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Business > 4. Human Resoucrses > Flashcards

4. Human Resoucrses Flashcards

1
Q

HR objectives

A

Specific Goal/target of relating to the management and performance of human resources in a business

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2
Q

What is human resource manage?

A

With design, implementation and maintenance of strategies to manage people for optimum business performance

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3
Q

Aspects of human resource management

A

Workforce planning
Recruitment and selection
Training
Talent development
Engagement and involvement of employees
Managing diversity

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4
Q

Common HR objectives

A

Ensure human resources are employed cost effectively
Make effective use of workforce potential
Operate, effective talent development
Maintain good employer and employee relations

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5
Q

Internal influences on HR objectives

A

Corporate objectives
Operational strategies
Marketing strategies
Financial strategies

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6
Q

External influences on HR objectives

A

Market changes
Economic changes
Technological changes
Social changes
Political and legal changes

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7
Q

Soft, HRM

A

Treats employees as the most important resource in the business and a source of competitive advantage

Flatter organisational structure
Democratically the ship
Two-way, strong communication
Employees are empowered and encouraged to seek delegation

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8
Q

Hard, HRM

A

Treat employees simply as a resource of the business

Minimal communication from top down
Little empowerment or delegation
Taller, organisational structures
Autocratic leadership

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9
Q

Labour turnover

A

Percentage of the workforce employees that leave a business within a given period usually a year

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10
Q

Key measures of HR performance

A

Labour turnover, and staff retention

Labour productivity

Absenteeism

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11
Q

Labour turnover formula

A

Number employees, leaving during period/average number employee period. X 100.

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12
Q

Problems of high staff turnover

A

Higher costs
Increased pressure on remaining staff
Disruption to production

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13
Q

Factors that affect staff turnover

A

Type of business
Paying rewards
Working conditions
Competitive to actions
Opportunities for promotion
Economic conditions

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14
Q

How to improve staff turnover

A

Effective recruitment and training
Provide competitive paying of incentives
Job enrichment and reward staff loyalty

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15
Q

Labour productivity formula

A

Output per period in units/number of employees at Work

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16
Q

Key factors influencing labour productivity

A

Quality of fixed assets
Skills, ability of motivation of workforce for
Methods of production
External factors

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17
Q

Ways to improve labour productivity

A

Measure performance and set targets
Streamline production processes
Invest in capital equipment
Invest in employee training and improve working conditions

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18
Q

Absenteeism formula

A

Number of staff absent during period/number employed during period. X100

19
Q

Span of control

A

Number of employees for whom a managers responsible

20
Q

Narrow span of control

A

All allows for close supervision of employees
More lays in the hierarchy required

More effective communication

21
Q

Wide span of control

A

Give subordinates for transform more independence

More appropriate, if labour cost us significant reduces number of managers

22
Q

Chain of command

A

Describe the lines of afford with a business

23
Q

Span of control depends

A

Personalities and skill
Size and complexity of business
Centralised or decentralised structure

24
Q

Delegation

A

The assignment to others of the authority for particular, functions, tasks and decisions

25
Q

Advantages of delegation

A

Reduces management, stress and workload
Decisions or use of resources
Subordinates are empowered and motivated

26
Q

Disadvantages of delegation

A

Cannot or should not delegate responsibility
Depends on quality and experience of subordinates
How are they in a smaller firm?
May increase workload and stress of subordinates

27
Q

Employee empowerment

A

Giving employees the power to do their job

28
Q

Centralised decision-making

A

Businesses with a centralised structure. Keep decision making at the top of the hierarchy.

29
Q

Advantages of centralised

A

Either to implement common policies

Easier to coordinate and control from the centre
Economies of scale and overhead savings, easier to achieve

30
Q

Disadvantages of centralised

A

More bureaucratic often extra layers
Local or junior manager are likely to be much close to my needs

Lack of authority down the higher mood juice, manager, motivation

31
Q

Decentralised structure

A

Decision making a spread out to include more junior managers in the hierarchy, as well as individual, business units or trading locations

32
Q

Disadvantages of decentralised

A

How to ensure consistent practice

Some economies of scale
Horror to achieve type financial control

33
Q

Job design

A

Job design is about the tasks and responsibilities that are grouped into specific job
Significant influence on labour productivity through link of motivation

34
Q

Advantages and disadvantages of part-time and flexible working

A

Advantages
Cheaper to employee
More flexible workforce for
Wide range of potential

Disadvantages
Employees, feel less loyal to the business so less motivated
Harder for managers to control and coordinate

35
Q

Method of on the job training

A

Demonstration/instruction
Coach
Job rotation
Project 

36
Q

Advantages and disadvantages of on job training

A

Advantages
Generally, most cost-effective
Employees are actually productive
Training alongside real colleagues

Disadvantages
Quality depends on ability of trainer and time available
Learning environment may not be conductive
Potential disruption to production

37
Q

Benefits and drawbacks of of the job training

A

Advantages
Wide range of skills are qualifications can be obtained
Can learn from outside specialist experts
Employees can be more confident and starting

Disadvantages
More expensive
Love working time
New skills and qualifications designed and may leave for better jobs

38
Q

Non-financial incentives

A

Empowerment
Praise and promotion
Job enrichment and enlargement

39
Q

Fringe benefits

A

Known as perks

40
Q

Taylors theory of motivation

A

Managers should maintain close control supervision over the employees autocratic style management
Theory X approach to workers, believe workers are lazy and motivated by money
Motivate workers using piece rate payments

41
Q

Taylors approach to management

A

Work study-identify most efficient method of production
Identify -spot the most efficient workers and see what they are good
Train -train remaining workers to work like the best

Pay workers based on productivity reward

42
Q

Five levels of Maslow’s hierarchy of needs

A
  1. Psychological. Food shelter
  2. Safety safe, working environment and job security.
  3. social feeling wanted sense of belonging and part of a team
  4. Esteem. Self-respect level of status.
  5. self actualisation intellectual needs fulfilling, potential and achieving target
43
Q

Herbergs theory of motivation motivators

A

which is responsibility at work
Meaningful fulfilling work and achievement and recognition
Factors that directly motivate people to Arcado by giving responsibility recognition for good work

44
Q

Herbergs hygiene

A

Pay our financial rewards
Working conditions
Appropriate supervision and policies
Factors that can demotivate if not present, but do not actually motivated in proceed the hard work
Uses enrichment and empowerment

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