Human Resource Management Flashcards
(210 cards)
1
Q
Recruitment definition
A
The process of advertising a vacancy and finding candidates
2
Q
Explain reasons for recruitment
A
Employees leave
Employees go on maternity leave
An employee is promoted
An employee retires
An employee becomes ill
3
Q
Job description definition
A
A document that describes the duties that the worker is required to carry out
4
Q
Person specification definition
A
A document that lists the qualifications, skills and experience that a worker must needs to be able to carry out a particular job
5
Q
Distinguish between internal and external recruitment
A
Internal - when a vacancy is filled with someone who already works at the company
External - when the company fills a position with someone from outside the company
6
Q
Benefits of internal recruitment
A
It’s good for morale when someone within the organisation is promoted
They already know the employee and how the operations work
Cheaper for the business
7
Q
Benefits of external recruitment
A
Their is a larger pool of candidates to choose from
Can help stop resentments amongst the existing teams
Brings new ideas into the business
8
Q
Disadvantages of internal recruitment
A
Existing staff may not bring new ideas to help the business
May not be many willing to apply so a smaller pool of candidates
May make other employees jealous if one of their colleagues are promoted
Further recruitment is still needed but just further down the structure
9
Q
Disadvantages of external recruitment
A
Usually takes longer for the person to be appointed
Usually costs more, advertising and training costs
Can be riskier because you don’t know the candidates as well as internal recruitment
10
Q
Job advertisement definition
A
An announcement that informs people that a certain job is available
11
Q
State thing included in a job advertisement
A
Duties
Qualification needed
Experience needed
Skills needed
Salary details
Days and hours of work
Place of work
12
Q
Explain what’s meant by selection
A
The process of deciding which applicant for a job a business should accept
13
Q
Explain what a CV is
A
A document that the applicant designs providing the details required
14
Q
What information should be included in a CV
A
Personal details
Educational history
Previous employment history
Reasons for applying for the job
Names of referees
15
Q
Explain advantages of a CV
A
People have their CVs ready so will apply without delay - speeds up the process
Asking applicants to send it through cuts a potential barrier to candidates all,going meaning you will only get genuine applicants
16
Q
Explain disadvantages of a CV
A
They are a looser and more informal then applications forms
17
Q
Explain what a work trial is
A
When a candidate comes into the office to meet the prospective team and complete an assigned challenge
18
Q
Explain the advantages of a work trial
A
The employee can see the verification of skill and cultural fit within the workforce and the company see if the candidate fits in
Gives the employer and candidate a genuine experience of working together
19
Q
Explain disadvantages of a work trial
A
They may not perform well in the work trial because they are working on a different set up, so they may not be up to the speed required for the business
20
Q
Explain what a reference is
A
A statement from a previous or current employer or other responsible person about the suitability of the applicant for that job
21
Q
Explain the advantages of a reference being provided
A
Can verify the information the candidate has been provided
Helps you assess the candidate’s potential for success in the position
22
Q
Explain the disadvantages of a reference being provided
A
The applicant can choose who provides the reference so could choose someone who likes them
The reference may not be true about the candidate
23
Q
Explain how interviews are useful to employers
A
Can validate information provided from application forms / CVs
Can see how candidates cope under pressure
Can find out answers to specific questions
Can establish whether the candidate fits in with the team
24
Q
Explain how interviews are useful to candidates
A
Allows them to see what the team they’ll be working with is like
Allows them to ask questions
Means they can gain experience
25
Explain why interviews are limited in usefulness
They factor extroverts not introverts
Might catch someone on a bad day so you don’t see their full potential
Might be some bias
26
Explain what an organisational chart is
A diagram that shows the hierarchy in a business, usually from top to bottom in terms of seniority
27
What does an organisational chart show
Who’s responsible for which functions
Who has authority for which subordinates
Lines of communication
How departments are linked
Progression opportunities
28
Explain span of control
The number of employees for who a manager is responsible for
29
Evaluate narrow span of control
+ managers have less people to delegate to
+ employees are more motivated because they feel less isolated
- staff may feel watched over
- weaker communication as it has to travel through so many layers
- potentially longer decision making
30
Evaluate wide span of control
+ more independence and less supervision may be motivating
- staff may perform badly as managers lose control
31
Explain chain of command
The order of authority and delegation within a business
32
Explain levels of hierarchy
5e number of layers in a business organisation
33
Explain line relationships
The vertical relationships between managers and subordinates
34
Explain staff relationships
The horizontal relationships between a manager and other organisational member to/from who the manager gives receives information
35
Explain delegation
Where responsibility for carrying out a task or role is passed onto someone else in the business
36
Explain empowerment
Giving employees the power to do their job
37
Explain delayering
Process of reducing the number of levels/layers in an organisational structure
38
Explain centralisation
Where decision-making is made at the top of the hierarchy
39
Explain decentralisation
Where decision-making is more spread out to include more managers in the hierarchy
40
Explain the advantages of delayering
Reduces wage costs
More employee responsibility because of increased delegation
Faster communication so quicker decision making
41
Explain the disadvantages of delayering
Spans of control will widen
Redundancy payments that need to be payed
Damage to staff morale
42
Explain the advantages of centralisation
Easier to implement common policies and practice for the whole business
Economies of scale and overhead savings are easier to achieve
Quicker decision making
43
Explain the disadvantages of centralised structure
More bureaucratic because of extra layers in the hierarchy
Lack of authority and reduced manager motivation
Worse customer service and less flexible with board of directors rather than staff
44
Explain the advantages of decentralisation
Better able to respond to local circumstances
Improved level of customer service
Good way of training and developing junior management
45
Explain the disadvantages of decentralisation
Decision making may not necessarily be strategic
Harder to ensure consistent practices at each location
No one to provide a strong leadership when needed
46
Explain organisation by function ( same as organisation by system )
The business is arranged into specialist/functional areas
47
Explain organisation by product
The business is organised according to the different products made
48
Explain advantages of organisation by function
Specialists can concentrate on what they do best and share ideas with each other
Less duplication
49
Explain disadvantages of organisation by function
Conflict may occur over goals, budgets
Segregation of functions means that communication about products different functions are working on are ineffective
Can be difficult to accredit success and/or blame about product performant
Departments can’t identify the outcome of their work
50
Explain advantages of organisation by product
Easy to see which products are performing well
Each centre has a lot of autonomy which increases motivation
Teams can see direct results of their work
Communication barriers are broken down for specialists
51
Explain disadvantages of organisation by product
Different products compete for resources which can cause conflict
Duplication of departments can wast resources
Teams may lose sight of overall direction of the business
52
Distinguish between tall organisational structures
Many layers
Narrow span of control
Long chain of command
Many levels of hierarchy
53
Distinguish between flat organisational structures
Few layers
Wide span of control
Short chain of command
Few levels of hierarchy
54
Explain organisation by matrix
Individuals who work across teams and projects as well as within their own department or function. The teams can be temporary or permanent
55
Explain advantages of organisation by matrix
Improved communication across the entire organisation
Can allow individuals to use particular skills
Avoid the need for several functional departments to meet regularly
Result in greater morale
Encourages cross fertilisation of ideas across departments
A good way of sharing resources across departments
56
Explain disadvantages of organisation by matrix
Members of teams / projects may have divided loyalties as they report to two line managers
Can put team members under heavy pressure of work
Difficult to co-ordinate / communicate can be problematic
Takes time for members of the team to start working well together
Team members may neglect their functional responsibilities
57
Explain organisation by division
The business can be geographically separated or by product/service
58
Explain the advantages of organisation by division
Communication barriers are broken down
Teams become closer to customer needs in that region so should be able to tailor their approach
Can compare the performance of locations
59
Explain the disadvantages of organisation by division
Duplication of jobs and resources
Brands may lose consistency
Potential conflict for resources
60
explain what an appraisal is
a formal assessment on an employees performance
61
explain reasons for carrying out an appraisal
to give staff a focus
make staff feel valued
set standards/expectations
make pay/training decisions
record any issues
62
explain managerial appraisal
where an employees manager examines and evaluates their performance
63
explain advantages of managerial appraisal
employees receive expert input from managers
make subsequent actions. such as deciding about promotions, rewards and disciplinary procedures
64
explain disadvantages of managerial appraisal
managers may not work closely with employees to know their strengths and development areas
input is limited
65
explain self-assessment appraisal
employees assess their own performance, often using a tick sheet to grade aspects of their work
66
explain advantages of self assessment appraisal
an individual is often best placed to identify strengths and weaknesses to see what they need to do to improve
67
explain disadvantages of self assessment appraisal
an employee may be bias and not fill it truthfully
68
explain peer assessment appraisal
this is when the appraisal is carried out by a work colleague
69
explain 360 degrees appraisal
involves an employee receiving feedback from several people in the organisations, more appropriate for staff who work in large businesses with multiple teams
70
explain advantages of 360 degrees appraisal
a broader picture. of performance will be obtained
71
explain disadvantages of 360 degree appraisal
could end up with too much and conflicting information to base targets upon
managers may not work closely to you
time consuming
72
explain advantages of peer assessment appraisal
peers have very clear idea on how the employee is contributing to the team because they work closely to each other
73
explain disadvantages of peer assessment appraisal
appraisal may end up being other overly positive or negative depending on their relationship
74
explain labour turnover
concerned with measuring the number of employees who have left the business
75
labour turnover equation
no. of employees left during the year x100 -------------------------------------------------------------average no. of employees during year
76
explain absenteeism
the habitual non-attendance of an employee at their job
77
absenteeism formula
total days absent in a month x 100
-----------------------------------------------------------
totals available working days in a month
78
lateness formula
total no. of late arrivals x 100
----------------------------------------------------
total no. of scheduled attendances
79
explain workforce productivity
a measure of output per employee in a period of time
80
workforce productivity formula
output (per week/year)
----------------------------------------
average no. of employees
81
What are the 4 workforce performance related pay
Piece rate - payed per unit produced
Bonuses
Commission - amount of sales
Pay scale - meets targets to get higher pay
82
Piece rate formula
Number of products produced x amount paid to workers per product produced
83
Commission formula
Sale value x commission rate
84
Explain autocratic leadership
The leader has full control of the decision making and employees have little or no input
85
Explain benefits of an autocratic leadership
Clear leadership
Quick decision making
Employee motivation - prefer to be told what to do
Meet time demands
Consistent and strategic decisions
86
Explain drawbacks of autocratic leadership
Employee motivation - doesn’t suit those who don’t like to be told what to do
Less chance for a promotion
Can’t cope with time demands
87
Explain paternalistic leadership
A softer form of autocratic leadership - the leader decides what is best for employees and addresses their needs
88
Explain democratic leadership
The focus of power is more with the group as a whole
89
Explain benefits of a democratic leadership
Good for confident, outspoken employees
Gain input from a range of employees
Impacts employees motivation
90
Explain drawbacks of a democratic leadership
Lack of clear leadership
Not every employee likes autonomy
Slower decision making can hold the business back
91
Explain laissez-faire leadership
Decision making lies within the individuals and the group as the leade has a hands off approach so they can focus on other areas
92
Explain advantages of laissez-faire leadership
Encourages personal growth
Encourages innovation
Allows faster decision making for the employee
93
Explain disadvantages of laissez-faire leadership
Doesn’t suit an employee who has bad time management
Could result in low employee morale
Slower decision making from a business as a whole
94
What is McGregors theory X and Y
This theory is concerned with how a leaders perceive their staff
95
What are the theory X leaders views of employees
Inherently lazy, disliking work and responsibility
Lacking the will and ability to work unsupervised
Lacking initiative
Largely motivated by money
96
What are theory Y leaders views of employees
Enjoy their work if the right conditions are created
Willing to accept responsibility and challenges
Creative and willing to contribute
Able to exercise self-discipline
Not just motivated by money
Uses their initiative
97
What is Blake and Moutons leadership grid
a tool to assess your managerial and working style based on several factors
98
Explain the country club square
They are concerned with the well-being and feels of their team rather than completing the required task
99
Explain the team leader square
They have a strong and equal regard for both employee and task needs
100
Explain the impoverished square
They have a lack of concern for either tasks or people needs
101
Explain the authoritarian square
They are concerned with tasks rather than employees
102
Explain the middle of the road square
Comprises between the two sets of needs which implies that neither set of needs is truly met and less than optimal outcomes for each are achieved
103
Explain Carlyle and Galtons trait theory
The trait theory concerns the five characteristics exhibited to be a successful leader, they are born with these traits and can’t be made with them so can’t develop the.
104
Explain the motivational trait
The ability to motivate others
105
Explain the integrity trait
The quality having strong moral principles
106
Explain the self-confidence trait
Being assured
107
Explain the creativity trait
New ideas
108
Explain the intelligence trait
Able to reason and solve problems
109
Explain an advantage of Carlyle and galtons trait theory
It is a simple, theory to understand and its fairly straightforward to identify that characteristics a leader does/doesn’t possess
110
Explain a disadvantage of Carlyle and Galton trait theory
There is no single set of traits that have been proven to be the most effective and other research suggests that these characteristics can’t be taught
111
What is Tannenbaum and Schmidt contingency approach
The contingency approach argues that your leadership style should be based on the particular situation or circumstances you're facing and not on your personal preferences
112
What does the boss centred leadership focus on
The use of authority
113
What’s do3s the subordinate centred leadership focuse on
The use of groups/subordinates
114
Explain the tell section TaS
The leader informs the employee of their decision, seen as autocratic
115
Explain the sell section TaS
The leader makes but attempts to ‘sell’ the decision to the employee
116
Explain the consult section TAS
The leader presents their idea to the employee and invites discussion, it offers a more collaborative approach
117
Explain the participate section TaS
The focus is now on the employee and not the leader
118
Explain adairs three circle theory
The theory balances between tasks, team and the individual
119
Explain the task section - Adair
Identify aims and visions for the group, purpose and direction
Identify resources, people, processes, systems and tools
Create the plan to achieve the task
120
Explain the team section - Adair
Establish style, culture and the approach of the group
Anticipate and resolve group conflicts
Assess and change as necessary
121
Explain the individual section - Adair
Understand the team members as individuals
Assist and support individuals
Reward them with extra responsibility
Give recognition and praise
122
Explain an advantage of adairs theory
It’s motivational to believe you can be taught to become a better leader
123
Explain a disadvantage of adairs theory
It can be considered to simplistic in its approach
124
Explain characteristics of a manager
Obeyed by subordinates
Minimises risk
Prefer status quo
Sets an example to follow procedures
Not very outgoing
125
Explain characteristics of a leader
Followed by subordinates
Risk-taker
Embraces change
Creative
Inspires others behaviours
Encourages new ways of thinking
Charismatic
126
Explain management
The process of co-ordinating the activities of a business in order to achieve defined objectives
127
Explain functions of management
The set of core activities which define the role of managers in a business environment. The four functions of management include planning, organising, directing and controlling
128
Explain planning
An individual going through a process to decide what the want to achieve
129
Explain organising
Involves arrangement of staff etc.
130
Explain directing
Involves giving duties to employees
131
Explain controlling
Is the way that a manager ensures work is done
132
State how a managers success may be measured
Sales levels
Ability to meet deadlines
Staff productivity
Profits
Staff morale
Customer feedback
Absenteeism
Efficiency
Staff turnover
133
Explain what a constraint is
A restriction or limitation
134
Explain constraints to a manager of being successful
Ability and confidence to make decisions
High staff turnover
Recession
Low staff morale
Skill/experience of employees
135
Explain redundancy
Happens when employees need to reduce their workforce and so a position no longer exists
136
Explain dismissal
Termination of the contract of employment of an employee, often as a result of a disciplinary procedure
137
Explain unfair dismissal
Where an employee is dismissed without a valid reason or the employer fails to follow the proper procedures
138
Explain fair dismissal
Where an employee is dismissed with a valid reason and the employer follows the proper procedures
139
States types of fair dismissal
Repeated poor conduct
Incapacity
Redundancy
Capability
140
State types of unfair dismissal
Pregnancy
Whistle blowing
Trade union membership
Discrimination
141
State the fair dismissal procedure
First verbal warning
First written warning
Final written warning
Dismissal
142
Explain grievance
When an employee has a concern, complaint or problem
143
Explain an employment tribunal
A special sort of court dealing only with employment law for example an employees claim for unfair dismissal
144
Explain employer/employee relations
The relationship between management and employees
145
Explain a contract of employment
What an employer has to legally provide an employee a contract, includes: the organisations code of conduct, policies and other clauses
146
Explain the equality act 2010
Legally protects people from discrimination in the workforce and in wider society
147
Explain employee participation
Employees have the ability to participate in the decision making process at work
148
Explain benefits of employee participation
Increased motivation
Better communication
Better decision making
Complying with the law
Reduced labour turnover
Fewer days lost through work-related injuries
Manage change more defectively
149
Explain work councils
A formal meeting of managers and employee representatives to discuss pay and working conditions and to negotiate other issues
150
Explain a trade union
An organised association of workers in a particular industry
151
Explain roles of trade unions
Protect and improve the real incomes of their members
Provide or improve job security
Protect workers against unfair dismissals
Lobby for better working conditions
Support people claiming compensation
152
Explain collective bargaining
The official process by which trade unions negotiate with employers, on behalf of their members
153
Explain disadvantages of trade union membership to a business
Higher wage costs
Slower speed of change
Lower competitiveness
154
Explain induction training
Training aimed at introducing new employees to a business and its procedures
155
Explain on-the-job training
Employees receive training whilst remaining in the workplace
156
Explain advantages of on the job training
Generally most cost effective
High employee productivity because they’re working in front of their boss
157
Explain disadvantages of off the job training
Bad habits may be passed on
Potential disruption to production because the employee won’t completely know what they’re doing
158
Explain off the job training
When employees are taken away from their place of work to be trained
159
Explain advantages off the job training
Employees can be more confident when starting because they know how to use equipment
A wider range of skills can be obtained because the course they go on is lead by specialists
160
Explain disadvantages of off the job training
More expensive because you have to pay for the course for the employee
New employee may still need induction training because the equipment used may be different
161
Explain advantages of apprenticeships
Lower cost when employing new staff
Receive subsidies for taking on apprenticeships
Improved employee retention
162
Explain disadvantages of apprenticeships
Potential for mistakes as they have a lack of experience
The cost of having to put the employee through the course
Some people may not complete the programmes
163
Explain academic training
Involves theoretical knowledge and skills, business may pay for an employee to undertake an open university qualification
164
Explain vocational training
Teaches applied skills within the job
165
Explain organisational culture
The unique collection of values which shapes the behaviour of the people within an organisation
166
Explain the link between recruitment and culture
A business needs to recruit an employee that aligns with their culture
167
Explain factors which affect culture
Values
Vision
Behaviour of managers
Behaviour of employees
Physical indicators
168
Impacts of good culture
Greater employee morale
Help them reach their objectives
Higher productivity
Staff retention
New products
Attracts the correct people for recruitment
169
Impacts of poor culture
Damage to reputation
Media reporting may lead to less demand for products and services
Lower staff retention
Harder to recruit staff
Decline in shareholder investment
170
Explain training needs analysis
The process of identifying the gap between current knowledge/skills and required knowledge/skills so that a training plan can be created to help staff do their job effectively
171
State the importance of a training needs analysis
Prioritises training needs
Avoids staff mistakes that could damage reputation
Helps to retain staff they feel valued
Prevents inefficiencies caused by untrained staff
172
Explain workforce planning
Deciding how many and what type of workers are required
173
Explain zero hour contracts
The employer isn’t obliged to provide any minimum working hours and the worker isn’t obliged to accept any work offered to them.
174
Explain benefits of zero hour contracts
Creates leaner, more profitable businesses as there is no obligation to offer hours
Increases the number of jobs available
Flexibility suits some workers
Helps to reach fluctuations in demand
175
Explain drawbacks of zero hour contracts
Creates exploitation of workers
Keeps wages low due to a loach of upward pay pressure
May harm business reputation
Creates anxiety for some workers
176
Explain remote working
Allowing employees to work away from the business premises
177
Explain advantages of remote working
Employees save time and money travelling to work
Businesses can increase number of staff without needing office space
There may be less distractions at home so they will concentrate better
Possible motivation increase because they feel more trusted
178
Explain disadvantages of remote working
May be distractions at home
Lose the social side of work
Hard to separate a work/life balance
Limited access to equipment
Employees may do less work without discipline
179
Explain hybrid working
A split between doing work in the office and at home
180
Explain flexi time working
A system of flexible working where employees have some choice over the hours they work, they have to work the core time
181
explain disadvantages of flexi time working
Communication may be disrupted
Meeting may be more difficult to schedule
Employees may be unproductive during unsupervised hours
There may be tension if not all employees are allowed to work this way
Variable costs may increase because the office has to be open for longer
182
Explain part time working
A form of employment with less than 35 hours worked in a week
183
Impacts of part time working on businesses
Helps to cover sickness and busier periods
Makes the business cost efficient as they don’t have full time staff
Increased retention
More training and appraisals
Jared to communicate
184
Explain motivation
A strong desire to act in a particular way and to achieve certain results
185
Explain morale
Refers to the ‘spirit’ of the individual, group or team
186
State the benefits of a motivated workforce
Less prone to absenteeism and lower rate of labour turnover
Increased productivity
More committed and willing to go the extra mile for the business
Makes change easier to implement
Present a better image of the business to people outside the business
187
State what monetary methods of motivation are
Motivation will result from linking employee performance to pay
188
State what non-monetary methods of motivation are
Motivation results from factors other than financial incentives
Job enrichment
Being given responsibility
Receiving praise
Working as part of a team rather than being isolated
189
Explain David McClelland three needs theory
A person in the wokrforce is motivated in one of three ways: power, affiliation or achievement. Once this has been identified you can feedback to them in a certain way to motivate them
190
Explain how to measure someone who’s dominant motivator is ‘achievement’ (mcclellands three needs theory)
Prefers challenging goals to feel a sense of achievement
Likes to work on projects that are based off their own efforts
Likes to work with others with the same dominant motivator
Likes to receive regular feedback
191
Explain how to measure someone who’s dominant motivator is ‘affiliation’ (mcclellands three needs theory)
Enjoys working as part of a team
People orientated rather than task orientated
Adheres to the workplaces culture
Prefers a collaborative/co-operative approach
192
Explain how to measure someone who’s dominant motivator is ‘power’ (mcclellands three needs theory)
Likes to encourage, influence or dominate others
Places a high value on their position in the hierarchy
Enjoys recognition and status
Likes to win
193
State limitations of McClellands three needs theory
An employee may not always be motivated by their dominant motivator
194
Explain Herzbergs two factor theory
What factors cause satisfaction and dissatisfaction in the workplace which were then named hygiene and motivating factors
195
Explain the hygiene factors (herzbergs two factor theory)
Factors in the workplace that caused dissatisfaction if they weren’t there, but employees aren’t motivated by them. Such as office chairs
196
Explain the motivating factors (herzbergs two factor theory)
These factors relate to the job itself not the working environment. Such as responsibility and recognition
197
State the limitations of herzbergs two factor theory
Workers may consider factors in different ways
Some people may be both motivated and demotivated by both factors
It may be difficult to enrich and empower low skilled workers
198
Explain Maslows hierarchy of needs theory
Employees have a variety of needs at work that have to be satisfied and until the lower order needs are met, the higher ones cannot be
199
Explain each segment of the hierarchy and an example of it (bottom of the hierarchy first)
1) physiological - the need for shelter, water and food.
2) safety - the need of security, stability and protection at work. Appropriate policies are in place on bullying and installing security cameras
3) social - the need for friendships and positive relationships. Opportunities for social interaction
4) esteem - they seek the respect of others and some recognition for effort. Opportunities for leadership and promotion
5) self-actualisation - concerned with personal growth and reaching your full potential. Appropriate training and goals to be achieved
200
State limitations of maslows hierarchy of needs theory
Some employees may not require their higher order needs to be met at work, such as they have friendships outside of work already for social interaction
It’s challenging for the business to meet and identify the needs of every employee
Needs may not be hierarchal for some employees
201
Explain Vrooms expectancy theory
The mental processes an employee goes through when making a decision on a choice of action and they say they will behave from it
202
Explain the expectancy, instrumentality and valence part (Vrooms expectancy theory)
Expectancy - whether the employee thinks that their actually going to be able to complete the task that’s been set
Instrumentality - this is the belief that if you perform well that a valued outcome will happen
Valence - the value that the employee puts on the reward that is on offer
203
State limitations of Vrooms expectancy theory
Placing values on the 3 categories is subject to opinion
The cost of the financial reward may be too high for the business
It doesn’t work in all contexts
204
Explain Drucker theory
A theory which believed employees in the workforce are an asset and not a cost to be minimised
205
What did drucker say to do to keep a motivated workforce
Decentralise and delayer the business as much as possible
Take an interest in employees and value their contribution
Offer ongoing training
Create a community where social needs can be met
Keep a sense of perspective when it comes to reward
206
Explain lockes goal setting theory
He proposed that employees liked to have goals and enjoy working toward the
207
Explain each principle (5) that should be followed when setting goals
Clarity - employees need to have a clear idea of what is expected from them
Challenge - goals need to be challenging
Feedback - allows progress to be monitored and the goal can be altered if needed
Commitment - employees have to understand and agree to have ownership of the goal
Complexity - employees must not feel out of their depth in terms of what they’re being asked to achieve
208
State why effective communication is important
The number of mistakes within a business will be reduced
It will speed up decision making within a business
Employees will feel motivated and clear about what to do and how to do it
It can be a marketing tool
209
Explain formal communication
Within an organisation are those that take place using agreed rules or procedures such as a board meeting
210
Explain informal communication
Are those that are not based upon any set measures such as in the staff room
