Human resources Flashcards
(117 cards)
1
Q
why is human resource management important
A
- ensures the right ppl in the right roles with the right support with opportunities to suceed as well as a positive work environment
- This will lead to higher productivity, improved efficiency and a competitive advantage
2
Q
Staff are an asset to a business as they bring knowledge, skills, and expertise to the business
A
staff can increase productivity, drive innovation and enhance customer service - all of which contribute to the success and profitability of the business
Staff can help to build a positive reputation for the business through their interactions with customers, suppliers, and other stakeholder
3
Q
Staff also generate costs for a business - and for many businesses staffing costs are one of the largest costs they have. These costs include
A
- Hiring and training workers
- Managing workers as managers have to be hired
- Paying the salaries and wages staff
- Additional benefits, such as company cars, pensions, healthcare etc
- Letting workers go often requires (redundancy payments)
4
Q
Human resource planning
A
focuses on identifying how many and what kind of employees are needed
It looks at how employees will be
- Recruited and deployed (used)
- Developed and trained
- Motivated, managed and led
5
Q
what is a key element of effective financial and operational control
A
Careful planning and objective monitoring of employee performance
6
Q
external factors affecting the HR plan
A
- technological change
- government regulations
- demographic change
- social trends
- state of the economy
- changes in education
- Labour mobility
- immigration
7
Q
internal factors affecting the HR plan
A
- changes in business organization
- changes in labour relations
- changes in business strategy
- changes in business finance
8
Q
reasons for change in working patterns
A
- remote, hybrid, and flexible working
- gig economy and freelancing
- empahsis on work-life balance
- changes in occupations
9
Q
job sharing
A
involves two or more employees work at different times to complete the tasks required for one job
Work is typically shared on a weekly basis, with job sharers communicating regularly to ensure tasks are not missed
This provides employees with flexibility whilst the employer benefits from the task being completed
10
Q
career break
A
where they decide to stop working for a period of time before returning to work in the same career
New parents often take career breaks until children are old enough to commence formal education
A sabbatical is a formalised career break, frequently used by employees to study or engage in other developmental activity such as travel
11
Q
downshifting
A
involves a senior employee relinquishing their position to move to a lower-paid position with fewer responsibilities
Downshifting may occur when individuals change career or as workers approach retirement
12
Q
teleworking
A
involves working at home or from any other location away from the traditional workplace
Advances in communications technologies have allowed workers to work anywhere with a reliable internet connection
Worker may attend a workplace from time to time for meetings or other essential purposes
13
Q
flexitime
A
allows employees to work a specific amount of hours of work at times of their own choosing
Workers can fit work tasks around their other responsibilities such as childcare
14
Q
part time work
A
where employers work for fewer hours than those expected in a full time role
15
Q
changing internal factors
A
business growth, new business ownership or internal restructuring
16
Q
changing external factors
A
changes to the market or technological advancements
17
Q
factors contributing to employee resistance
A
- perceived losses
- fear of the unknown
- loss of control
- disruption of routine
- lack of trust
- poor communication
18
Q
if the pace of change is too fast
A
It can create resistance from overwhelmed workers who feel unprepared and that they don’t have enough time to adjust
It may not be properly thought through or planned, resulting in poor execution
It may be difficult to communicate effectively leading to misunderstandings and confusion amongst the workforce
19
Q
if the pace of change is too slow
A
A lack of adaptability and innovation
A loss of momentum leading to delays or even the abandonment of the change
Communication efforts becoming stagnant leading to disinterest and disengagement
20
Q
change management strategies
A
refer to the approaches and methods adopted to successfully navigate and implement change in a business
21
Q
common steps in a change management process
A
- Identify the change and communicate clearly
- plan and resource the change
- provide strong leadership
- engage stakeholders
- train and develop
- appoint change agents
- provide feedback
- celebrate success
22
Q
organisational structure
A
outlines the reporting relationships, roles, and responsibilities of employees in the organisation
23
Q
ways to effectively implement their ideas and achieve their objectives
A
They should consider how the structure may affect the management and effectiveness of operations and communications
A well-designed organisational structure helps to promote clarity, efficiency, and accountability
24
Q
hierarchy
A
refers to the levels of authority within an organisation
It describes the ranking of positions from top to bottom
The higher the position in the hierarchy, the more authority and power it holds
The hierarchy usually includes top-level management, middle-level management, and lower-level employees
25
bureaucracy
an organisation with many levels of authority
This makes decision-making and communication somewhat time-consuming
26
chain of command
the formal line of authority that flows down from the top management to lower-level employees
It defines who reports to whom
The chain of command helps to establish a clear communication channel and helps to maintain accountability within the organisation
27
span of control
Refers to the number of employees that a manager or supervisor can effectively manage
It is based on the principle that a manager can only effectively manage a limited number of employees
A narrower span of control means that there are more layers of management
A wider span of control means that there are fewer layers of management
28
centralised structure
decision-making authority is concentrated at the top of the organisation with senior management making most of the decisions
29
decentralised structure
decision-making authority is distributed throughout the organisation, with lower-level employees having more delegated decision-making power
Decentralisation can promote flexibility and innovation, while centralisation can promote consistency and control
30
matrix structure
In this type of structure, employees are grouped based on both their functional expertise (finance, marketing etc) and the specific projects or products they are working on
Employees typically have two reporting lines: a functional manager and a project or product manager
The functional manager oversees their work in terms of their functional skills and expertise
The project manager is responsible for the specific project or product they are assigned to
31
tall organisational structures
Tall or vertical structures have multiple levels of management, a more centralised decision making process and a long chain of command
Spans of control are usually narrow and managers exert significant control
Tall structures are common in large organisations with complex operations e.g. government agencies and universities
32
diff type sof organisational structure
Businesses typically structure their organisation in one of three ways
Tall organisational structures
Flat organisational structure
Organisational structures based on product, function or region
33
flat organisational structures
Flat or horizontal structures have fewer levels of management, a decentralised decision-making process and a short chain of command
Spans of control are often wide and employees have some level of autonomy
Flat structures are common in small organisations or start-ups
34
advantages tall organisational structure
Provides a clear hierarchy of authority and defined roles and responsibilities
Promotes specialisation and expertise within each department or function
Offers opportunities for career advancement and promotion within the organization
All of the above increases efficiency and motivation
35
disadvantages tall organizational structure
Can create communication barriers between the upper and lower levels of the hierarchy
Decision-making can be slow as information must pass through multiple layers of management
This can lead to bureaucracy and excessive levels of management
All of the above reduce efficiency and motivation
36
advantages flat organisational structures
Promotes a culture of collaboration and open communication
Decision-making can be faster and more efficient
Encourages creativity and innovation, as employees have more autonomy and flexibility
All of the above increases efficiency and motivation
37
disadvantages flat organisational structure
This can lead to role ambiguity and a lack of a clear hierarchy
May not provide clear opportunities for career advancement or promotion
This may require employees to take on multiple roles and responsibilities leading to burnout and overwhelm
All of the above reduce efficiency and motivation
38
organisation by product
This type of structure is usually built around specific products or projects (matrix structure)
E.g. KitKat has its own team within Nestlé
It combines the functional areas of a business (HR, finance, marketing, sales) with a specialist team that operates inside the business
39
advantages organisation by product
Promotes cross-functional collaboration and communication
Allows for specialisation and expertise within each functional area
Enables efficient allocation of resources and coordination of multiple projects
All of the above increases efficiency and motivation
40
disadvantages organisation by product
This can lead to conflicts over priorities and resources
This can create confusion over roles and responsibilities particularly when multiple managers are involved
Requires a high degree of communication and coordination, which can be challenging
All of the above reduce efficiency and motivation
41
organisation by function
This is the most common form of organisational structure
Employees are arranged into different functions that complete specific functions such as finance, human resources or marketing
Employees are arranged according to their expertise, bringing appropriate skills, experience and qualifications to a particular area of the business
There is a danger that functional areas focus only on their own area of responsibility and lose touch with the objectives of the business as a whole
42
organisation by region
This structure is commonly found in businesses that are located in several different geographical locations
Regional management and structures allow a business to respond effectively to the needs of customers in diverse locations
43
impact of changing external factors on structure
When there is a change in external factors (market conditions, technology advancements, or changes in legislation), businesses may need to reassess their current structure
An adaptive organisation will be able to change their structure in response to external factors, or build an organisational structure which is easily able to handle external changes
44
difference between leadership and mangement
Leadership is about having a vision, sharing that vision with others and providing direction
Management is the day-to-day organisation of the business, its resources and its staffing
45
Key differences between leadership and management
Vision vs. Execution
Leadership focuses on creating a vision, setting direction, and inspiring others to follow
Management focuses on executing plans, organising resources and ensuring tasks are completed on time
Influence vs. Control
Leadership focuses on influencing others to achieve a common goal by inspiring and motivating
Management focuses on controlling resources and processes to ensure that objectives are met
People vs. Processes
Leadership focuses on people, their needs, and their motivation
Management focuses on processes, structures and systems
Long-term vs. Short-term
Leadership focuses on the long-term vision and strategy
Management focuses on short-term goals and targets
Creativity vs. Efficiency
Leadership encourages creativity and innovation
Management focuses more on efficiency and productivity
46
what are leadership styles
Different approaches to leading and managing a team or business
They reflect the behaviours and attitudes of a leader towards their team members and influence the organisational culture, productivity and performance
A successful leader will be able to use a variety of leadership styles depending on the situation to achieve the best results for their business
47
what are the 4 main leadership styles
- autocratic
- laissez-faire
- democratic
- paternalistic
48
autocratic leadership
An autocratic leader is a type of leader who holds absolute power and authority over a business
The leader makes decisions without seeking input or agreement from others
They typically expect strict obedience and compliance from their subordinates
Autocratic leaders often have complete control over the decision-making process
They set the direction and goals of the business
They do not usually consider the opinions, ideas, or expertise of their team members
Their decisions are generally not open to discussion or debate
49
Situations when Autocratic Leadership is Especially Effective
- crisis situations
- hierarchal organizations
- time-sensitive projects
- inexperieced or unmotivated teams
- maintaining order and discipline
50
drawbacks of autocratic leadership
Reduced employee morale as workers have no input into decision-making
Limited creativity as employees are required to follow strict instructions and are closely monitored
Lack of input from team members restricts an important source of problem-solving ideas and innovation
51
paternalistic leadership
Paternalistic leadership is where a leader assumes a 'fatherly' role towards their subordinates, acting in a protective and authoritarian manner
The leader makes decisions for employees while also showing concern for the well-being and development of subordinates even if it means limiting employees' autonomy and freedom of choice
The leader takes on responsibility for the welfare of their employees
They may provide guidance, support, and resources to ensure the success of their employees
Huawei’s Ren Zhengfei is viewed as a paternalistic leader who has shaped the businesses culture with well-defined goals, employee devotion and absolute obedience in return for highly competitive pay and opportunities for staff to buy shares in the company
Paternalistic leadership can create a sense of security and support among employees, increasing their loyalty and reducing staff turnover
It can also be perceived as controlling and limits creativity and innovation within a business
It may create a dependency on the leader which restricts personal growth and professional development among employees
52
democratic leadership
Democratic leaders actively involve employees in the decision-making process and encourage discussion, though they have the final say
Consultation, collaboration, delegation and teamwork are common features of democratic leadership
This leadership style is most effective in organisations with skilled, experienced and creative employees
53
advantages democratic leadership
Democratic leadership encourages participation and involvement from employees in decision-making processes
This involvement can lead to higher levels of employee engagement and job satisfaction as individuals feel valued and empowered when their opinions and ideas are considered
Democratic leadership can encourage creativity and innovation within a business
Employees are more likely to share ideas and think outside the box when they have a say in decision-making
Democratic leadership can lead to more comprehensive problem-solving and decision-making
By considering a range of viewpoints, leaders can make more informed choices and avoid potential pitfalls
54
disadvantages democratic leadership
Decisions are made through consensus or majority agreement which can be a time-consuming process
Engaging all team members in discussions, collecting input and reaching agreement can slow down decision-making
Conflicts and disagreements may arise when different views are sought
Resolving these conflicts can be challenging and time-consuming and leaders need to possess strong conflict resolution skills to ensure that disagreements do not escalate
Democratic leadership may result in compromise on the quality of decisions
Popular opinions may overshadow expert knowledge and decisions may be watered down or influenced by the desire for agreement rather than the best outcome
55
laissez-faire leadership
Laissez-faire leaders play a minimal role in managing their business team
Leaders provide little guidance, direction, or supervision to employees, allowing them significant autonomy and freedom in making decisions and completing tasks
Laissez-faire leadership is most appropriate where leaders are working with a highly skilled and self-motivated team that requires minimal supervision
56
advantages laissez faire leadership
Laissez-faire leadership can encourage creativity and innovation within the business
By giving employees the freedom to explore ideas and make decisions independently it allows for diverse perspectives and fresh approaches to problem-solving
Employees are empowered because they have autonomy and ownership over their work
This can enhance job satisfaction, motivation, and a sense of responsibility among team members as they feel trusted and valued
Laissez-faire leadership allows for greater flexibility in adapting to changing circumstances
Employees can quickly respond to challenges and make decisions based on their expertise and knowledge
57
disadvantages laissez faire leadership
The absence of direct guidance and supervision could lead to some employees struggling with decision-making or needing more structure and direction to perform their job effectively
This can lead to inefficiency and a lack of coordination within the team and ultimately a decrease in productivity and effectiveness, as individuals may struggle to prioritise tasks or make informed decisions
Without clear guidelines or standards there is a risk of inconsistency in the quality and outcomes of work
Different employees may have varying approaches, leading to a lack of cohesion and potential conflicts in the team
Without regular oversight it is likely to be challenging for leaders to monitor progress, identify issues, and ensure that goals are being met
This can lead to decreased productivity and difficulties in holding individuals accountable
58
situational leadership
Hersey and Blanchard's Situational Leadership Model suggests there is no one-size-fits-all approach to leading a business organisation and effective leadership depends on adapting leadership style to the specific situation and the needs of the employees being led
Leaders must assess the readiness of employees to perform a particular task or achieve a specific goal
Readiness is determined by two factors
competence (knowledge, skills, and experience)
commitment (motivation and confidence)
Based on this assessment, leaders can adopt different leadership styles to match the situation
The situational leadership model emphasises that effective leaders should be flexible and able to adapt their leadership style based on the needs of their team members
It encourages leaders to consider the situation carefully and assess the readiness of their followers before adopting the most appropriate leadership approach to maximise performance and development
59
importance of employee motivation
Motivation refers to the inner desire or willingness that propels a person to take action and achieve a specific goal or outcome
Motivation can be intrinsic, coming from within a person (values, beliefs etc)
Motivation can be extrinsic, coming from external factors (rewards or punishments)
Motivation plays a critical role in a business's success and can have a significant impact on productivity, reliability and loyalty of the workers, and labour turnover rates
60
impact of motivation on productivity
Motivated employees are more productive and efficient as they are more likely to be engaged in their work and take initiative to meet or exceed their goals
They will generate higher levels of output and quality
Increased productivity results in higher profits for the business
61
impact of motivation on the reliability of workers
Motivated employees are more likely to be reliable and dependable
They take pride in their job, show up on time, meet deadlines, and take fewer sick days
This leads to increased trust between the business and its employees and higher productivity
62
impact of motivation on turnover rates
Motivated employees are more likely to stay with the company long-term which reduces the turnover rate
Lower turnover rates reduce the need for costly recruitment and training
63
taylor's scientific management
Developed by Frederick Winslow Taylor in the early 20th century
It focuses on breaking down complex tasks into simpler ones, standardising work processes, and providing workers with clear instructions and training to achieve maximum efficiency
Many manufacturing businesses use Taylor's principles to structure their staff benefits e.g. piece rate pay
Production lines involving human labour are often set up based on these principles
64
different steps of taylor's scientific management
1. Study and analyse the work process
Carefully analyse each step of the work process
Break down complex tasks into simpler ones and identify the most efficient and effective way to perform each task
2. Standardise the work process
This involves creating detailed procedures and instructions for each task so that workers can follow these procedures consistently
3. Select and train the workers
Workers should be carefully selected based on their skills and abilities
Train workers to perform their tasks efficiently and effectively
This training includes both technical skills and the proper attitudes/behaviours required to be successful (e.g patience in a repetitive task)
4. Provide incentives for performance
Scientific management emphasises the use of incentives to motivate workers
This may include bonuses or piece-rate pay
65
how businesses use taylors approach
Workers are trained to perform only one task which they become very skilled at
Workers are usually only paid for the completed work (piece rate pay) e.g. $0.16 per T-shirt completed by garment workers in Bangladesh
66
advantages of using taylors approach
Increased efficiency which lowers costs
Standardised procedures for work processes that everyone follows can help reduce errors and inconsistencies
Specialisation of labour leads to greater efficiency and productivity
Clear hierarchy and lines of authority can lead to more efficient decision-making and communication
Improved training and development can lead to better performance and job satisfaction
67
disadvantages of using taylors approach
Overemphasis on efficiency reduces worker satisfaction and creativity
Workers may disengage from work if they are reduced to working in a machine-like system
Limited applicability as this approach may not work for roles that require high levels of creativity, problem-solving, or interpersonal skills
Potential for exploitation as this approach may be used to extract more work from workers without compensating them fairly e.g many 'sweat shop' labourers get paid using this method
68
maslow's hierarchy of needs
Maslow's Hierarchy of Needs is a theory of human motivation that outlines five tiers of human needs that must be met for individuals to reach their full potential
69
Maslow's hierarchy of needs applied to business
Physiological Needs
Businesses can provide necessities for their employees e.g comfortable work environment, access to clean water and food, and adequate rest breaks
Safety Needs
Businesses can provide job security, fair pay, benefits, and safe working conditions for their employees
Love and Belonging Needs
Businesses can encourage teamwork and generate a sense of community and belonging within the workplace
Esteem Needs
Businesses can provide recognition for employees' accomplishments, and provide a positive work culture that values individual contributions
Self-Actualisation Needs
Businesses can help employees achieve this need by offering opportunities for employees to pursue their passions and interests e.g Barclay's was known for supporting elite sportspeople by allowing them time off work in the day to continue their training (the focus was on getting the job done, not having to be in at a certain time)
70
[](http://)advantages of applying maslow's hierarchy of needs[](http://)
Higher employee satisfaction: By meeting the needs of employees, businesses can create a more satisfying work environment which can lead to increased productivity and lower turnover rates
Increased motivation: Businesses can motivate their employees by offering incentives that align with their specific needs and desires
Improved employee performance: Employees who feel valued and supported by their employers are more likely to perform at a higher level
71
disadvantages of applying maslows hierarchy of needs
One size does not fit all: Businesses need to tailor their approach to meet the individual needs of their employees
Expensive: Meeting many individual needs can be costly, especially when offering perks such as the use of a company car
Time-consuming: Requires significant effort from management to connect individually to understand which opportunities for personal growth are desired
72
Herzberg's Motivation-Hygiene Theory
Herzberg's theory suggests that there are two types of factors that affect employee motivation and job satisfaction - hygiene factors and motivators
Hygiene factors are elements that do not necessarily lead to job satisfaction, but their absence can cause dissatisfaction which decreases motivation e.g poor teamwork in the workplace
Motivators are elements that lead to job satisfaction and motivation e.g. increased responsibility
73
How businesses can use hygiene factors to decrease dissatisfaction
Pay fair wages/salaries
If an employee is not paid a fair wage for their work, they may become dissatisfied and demotivated
Offer excellent working conditions
If the workplace is dirty, unsafe, or uncomfortable, employees may become dissatisfied and demotivated e.g Google has a reputation for providing amazing workplaces which include gourmet restaurants, laundry services and dog care
Offer employment contracts which provide job security
If employees feel that their job is not secure, they may become anxious and demotivated and contribute less to the business goals
74
How businesses can use motivating factors to increase satisfaction
Build a recognition and rewards culture
When employees are recognised and rewarded for their hard work, they are motivated to continue performing well e.g. Sales person of the month award
Offer opportunities for growth and development
When employees are given opportunities to learn new skills and advance in their careers, they are motivated to continue working for the company e.g. set in place a 3 year growth plan which helps the worker move towards a reach job role
Provide challenging work which requires problem solving
When employees are given challenging work that allows them to use their skills and abilities, they are motivated to continue performing well
75
financial incentives
Financial incentives are rewards or payments given to employees in return for their labour - or improved performance
76
examples of financial rewards
- piecework
- commission
- bonus
- profit share
- performance related pay
- fringe benefits
- wages and salaries
77
piecework
Employees are paid according to the number of units or pieces they produce
Commonly used in manufacturing or assembly-line settings and encourages workers to increase their output e.g. garment factories in Bangladesh use this
--> links towards taylor's sceintific management
78
commission
A percentage of sales revenue paid to workers who sell products or services
Commonly used in sales roles and motivates staff to increase their sales revenue
Hygiene factor in Hertzberg's Theory
Connects to Esteem Needs in Maslow's Hierarchy (salesperson of the month)
79
bonus
An additional payment is given to staff as a reward for achieving specific goals, completing projects on time, or exceeding performance expectations
Motivates staff to work harder and achieve better results
Connects to Esteem Needs in Maslow's Hierarchy (achievement)
Herzberg believed that bonuses as the main form of payment would negatively influence individual behaviour in the workplace (this was part of the problem in the banking industry leading up to the 2008 financial crash)
80
profit share
A portion of the company's profits are distributed among staff
This encourages them to think like owners, work collaboratively and focus on the company's overall goals
Motivator in Herzberg's Theory as it creates buy in to increased responsibility (help the organisation succeed; be an owner)
81
performance related pay
Staff are paid based on their performance which (theoretically) motivates staff to work harder and achieve better results
This form of payment has been severely criticised as discriminatory and open to abuse by managers
Hygiene Factor in Herzberg's theory - and has been proven to cause significant dissatisfaction when utilised
82
fringe benefits
Financial rewards received by employees other than wages or salary such as medical insurance, a company vehicle or private pension plan
Fringe benefits may link to ego needs in Maslow's hierarchy of needs especially if they are linked to employees' position in the organisational hierarchy
83
wages and salaries
Wages are usually paid to workers on the basis of hours worked (time rate) or items produced (piece rate)
Salaries are expressed on an annual basis and workers are paid a proportion on a periodic basis (usually each month)
Connects to safety needs in Maslow's hierarchy of needs and acts as a hygiene factor in Hertzberg's two-factor theory
Equitable and sufficient pay is required to avoid staff dissatisfaction and retain workers
84
non-financial incentives
Non-financial incentives are rewards or motivators not directly related to money
85
examples of non-financial rewards
- delegation
- consultation
- empowerment
- teamworking
- flexible working
- job enrichment
- job rotation
- job enlargement
86
empowerment
involves giving staff the authority and resources to make decisions and take action without first receiving management approval
Increases staff sense of ownership and responsibility, leading to improved productivity
Maslow's 'Esteem' Needs as staff contribution is valued
A 'motivator' in Herzberg's Two Factor Theory (increase in responsibility)
87
team working
Involves creating opportunities for staff to work collaboratively
Staff can share ideas and expertise, leading to improved productivity and innovation
Maslow's Love & Belonging, as well as Esteem Needs
88
job enrichment
Involves adding more challenging or meaningful tasks to a job
Staff feel more motivated and engaged, leading to improved productivity
A 'motivator' in Herzberg's Two Factor Theory
89
job rotation
Involves adding more challenging or meaningful tasks to a job
Staff feel more motivated and engaged, leading to improved productivity
A 'motivator' in Herzberg's Two Factor Theory
90
job enlargment
Involves expanding staff's job duties to include additional tasks or responsibilities
Engaging with a variety of tasks can increase motivation and job satisfaction, leading to improved productivity
Mayo's Human Relations Theory as it encourages the development of staff
A 'motivator' in Herzberg's Two factor Theory (the work itself)
91
reasons why firms train and develop their employees
Businesses need to make sure that new and existing staff are trained and developed appropriately
Training is the teaching of new skills
Development is the improvement of existing skills
A well-trained workforce is important for several reasons
Well-trained staff are likely to be more productive
Staff may feel valued if a business invests in training and development
Staff are more likely to be flexible and resilient in the face of change
Well-trained employees are likely to be motivated because they recognise that their employer is spending money on their development
Motivation theory suggests that employees work more enthusiastically at the things they’re good at
if employees are trained in managing quality they are more likely to think about how to improve the standard of the goods they produce
If motivation is improved through better training labour retention is also likely to increase
If an employee feels they’re becoming better at their job they are far more likely to stay with the business even if another employee is offering higher rates of pay because they want to keep developing in the job they have
92
types of training provided by businesses
- induction training
- on the job training
- off the job training
93
induction training
Induction training is a type of training that new employees receive when they start working for a company
It introduces them to the company, its culture, policies, procedures, and their job roles and responsibilities
E.g. when new employee joins Marks & Spencer they receive induction training that covers customer service, product knowledge, store policies, and safety procedures
94
advantages of induction training
Helps new employees to understand their job roles and responsibilities
Introduces employees to the company culture, policies, and procedures
Improves employee confidence and motivation
Reduces the time taken for new employees to become productive
95
disadvantages of induction training
Can be time-consuming and expensive to organise
May not cover all aspects of the job role
May not be effective in all cases, leading to employee dissatisfaction and higher turnover rates
96
on the job training
A type of training that takes place while employees are working in their job roles
It allows employees to learn new skills and knowledge from colleagues while performing their job duties
E.g. A sous chef at The Ivy Restaurant in York may receive on-the-job training from the Chef to learn how to prepare new dishes, use new equipment, or improve their cooking techniques
97
on the job training advantages
Employees learn new skills and knowledge while performing their job duties
Training is tailored to the employee's specific job role and responsibilities
Training is often more practical and relevant to the employee's job duties
Can be cost-effective as it takes place during working hours
98
on the job training disadvantages
Employees may make mistakes while learning, which can impact productivity and quality
Can be disruptive to the workplace as it requires the trainer to devote time to training the employee
May not be effective in all cases, leading to employee dissatisfaction and higher turnover rates
99
off the job training
A type of training that takes place outside of the workplace
It can be in the form of workshops, seminars, conferences, or online courses
E.g. Teachers can attend exam board training days at which they learn how to better teach the syllabus and help their students to prepare for their exams
100
advantages of off the job training
Employees learn new skills and knowledge outside of the workplace, which can bring fresh ideas and perspectives to the workplace
Training can be tailored to the employee's specific needs and interests
Training can be used as a reward or incentive for high-performing employees
Can be cost-effective if training is provided online or through webinars
101
disadvantages of off the job training
Can be expensive to organise, especially if travel and accommodation are required
Employees may miss work while attending training, which can impact productivity
The training may not be directly applicable to the employee's job role or the needs of the firm
102
gig economy
when organizations hire independent workers for short-term commitments
some people laud the gig economy for its flexibility for both employers and employees, while others criticise it as it typically means workers are not receiving most of the benefits of full-time employment, such as sick leave or paid vacation
103
freelancing
when someone who is self employed works for several different employers at the same time
104
impact of work from home culture on young employees (JP Morgan case study)
- are being encouraged to return to working in the bank's offices (JP Morgan)
- young employees need to learn the culture of organisations which will only happen if they physically come into work
- considerable creativity occurs not only from formal meetings but the kind of informal exchanges and small gatherings that occur when people are not working from home
105
some of the factors changing the working environment include:
- privatisation and the move away form public sector to private sector employment
- increased migration of potential employees in a country or region around the globe
- increasing participation of females in the work force
- changing educational opportunities
- increasing urbanisation and the consequent rise in stress levels
- an ageing population and increasing average age of the workforce
106
work-life balance and the "right to disconnect"
2000s FR gov reduced statutory working week from 39 to 35 hours
in 2017 FR gov introduced "right to disconnect" law which prohibited companies with more than 50 employees from sending or replying emails when not at work, aiming to protect workers from doing additional work from home for which they're not compensated
107
Hofstede's Power Index
108
the concept of "power distance" developed by Geert hosted to indicate acceptance by society of an inequality
refers to the extent to which people in a particular society or organisation accept that power is not distributed equally
inequality is a fact, not a problem, and all members of the culture accept this fact
according to hifstede, employees from a society with a high level of power distance would not expect to be consulted and included in decision making , they are more accepting of authority - employees from a country with a low score expect the opposite
109
what does the power distance index show
people from different parts of the world and from different cultures have different expectations
training people to work, in diverse workforces can reduce potential misunderstanding and friction that can emerge from cultural differences
diverse workforce --> increased innovation and. creativity
110
reasons for resistance to change in the workplace
- discomfort
- fear
- insufficient reward
- lack of job skills
- loss of control
- mistrust towards managers
- poor communication
- poor timing
- prior experience
- social support
111
strategies to reduce the impact of change and resistance towards it
1. assessing the potential impact of change
2. develop a vision for the change process and desired outcomes
3. forecast and allocate necessary resources
4. involve employees in the process
5. regularly communicate to stakeholders how the change process is unfolding
5. train employees in advance of those changes that affect them directly
7. routinely communicate benefits of the changes
8. be aware of the stress caused to employees throughout the whole process and provide support
112
delegation
assigning authority or responsibility over specific tasks from one person, a manager, to someone lower on the organzational chart. The manager remains accountable for the successful completion of the delegated tasks
113
tall or vertical organisational structure
- many levels of hierarchy
- narrow spans of control
- centralised decision making
- long chains of command
- autocratic leadership
- limited delegation
114
flat or horizontal organisational structure
- few levels of hierarchy
- wider spans of control
- decentralised decision making
- shorter (although more diffuse) chains of command
- increased delegation
115
project based organization
- often similar to a matrix structure
- organizes work into projects
- creates temporary systems for carrying out different projects
116
shamrock organization
- has three types of employees: the full time professional core, a flexible labour force, and a contractual (outsourced) group
- the model suggests that businesses can reduce costs, gain competitive advantage and increase responsibility time by trimming their workforce to retain only a multi skilled core, which is concerned with the creation of a product or service
117
five major functions of management outlined by Henri Fayol
- planning
- organising
- commanding
- coordinating
- controlling
