chapter 8: human resources Flashcards
(36 cards)
define human resource management (HRM)
the effective management of the formal relob/w employer and employees
whta can a bus do to make best use of its employees
- take care to hire best ppl
-develop coorperative and effective working relationships - motivate staff to do their best in workplace
- provide employees with opps for training and development
without dedicated, trained and motivated employees, the best organised plans will never succeed
what are the main functions of staffing and define the human resource cycle
attract, acquire, train and develop, reward, maintain and separate the ppl needed to achieve bus’s goals (human resource/ development cycle - covers all stages in process of employing staff from initial planning, recruitment, slection. induction, training and development, performance management and separation of employment)
what are the four main leelments of the human resource cycle/ staffing process
- acquisition - recruiting and selecting ppl to work for the bus
- plans and procedures implemented tp train & develop
- maintenance - monetary and non-monetary benefits (rewards)
- separation - either voluntarily (retirement/ resigniation) or involuntarily (retrenchment/dismissal)
define job analysis
systematic study of each employee’s duties, tasks and work environment examining:
- actual job activities
- equipment used on job
- specific job behaviours
- working conditions
- degree of supervison necessary
no sense in hiring ppl unless bus is clear abt what its hiring them to do
deifne job desciption and job specification
descrip: a written statement descirbing employee’s dutiees, tasks and responsibilities associated w/ job
specif: list of key qualifications needed ot perfom the job ie education, skills and experience
define recruitment (internal and extrernal)
recruitment involves finding and attracting the right ppl to apply for the a job vacancy using ads, employment agencies and word of mouth
internal: when bus decides to appoint someone already in bus to a vacancy (promotion) less risk
external: finding applicants outside the bus in new position or vacancy (separation or promotion)
what are the adv and disadv of internal recruitment
adv:
- employee known
- already familiar w/ processes
- reawrd employee w/ opp
- no cost of ads or external agencies
disadv:
- no one suitable within bus
- more than one internal applicant –> conflict
- applicant close minded
- the successful applicant’s position need to be filled
what are the adv and disadv of external recruitment
adv:
-wider range of applicants
- new ideas and fresh approaches
- diff qualifications or exp
- rapid growth due to increase in staff members
disadv:
- applicants all unknown
- cost of advertising position
- time consuming
- qualified employees form within get jelly
what are the main sources of employees available to a bus
- ads in media
- employment/recruitment agencies
- schools, colleges or uni
- gov employment agencies
- internal seachres
- online services
- temporary/casual agnecies
- word of mouth
- family
most bus want to ad as widely as possible to attract greatest no# of applicants
most use recruitment agencies (expensive but effective)
define employee selection
involves gathering info abt each applicant for a position, then using that info to choose most appropriate applicant
ie comparing skills, qualifications and exp to whats listed in the job specification
what are some forms of employee selection
- written or online application: printed or online application form completed by applicants w/ basic info, exp, qualification and name of referees (or submit a curriculum vitae or resume)
- testing: tests on perosnality, psychology or aptitude(their skills relevant to job descrip)
- interviews: well structured set of questions to ensure consistency b/w applicants
- background checks: referees contacted to verify accuracy of applicant’s previous experience and performance in previous position
define training and development
training: refers to the process of tecahing staff how to perform their job more efficiently and effectively boost ttheir knowledge and skills
development: refers to activities that prepare staff to take greater responsibility in the future
many employees expect their bus to provide them opps to grow and learn ultimately improving their employability
what is the aim of trianing employees
seek long term change in employees skils, knwledge, attitudes and behvaiour in order to improve work performance
however, little eviddence of strong training culture within aus workforces –> long term implications for a bus’s ongoing competitiveness –> high turnover rates
what are the benefits of training for the employee and employer
employee:
- opp for promotion and self-develpment
- improved job satisfaction
- chance to learn
- adaptability - greater ability to adapt and cope
- improved employability
employer:
- high productivity
- goals and objectives met
- reduced costs due to less turnover, errors, accidents, absenteeism
- more capable workforce
- existing staff more easily retained
why is training important to a bus
an efective training and development program is planned and perceived as integral to the bus’s strategy - maintaining or developing a bus’s sustainable competitive advantage
- rapid technological change
- global competition
define a learning organisation
monitors and interprets its environment, seeking to improve its understanding of the relationship b/w its actions and its environment
what shoudl bus do if tech creates the need for ongoing training
human resource maangers must constantly consider skills required by workforce in the future. Thus existing workforce must be trained or retrained in short period of time if rapid tcehnological change demands it
whate are the types of training and development
- off-the-job training: specialised training institution eg TAFE or specialist provider
- on-the-job training: when need to learn specific set of skills and uses equipment present in workplace provided by experienced worker or external provider
- action learning: leaning by exp solving real workplace problems
- competency based: identifies skill strengths and areas where further training req’d
- corporate uni: academic institutions forge partnerships with bus
- training tech: computer-based training, multimedia training, web-based training
what are types of training specifically aimed at developing effcetive managers
- job rotation: experience many diff aspects of a bus
- mentoring: support employee as they learn
- formal bus training: may be doen thru programs such as master of bus adminisatrat= (MBA)
bus should view training as investment not expense
what is an employment contract
legally binding, formal agreement b/w an employer and an employee
- creates obligations
- provisions of the fair work act 2009 –> may include expectation that employee will adhere to policies and procedures, the position the employee is filling, start date, hours of work, rates of pay, leave and super arrangement
what does the common law provide
common law (law developed by courts and tribunals) outline employee and employer obligations
list the employer obligations
- to provide work
-payemnt of icnome - reasonable care for safety of employees
- meet reqm= of industrial relations legislation
list the employee obligations
- obey lawful and reasonable commands
- use care and skill
- act in good faoth and in the interests of employer
