Chapter 15: processes of HRM Flashcards
(70 cards)
1
Q
what are the four main processes in the human resource cycle
A
- acquisition
- identify staffing needs
- recruitment
- selection - development
- training
- deverlopment & performance management - maintenance
- monetary and non-monetary benefits
- legal responsibilities - separation
- voluntary and involvuntary
2
Q
What are two major HR aspects all buses need to plan for
A
- short and long term HR needs - influenced by plans for development of the bus, bus strat, current HR inventory as well as external factors (gov policies and eco, tech and social trends
- the strategy/strategies needed to meet these needs - may include recruitment, downsizing, outsourcing, programs to build new capabilities, improve competitiveness or transform bus culture
3
Q
what is acquisition
A
the process of attracting and recruiting the right staff for roles in a bus
4
Q
why is acquisition a critical function of HRM
A
- ensures tat there are stable workforce lvls and that the bus does not suffer due to understaffing
- can help to prevent a high rate of staff turnover, esp with new employees
- ensures that key roles in the bus filled asap through succession planning
- secures the staff req’d by the bus within the budgets established by finance
5
Q
what internal and external factors determine a bus’s staffing needs
A
internal
- bus goals & objectives
- current bus performance
- corporate culture
- use of tech
- business size and structure
- rates of staff turnover and promotion
- productivity levels
- budget (financial resources/capacity)
external
- competition
- labour market trends
- eco trends and the impact on sales
- labour costs
- changes in IR practices
6
Q
What questions guide HR managers when forecasting human resource demand and supply, and what factors do they consider?
A
- forecast demand - “what do we need? - turnover, quantity, skills, tasks needed to be performed, experience
- forecast supply - “what do we have/whats available” - HR inventory (ie qualifications, skills, occupations, performance, exp), turnover rates, career goals
7
Q
Once a business knows how many and what type of employees it needs (from staffing forecasts), the HR manager must respond appropriately depending on the situation. There are three possible scenarios:
A
- staff shortage - HR managers should look to increase overtime, casuals, delay retirements, accelerate T&D, commence recruitment and pursue outsourcing
- staff surplus - HR managers should reduce overtime, casuals, encourage early retirement, offer redundancy packages, put recruitment on hold and reduce working hours
- balanced supply and demand
8
Q
what is job analysis and job design
A
- job analysis - linking the tasks, responsibilities and relationships of a job to the necessary attributes of candidates
- job design - defining the tasks to be
completed in a job and where the job fits into the organisational structure
9
Q
how do HR managers ensure staff staisfy the job analysis and job design
A
through staff interviews, observations, and reports from performance appraisals and evaluations
10
Q
what is recruitment
A
Recruitment is the process of locating and attracting the right quantity and quality of staff to apply for
employment vacancies or anticipated vacancies
11
Q
what is employee selection
A
Employee selection involves gathering information about
each applicant and using that information to choose the most appropriate applicant
12
Q
what does effective recruitment and sleection involve
A
- evaluating and hiring qualified applicants who have values aligned with the bus
- a fair, non-discrim and legally compliant selection policy and process
- giving applicants a realistic understanding of their job descrip and responsibilities
- using strats that result in sound placement (putting employees in what they good at) decisions - wise buses idnetify skill gaps and recruit strategically fill them
- using strats that are aligned with other HR strats and bus needs
13
Q
what is development
A
the process of developing and improving the skills, abilities and knowledge of staff thorugh induction, ongoing training and further professional development
14
Q
what are the two main benefits of effectuve development programs
A
- employee confidence –> motivation and satisfaction –> higher productivity
- ensure exp and talented staff are retained by enhancing motivation & commitment thru pomotion opps over the LT
15
Q
what is induction
A
Induction is a process designed to help employees make a successful transition to a new workplace (or new
role within the same organisation)
16
Q
what are the requirements of a good induction program
A
- gives employees a positive attitude to the job and the business
- builds their confidence in the job
- highlights major policies and procedures and any legal req’s
- establishes good working relationships with co-workers and supervisors
- allows them to become productive team members in the shortest time possible
17
Q
what is the purpose of training and its benefits
A
- create LT changes in employees’ skills, knowledge, attitudes and behaviour to improve their work performance and bus productivity
- overcome bus weaknesses, build strengths and maintain staff commitment
- new skills & knowledge –> allow bus to adapt to change and stay ahead of competition
18
Q
How does T&D need change throughout an employee’s career?
A
- before employment - study before hire to gain qualifications
- younger workers - shift thru various roles to find interest and strengths
- mid-career - expand skills or new roles
- high potential staff - leadership training
- older workers - updating skills, mentoring and managing work life balance and transition to retirement
19
Q
why is training important to remain competitive and retain staff
A
- a lack of training could result in lower employee otivation and productivity, and higher staff turnover as employees rather training opps than salary
20
Q
what are the key features of an effective training program
A
- assessing the needs of the individual, the job and the business
- determining the objectives of the training program
- considering internal and external influences (eg attitudes of employees to training, utilising latest research and taking adv of gov programs
- determining the process - what will be learned, how and who
- evaluation of training using surveys, performance appraisal, observations
21
Q
what is the benefit of organisational structures becoming less hierarchical and flatter in structure over the decades (ie more team and porject based work)
A
- ability to develop shared ideas and solutions to problems
- improved efficiency and responsiveness to customer needs
22
Q
what is a disadv of flatter hierarchical structures and what are some strategies to motivate adn retain talented staff
A
reduced promotional opps
strats:
- job enlargement - increasing the umber of tasks involved with a job
- job rotation (multiskilling) - moving staff from one role to another
- job enrichment - increasing the responsibilities of an employee
- job sharing - where two ppl share the same job
- self-managing teams
- mentoring and coaching
23
Q
what is mentoring
A
Mentoring is a mutually agreed arrangement, which suits experienced staff keen to transfer their knowledge
and skills to assist succession planning
24
Q
what si the difference b/w mentoring and coaching
A
mentoring motivates and develops staff with leadership potential however coaching is focused on imporving skills and performace, geared towards helping individuals manage specific work roles more effectively
- with mentoring being ore personal in nature, general, and LT in outlook, cohcing is more structured and formal, ST and specific to a particular role
25
what is performance appraisal
Performance appraisal is a process used to assess the performance of employees, usually against a set of
criteria or standards
26
what are thge four main objectives of performance appraisal
- to provide feedback
- to act as a measurement to determine pay rises and bonuses, or to assess suitability for promotion
- to help a business monitor its employee selection processes
- to identify T&D needs of employees
27
identify the performance appraisal tools
- behaviour observation scales
- interview
- management by objectives
- critical incident method
- graphic rating scale
- essay evaluation method
- performance ranking method
- 360 degree feedback
28
what is behaviour observation scales and outline its adv and disadv
where supervisor observes and records evidence of behaviour and performance over time
adv:
- allows ongoing collection of evidence
- can provide feedback easily
disadv:
- may focus too much on negative
- may adversely affect if supervisor not familiar with job
- open to personality clashes
29
what is an interview and outline its adv and disadv
formal discussion b/w surpervisor and employee
adv:
- can be flexible and detailed
- allows for questions and discussion
disadv:
- as supervisor has power over employee, employee may struggle to be open in discussion
30
what is management by objectives and outline its adv and disadv
objectives set for the employee, performance rewarded accoridng to results
adv:
- rewards achievement
- goal setting can motivate employees
disadv:
- inflexible, no strats to deal with issues
- open discussion limited
- rating critera may be set too high or low
31
what happens if an employee is underperforming
Underperforming employees should be given a formal written notice that their performance is unsatisfactory, and they should be given advice and opportunities to improve over a set period of time
32
how can buses make employees more liekly to take on performance appraisal and what is the effect on employees
- chance to discuss and challenge their evaluation
- when employees believe process is consrtuctive and fair --> more liekly to accept feedback --> staff motivation, morale and future performance
33
what is maintenance
maintenance refers to the processes involved with retaining staff and managing their wellbeing at work (meeting needs: health & safety, remuneration and benefits, effective comms, and compliance with indsutrial agreements (eg awards) and legal reposnsibilities
34
what are Employee Assistance Program (EAP) schemes and the main adv fo outsourcing to EAP providers
provide additional support and counselling for staff and their family members with problems such as conflicts with others at work, family or marital difficulties, substance abuse, gambling problems, anxiety or depression
- adv: access to professional support for employees and privacy and confidentiality
35
What are some reasons for declining staff morale in Australia?
- Downsizing post-GFC = overwork + job insecurity
- Low wage growth (2013–2022)
- Need to change employers for pay rises, which may hurt long-term careers
36
Why is low staff turnover not always a good sign?
It can hide low engagement and poor morale—employees may stay but feel disconnected or unmotivated
37
what HR mistake do many businesses make with managers?
Many are promoted for job performance, not leadership skills, and lack training in motivating and understanding people
38
According to employee feedback, what factors boost morale more than pay
- Purpose at work
- Recognition or praise
- Work-life balance
- Pay is important, but not enough on its own
39
what are common methods of communication
- regular team meetings between managers (or supervisors) and employees
- staff bulletins and newsletters
- social functions
- suggestion boxes and staff surveys
- email and intranet
40
What are the pros and cons of email communication in the workplace?
- Email is widely used but can lead to misunderstandings and tension
- It’s important to train staff in email etiquette
- Expecting staff to reply at home causes conflict and burnout
41
how can businesses prevent communication-based conflicts?
- Use direct communication to build trust
- Redesign offices for collaboration
- Management walkarounds with positive interactions
- Constructive feedback and recognition of achievements
42
Why is employee participation important in communication and decision-making?
- It improves communication, empowers employees, and boosts efficiency and commitment
- Staff can make on-the-spot decisions to solve problems and improve service
43
what are examples of employee participation strategies
- membership of the board of directors - employee appointed to board of directors to represent staff
- ownership - employees encouraged to buy shares in their company --> increased commitment
- join consultative committees - group of employees and managers to provide management with employee pov on issues to improve comms, efficiency and productivity
- participation in collective bargaining - development of EAs help see both sides perspectives & negotiate outcomes beenficial for both groups
- team meetings/briefings
- surveys
44
what is remuneration
Remuneration refers to the compensation received by employees for their labour (both monetary and non-monetary)
45
Why do businesses use incentive-based compensation packages?
- increase employee output
- retain highly skilled employees, as high rates of turnover result in lower output due to the loss of productive staff and high costs associated with acquisition of new staff
46
what are some non-monetary forms of remuneration
include flexible work arrangements, additional holidays, childcare, work concierge services (offering personal admin services such as booking medical appointments) discounts with partner businesses, and subsidised education, insurance and gym memberships
47
what is the purpose of offering non-monetary benefits?
- To support staff retention and shape workplace culture
- They can be costly and may attract Fringe Benefits Tax (FBT)
48
what are some typical features of family-friendly workplaces
- multiskilling to fill in for others
- meetings to discuss work life
- flexible work arrangements (career breaks, job sharing
- family support
- child care
- leave
49
what are typical flexible working conditions
- flexible working hours
- flexible study/work arrangements
- career break schemes
- job sharing
- work from home
- family leave
- part-year work arrangements
49
why are flexible working arrangements effective for businesses and employees?
- faily and study commitments
- reducing separation, recruitment and training costs
- boosts public image and reputation
50
what are some of the costs for a workplace that is 'family unfriendly'
- lower morale thru stress
- absenteeism (loss productivity)
- high turnover costs (separation costs, replacements costs, training costs)
- loss of return on training costs
- potential for court action
51
why must businesses comply with HR-related laws?
- Leads to low morale and productivity
- Can result in costly legal action and damaging publicity
- Harms the reputation of the business
52
what are common workplace issues affecting morale and turnover?
- bullying, sexual harassment, employee conflict, and high workloads
- These result in low productivity, poor morale, and high turnover
53
how can workplace bullying be minimised in industries with a lot of vulnerable employees (young staff, migrants)
- providing info abt common forms of workplace bullying
- inducting and training employees in company policy
- providing training to increase cultural awareness
- promoting a culture that is based on open communication, respect, fairness and trust
- ensuring that management is committed to eliminating bullying and resolving grievances
- having mentoring or buddy systems for new and young employees
- having an elected member of staff to handle complaints and grievances
54
what is separation
Separation is the process whereby employees leave a business, either voluntarily or involuntarily
55
what are some voluntary forms of separation
resignation, relocation, voluntary redundancy and retirement
56
what are exit interviews
Exit interviews are used by businesses to find out why an employee is leaving and to gain feedback on and improve their HR processes
57
when does involuntary separation occur
Involuntary separation occurs where an employee’s contract expires and
is not renewed, an employee is retrenched or made redundant, or is dismissed
- must be handles carefully and in compliance with legislation, awards and agreements to avoid claims of discrim or unfair dismissal
58
when does redundancy occur
Redundancy occurs where a position is no longer required by a business, most commonly due to organisational restructuring (eg. removing middle levels of management) or automation of production processes (capital-labour substitution)
59
what is retrenchment
where an employee loses their job bcos there is a lack of work for them to perform, usually due to fall in demand
59
in which case is dismissing employees subject to unfair dismissal claims
- to get out of contracts or agreements seen as too favourable to employees
- they are not genuine cases of redundancy bcos workers are being replaced or re-hired on less favourable terms
60
61
what are acceptable situations for redundancy
- closure of a workplace or worksite
- completion of a project on which an employee worked
- lack of contracts or orders for work
- a downturn in demand
- a need to reduce staff due to financial difficulties
62
what do employees receive when made redundant?
- Employees are entitled to redundancy payments, based on length of service and pay level
- some willing to accept voluntary redundancy packages often including standard redundancy entitlements plus an incentive payment of up to 12 weeks pay (aka golden handshake)
63
what steps must businesses follow in the redundancy process?
- Consider: service length, performance, future roles, voluntary exits
- Follow legal notice and leave entitlements
- Offer outplacement support (transition to new job)
- Often provide pay in lieu of notice & severance pay
- Must follow relevant awards or enterprise agreements
64
hat is summary dismissal and when can it occur?
Summary dismissal is instant termination for serious misconduct
- theft, fraud, violence, WHS breaches
- Must be fair, reasonable, and allow the employee to respond.
- if there is doubt, employers may offer pay in lieu of notice to avoid claims
65
what process must be followed before dismissing for poor performance?
- Give written warnings
- Provide support and time to improve
- Notify reason and allow a response
- Follow fair and consistent process to avoid unfair dismissal claims
66
What is unfair dismissal and how does the Fair Work Commission decide?
- Harsh, unjust, or unreasonable
- Not a genuine redundancy
- Not consistent with the Small Business Fair Dismissal Code
67
how are unfair dismissal claims handled?
- Resolved through mediation, teleconferences, or formal hearings.
- Outcomes: Reinstatement or compensation (up to 6 months’ pay).
68
What steps do businesses take to avoid unfair dismissal claims?
- Hire casuals/contractors (easier to let go)
- Use probation periods and performance targets
- Consult specialists in termination processes
- Settle claims early to avoid time, cost, and reputational damage
