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Business > Human Resource Management (blackwell) > Flashcards

Human Resource Management (blackwell) Flashcards

1
Q

What are the 4 main processes of recruitment

A

-identify a vacancy
-draw up job description
-draw up person specification
-advertise jobs

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2
Q

What are the 4 main processes of selection

A

-review applications
-shortlist candidates
-interview
-appoint new employee

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3
Q

What is a job description

A

A document that describes the duties that a worker is required to carry out

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4
Q

What is person specification

A

A document that lists the qualifications, skills and experience that a worker needs to be able to carry out a particular job

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5
Q

What is internal recruitment

A

When a vacancy is filled with someone who already works in the organisation

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6
Q

What is external organisation

A

When the organisation fills a post with someone from outside the organisation

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7
Q

7 methods of recruitment

A

-local newspaper
-national newspaper
-social media
-own website
-recruitment agency
-word of mouth
-shop window

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8
Q

Advantages and disadvantages of recruitment via local newspaper

A

+low cost, attracts local people
-limited audience reads the newspaper

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9
Q

Advantages and disadvantages of recruitment via national newspaper

A

+target larger amounts of people, only have to make one advertisement then multiple
-expensive, increases costs, will ahve to continue advertising in the national newspaper

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10
Q

Advantages and disadvantages of recruitment via social media

A

+can reach wider and younger range of people, genially want to work as they look up the business
-not many people would look at their social media

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11
Q

Advantages and disadvantages of recruitment via own website

A

+everyone who goes onto the website would see the jobs available, easy access, cheap
-people may not be able to find it, people may not have access to internet

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12
Q

Advantages and disadvantages of recruitment via recruitment agency

A

+ only access people who want a job and are interested, saves the company time as they don’t have to advertise
-higher cost, may not reach most qualified people

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13
Q

Advantages and disadvantages of recruitment via word of mouth

A

+useful when people live locally to the store, cheap, no work needed by the business, candidate would ahve to seek out the business
-would only reach a few people

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14
Q

Advantages and disadvantages of recruitment via shop window

A

+aimed at local people, cheap
-may not be easy to spot, reaches only a few people, people who shop there may not want to work there

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15
Q

Why is it important to have an affective recruitment strategy

A

-reaches the right people for the jobs
-ensures there are enough applicants
-don’t loose applicants to other businesses
-not wasting money or time

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16
Q

What is selection

A

The process of deciding which applicant for a job a business should accept

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17
Q

What is a CV and what information is included in it

A

-A summary of your skills, achievements and experience which relate to a role you want to apply for within a company.
-contact info, work experience, education, skills and training

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18
Q

Advantages of CV

A

-east way to stand out compared to other applicants as you can easily show the achievement and skills that other job applicants may not have
-quick and fast method as business can receive CV straight away
-east to compare candidates

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19
Q

Disadvantages of CV

A

-time consuming to write and read through especially if there are many applicants
-as applicant has wrote it themselves they can lie
-anyone can submit their CV and so may have a large amount of applicants

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20
Q

What is an application

A

-pre written questions to learn more about the applicant that the company writes

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21
Q

Advantages of application forms

A

-would cut down the amount of people applying for the job, as many would apply for a job if they could just submit a CV so cuts down on unwanted applicants
-identifies the most reluctant applicants for the jobs role so they don’t waste time

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22
Q

Disadvantages of application form

A

-time consuming to make and fill
-lengthy application forms can stop applicants applying and they may not have many applicants to choose from

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23
Q

Why is an interview useful for an employer

A

-can validate info from application form/CV
-can query information from application from/CV
-can see how candidates cope under pressure
-can ask specific questions
-non verbal aspects can be considered

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24
Q

Why is an interview not useful for an employer

A

-interviews are short and can’t get to know the candidate
-candidate may be introverted and not be good in interview but good in the job
-candidate may be extroverted and be good in the interview but bad at the job

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25
Q

What is induction training

A

-training aimed at introducing new employees to a business and its procedures.
Intro training includes:
-meet and greet
-how to answer the phone
-location of fire exit

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26
Q

What is on the job training

A

With on the job training, employees receive training whilst remaining in the work place. It can involve demonstration and coaching

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27
Q

Advantages of on the job training

A

-generally most cost effective
-employees are actually productive not wasting time
-opportunity to learn whilst doing
-training alongside real colleagues, can learn even more

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28
Q

Disadvantages of on the job training

A

-quality depends on ability of trainer and time available
-bad habits might be passed on
-learning environment may not be conducive
-potential disruption to product

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29
Q

What is off the job training

A

Occurs when employees are taken away from their place of work to be trained

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30
Q

Advantages of off the job training

A

-a wider range of skills or qualifications can be obtained
-can learn from outside specialists or experts
-employees can be more confident when starting a job

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31
Q

Disadvantages of off the job training

A

-more expensive
-lost working time and potential output from employer
-new employee may still need induction training
-employees now have new skills/qualifications and may look for better jobs

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32
Q

What are organisational chart

A

This is a diagram that show the hierarchy in a business, usually from top to bottom in terms of seniority

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33
Q

What do organisational charts show

A

-who is responsible for each function
-who has authority for which subordinates
-lines of communication
-how different departments are linked
-progression opportunities

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34
Q

What is span of control

A

The number of employees for who a manager is responsible for

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35
Q

What is narrow span of control

A

A narrow span of control is a management style where supervisors manage only a small number of employees

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36
Q

Narrow span of control advantages and disadvantages

A

+easier communication, manager has more time for employees
-more responsibility in employee, may struggle to keep up, always watched over

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37
Q

Wide span of control advantages and disadvantages

A

+jobs are given out to more people so project can finish soon, more people to work with
-giving delegations may cause the work to be to much, weaker communication

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38
Q

What is chain of command

A

The order of authority and delegation within a business

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39
Q

What is levels of hierarchy/layers

A

Refers to the number of levels/ layers in a business organisation

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40
Q

What is line relationship

A

The verticals relationships between managers and subordinates ⬆️

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41
Q

What is staff relationship

A

The horizontal relationship between manager and other organisational member to/ from whom the manager gives or receives information/advise.

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42
Q

What is accountable in hierarchy

A

The person above them who they answer for

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43
Q

What is responsible in hierarchy

A

Have control over someone, duty to do a task and will take credit or backlash for it

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44
Q

What is authority in a business

A

Power to get a subordinate to compete a job

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45
Q

What is tall and flat hierarchy

A

•Tall- has many layers: communication is bureaucratic, associated with narrow span of control
•Flat- has few layers: easier communication, associated with wide span of control

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46
Q

What is delayering

A

A process of resurrecting the number of levels or layers in an organisational structure

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47
Q

Advantages and disadvantages of delayering

A

+reduce wage costs, more employee responsibility because of increased delegation, faster communication and quicker decisions
-spans of control will widen, redundancy payment, damage to staff moral

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48
Q

What is delegation

A

The assignment to others of the authority for particular functions, tasks and decisions

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49
Q

What is empowerment

A

Giving employees the power to do their job

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50
Q

What does successful delegation and empowerment depend on

A

-the type of employee
-the type of task
-training

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51
Q

What is centralisation structure in a business

A

-keeps decision making at the top of hierarchy

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52
Q

Advantages and disadvantages of centralisation structure

A

+marketing economies of scale and overhead savings easier to achieve, quicker decisions, strong leadership, easier to implement common policies and practices
-more bureaucratic, lack of authority down the hierarchy may reduce manager motivation, customer service issues due to lack of speed of local decision making

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53
Q

What is decentralised structure of a business

A

Decision making is spread out to include more junior managers in the hierarchy as well as individual business units

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54
Q

Advantages and disadvantages of decentralised structure

A

+decisions are made closer to the customer, better able to re soon to local circumstances, improve level of customer service, good way of training, facilitates empowerment
-decision making not necessarily strategic, harder to ensure constant practices and policies of each location, who provides strong leadership when needed

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55
Q

What is organisation by function

A

The business arranged into specialist/ functional areas. This means that each function has some input into the output of the business product/service.
Eg/ CEO
Sales+marketing + operations + HR + Finance

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56
Q

What is organisation by product

A

The business is organised according to the different products made. Each product becomes a mini company with its own finance, marketing, HR department ect.
Eg/ Dyson hairdryer has its own finance, marketing, HR department ect.

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57
Q

Advantages and disadvantages of organisation by product

A

+easy to see which products and profit centres are performing well, each centre has a lot of autonomy, teams can see direct result of their work, communication barriers are broken down for specialists.
-different products compete for resources this can cause conflict, duplication of departments can waste resources, teams my loose site if overall direction of the business

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58
Q

Advantages and disadvantages of organisation by function

A

+specialists can concentrate on what they do best and share ideas with each other, less duplication,
-conflicts may occur with budget/goals, segregation of function means communication about products different functions is ineffective, functions can’t identity their work

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59
Q

What is the matrix structure

A

-individuals work across teams and project as well as their own function/department
-each team member can find himself with 2 managers, their functional manager as well as the team leader of a project:
Project A-D and different functions ect.

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60
Q

Advantages of matrix structure

A

+can help break down department barriers, improving communication across the entire organisation
-individuals can use particle skills-avoid the need for several functional departments to meet regularly
-likely to improve motivation
-share resources

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61
Q

Disadvantages of matrix structure

A

-members if projects may have divided loyalties as they report to 2 line managers
-project team members under heavy pressure
-difficult to communicate
-takes time for matrix team members to get used to working in this kind of structure
-team members may neglect their functional responsibilities

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62
Q

What is organisation by division

A

-this can mean the same as organised by product
-multinational organisations where there are divisions which can be geographically/product or service

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63
Q

Advantages and disadvantages of organisation by division by region

A

+focus on different type of cultures and needs for different customers in countries, see how well a region employees are doing
-duplication of role, loss of consistency from different continents

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64
Q

What is training needs analysis

A

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.

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65
Q

State 4 factors to be taken into account in a training needs analysis

A

-time
-money
-who
-off the job training

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66
Q

Why is training needs analysis important to carry out

A

-makes staff feel welcomed
-prioritises training
-aimed to improve productivity
-reduce long term costs
-improve customer service
-avoids mistakes

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67
Q

What is an apprenticeship

A

This is a long term development programme for workers to learn job skills while they work through a mixture of on their job training and study. Apprenticeships lead to some kind of qualification

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68
Q

Advantages and disadvantages of a business taking on an apprentice

A

+cost, subsidies to invest from the government, employee retention
-mistakes, costs: pay for degree and supervision costs, completion of programme as they might not complete it

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69
Q

Advantages and disadvantages of an apprentice

A

+apprentices can earn an income whilst learning, the learning is both practical and theoretical
-the pay is low, qualifications are specific, people with degrees are usually more hireable

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70
Q

What is academic and vocational training

A

•academic: based on traditional classroom learning
•vocational:practical, qualifications are often career based

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71
Q

What is appraisal

A

-a formal assessment of an employees performance

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72
Q

What is managerial appraisal

A

A method of appraisal where a manager examines and evaluated an employees performance

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73
Q

Advantages of managerial appraisal

A

-employees receive expert inputs from manager
-makes subsequent actions such as deciding about pay, Rewards and disciplinary.
-

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74
Q

Disadvantages of managerial appraisal

A

-manager may not work closely with employees to know their strengths and develop areas
-inputs is limited to one pint of view (managers)

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75
Q

What is self assessment appraisal

A

Employees asses tehir own performance often using a tick sheet to grade aspects of tehir work

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76
Q

Reasons why completing self assessment before a managerial appraisal may be useful

A

-employer: get an idea if the employee has a good idea of their performance
-employee: help them know what is going to come up

77
Q

What is 360 degree appraisal

A

Involves an employee receiving feedback from several people in an organisation. This is more appropriate for staff who work in large businesses with multiple teams

78
Q

Advantages and disadvantages of 360 degree appraisal

A

Adv:
-a broader picture of performance will be obtained
Dis:
-could end up with too much conflicting info to base targets on
-can be biased

79
Q

What is peer assessment appraisal

A

This is when the appraisal is carried out by a work colleague

80
Q

Advantages and disadvantages of peer assessment appraisal

A

Adv:
-peers have very clear idea on how employees are contributing to the team
Dis:
-appraisal may end up being overly positive or negative depending on relationship

81
Q

How to calculate absenteeism

A

Number of days take off for unauthorised absence/ total days worked by workforce over a period of time X100

82
Q

How to calculate labour turnover

A

Number of employees leaving during a period of time / average number employed during a period of time X 100

83
Q

How to calculate labour productivity

A

Output per period / number of employees at work

84
Q

What is the formula for lateness

A

Total days of late arrivals / to total number of scheduled attendances

85
Q

Limitations to the use of quantitive data

A

-averages can be misleading
-not all departments employee same number of people
- a single figure is isolating
-numbers do not explain the situation

86
Q

workforce performance related to pay

A

-piece rate (no. Products produced x rate per unit)
-bonus
-commission
-pay scale
-financial rewards

87
Q

What is employee contribution

A

What an employee gives to a business could be discussed as an appraisal

88
Q

How to measure employee contribution

A

-customer reports
-sales
-output
-efficiency
-appraisal
-absenteeism
-speed of service

89
Q

Management style: what is autocratic

A

-individual centric, leader makes all decisions
-full control of decision making
-uses power from position to get others to carry out work
-employees have little or no input
-motivation through awards

90
Q

Management style: advantages and disadvantages of autocratic

A

Adv:
-quick decision making
-clear chain of command
-increase productivity
Dis:
-not creative
-less ideas
-may make more mistakes
-negative moral

91
Q

Management style: what is democratic

A

-focus of power is more with the group as a whole
-leadership functions are shared within the group
-employees have greater involvement in decision making
-emphasis on delegation and consultation, although leader still has final say

92
Q

Management style: advantages and disadvantages of democratic

A

Adv:
-higher level of employee engagement
-workplace satisfaction
-less mistakes
-encourage innovation
Dis:
-longer not suitable for criticism timing
-reduction of efficiency
-less production

93
Q

Management style: what is paternalistic

A

-softer form of autocratic leadership
-leader is seen as father figure
-explains the specific reason why he/she has taken certain actions

94
Q

Management style:advantages and disadvantages of paternalistic

A

Adv:
-high loyalty
-high moral
-reduced labour turnover and absence
-employees best interest in mind
Dis:
-may become to comfortable Around managers and forget their position
-cause timing issues
-become reliant on the manager

95
Q

Management style: laissez faire

A

-gives employees little direction
-as a result responsibility for decision making lies with individuals and the group
-leaders get employees to choose how to complete objectives, make decisions, and resolve problems on their own

96
Q

Management style: advantages and disadvantages of laissez faire

A

Adv:
- employees practice independent work
-boost employee moral
-employees use tehir expertise to complete the task
Dis:
-may need direction
-style may not suit the employees
-conflict may increase
-weaker workplace relationships

97
Q

Leadership style: what is theory X and Y

A

Theory X manager:
-lazy dislikes work/ responsibility
-lack the will to work unsupervised
-motivated by money
Theory Y manager:
-enjoy their work
-willing to accept responsibility
-creative and willing to contribute
-able to exceed ur self discipline
-motivated by other then money

98
Q

Leadership styles: Blake and Moutons leadership grid

A

-Blake Mouton Grid plots a manager’s or leader’s degree of task-centeredness versus their person-centeredness, and identifies five different combinations of the two and the leadership styles they produce.
5 combinations:
-Country club
-Team Leader
-improvised
-Product management

99
Q

Leadership styles: Blake and Moutons leadership grid, country club

A

-concerned about well-being and feelings of team rather then completing the task.
-High moral
-if deadlines are missed can cause repercussions in the business

100
Q

Leadership styles: Blake and Moutons leadership grid, team leader

A

-strong equal regard for both employee and task
-what manager should aim for
-believe that employees are treated as genuine stakeholders

101
Q

Leadership styles: Blake and Moutons leadership grid, impoverished

A

-lack of concern for both task and people
-unable to device produces or get the work done in time
-ineffective leader
-moral and productivity are low

102
Q

Leadership styles: Blake and Moutons leadership grid, produce management

A

-concerned with task rather then people
-mitigation takes 2nd
-needs of employees take 2nd
-lack of attention to employee needs can cause resentment

103
Q

Leadership styles: Blake and Moutons leadership grid, middle of the road

A

-compromises between the 2 needs
-this implies that neither set of needs are neither met and less then optimal outcome for each are achieved
-indecisive and timid leaders

104
Q

Leadership styles: Blake’s grid

A

-a method of identifying the actions, priorities, and therefor leadership styles of a manager. This is undertaken through an analysis of tasks and people needs

105
Q

Carlyle and Galton: trait theory

A

Trait theory concerns 5 traits:
-motivational
-integrity: the quality have strong moral principles
-self confidence
-creative
-intelligence

Belief that leaders are born not made. This means that leaders inherit the desired personal characteristics

106
Q

Carlyle and Galton: trait theory, strengths and weaknesses

A

Strengths:
-it is a simple theory to understand and it is fairly straight forward to identify the characteristics
Weaknesses:
-there is no single set of traits that have been proven to be the most effective and other research suggests that these characteristics can not be taught

107
Q

Trait theory: Tannenbaum and Schmidts contingency approach

A

-4 styles if leadership behaviour:
Diagonal split:
-focus on use of authority
-focus on use of group/subordinates
Diagonal:
-boss centred leadership
-subordinate centred leadership
—————————————————
|. |. |. |
Tell. Sell. Consult. Participate

108
Q

Trait theory: Tannenbaum and Schmidts contingency approach; tell, sell, consults, joins.

A

-tell: identifies problems, makes decisions and tells subordinates of tehir roles and employees are expected to comply
-sell: leader still makes decisions but attempts to sell the decision to the group by talking to them and making them involved
-consults: the leader presents their ideas to the employees and takes in their opinions on decisions before making it
-joins: participating the leader will ask the employees to make the decisions and then the leader will finalise it.

109
Q

What is functions if management

A

-the set of core activities which define the roles of mangers in a business environment. The 4functions of management include: planning, organising, directing, and controlling.
-planning involved an individual gang through a process to decide what they want to achieve.
-organising involves arrangement
-directing involves giving duties to employees whereas controlling is the way that the manger ensures the work .
-decision making
-organising
-planning
-delegation
-motivation

110
Q

What can limit a managers success

A

-resources
-working with other departments
-competitors
-skill/ability to manage
-change in social habits
-economics factors
-structure of an organisation
-skills and ability to manage

111
Q

Results of management success

A

-meeting deadlines
-employee motivation
-output
-sales
-customer satisfaction
-employees rebtation
-high quality
-good reputation

112
Q

What is redundancy

A

Form of dismissal, it happens when employers need to reduce their workforce and so a position no longer exists

113
Q

What is dismissal

A

Termination of the contract of employment of an employee often as the result of a disciplinary procedure

114
Q

What are the 4 stages of dismissal process

A

-first verbal warning
-first written warning
-second written warning
-dismissal

115
Q

What is unfair dismissal

A

Where an employee is dismissed without a fair reason or the employee fails to follow the proper procedures

116
Q

What is fair dismissal

A

Where an employee is dismissed with a valid reason and the employee follows the correct procedures

117
Q

What are fair reasons for dismissal

A

-gross misconduct
-gross neglect
-incapacity
-capability
-redundancy

118
Q

What are the unfair reasons for dismissal

A

-pregnancy
-whiskey blowing: when an employee has evidence that malpractice in an organisation is occurring and they bring it to the attention of someone in authority
-trade union membership
-discrimination

119
Q

Who is ACAS

A

Advisory, conciliation and arbitration service
-help advise and help both sides of the party in a tribunals and grievances

120
Q

What is an employment tribunals

A

A special sort of court dealing with employment law

121
Q

What is grievance

A

Exists when an employee has a concern, complaint or problems about the employer

122
Q

What is the purpose of a tribunal

A

-to resolve disputes that can’t be settled out of court
-to clear businesses of wrongdoing or compensate employees for wrong doing that has occurred

123
Q

What are the impacts for businesses of employment tribunals

A

-bad reputation
-costs of trail/ legal costs
-employing someone for their role
-compensation
-future employees may not want to work their
-time consuming
-implement change

124
Q

What is an employee/er relations

A

Relationship between the employer and employee

125
Q

What are the benefits of having good employee/er relation

A

-employees remain at work
-better teamwork
-better communication
-less grievances

126
Q

What are the disadvantages of having bad employee/er relation

A

-reduces possible future employees
-low morals, workers won’t want to work as hard and the business will lose out on output per employee
-constant employee change
-expensive to employ more people

127
Q

What legislations affect employee/er relations

A

-minimum wage
-health and safety
-dismissal
-grievances
-day protection
-equality act
-contract of employment

128
Q

What is the equality act

A

-2010
-legally protects people from discrimination in the workplace and in wider society

129
Q

What are the protected characteristics in the equality act

A

-sex
-gender reassignment
-pregnancy
-disability
-race
-age
-sexual orientation
-religion

130
Q

What does an employer have to provide when hiring someone

A

-written statement of employment particulars

131
Q

What is in the terms of written statement when hiring an employee

A

-name
-when they started
-job title
-description of work
-place of work
-hours
-wage
-notice of termination

132
Q

What is employee participation

A

-known as industrial democracy. Consultation with employees is necessary

133
Q

What are the benefits of employee participation

A

-increased innovation
-better communication
-improved quality of decision making
-reduced labour turnover

134
Q

What is a work council and who has to have one

A

-formal meetings of managers and employees in particular factories. To discuss pay, working hours, conductions, grievances and changes in work practices
-a company with 1000 or more employees including 150+ member in two or more eu member states have to have a council

135
Q

What is a trade union

A

Organised association of workers often in a particular industry

136
Q

What is the role of trade unions

A

-exists to Represent and further the interests of tehir members by negotiating over working conditions/wages

137
Q

What is collective bargaining

A

Negotiation of conductions of employment by an organised body of employees

138
Q

What do trade unions provide

A

-legal help
-training
-job security
-advise

139
Q

How does HR objects affect the business

A

-an objective set by HR department will help to achieve the overall business aims and objectives as a business relays purely on employees

140
Q

Why are an organisations HR management objectives important to the future success of the business

A

-people affect every aspect of the organisation
-HR objectives should follow other areas like finance (functional areas) so they are in the same position as the overall aims and objectives. This will result in a business being successful

141
Q

Why do businesses need clear HR objectives

A

-so that employees can understand what activities they should be taking
-so that employees are focused
-so that there is no confusion amongst employees about the activities they should be undertaking
-so employees feel motivated
-so that time is not wasted as a result of miscommunication
-so that it is easy to compare actual progress with the objective that was set

142
Q

What is verbal and non verbal communication

A

-using speech to pass information to other people in the workplace (conversation in staff room, emails)
-sending messages to others using actions rather then words (hand gestures, eye contact)

143
Q

Advantages of written communication

A

-there is a receiver if the message
-the receiver can re read the message to make sure they understand it
-the message can be sent to more then one person at a time
-a written message can avoid confusion
-can be communicated quickly

144
Q

Disadvantages of written communication

A

-not always possible to check immediately that the receiver had read the message
-the success of the message depends on how well it has been written
-there is a risk with emails that the computer be affected by a virus
-emails may get lost in system
-some people can be annoyed by the number of emails tehy receive

145
Q

Advantages of face to face communication

A

-the person can check the receiver understands
-the person giving a message can emphasise points through their tone of voice and body language
-the speaker can use diagrams and pictures to explain something

146
Q

Disadvantages of face to face communication

A

-if there are lots of people listening to a message it may not be clear that all have heard and understood it
-if the receiver does not listen to what they hear they may disrupt the message
-tehre is no permanent record of the message
-ftf communication can be hard if workers need to travel to be together.

147
Q

How does distance and urgency affect teh choice of communication

A

-distance: ftf wouldn’t be possible as it is easier for written communication to be used
-urgency: if the message is urgent you would want to use oral communication so that the receiver gets and understands the information immediately rather then them waiting to read or miss the message

148
Q

What are group norms

A

Rules that reflect expectations of how groups members should act and interact. They define what behaviours are acceptable

149
Q

What are implicit and explicit norms

A

-not formally codified in documents but emerge through the day to day interactions of the group eg/ sitting in the same chair ever day
-give team members guidelines on how to act within the team eg/ wearing uniform

150
Q

What are individual and group objectives

A

-individual: set for a single employee to help with tehir improvement
-group: set for the whole group to work on

151
Q

What is the communication model

A

-it shows how to communicate effectively and shows where barriers that hinder effective communication. It is useful to a business as it helps improve organisation practices, eliminate mistakes and keeps employees informed

Source———Media———receiver
|——————————————-|
Feedback

152
Q

What are 0 hour contracts

A

-the employer is not obliged to provide any minimum work
-the worker is not obliged to accept any work offered

153
Q

Advantages of 0 hour contracts

A

-creates leaner more profitable businesses as there is no obligation to offer hours
-increase the numbers of jobs available
-flexibility suits some workers
-helps to react to fluctuations in demand

154
Q

Disadvantages of 0 hour contracts

A

-creates exploitation of workers denied some employment rights and may be worried about complaining due to fear of losing hours
-keeps wages low due to lack of upward pay pressure/ lack of bargaining power
-business reputation may be harmed
-creates anxiety for some workers

155
Q

What is remote working

A

Involves allowing the employees to work away from the Business premises

156
Q

Advantages and disadvantages of remote working

A

+employees save time and money traveling
+can increase number of staff without needing more office space
+there may be less distractions at home
+possible motivational increase due to trust element
-lack of facilities at home
-may be distractions
-some employees may do less work without discipline
-missing social aspect
-some employees will enjoy the commute as a time to reflect
-it blurs lines between home and work space

157
Q

What is flexi time

A

Flexible work hours gives employees some choice over the actual time they work tehir contract hours. There is a period in the day where the employees have to be present “core time”. Other then this employees may choose when they start and finish work.

158
Q

Advantages and Disadvantages of flexi-time

A

+avoids traffic
+if they have children it is easier to look after
+work life balance is based around home life, good balance
-communication may be distrusted
-meetings may be more difficult to schedule
-employees may be unproductive during any unsupervised work
-there may be tension if not all employees are allowed to work this way
-some variable costs may increase

159
Q

What is part time and term time employment

A

Part time: a form of employment with less than 35 hours worked per week
Term time: when working hours mirror term time days

160
Q

Advantages and disadvantages of part time work

A

+helps the business to cover sickened and busier periods
+makes the business cost efficient as they don’t have full time workers when there is less business demand
+increase retention as more family friendly
-leads to more training and appraisals which is costly
-communication could become more difficult

161
Q

Advantages of term time working

A

+employee will feel more motivated as they get to spend time with their child increasing productivity
+reduce labour costs
+increased flexibility for employees

162
Q

What is time of in Lieu

A

Where employee is required to work more during busy periods and can have time off during quieter periods they are only paid the hours on their contract
Eg/ 9-5 won’t get paid overtime but will get paid when they aren’t working

163
Q

What are the advantages of time off in lieu

A

-the business will have to employ less people as they can have the same amount of workers but have them working as and when they need them
-reduced costs for the business as smaller workforce
-employees may be better engaging with work

164
Q

What is job sharing

A

This is where a full time job is split between 2 employees that share the workload, usually split on a morning/afternoon basis or a day to day basis

165
Q

Advantages of job sharing

A

-employees are able to do the hours/days that suit them better and therefor the business can gain the staff it needs
-if one job sharer is sick they will still have an extra employee that is able to cover the employee

166
Q

What is compressed hours and it’s advantages

A

-this is where the number of hours worked in a week are compressed into a shorter period of time eg/ a 5 day week is compressed into a 4 day week
Adv:
-employees may reduce the variable costs as employees are in for less days
-staff moral may improve as they have a extra day off
-productivity may increase

167
Q

What is workforce planning and what would you consider when creating a workforce plan

A

WFP: is about deciding how many and what types of workers are required
Consider:
-finance budgets
-business objectives
-technology
-age of workers
-state of economy
-changing needs of business
-labour turnover

168
Q

Factors to consider when deciding on a type of worker

A

-age
-skills
-experience
-qualifications
-physical fitness

169
Q

What is organisation culture

A

-Organizational culture is the collection of values, expectations, and practices that guide and inform the actions of all team members. Think of it as the collection of traits that make your company what it is.
-they can be seen through physical indicators
-they are non tangible aspects of organisational culture expressed through the companies vision and values

170
Q

What are the impacts of bad culture

A

-damage to reputations
-less demand for product/ service
-retention of staff reduced
-recruitment of staff more difficult
-shareholder investment may decline

171
Q

What factors affect culture

A

-values
-vision
-behaviours of managers
-behaviours of employees
-physical indicators

172
Q

Motivation theories : McClellend

A

-believed that employees have dominated needs
-to motivate employees managers should identify these so they can be motivated accordingly
-the 3 Needs are;
•achievement: strong need to set and accomplish challenging goals, takes risk, want regular feedback
•affiliation: wants to belong, wants to be liked and go along with the group, favours collaboration over competition
•power: wants control and influence over others, enjoys competition and winning, enjoys recognition

173
Q

Motivation theories : McClellend, how will identifying the needs of an employee help to manage them

A

-they know which situations an employee will work best in
-they know how to accurately praise them to continue motivation
-will motivate employees as they will be able to complete task they enjoy either individually or as a group

174
Q

Motivational theories:maslows

A

-is a triangle that shows the importance of each motivational need from needs to be met first (bottom) to needs to be met last (top)
Top:
-self actualisation (training to grow)
-esteem (praise, bonus)
-social (friendship, relationship)
-safety (security, stability, protection)
-physiological (need for shelter water food)

175
Q

Maslows limitation

A

-some employers may not require higher order needs to be met at work
-it would be a challenge for businesses to identify and meet the needs of every employee
-needs may not be hierarchical for some employees. Eg/ safety and social may be together

176
Q

Motivational theory/ herzberg

A

-two factor theory are ‘hygiene’ and ‘motivational’ factors
-hygiene include things like pay, working conditions, and policies. He believed the absence of them would cause dissatisfaction but when they are given them employees won’t feel motivated
-motivation factors include job enrichment, recognition, praise, rewarding work and empowerment

177
Q

Limitations of herzberg

A

-workers may classify factors in different ways. Eg/ workers may consider pay highly motivating
-some people may be both motivational and demotivated by both factors
-it may be a challenge to enrich and empower low skilled workers

178
Q

How might maslows hierarchy needs be useful to managers to motivate staff

A

-they understand the basic needs they need to give an employee
-they need to understand what tehy can do to create a positive environment
-it helps a business understand what order to implement them and at what stage a business is at
-helps a business organise the approach to each employee to understand which layer they are on

179
Q

Motivational theory: Vroom

A

-expectancy: employees will firstly make decisions based upon what they expect will happen eg/ whether they believe they are able to fulfil a task
-instrumentality: this is the belief that if you perform well that a valued outcome will be received.
-valence: this refers to the value that they place on the reward on offer
-therefor vroom research suggests that people have to beloved that they are both able and will revived a reward they desire

180
Q

Managers role to implement Vrooms motivational theory

A

-managers must make sure taht the reward is worth having and that promises of rewards are fulfilled
-manager must ensure resources to achieve are in place
-managers must ensure targets are achievable

181
Q

Limitations to vroom’s motivational theory

A

-placing values on expectancy, valence and instrumentality are subject to opinion
-cost of financial rewards might be too high for the business
-doesn’t work in all contexts

182
Q

What was druckers theory

A

-he believed the most important asset was employees
-he believed “knowledge worker” was the most important in post industrial society
-the managers primary purpose is to enable people to perform
-believes an organisation should be decentralised and delayed the business as much as possible

183
Q

What were the key points to druckers management by objectives

A

-decentralised and delayer as much as possible
-take an interest in your employers
-offer ongoing training to improve knowledge of workers
-ensure rewards are given and shared fairly
-communication organisation objectives
-set goals with workers

184
Q

Limitations to druckers management by objectives

A

-relies on good leadership and effective soft skills
-some employees won’t be motivated by non monetary methods

185
Q

What is management by objectives cycle

A

1.review organisational objectives
2.set objectives with employees
3.monitor
4.evaluate
5.reward employees for their work
6.review organisational objectives

186
Q

Management by objectives: Locke

A

-a goal setting theory proposed that employees like to have goals and enjoy working towards them
•clarity: the need for specific/clear goals to lead to effective performance
•challenge: goals need to be challenging to motivate employees feel like they have accomplished something, feel important
•feedback: is needed if the goal needs to be altered or constructive criticism is needed
•commitment: employees have to understand and agree to the ownership of the goals if they are to motivate
•complexity: employees must not feel out of depth in what they are being asked to achieve. They need the resources to do it

187
Q

Limitations of Locke

A

-employees may work towards goals at the expense of other parts of their job
-setting targets alone will not necessarily work, managers must facilitate the process of achieving them
-goal setting requires monitoring and feedback. This is time consuming
-can be demotivating if employees don’t achieve goals

188
Q

Peter’s management of objectives

A

-believe organisation should try to gain excellence from all employees
-he was critical of the way that most large corporations were being run
-he believed employees should be valued and empowered to create motivation

Business (9 decks)

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