3.6 Decision making to improve human resource performance Flashcards
3.6.1 Setting human resource objectives 3.6.2 Analysing human resource performance 3.6.3 Making human resource decisions: improving organisational design and managing the human resource flow 3.6.4 Making human resource decisions: improving motivation and engagement 3.6.5 Making human resource decisions: improving employer-employee relations (21 cards)
Hard HRM
When managers treat the human resource in the same way they treat any other (for example, ordering more one week and less the next). In such a climate, employee relations are likely to be strained and staff may see the need for trades union involvement.
Soft HRM
When managers treat the workforce as a special strength of the business and therefore make sure that staff welfare and motivation are always top priorities
Line Managers
Staff with responsibility for achieving specific business objectives, and with the resources to get things done
Staff Appraisal
A regular (perhaps annual) meeting between employee and line manager to discuss past performance and future business and career objectives.
Division of Labour
Subdividing a task into a number of activities, enabling workers to specialise and therefore become very efficient at completing what may be a small, repetitive task
Hygiene Factors
Everything that surrounds what you do in the job, such as pay, working conditions and social status; all are potentional causes of dissatisfaction, according to Herzberg
Job Satisfaction
The sense of well being and achievement that stems from a satisfying job
Piece Rate
Paying workers per piece they produce (for example, £2 per pair of jeans made)
Productivity
Output per person (that is, a measure of efficiency)
Trade Union
An organisation that represents the interests of staff at the workplace.
Job Design
Having designed a product, it is time to design the jobs needed to make the product. Merely subdividing it into work fragments will be unmotivating so the design the job with people in mind.
Motivation
To professor Herzberg, it means doing something because you want to do it. Most business leaders think of it as promoting people to work hard.
Job Description
A statement of what the job tasks and duties are, that is, the job itself (rather than describing the right person for the job)
Induction Training
Familiarises newly appointed workers with key aspects of their job and their employer, such as health and safety policies, holiday entitlement and payment arrangements. The aim is to make employees fully productive as soon as possible.
Person Specification
An account of the qualifications, attributes and experience required from a successful candidate for the post
Poaching
Persuading staff to leave the company that trained them, thereby getting fully trained staff without paying the training cost (Premier League clubs are often accused of this by lower league teams.)
Soft Skills
Personal qualities such as warmth, openness, willingness to act on criticism and empathy
Arbitration
When as independent person listens to the case put by both sides, then makes a judgement about the correct outcome
Conciliation
An independent person encourages both sides in a dispute to get together to talk through their difference. The conciliator helps the process but makes no judgements about the right outcome.
Feedback
Obtaining a response to a communication, perhaps including an element of judgement (for example, praise for a job well done)
Verbal Communication
Messages passing freely from the bottom to the top of the organisation, and from the top to the bottom.
