absenteeism
31
Part time work
Advantages and Disadvantages
Is when an employees are contracted to work fewer hours than are required of full time employees
Advantages
- lower costs
- easy to replace
- employees have time to presume other interests
- normally more productive
- useful during seasonal demands
Disadvantages
- lower loyalty and motivation
- training and recruitment is higher
- they receive lower pay
- fewer benefits
32
Temporary employment
I’d an employment situation where an employee is expected to remain in a position for a certain period of time
33
Flextime employment
When an employee can choose the hours they work within the core time the business is open
34
Teleworking
When employees spends all or part time of their work time at a location other than their workplace
35
Outsourcing
Advantages and Disadvantages
When a company transfers part of its work to outside suppliers it companies instead of completing it internally
Advantages
- saves costs
- allows business to focus on core activities
- allows specialization
- business can hire best experts of the project
Disadvantages
- difficulties in communication and time differences
- outside company accesses confidential information, pose security threat
36
Offshoring
Advantages and Disadvantages
I occurs when a company relocates part of it to a manufacturing process without giving up control or ownership
Advantages
- cheaper
- less rules
- lower cooperate taxes
- focus on core business functions
- they can gain info on local markets
- offers customers lower prices = more competitive
Disadvantages
- communication and language issues
- social differences
- Time zone differences
- security issues
37
Reshoring
Is the process of bringing back manufacturing facilities that were offered to another country
38
In housing
Reverse of outsourcing , operations moved back
39
Delegation
Is the assignment of responsibilities or authority to another person to carry out specific activities
Advantages
- build skills
- motivate people
- more free time
Disadvantages
- takes repetitive and tedious
- frustrated employees
40
Span of control
Describes the number of subordinates that a manger can directly control.
1. Narrow span of control
- close supervision
- many levels of management
2. Broad span of control
- less control from supervisor
- low management cost
41
Draw a narrow and broad wide span of control
Narrow:
- tall
Wide:
One to many on the same level
42
Hierarchy
Pyramid like structure where each level has a high and lower one
1. Fart organization structure
2. Flat organization structure
43
Chain of command
Is an organization is the line of authority or responsibility which is passed from one person to another
1. Long chain of command
2. Short chain of command
44
Bureaucracy
Rules and procedures must be followed ( military)
45
Delayering
A HR strategy of reducing the number of layers in an organizational hierarchy
Advantages
- fewer costs
- faster decisions
- encourages innovation
Disadvantages
- increase workload
- people will lose their job
46
Centralization
All decisions are made by small groups of managers close to the head
47
Decentralized
Means a transfer of decision making power, usually achieved by delegation of authority to individuals or groups at all levels of the organizations
48
Organizational chart
Graphical illustration of relationships between organizations departments functions and people
49
Types of organizational structures
1. Flat / horizontal - few levels of hierarchy, small business
2. Talk / vertical - structure with multiple levels of management
3. Hierarchical - tall organizational structure, looks like a pyramid with many levels
4. By product - business is organized into departments focused on different products
5. By function - organization is divided into smaller groups based of specialized function areas
6. By region - used for organizations with operations in different geographical structures
50
Shamrock organization
Am I tended plan for these complicated issues while practicing labour flexibility.
An organization with core staff only, which outsources activities and functions to external contractors and temporary workers
Core workers - core managers, employees who are necessary for the business to fulfill its core missions and deliver a USP
Contract employees - activities not at the core of the business but which are nevertheless necessary.
51
Types of communication
1. Verbal
- meetings
- face to face
- conservations
- gossip
- phone calls
2. Visual communication
- charts
- diaphragms
- symbols
- maps
3. Electronic communication
- email
- text
- Twitter
- Facebook
4. Written communication
- letters
- notes
- emails
- bulletins
52
The key functions of management
Summaries the work a manager does within a business organization
53
Management
Is the work of business organizations resources
54
Leadership
Is the use of strategic and creative thinking that inspires people to meet challenges and accomplish definite goals
55
Leaderships styles
1. Autocratic leadership - a leader makes decisions with little or no outside input.
2. Paternalistic leadership - when a leader treats employees as if they were family
3. Democratic leadership - employees feel validated and are encouraged to share their ideas
4. Laissez faire leadership - give employees minimal direction and large amounts of freedom
5. Situational - ability of the leader to adjust their style of leadership based on the task
56
Motivation
Intrinsic
Extrinsic
Set of reasons we do something
57
Types of financial rewards
- salary
- wage (time rate)
- Wage (piece rate)
- commission
- profit related pay
- performance related pay
- fringe benefits (perks)
58
Non financial tools
1. Teamwork - is the collaboration effort of a group working together to achieve completion of a task or goal
2. Purpose - is when the employee seeks to make positive contribution with their work for the greater good
3. Empowerment - entails giving employees greater responsibility in deciding how to preform their job
4. Job enlargement - is when tasks are added to an employee job description
5. Job rotation - when employees change job for a period of time to learn a new task within a work process
6. Job enrichment - is when an employees are given added take that require more skill and training
59
Motivation theories
1. Taylor’s scientific management - having assembly work lines that break down workflows into smaller components, helps improve efficiency and productivity
2. Maslow hierarchy of needs - stresses the importance of having basic needs met so the other higher order needs psychological and self fulfillment needs to be satisfied
- self actualization
- Esteem needs
- love and belongingness needs
- safety needs
- physiological needs
3. Fredrick Herzbergs two factor theory
- hygiene needs - without them they become demotivated
- motivation needs
4. Adams equity theory
- suggests employees are satisfied when they are previewing that there’s equity between work they put it and what they receive
5. Pink drive theory of motivation
- the idea that modern employees don’t respond to extrinsic rewards alone they need intrinsic ones too
Autonomy - freedom
Mastery - the opera unity to master a skill
Purpose - have purpose
60
Mallows hierarchical needs
2. Maslow hierarchy of needs - stresses the importance of having basic needs met so the other higher order needs psychological and self fulfillment needs to be satisfied
61
Taylor’s scientific management
1. Taylor’s scientific management - having assembly work lines that break down workflows into smaller components, helps improve efficiency and productivity
62
Fredrick Herzbergs two factor theory
1. hygiene needs, without them you become demotivated but they don’t motivate you
- salary
- peer relationships
- security
- status
2. Motivation needs
- personal growth
- achievement
- advancement
- recognition
- work itself
63
Adams equity theory
Suggests employees are satisfied when they are previewing there’s equity between what they put in and what they receive
64
Pinks drive theory of motivation
- employees don’t respond to only extrinsic rewards but need internal ones too
1. Autonomy - freedom
2. Mastery - master a new skill
3. Purpose - have purpose
65
Organization culture
The sum of values, attitudes, beliefs, expectations and assumptions of an organization.
66
Key elements of organizational culture
- values
- practices
- people
- vision of the organization
- history and folklore
67
Types of organizational culture
1. Power culture
- individuals make decisions
- formal rules and procedure
- autocratic leaders
2. Role culture
- rule book situations
- old, stable, grounded firms
3. Task culture
- problem solving and teamwork
- innovative and flexible companies
- teamwork
4. Person culture
- open door policy
- free two way communication
- values experience and expertise
68
Cultural clash
Their circumstances and consequences
Within a business occurs when more than one culture becomes dominant and there is a conflict as a result
Circumstances
- mergers
- acquisitions
- change in leaderships
- growth
Consequences
- employees become fearful of their jobs
69
Trade Unions
Are a group of individuals or people that represent the ingests on the management team in a collective bargaining process
70
Industrial relation methods used by employees
Unions may use the following method to achieve their objectives in the negotiation process with employers:
1. Collective bargaining - process in which work conditions and wages are negotiated with employers through their agents
2. A go slow - is an action where employees are instructed to work at reduced rate, slowing down, reducing productivity
3. Work to rule - employees work at minimum level required by their contract
4. Overtime ban - employees are instructed by their union to refuse to work beyond contracted hours
5. Strike - employees refuse to work
71
Employee methods used by employers
- Collective bargaining
- redundancies
- contract changes
- closure
- lockout
72
Approaches to conflict resolution
- single union agreement
- no strike agreement
- employee participation and industrial agreement
- conciliation and arbitration
73
Reasons for resistance to change in the workplace
1. Self interest
2. Low tolerance
3. Misinformation
4. Interpretation
5. Circumstances
74
HR stratifies to reduce mint change and resistance to change
- agreement planning
- timing the change
- communicating the change
