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Hr Flashcards

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1
Q

What is a flexible workforce

A

one that is ready to meet organisational needs when required so having the right quantity of labour at times when business needs it

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2
Q

What is flexible hours

A

worker agreed to number of working hours made up of core hours that must be worked such as 35 hour contract over 5 days 10-3 and remaining 10 hours can be worked in non core time that suits them works well for parents

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3
Q

What is home working

A

-time and stress of commuting saved
-reduction in overheads for business as less office space

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4
Q

What is part time employment

A

meaning work less than standard hours a week(35 hours) parent with young children benefit and business can employ part time when busy and. when quiet full time staff are sufficient

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5
Q

What is tempory employment

A

contract for specific period eg 6 months perhaps to cover maternity leave. Employment agencies probide workers with specific skills for specific period. Trade unions critcise as little security and career development

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6
Q

What is job sharing

A

two people share same job allowing people to continue to work otherwise they may have needed career break- new mothers to allow time to raise children, different skill sets increaseing productivity
may have communication issues, fair share of workload

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7
Q

What is multiskilling

A

training workforce to work effectively across wide range of tasks offering greater flexibility, more motivation, change far easier to implement to multiskilled workforce

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8
Q

What are zero hour contracts

A

employee must be available for work but is not gurenteed work provideding total flexibility to employers to call in workers when busy, increase size of workforce cost effectively no income security for employees and are deemed as exploitation so unethical, demotivating for worker

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9
Q

What is hot desking

A

employee has no fixed workspace, cutting down need for office space such as sales team who may spend little time in office, allows greater innovation snd encourages new networks to be established im workplace, workers who hotdesk may feel disconnected from organisation

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10
Q

Ads and disads of new technology to offer flexible working

A

-increased productivity less interuptions and distractions
-improved morale and job satisfaction (increase staff retention)as works around personal life
-increased flexibility for business
-saving commute times for employees

-unreliable tech due to connection issues
-difficult to moniter activities of employees who may be unproductive
-difficult to evaluate performance if not in physical work environments
-potential isolation

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11
Q

Ads and disads of flex work on employers

A

-can expand snd contract workforce in rises and fall of demand permanent staff not easy to dispose
-higher efficiency due to loeer costs making business more competitive
-tempory staff cheaper to employ as less benefits to permanent staff such as saving on training as subcontractors receive training elsewhere

-temporary be less commited to business than permanent leading to lower standered- bad rep
-communication with workforce at home can be difficult and workers feel isolated

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12
Q

Benefits and drawbacks to employees

A

-work around personal life and commitments
-save time money and stress on communing if working from home

-zero hour contracts unethical
-may not feel as important or intergrated into business

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13
Q

What is workforce planning

A

process of forecasting future demand and seeking to match with supply of labour

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14
Q

Some components of a workforce plan

A

-planning how many workers needed for future
-estimated cost of employing workforce
-estimate balance between part time and full time workers

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15
Q

Benefits and drawbacks of workforce planning

A

-helps control staffing costs by not recruiting more staff than needed
-avoid staffing shortages ensuring enough employees recruited in time of need
-ensure enough product to meet demand as enough staff recruited
-produce enough quality products as recruits people with right skills

-may be carried out effectively for example done by someone inexperienced
-may be rigid and not allow for possible changes in external environment
-not detailed enough to make sufficiently informed decisions

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16
Q

What is the recruitment process

A

-identifying need for a job
-defining the requirements of postition and job holder
-advertising position
-choosing appropriate individual

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17
Q

Why may job vacancies arise

A

-expansion
-retirements
-leaving for new job

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18
Q

What is job analysis

A

process that determines snd identifies the duties and requirements of the job showing what skills,knowledge and aptitudes are needed

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19
Q

What is job description

A

tasks involved in job
job title and responsibilities
place of work
employment condition(holiday, salary)
updated regularly as those doing job gain experience and skill

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20
Q

What is person specification

A

describes skills, knowledge and experience of desired individual for job such as educational requirements and aspects of personality.

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21
Q

What internal recruitment

A

finding someone who is already employed may be placed on notice board

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22
Q

Benefits and drawbacks of internal recruitment

A

-costs reduced no need for external adverts and administrative costs in dealing with applications
-applicants will know business and methods of work so settle in faster and easier
-increases motivation
-limited range of applicants and potential of new talent reduced
-less new ideas snd methods of working introduced
-vacancy created

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23
Q

What is external recruitment

A

someone hired who does not currently work for business hiring them

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24
Q

Ads and disads of external recruitment

A

-larger pool of workers so better chance of finding best candidates
-fresh ideas into business
-no vacancy created

-opposite of internal

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25
Evalution points for internal and external recruitment
depend on skill high=external depends on situation
26
What is selection and name different methods
process of hiring best person for vacancy interviews, work trials,testing,selection exercises and telephone interviews
27
Interviews
carried out by panel of specialist personal manager, manager from department person is applying and independent member allows all around picture of candidate to be determined and candidate will give as much relavent info to interviewers as possible
28
Telephone interviews
carried out by member of hr team and used to select applicants to be invited to face to face interviews -time and cost effective (15-25mins) -test verbal communication skills and telephone techniques
29
Work trials
trying out potential employee before offering the job and can last up to 30 days introduced to core tasks and attempt to complete effectively but is commonly used for unskilled work
30
Personality psychometric testing
assessing individuals personality to identify desired personality traits for job and decide wether candidates have desired enthusiasm and motivation for job sift out applicants at earlt stage who dont have desired personality traits
31
Aptitude and ability tests
test ability of candidates to complete core tasks of job- may be sample of work
32
Pros of effective recruitment and selection
-most suitabke and skilled employee -limited training/ productive faster -high quality and output -lower absenteeism and higher staff retention -time consuming and costly -doesn't gurentee best person will be selected -lack of creativity and new ideas if same process is used to recruit every time
33
What is training
providing workers with knowledge snd skills allowing then to perform job more effectively
34
Why is training important
without it workers unlikely to reach their potential and feel let down by employers
35
Different methods of training
induction, on the job training(mentoring, job rotation and graduate training schemes) offthe job training(online courses, external transfer providers)
36
What is description of each training method
Traning at beginning of someone's employment to introduce to workplace and familerise them- motivating reducing risk of leaving at beginning On the job is learning by doing where employee is shown or taught how to complete tasks by more experienced worker Off the job takes place outside of workplace
37
What are apprentiships
formal agreements between employer snd employee commits employer to facilitate training and workplace experience for employee. apaid wages and accsess to recognised training provide
38
+ and - of on the job
cheaper-external costs build relationships-communication and productivity hands on increasing experience snd confidence mentors abilities mentors time less production and quality decreases friction in team
39
+ and - of off the job
focussed mentor fully focused on you mentor is an expert so has key knowledge and experience new skills from external teachers up to date equipment and facilities expensive travel and paying not at work not specific to your business
40
Benefits of training and negatives
-higher morale and motivation more productive -lower absenteeism higher retention lowering recruitment costs -more skilled and experienced employees higher quality costs less productivety during training higher labour costs
41
What is appraisal
formal assessment or evaluation of an employee over particular time period in terms of meeting set objectives or performance targets
42
What are different methods of appraisal
-superiors assessment -peers assessment -self assessment -360 degree feedback
43
Explain superior and peer assessment
-most common type of appraisal and involves employees direct line manger (authority over employee and accountable to their manager)conducting appraisal peer assessment involves employees of similir level of responsibility critically commenting on coworker's performance helping employees learn from each other useful inlarge groups need appraisal and helpful as coworkers natural compare there levels to each other
44
Explain self assessment and 360 degree feedback
-employee critically reflecting upon own performance, recording progress and suggesting targets for future, encouraging self reflection -appraised staff member recieving feedback drom people whose views are helpful and relevant coming from any stakeholder providing full 360 picture of performance
45
Benefits of appraisal to business and employee
-employee performance can be improved -communication of targets is clear -organisational objectives can be met can be motivational targets are clear skills can be developed through training
46
Downsides of appraisal
-cause tension in workplace especially in relation to bonuses -puts workers uder pressure to improve performance -places too much power in line mangers hands who are ill equipped to use system effectively and may abuse power
47
How can appraisal be successful
-based on clear criteria for appraisal -managers trained to solve problems that arise from poor performance -employees encouraged to fully participate in systems
48
What is employee performance
the effectivness, quality and efficiency of employees output
49
What is absenteeism rates
concerns employees who should be at work but are not is a problem thats needs to be monitored absenteeism increase costs snd reduces busienss performing and shows a level of dissatisfaction and demotivation in workplace
50
What is labour turnover
rate at which employees are leaving organisation
51
What is labour productivity
output per worker
52
How to calculate labour productivity
total output per time period/average number of employees per time period
53
What does a higher labour productivity show
more efficient at turning inputs into outputs
54
Reasons why difference in labour productivity
-motivation of employees -products are simpler and quicker to make -quality may be lower of one
55
How to calculate labour turnover
number of staff leaving/average staff employed x100
56
What does higher labour turnover show
more efficient at retaining staff but need to be investigated further as to why leaving business
57
Factors that need to be considered for labour turnover
-what are industry averages and how to they compare - what industry are businesses im -conditions and pay of each business
58
Problems of high labour turnover
-higher costs in recruitment and training -increased pressure on remaining staff -disruption to production and productivity
59
How to improve labour productivity
-invest in training -improve working conditions -measure performance and set targets -invest in captitsl equipment
60
Drawbacks of increasing labour productivity
-potential trade off with quality -may demend higher pay for improved productivity -employee resistance to new methods
61
Ways to improve labour turnover
-effective recruitment snd training increasing motivation -provide competive pay and other incentives -reward staff loyalty
62
What is organisational design
process of aligning the structure of organisation with its objectives to improve efficiency and effectiveness
63
What is authority and responsibility
-right to give orders, supervise work of others snd make decisions -each individuals obligation to carry out assigned activity to best of there abilities
64
What is chain of command
path along which communication takes place and instructions or orders are passed down
65
What is span of control
number of subordinates that a superior/manager has direct responsibility for
66
What is hierarchy, centralisation and decentralisation
-ranking of workforce in terms of importance and power -decision making is kept to the top level of organisational structure and little delegation to lower levels(usally in tall hierarchy structures) -decision making spread throughout organisation and delegated to lower levels of hierarchy (flat and wide span of control)
67
What is delagtion, empowerment and delayering
-assignment to others of the authority for particular functions tasks and decisions -giving someone the power/responsibility to perform various acts or make certain decisions -action of reducing number of levels in hierarchy through redundencies making flatter and wider span of control
68
Features of tall hierarchy
-narrow span of control at top that will widen towards bottem -at top is senior management -bottem floor workers -middle management and supervisors
69
Features of flat hierarchy structure
-chain of command shorter and fewer layers in hierarchy -delayering will occur to accomplish this structure
70
Features of matrix structure
attempts to organise management of different tasks in a way that cuts across traditional departments boundaries allows people with paticualr specialist skills to work in project teams each individual had own responsibility for certain aspect of project but will work together
71
Advantages of tall hierarchy and disadvantages
-control is at the centre and senior management fully understand exactly who does what and what their responsibilities are -paths of communication and responsibility are clearly defined -departments understand their position in relation to other departments -vertical communication difficult as can be distorted as passes through layers -senior management distanced from those who implement decisions so decisions may be different to what seniors desire -
72
Flat hierarchy benefits and disads
-increased motivation as delagtion of authority empowering workers -decsions made more quickly by those closer to bottem -communication quicker and less distorted -less of central control of workforve -different departments may not be working to same objectives
73
Advanced and disadvantages of matrix
-allows individuals with specific skills to contribute to number of different projects -helps new ideas and innovation spread throughout business -breaks doen barriers to communication allowing projects to be better coordinated -defining employees main responsibility is difficult- answerable to two bosses puts strain -extra support systems such as ict may be required incurring costs
74
Benefits and disadvantages of delayering
less employee costs faster internal communication remaining employees feel empowered reduncies decrease motivation intial costs lowering productivity and needs for training how many layers removed? will flatter structure suit the business
75
Factors determining internal structure
-views of managment- democratic or autocratic? -communication system -the industry-retail suits clear cut chain of command -skills of workers
76
Benefits of empowerment and downsides
-delayering possible as less managers needed so saving costs -productivity increase due to motivation increase -employees generate new methods of working and solving problems that have existed -delayering results in redundancies -extensihe training needed to implement -employees given more responsibility than they can cope with
77
Control or empowerment
-trustworthy staff? -risk involved? -compant cumture and experience of staff
78
What is motivation
reasons thay employees have to work harder and want to do job better
79
What are the benefits of motivated workforce
-increased productivity -increased quality -less absenteeism -improved customer service
80
Explain taylors theory
workers can produce more output if responsibility for decision making and planning are removed not think just do methods of most efficient workers should be utilised by all so are trained to model those who produce most output is task oriented and based on financial rewards
81
Features of taylors theory
-workers paid for carrying out specific tasks -paid for levels of output produced -tall hierarchy little upwards communication -most efficient method adopted by all workers -close supervision of workers and monitoring performance
82
Explain mayos theorys
group dynamics could be more important than financial motivations way groups of people are treated affected way they work showed that people went to work just for money theory was flawed
83
Factors of mayos theory
-greater communication -better teamwork -involving others in decisions -making work interesting and non repetitive
84
What did mayo work found
humans relations school of motivation and management
85
What is maslows theory
the hierarchy of needs always motivated by next need goes from bottom physiological needs wages to buy food and shelter safety needs- security or safety - safe working needs, job security social needs- sense of belonging, teamwork esteem needs- recognition from peers and managers, promotions self actualisation-meeting potential upskilling into new areas
86
Critics of maslows theory
hard to judge where worker is is order correct for individuals
87
What is herzbergs theory
investigations into what caused satisfaction and dissatisfaction at work done in white collar workers two factor theory
88
What are the two factors
hygiene(aspects of job that didnt motivate but if were not met could demotivate)-pay, working environment,relationships with colleagues motivators-opportunities for promotion and self improvement,job enlargement, enrichment and empowerment
89
Two flaws of hertzyberg
-taken among professional workers and skilled engineers will it apply to semi skilled or unskillef workers -ignored effects of teamwork snd impact on motivation
90
Vrooms expectancy theory
opted to maximise happiness and minimise unhappiness Three components valence- undertake task to receive a worthwhile reward(money,appreciation) instrumentality-individual needs to believe paticular action leads to particular result so work towards target that will lead to result such as promotion expectency- belief in likelihood of achieving target set for them so employer should not set unachievable targets training and encouragement may increase confidence
91
Porter and lawlers expectency theory
motivation affected by reward they expect to receive from task need tasks that are interesting and rewarding-job enlargement
92
What are financial and non financial methods of motivation
-directly involve monetary rewards -targeting providing psychological benefits to workers
93
Explain piece rate
paid for each item they produce or task completed workers will work fast to maximise income great deal of supervision and checking quality as quality may fall no gurentee of income and production mat halt from unexpected factor
94
Commision
payment given based on sales they made given as percentage of value of sale outline rules of rates applied and commission caps
95
Explain bonuses
one off payments given at paticular time of yeat under specific circumstances Sales bonus-sales target reached -performance bonus- reaching targets of output and quality christmas bonus- paid for loyalty to business
96
What is wage and salary
wage-paid hourly, working environment overtime salary- paid at annual rate paid directly monthly- improved cash flow and bank balance of business, not paid overtime
97
What is profit sharing
links part if employees income to the profits of a company may have lower salar. income is uncertain, may belive have little influence on profitably of business
98
What is share ownership
allows employees to aquire shares in company Direct- hold shares or have option to own shares at discounted tax efficienct rate Indirect- company owned by a trust on behalf of its employees
99
What is performance related pay
reawarding staff for hard work in role usually measured against agreed targets or objectives. Amount of pay recieved directly affected by performance so will work harder
100
Delegation as non financial motivator
delegate complex tasks greater challenge= more stimulation more productive short term as delegating same task becomes familiar
101
Consultation of non financial methods
changes to strategies being made greater time and resources into consulting to change -open to change -feel heard and apart increasing motivation
102
Teamwork
higher levels communal socal aspects to work reorganising work they do into teams -greater job satisfaction - productivity
103
Flexible working as non financial methods
-work around life - homeworking
104
Empowerment as non financial methods
trusting and capable to do more higher responsibilities coinvested in goals and strive to have more power and responsibility
105
Job enrichment
vertically extend roles of employee- more challenging more variety and complex, more descion making -tied to goals
106
Job rotation
greater variety by rotating roles every time period -greater variety of sklls -flexability
107
Job enlargement
-giving them wider vairety of tasks of same complexity to current job role

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