Decision making to improve Human resource performance 3.6 Flashcards

Question

Delayering

Answer 1

The process of removing one or more levels of hierarchy from an organisational structure to create a flatter structure PRO: Improves communication which speeds up decision making, low labour coast due to reduced salary CON: Increase in workload, reduced promotion opportunities, job insecurity, loss of experience

Answer 2

The process of assigning authority and responsibility to another person to carry out specific tasks or decisions PRO: Frees up manager’s time for strategic tasks, develops employees; skills and confidence, improves efficiency and motivation CON: If poorly done then it can lead to confusion and mistakes, managers may be reluctant to delegate tasks to employees who may be less experienced

Answer 3

Giving employees more responsibility, authority and autonomy to make decisions about their work which leads them to feel like a valued member apart of the business

Answer 4

CENTRALISED DEFINITION: Decision making authority is concentrated at the top levels of management such as senior leaders or head office CENTRALISED PRO: Cost efficient as it reduces duplication of roles and resources, tighter control which helps ensure policies and standards are followed, strong leadership allows for easier implementation of strategic decisions CENTRALISED CON: Slower decision making, decisions may not suit all areas and may be less responsive to local needs, lower employee motivation, overloaded work for managers can lead to inefficiency DECENTRALISED DEFINITION: Type of organisational structure where decision making authority is delegated to lower levels of the hierarchy, such as regional managers or department heads DECENTRALISED PRO: Faster decision making, empowers employees by boosting motivation and job satisfaction, more responsive to local needs, reduces pressure on management DECENTRALISED CON: Inconsistent decisions, lack of consideration can lead to confusion or duplicated efforts, higher training costs for staff to make good decisions, harder to maintain control as there are a risk of poor decisions by less experienced staff

Answer 5

Functional Organizational structure - Organisational structure where the business is divided into departments based on function such as marketing, finance, operations, and human resources. Each department focuses on its own area of expertise Product based organizational structure - Organisational structure where the business is divided into separate units based on different products or product lines. Each product division operates on its own business, with its own departments such as marketing, finance and operations focused on that specific product E.G. Apple has separate divisions for iPhones, MacBooks, and iPads Regional based organisational structure - Organisational structure where operations are divided based on geographical areas or regions. Decisions are tailored to local markets and customer needs E.G Global retail company like Mcdonald’s may have different regional divisions for the UK, USA, and Asia, each with its own marketing and operations team Matrix organisational structure - Organisational structure where employees report to more than one manager, typically both a functional manager and a project or product manager aiming to improve communication and flexibility across departments

Answer 6

Job Enrichment - Motivational strategy that involves giving employees more meaningful, challenging, and complex tasks to increase job satisfaction and personal growth. It focuses on the quality of work and giving more responsibility and autonomy Job enlargement - Motivational method that involves increasing the number of tasks an employee performs, often at the same level of responsibility, to reduce boredom. It focuses on the quality of tasks

Answer 7

Frederick W. Taylor’s theory of motivation - He believed workers are mainly motivated by money e.g. piece-rate pay and that productivity could be improved through scientific analysis and standardization of work tasks Abraham Maslow’s theory of motivation - His theory suggests that human needs are arranged in a hierarchy, and people are motivated to satisfy the lower levels before moving on to higher-level needs E.G. Physiological needs, Safety needs, Social needs, Esteem needs, Self-actualisation Frederick Herzberg theory of motivation - His theory argues that there are two sets of factors that affect motivation at work: Motivators - which leads to job satisfaction and Hygiene - Prevents dissatisfaction Hygiene factors include pay and working conditions, job security, company policies, relationships at work Elton Mayo theory of motivation - He believed workers are motivated more by social needs, communication, and feeling valued than by money alone E.G. Involves allowing workers to contribute in decision making to improve morale and teamwork increases motivation

Answer 8

The internal and external factors that stimulate people to take actions that lead to achieving a goal

Answer 9

Financial Incentives - Monetary rewards used to motivate employees to improve performance, productivity, or achieving specific targets E.G. Fringe benefits, wages and salaries, bonus pay, profit sharing, performance related pay, commission Non Financial Incentives - Methods of motivating employees without offering direct monetary rewards, focusing instead on job satisfaction, recognition, and personal development E.G. team working, job enrichment and job enlargement

Answer 10

An organisation formed by workers to protect their interests and improve working conditions, pay, and rights through collective bargaining with employers Purpose - Represents members in negotiations, provides legal support and advice, campaign for better working conditions, support during disputes or industrial actions Two functions in a trade union (Represent and Negotiate) - Trade unions negotiate with employers (collective bargaining) to secure better pay, working conditions, hours, benefits, and workplace policies on behalf of their members Trade unions represent individual members during disputes, disciplinary hearings, or grievance, ensuring their rights are protected and their voices aren't heard

Answer 11

Refers to the involvement of employees in the decision making process of a business, often through elected individuals or groups such as trade unions, work councils, or staff forums PRO: Reduces conflicts, encourages cooperation, improves communications, boost morale CON: May create unrealistic expectations, potential for conflicts, slower decision making process

Answer 12

Refers to steps taken by employees or trade unions to protest against working conditions, pay or other disputes with employers E.G. Work-to-rule, Strike, Overtime ban, Sit-in This builds pressure amongst managers within business

Answer 13

Group made by employee and employer representatives who meet regularly to discuss workplace issues

Answer 14

Mediation - Process in which a neutral third party helps resolve a dispute between two parties, such as employers and employees, by facilitating discussion and guiding them toward a mutually acceptable solution Non-Binding - Up to both parties to agree to it Conciliation - Process by which a neutral third party helps two disputing parties reach a settlement, Proposing solutions or compromises Non-Binding - It is up to both parties to agree Arbitration - Formal dispute resolution process where a neutral third party listens to both sides of the dispute and makes a binding decision to resolve the issue Binding decision - Decisions made must be followed by both parties

Answer 15

Labour turnover calculations Labour Productivity calculations Absenteeism Calculations