human resource management Flashcards
(126 cards)
1
Q
what is human resource management
A
the process of maintaining the relationship between the employees and the business
2
Q
why is human resource management important
A
the employees and how they are managed become part of the competitive advantage for the business as products, price and materials are the same
3
Q
what is the relationship between HR and business objectives
A
- employees are the ones that carry out the tasks that result in business objectives being achieved
- ensuring employees remain motivated is crucial for both individual and business success (productivity)
4
Q
what are motivation theories
A
models or framework that explain what makes people motivated. they provide the why (understanding of behaviours) while motivation strategies provide the how (methods to enhance motivation)
5
Q
what is Maslow’s hierarchy of needs
A
- maslows research identified that humans are motivated by five sets of needs
- needs must be satisfied in sequential order
- lower need will be a motivator until it is satisfied
6
Q
how can a manager use maslow’s theory
A
- managers can identify where an employee is on the hierarchy and then provide strategies to move them up to higher-order needs
- managers must realise employees may be on different stages
7
Q
strengths of Maslow’s theory
A
- helps manager understand employees all have different needs
- theory is simple and easy to understand and easy to relate to businesses
8
Q
weaknesses of Maslow’s theory
A
- is just a theory and has no scientific proof
- managers may struggle to identify what stage employees are at - hard to apply to all employees
- assumes the need to fit into stages whereas it is more complex than that
9
Q
what are the different stages of Maslow’s (lowest to highest)
A
physiological, safety, self-esteem, self-actualisation
10
Q
what is Locke and Latham’s goal setting theory
A
- Locke and Latham found that employees are more motivated by goals that are challenging but attainable
- they found direct correlation between challenge and motivation
11
Q
what are the 5 key principles of Locke and Latham’s
A
(CCCTF)
- clarity: goals should be clear and specific
- challenge: goals that are challenging are motivating
- commitment: committed to goal
- feedback: feedback of goals should be considered
- task complexity: goals must be achievable
12
Q
strengths of Locke and Latham’s
A
- clear and specific
- challenging which motivates employees to perform better
- supported by research
- clear goals make staff productive
- builds better relationships between managers and employees
13
Q
weaknesses of Locke and Latham’s
A
- Vague or hard goals can reduce motivation
- employees individually goals may clash with each other or business objectives
- theory ignores motivators
- failing to meet a goal may hurt employees confidence which could decrease motivation
14
Q
what is Lawrence and Noira’s four drive theory
A
- explains what motivates people based on 4 key human drives
these drives can create a productive and motivating work environment - these drives work independently and can be used simultaneously (unlike Maslow’s)
15
Q
what are the four drives
A
(BALD)
- drive to bond
- drive to acquire
- drive to learn
- drive to defend
16
Q
what is the drive to bond
A
includes the storing need to form relationships with other individuals and groups
17
Q
what is the drive to acquire
A
includes the desire to own material goods, and encompasses the desire for status, power and influence
18
Q
what is the drive to learn
A
includes our desire to satisfy our curiosity, to learn new skills and to explore the world around us
19
Q
what is the drive to defend
A
the desire to remove threats ti our safety and security and to protect what we regard as ‘ours’
20
Q
how can a manager use the four drives theory (drive to bond)
A
- encourage teamwork and value collective success/corporate culture
21
Q
how can a manager use the four drives theory (drive to acquire)
A
- pay employees fairly compared to competitors
- recognise and celebrate achievements
22
Q
how can a manager use the four drives theory (drive to learn)
A
- offer chances to learn new skills and take on challenges
- make work interesting
23
Q
how can a manager use the four drives theory (drive to defend)
A
- create a safe, welcoming and fair workplace (creates trust)
- treat all employees equally
24
Q
strengths of the four drives theory
A
- the drives work independently, allowing flexibility in how strategies are used
- adaptable to different and complex environments/situations
- drives motivate effort that improves behaviour, helping achieve objectives
25
weaknesses of the four drives theory
- there may be other drives beyond the four that Lawrence and Nora identified
- some workplace applications of the theory may cause competition and reduce cooperation
- a lack of information sharing or teamwork can result form focusing too much on individual goals
26
similarities between Maslow's and Locke and Latham's
- both can be used to encourage employees to achieve business objectives
- both recognise that personal gain is a factor that can motivate employees
- both demonstrate the importance of intrinsic and extrinsic motivators
27
differences between Maslow's and Locke and Latham's
MASLOWS:
- motivated through needs in sequential order
- can be applied by the manager alone by observing the needs of an employee
- focuses on both intrinsic and extrinsic motivators
LOCK AND LATAHAM'S:
- sets goals that are clear, challenging but attainable, committed, include feedback and complex enough
- requires employee input to create goals collaboratively
28
similarities between Maslow's and Lawrence and Noira's
- both theories focus on motivating employees holistically, by addressing their physical, social and emotional desires
- safety needs are similar to the drive to defend
- both theories suggest employees are motivated by desire to feel a sense of belonging within the workplace
29
differences between Maslow's and Lawrence and Noira's
MASLOWS:
- the needs must be satisfied in sequential order
- once a need has been satisfied it no longer provides motivation for the individual
LAWRENCE AND NOIRA'S:
- each drive can be achieved and satisfied at the same time
- the drives work independently and can be used simultaneously
30
similarities between Locke and Latham's and Lawrence and Noira's
- both theories recognise that employees are motivated to achieve success
- both suggest that multiple factors motivate an employee at any given time
- concept of achieving goals is similar to the drive to acquire both sense of achievement and potential to be rewarded financially
31
differences between Locke and Latham's and Lawrence and Noira's
LOCKE AND LATHAM'S:
- five principles involved in setting goals
- focuses on the setting of goals
- the goal setting theory believes that an individual can be motivated through intrinsic factors
LAWRENCE AND NOIRA'S:
- four drives that exist within all people
- focuses on the drives that motivate people
- addresses extrinsic motivators through the drive to acquire
32
what are motivation strategies
actions or methods used by the manager to encourage employees
33
what are the 5 motivation strategies
- performance related pay
- career advancement
- investment in training
- support
- sanctions
34
what is performance related pay
a way of rewarding employees through monetary compensation when they perform their duties in a manner that equals or exceeds a set of pre-determined goals or criteria
35
strengths of performance related pay
- direct financial reward where employees get extra money when they improve their performance
- tangible way of recognising achievement which could encourage employees to work harder and be more committed
- rewards are predictable and easy to calculate
36
weaknesses of performance related pay
- others might want the same reward even if their work isn't as good, causing problems at work
- if rewards don't increase overtime, employees may feel unhappy
- some employees aren't motivated by money
- the business may not be able to afford to pay extra rewards
37
effect of performer related pay on short-term employee motivation
provides immediate financial rewards such as pay increases, bonuses and commissions, encouraging employees to work harder for short-term gains
38
effect of performer related pay on long-term employee motivation
can provide ongoing motivation if financial rewards are consistently available, such as are plans and profit
39
what is career advancement
occurs when a person takes on a job that carries greater responsibilities or increased opportunities to provide leadership
40
strengths of career advancement
- means to retain valuable jobs
- satisfy 3 of the higher level needs in Maslow's
- satisfy some of the four drives
increase employee contributions
41
weaknesses of career advancement
- must create purposeful promotion positions
- encourage competitiveness due to limited number of promotions
-employees may be promoted beyond capacity
42
effect of career advancement on short-term motivation
provides a pay rise and greater job security, offering immediate motivation to perform well in the new role
43
effect of career advancement on long-term motivation
encourages long-term retention as employees see a clear pathway for growth, fulfilling higher-level needs like self-esteem and self-actualisation
44
what is investment in training
refers to the direction of finances, or resources such as time, into the teaching of skills to employees
45
strengths of investment in training
- indicates the business value the employees and their contribution helps to improve corporate culture
- up skills employees increasing productivity and efficiency
- creates a sense of loyalty and positive culture (increasing staff retention)
46
weaknesses of investment in training
- expensive
- wasteful if no career advancement opportunity
- employees may leave business after being trained
47
effect of investment in training on short-term motivation
encourages employees to take on training for immediate job satisfaction and access to better paying roles
48
effect of investment in training on long-term motivation
builds a sense of accomplishment and career growth, leading to long-term engagement and loyalty
49
what is support
an assistance or service provided by the business to help employees cope with difficulties that may impede their work performance (counselling/mentoring)
50
strengths of support
- can help employees develop meaningful professional relationships
- not expensive
- can positively influence attitudes and improve confidence
51
weaknesses of support
- requires a business to have positive culture
- may be difficult to find reasons to support some employees
- employees may become too dependent on support service
52
effect of support on short-term motivation
encourages employees by recognising good performance and providing assistance when needed
53
effect of support on long-term motivation
fosters loyalty and commitment to the workplace, leading to a more engaged and motivated workforce
54
what are sanctions
a form of penalty or discipline imposed on an employee for poor performance
55
strengths of sanctions
- can motivate employees to improve performance
- may quickly stop inappropriate behaviour of employees
56
weaknesses of sanctions
- can reduce employee sense of belonging, negatively effecting motivation
- may cause resentment in employees or conflict
- short term motivator
57
effect of sanctions on short-term motivation
creates fear of consequences, leading to immediate compliance of rules/expectations
58
effect of sanctions on long-term motivation
has minimal long-term impact as it doesn't build employee commitment or motivation
59
what is training
refers to the process of providing the staff with the knowledge or skills required to do a particular job
60
what is the benefit of training for the business
- higher productivity through better job performance
- objectives are more likely met
- reduced cost due to lower labour turnover and absenteeism
- fewer accidents
- maintain competitive advantage
61
what is on the job training
occurs when employees need to learn a specific set of skills to perform particular tasks in the workplace (occurs in the workplace)
- may be provided by an experianced co-worker, leader or manager
62
advantages of on the job training
- most cost effective
- productive
- employees are familiar with equipment
- immediate feedback
63
disadvantages of on the job training
- the quality of trainer may vary
- bad habits of older staff may be passed on
- learning environment may be distracting
64
what is off the job training
when training occurs away from the workplace
- usually involves sending employees to a specialised training institution
65
advantages of off the job training
- availability of a wider range of skills and qualifications
- more organised and clear processes
- more intense without distractions
66
disadvantages of off the job training
- more expensive
- lost working time
- may be too theoretical
- employees may be tempted to leave business
- may not directly relate to skills used in the business
67
similarities between on and off the job training
- both aim to enhance employee skills, improve job performance and support career progression which leads to increased motivation and productivity
- both require investment in time and resources and can be tailored to business needs
68
differences between on and off the job training
on the job:
- occurs while employees perform their tasks
- lower cost
- practical work experience
off the job:
- conducted away from their job
- expensive
- highly structured and comprehensive
69
what are performance management strategies
the process used to evaluate and monitor business and employee's work to ensure that goals and objectives are being met
70
acronym for strategies
SAME: self evaluation, appraisal, mob, employee observation
71
what is self evaluation
a process whereby employees carry out self-assessment, bases on a set of agreed criteria
- employees might ask themselves what are my strengths and weaknesses?
72
advantages of self evaluation
- allows employees to be actively involved in the process of performance management and helps them understand their role in the business
- employees understand how they can improve
- can highlight the need for training
73
disadvantages of self evaluation
- employees can often overstate their own performance or be dishonest when completing self evaluation
- provision of training may be expensive
- some employees may not feel equipped to take self-assessment
74
what is appraisal (performance)
a formal assessment of how well an employee is performing their role in the business over a set period of time
75
what is the purpose of appraisal
- gauge whether the current training has been effective
- identify which training and motivation is required
- provide basis for decisions relating to remuneration, reward, promotion and dismissal
76
what are the 3 common methods of appraisal
- essay method: journal on each employees performance
- critical incident method: journal of what's good or bad
- comparison method: rank each employee
77
advantages of appraisal
- facilitates communication and allows positive relationships to develop between management and employees
- feedback can help employees improve performance
- can help managers make decisions about promotions/pay inreases/dismissals
78
disadvantages of appraisal
- time consuming
- can be stressful for managers and employees
- staff who meet performance expectations may expect a pay rise - expensive
79
what is management by objectives (MBO)
a process where management and employees agree on a set of goals for each employee and the individual goals all contribute to the businesses objectives
80
what is the SMART process used to set goals
Specific, Measurable, Achievable, Relevant, Timely
81
advantages of MBO
- employees are more likely to work productively
- employees know what is expected of them, reducing ambiguity and confusion
- can highlight where training is needed
- can improve communication and allow employees to understand business objectives
82
disadvantages of MBO
- can be time consuming and expensive as meetings and reports may be required
- is not always useful for employees
- failure to meet objectives may demoralise employees, decreasing motivation
- staff who meet objectives may expect a pay rise - expensive
83
what is employee observation
strategy where a variety of opinions on the performance of employee is sought with the aim of arriving at a more comprehensive picture of past and current performance
84
advantages of employee observation
- overcome bias and tension between manager and employee
- feedback from different perspectives give a better picture of employee performance
- good to assess certain skills such as leadership
- areas of improvement can be identified
85
disadvantages of employee observation
- requires high positive culture, could be damaging if any participants have personal vendeta
- can be expensive and time consuming
- not as valuable to assess technical skills or achievement of business objectives
86
what is termination management
refers to the strategies or activities engaged by managers during the end of the employment of an employee, whether that be voluntarily or involuntarily.
87
what is termination
when employees leave the business, ending the relationship with the business
88
what are the types of termination
- voluntary: resignation, retirement
involuntary: dismissal, redundancy
89
what is unfair dismissal
occurs when an employer dismisses an employee for discriminatory reasons such as race, sex, pregnancy, trade union, absence from work
90
what are entitlement considerations
- the rights to benefits employees have (by law) when leaving the workplace voluntarily or involuntarily
- includes wages/salary owing, leave entitlements
- notice must be given
91
what are transition considerations
refers to the issues relating to the process that the employee will go through in changing from one job to another (not required by law)
92
tradition considerations in case of retirement
- gradual reduction in days
- counselling and support on superannuation
- advice and assistance regarding income planning
- help with pension
93
tradition considerations in case of redundancy
- provide assistance with things like job interview training, career coaching, resumes
94
similarities between transition and entitlement
- both could contribute to businesses labour expense
- both involve employee ending relationship with business
95
what re workplace relations
refers to the interaction between employers and employees, or their representatives, to achieve a set of working conditions that will meet the needs of employees and the business to achieve its objectives
96
what is the role of a human resource manager
to create a harmonious and productive workplace staffed by motivated, skilled and fulfilled employees by:
- making sure employees receive correct wages and entitlements
- negotiating between employees regarding workplace issues
- training of employees
- dealing with disputes
- implementation of agreement
- termination management
97
why is a human resource manager important
- shows the degree to which employees are valued by management, the level of employee participation in decision making and the importance of using non-monetary motivational approaches will all influence the manner in which the human resource manager approaches the development of enterprise agreement
98
who are employees
those that work in the business in exchange for remuneration, usually in the form of wage
99
what are the roles of employees
- work towards the achievement of business objectives
- carry out duties allocated to them in their job description
- follow company policies to the best of their abilities
- display the desired behaviours while working
100
how are employees involved in workplace relation matters
- give feedback to the union on the new agreement
- vote on terms and conditions in the proposed agreement, industrial action as a strike
101
what is employer association
refers to groups of employers who unite to promote common interest in workplace relation issues
102
what are the 3 types of employer associations
- industry associations: same industry
- professional associations: common profession
- peak bodies: larger numbers of employers from varied industry types
103
what are the roles of employer associations
- workplace realtions
- changes in laws
- network
-HR
104
what is a union
refers to a group of employees combining to protect common interest in all manners relating to their employment
105
what is the role of unions
- negotiate and bargain on employees behalf during collective bargaining process
- argues employees case during hearing to determine awards
- provide support and advice
- provide information to members
- acts as offical spokesperson
106
what is the fair work commision
Australia's national workplace relations tribunal or industrial court
107
what is the fair work commision responsible for
- approve enterprise agreements
- approve or disapprove industrial action
- resolve disputes
- provide a safety net of minimum conditions
108
what are awards
legally binding minimum requirements for wages and conditions applying to a specific industry
- does not apply if a business has other agreements with employees
109
advantages of awards
- cost effective (minimum wages)
- less time lost as awards can't be negotiated
- provide a safety net for employees to ensure they are getting paid right
- fewer disputes over wages
110
disadvantages of awards
- business may find it difficult to find talented employees as they are only offering industry minimum
- awards provide less flexibility as the business cannot alter terms
- unable to negotiate productivity gains for higher wages for employees (relates to measles and motivation strategies)
111
what are enterprise agreements
made between one or more employers and two or more employees with their chosen representatives (legally binding)
- reached through negotiation process called enterprise bargaining
- agreement must be approved by majority vote of employees and the FWC
112
what does an enterprise agreement need to have to be approved by the FWC
- must be better overall than relevant modern award
- no unlawful terms included
- runs for up to 4 years
- a disputes settlement procedure is included
112
advantages of enterprise agreements
- ability to attract and retain quality employees by offering competitive wages and conditions
- agreement can be negotiated, leading to potential productivity gains being rewarded
- can relate to four drives theory and maslows and performance related pay
113
disadvantages of enterprise agreements
- time consuming to negotiate agreement
- negotiation can break down, causing disputes and industrial action - harming productivity and relationships
- increased cost to the business due to providing increased wages and/or improved working conditions
114
why may workplace disputes occur
- wages
- working conditions and hours
- occupational health and safety concerns
- job security
- discipline action
- the way employees are treated
115
how do dispute resolution methods help the workplace
- help employer maintain healthy relationships with employees by addressing issues early
- employees are more likely to be productive if they know their concerns are being taken seriously
- disputes can escalate and industrial action can take place in common forms of industrial action
116
types of industrial action
- strike: employees remove themselves from the workplace
- lockout: business don't let employees attend work
- work bans: placed on a type or word or equipment
- picket line: a protest to attract media attention
117
what is protected industrial action
approved by FWC and lawful
118
what is unprotected industrial action
disapproved by FWC and unlawful
119
what is dispute resolution
a formal systematic process that allows employees to complain about matters that affect them and their work
120
what is mediation
when an independent third party will aim to facilitate the conversation between the two disputing parties
- third party can be a person agreed by the disputing parties, the business representative, or FWC representative
- third party doesn't make decisions or offer suggestions
121
advantages of mediation
- the parties come to a resolution themselves, making it more likely that both parties will be happy with the outcome
- relationship can be maintained as the disputing parties work together
- lower cost
122
disadvantages of arbitration
- more expensive than mediation
- decision is taken away from disputing parties - parties may be unhappy
- relationship may be harmed during the process
122
advantages of arbitration
- guaranteed outcome on the dispute
- outcome is legally binding
- process is quicker than mediation
122
what is arbitration
where the disputing parties present their arguments an an independent third party makes a legally binding decision on the outcome
- FWC will hold arbitration hearings for a variety of disputes
123
disadvantages of mediation
- no guarantee a resolution will be achieved which means disputes may be ongoing
- decision is not legally binding
- parties may withhold information causing challenges
- one party may have more 'power' making resolution unfair
