Human Resources Flashcards

Question

what is the physiological level of the hierarchy of needs

Answer 1

basic needs for staying alive- eat, drink, shelter, toilet employer can: pay living wage access to water welfare facilities free meals

Answer 2

The main piece of legislation covering H & S in the workplace. It outlines the responsibilities of employee and employee in ensuring there is a safe working environment

Answer 3

Providing appropriate equipment- increase costs If org. doesn’t comply with regulations, they may be subject to legal action from injured employees= fines and compensation. If business doesn’t comply, may be forced to close temporarily while issue is fixed or permanently shut down.

Answer 4

The things that make people satisfied and motivated at work are different from the things that make them dissatisfied

Answer 5

Do not motivate but if not present employee motivation will be lowered and employees can become dissatisfied Job security (zero hour contract) Status (meaningful work) Relationships Fair pay and conditions

Answer 6

Not necessarily lower motivation if absent but can improve motivation Growth and advancement (promotions) Varied work, responsibility and challenge (job enrichment) Praise and recognition

Answer 7

You must meet these before moving onto motivators Hygiene factors will SATISFY the workforce- if not present- workforce may be dissatisfied

Answer 8

Authority and control is retained by the leader, managers TELL employees what to do. +clear expectations of what needs to be done +decisions made quickly +works well when manager is most knowledgeable -no opportunity for delegation or empowerment= demotivating -lack of creativity in decision making as retained with management - large volumes of decisions can be stressful for managers

Answer 9

Communication and employee participation are key, managers let employees have a say in decision making +employees are motivated +encourages creativity and can help solve complex problems -mistakes can be made if workers are not skilled or experienced enough -some employees can be less productive than they will be under autocratic leadership.

Answer 10

‘Let them be’, managers don’t issue instructions or supervise staff- they use their own initiative +employees highly empowered- increase motivation +create a relaxed, positive working environment/ culture -lack of direction can lead to objectives not being met -only works in highly professional environments where workers are self motivated- e,g tech companies -employees may feel pressured with no support- stressed and demotivated

Answer 11

1. identify and analyse CURRENT staff skills and numbers in line with demand for goods and services- skills analysis to determine if there are any gaps in the skills of current staff OR an over supply of employees with particular skills 2. identify CURRENT staff training needs to meet skills required- allows opportunity to plan and organise the relevant training to close gaps of any skills required 3. forecast FUTURE staffing requirements- may be due to increase/ decrease in demand for products/ services- growth or restructuring etc. allows planning and recruitment for long term 4. analyse and predict the INTERNAL supply of staff- predict/ forecast the rate of pay which staff may leave, retire or seek employment elsewhere 5. analyse and predict the EXTERNAL supply of staff- analyse trends in the labour market- e.g anticipate an over or under of supply of workers with key skills 6. recruit, select and train new staff- in accordance with the businesses aims and objectives

Answer 12

a standard template/ form to collect info from candidate on their skills, experience and personal qualities + ensures all necessary info is provided & makes comparing candidates easier + content can be reviewed against essential/ desirable criteria to shortlist candidates - a standard form may limit opportunities to showcase skills and attributes - some candidates may be over looked for a job they would be competent at, if they are not skilled at completing application forms

Answer 13

formal one-to-one or panel interviews to meet the candidate and ask a series of questions against set criteria + applicant can elaborate on contents of application form +interviewer can assess verbal communication, body language and appearance + compare candidates in pressured situations- may be relevant to post +panel interviews- several opinions- less bias- a consensus on who is best for the post -interviews are highly stressful- may miss out on quality employees who do not perform well under interview pressure - costly- interview training and time and expenses - candidates can practise and prepare and be skilled at interviews which potentially hide real issues with skills and experience

Answer 14

provides additional info on candidate skills and qualities and therefore their suitability for the post advertised + see how candidates cope under pressure + directly compare candidates results + helps assess and provide more info on their true ability/ skills beyond the application form/ interview - results can be misleading for some tests as candidates can be coached in techniques - tests may not measure a candidates ability to improve a skill- so may miss out on quality employees

Answer 15

from previous employer or other refereed to confirm the person is reliable- may comment on work ethic, time keeping and attendance +can verify if the info the candidate provided is accurate +may give an insight into attributes not demonstrated during interview/ testing - referees may be reluctant to give personal opinions so may stick to confirming facts - a well prepared candidate is likely only to give a referee who will give a positive reference

Answer 16

demonstrates and assesses knowledge or a skill- for example a typing test + applicants who demonstrate high level of skill/ knowledge will require less training - does not measure the capacity for candidate to improve

Answer 17

tests potential and natural ability of skills in a specific area/ activity/ job + can assess several skills cumulatively which are relevant to the post advertised while also potentially highlighting possible training needs and potential for future - do not measure soft skills or personality traits such as punctuality, social skills, time management, organisational skills, leadership skills.

Answer 18

assesses personal attitudes and personality traits & behaviour + allows business to go beyond testing for skills and knowledge to get a more holistic view including potential behaviours/ personality traits which may be fundamental to the role advertised - it is not possible for candidates to alter/ manipulate their responses based on what they think the desired outcomes of the organisation are, therefore the results may not be accurate - some psychometric tests assume all candidates are from the same 'group' and fail to consider cultural backgrounds

Answer 19

test ability to problem solve, reason and think + may give insight into a candidates capabilities - difficult to design a test that is not biased for different cultures/ backgrounds/ languages - many jobs require a combo of technical skills, emotional intelligence, and practical experience, which an IQ test cannot measure. A high IQ does not necessarily translate into strong work ethics, teamwork or leadership

Answer 20

measures physical and medical fitness required for certain jobs + can assess if the applicant will be able to perform the job in a safe manner - they do not guarantee the candidate will remain in that state of health

Answer 21

a location where an organisation will assess large volumes of candidates in a variety of team building and role play exercises- as well as an opportunity to perform a number of tests

Answer 22

allows org to scrutinize candidates over a longer period in a more holistic way reduce interviewer bias as results are a true reflection of each candidate and their ability over many tests/exercises opportunity to see applicants interact with each other and can see how applicants react to role play that mimic real work situations

Answer 23

a venue will need to be hired (if the org doesn't have its own) which can be expensive some candidates may not get a chance to shine due to other candidates dominant personalities tests/ role play/ activities require careful planning and prep if they are to be valuable- can be time consuming and costly managers need to supervise/ run the centre which means lost productivity. Alternatively specialist staff can be hired- expensive

Answer 24

1. the task- complex tasks need more direction (autocratic), creative require more hands off (laissez-faire) 2. skills of staff- highly skilled? competent staff require less direction 3. motivation of staff- highly motivated staff are more self- disciplined, and can be trusted to make decisions 4. finance available- less finance may mean more control 5. leaders personality- leaders often naturally fall into one style due to personality, can find adapting difficulty 6. corporate culture- the culture in an org lends itself to one style e.g google- laissez-faire 7. time available- if there is less time to complete a project autocratic will fit better- time for discussion may be limited

Answer 25

gives intro to the business including a tour, chance to meet colleagues, H and S requirements, computer log in etc. + helps employees feel at ease +make employees aware of H & S issues -takes time so no immediate work/ productivity -limited in what can be covered and may overwhelm new staff

Answer 26

training in workplace whilst carrying out job e.g shadowing, coaching, demonstration, job rotation + is specific to company needs and less interruption than off the job training as likely to be some productivity + usually cheaper than external training - pick up bad habits from trainers -quality of training may not be as good as external specialist trainers

Answer 27

training undertaken away from the workplace at a college, online or at a training centre. e.g day courses, evening classes, distance learning +training delivered by experts +employees can earn qualifications +higher levels of concentration as less interruptions -have to pay for the course/ training and other costs e.g travel and accommodation - employees away from workplace = less productivity

Answer 28

1. employees become more competent- increased productivity and less mistakes- higher quality and less waste- reduced costs- more profits 2. employees more flexible/ skilled- cover for absent employees- cost saving 3. employees feel valued which increases motivation- easier to retain workforce- less recruitment costs 4. can attract high calibre candidates- better reputation- attract more customers- increased sales and profits

Answer 29

1. once trained staff may demand a higher wage or leave if not able to gain one- either increased wage costs or increased recruitment and training costs if needing to replace staff 2. financial costs of training is high- courses, covering staff, travel and accommodation costs 3. lost productivity while employees are being trained 4. quality of training must be high to have a positive and worthwhile effect

Answer 30

offered to current employees of the company. Employees participate in courses to gain skills. Can take place at a college, external providers or within the org. can include ICT, leadership/management, time management, communication or customer service +standard of work can improve through training +employees will be more motivated -can be time consuming to carry out training -can be costly for org to provide training and subsequent wage rises

Answer 31

formal qualifications that can be gained while working, employees will learn the skills required while carrying out their job. +training is tailored to suit the firms needs +training takes place in the work place so minimal cost to the org +employees can gain a recognised qualification +standard of work can improve through training +employee has a better chance of promotion or a wage rise when qualification is gained -qualifications can take a long time to complete if on a part time basis - employee may leave the org once qualification is gained - costly to pay for people to carry out the training

Answer 32

a method of on-the-job training that combines practical skills and theoretical knowledge. Qualifications gained while working and at college + professional qualifications gained + training is tailored to suit firms needs and job role + less costly as training takes place while working - involves a high degree of supervision from experienced staff members- time consuming - apprentices may make mistakes- can lead to a damaged reputation - apprentices are paid a wage whilst training - no guarantee of job security once apprenticeship is complete

Answer 33

training schemes offered to people who have recently gained a degree from uni. normally last one to two years and allow graduate to earn experience in different aspects of the business throughout their training + gives graduates experience of a working environment + graduates can gain the skills required to work permanently for the organisation + graduates can experience different departments and gain a range of skills + organisations can decide where best to employ graduates at the end of the training scheme - no job guaranteed at the end of the training scheme - can be time consuming to carry out the on the job training required - graduate might leave once training is complete

Answer 34

training that takes place throughout a career to ensure that employees stay up to date with skills and knowledge. CPD may be online, conferences, events, workshops or meetings. + improves the skills of staff which can lead to better quality goods or services +motivates staff as they are better able to do their job and feel the company is investing in their training + ensures the org keeps staff up to date with mandatory training requirements - may take people away from their work in order to complete training - can cost the org money to send workers on training courses.

Answer 35

monitoring and evaluating the performance of an employee. Helps to identify an employees strengths and areas for improvement, to then provide training. The process is usually recorded, and employees should be given time to prepare

Answer 36

- face to face with direct line manager- usually formally recorded - usually annually- might be linked to a pay review - employee made aware of targets add carries out self evaluation before meeting - reviews employee performance and sets targets for the next year - identify training required

Answer 37

- colleague on SAME LEVEL carries out the evaluation - they are asked to provide feedback on specific areas of an employees performance - sometimes more informal - managers are excluded from this type of appraisal

Answer 38

- feedback comes from supervisors, subordinates, peers and customers- allows a more rounded and holistic evaluation to be carried out due to a variety of viewpoints - all those involved answer the same questions which allows comparison of viewpoints - this often helps the employee self- evaluate

Answer 39

1. targets/ goals can be set- which can motivate the employee 2. good practice can be highlighted and shared with all employees which might improve the org 3. training needs can be identified- training will then raise the quality standards of the organisation 4. helps identify employees with potential for promotion- this helps to retain a core workforce 5. can help foster stronger relationships between managers and employees as time is dedicated to allow professional discussion which may help employees feel valued 6. recognises and formally records the achievements of an employee- improving job satisfaction

Answer 40

1. can be seen as a tick box exercise and not taken seriously 2. time consuming so production is lost 3. successful employees may expect financial rewards in return for meeting targets- if not they may seek employment elsewhere= increased recruitment costs 4. businesses may lack finance to implement training needs= the employee may become disillusioned with the whole process 5. can be demotivating for staff if process feels negative or not enough support is given 6. potential for inaccuracy if records are not kept

Answer 41

the way in which employers interact with their employees, as individuals or as a group. it describes the relationship between employers and employees- both between individuals and as a collective group

Answer 42

1. motivated workforce- better customer service, improved product quality and productivity 2. employees will be more committed to the organisation resulting in the business being more likely to meet objectives 3. the org will have a more positive image for treating staff well, can lead to high calibre candidates applying to work for the business 4. implementing changes into the business is easier for management as employees will be more flexible 5. disputes between employees and employers are less likely because employees feel they have been consulted

Answer 43

1. a poor reputation for the organisation could impact relations with customers and future employees 2. increased chance of industrial action= reduced productivity= loss output= missed deadlines= reduced customer loyalty= less sales and profits 3. animosity, disputes, stress and friction in the org may cause demotivation 4. a lack of cooperation which can make daily operations and implementing changes more challenging

Answer 44

organisations which support and represent employees. they aim to: - advance the interest and achieve the best working conditions for their members - negotiate pay deals for their members - attend grievance and disciplinary hearings in support of their members - provide members with legal and financial advice

Answer 45

the Advisory, Conciliation and Arbitration Service aims to improve employee relations. ACAS often ends up as an arbitrator in disputes between differing parties, they will come to an independent resolution which employers and workers must agree to. ACAS can provide info, advice and training to employers to help them to better understand HR policies

Answer 46

Increase participation- involve employees in decision making by creating opportunities for them to offer advice Increase empowerment- goes further as employees are delegated authority and responsibility to make and implement decisions.

Answer 47

Employees and managers discuss factors affecting the business. Employees may become less resistant to change if involved in decision making.

Answer 48

An employee is elected to sit in on the BoD meetings to represent the interests of the workers. They can make comments but have no authority to block a decision.

Answer 49

Similar to work councils but involve other stakeholders such as customers and members of the local community.

Answer 50

Project teams Quality circles Democratic leadership Appraisals

Answer 51

1. Improves motivation/ job satisfaction= increased productivity and quality of work 2. Improves relationships between employer and employee= creates positive brand image for the organisation- may bring PR benefits and attract high calibre applicants 3. Reduces absenteeism and staff turnover 4. The org gains useful knowledge and ideas from experienced workers 5. Employees are less resistant to change 6 project teams/ work councils develop skilled and flexible employees by sharing skills and developing their leadership and decision making skills 7. Can allow for more decentralised structured- quicker decision making- cost saving

Answer 52

1. Conflicting objectives of management vs employees (e.g profits v pay increase) may create mistrust 2. Can be time consuming/ difficult to reach a consensus between all sides- & can be damaging if opinions are sought and then disregarded prematurely 3. Employees may resent additional responsibility if asked to join a work council or quality circle- increase stress 4. Can be costly to train workers to take on additional responsibilities 5. Empowered employees may expect higher wages- increase costs 6. Employees may lack necessary technical knowledge to make decisions.

Answer 53

A concern, problem or complaint raised by an employee. Employees will seek support from trade union before taking the grievance to their employer. Grievance may be resolved through direct t conversation or may be taken to an Employment Tribunal. If the employee is successful they may receive financial compensation. Grievance procedures encourage both sides to operate within the legal company and framework.

Answer 54

procedures which document the steps that are followed by an employer if an employee has broken company policies. there are several stages required before an employee is dismissed: verbal warning, written warning, suspension and then dismissal. reasons for employees to be dismissed are theft, lateness, inappropriate behaviour, misuse of resources

Answer 55

when an employees contract is terminated. this may be because the employee is not following company policies/ procedures.

Answer 56

a high level can be a sign of poor employee relations and can reduce output. An absence management policy sets out guidelines on absenteeism. The policy should outline the criteria for paid absences and how employees may schedule time off or notify superiors of absences. The policy will also define consequences for breaching the policy

Answer 57

a form of dismissal. It happens when employers need to reduce their workforce. An org must state the criteria for selecting employees for redundancy. Redundancies may be minimised by surplus staff taking on another role in the organisation.

Answer 58

1. lost output= lost sales= falling sales income 2. missed deadlines leading to customer dissatisfaction and contract penalties 3. poor relationships with employees, leading to less goodwill in the future 4. damage to orgs image with its customers or future employees

Answer 59

employees refuse to work- slowing down output

Answer 60

working to contract but at the slowest possible rate without being disciplined for under-performance

Answer 61

working to contract but doing no more- leaving urgent tasks unfinished

Answer 62

work premises are occupied preventing other non-unionised workers from gaining access and carrying out their work

Answer 63

refusing to work above contractual hours, making it hard for employers to meet deadlines

Answer 64

clears the air between management and employees and focuses everyone on finding a solution for the dispute. facilitates the introduction of change in conditions of employment which can be favourable to one or both sides in the longer term

Answer 65

1. employees can work from home and access documents using cloud technology 2. allows meetings to take place across the world without the need for travel 3. allows candidates to be interviewed no matter their location

Answer 66

1. employees can access training materials online or through specific industry- based software packages 2. allows users to submit assignments and assessments and chat with other learners or experts through video and chat facilities

Answer 67

1. business website to post job advertisements 2. create online forms/ templates for applicants to apply online 3. create a section on website for potential employees- to promote the business as an ethical employer/ encourage high calibre candidates to apply for jobs

Answer 68

can promote/ advertise jobs adverts on social media

Answer 69

used to manage staff time including- internal recruitment, meetings, work rotas

Answer 70

can be used to share important info or documents with employees

Answer 71

store employee info, personal details, training records, appraisals, absences. Can use mail merge facility to send letters

Answer 72

analysis of salaries/ wages- how changes might impact the HR department budget, To record and track employees hours of work.

Answer 73

can be used to create engaging presentations- to deliver H & S and other relevant training

Answer 74

create job description, personal specification and interview letters. Create job advertisements, contracts of employment and procedures for staff training

Human Resources Flashcards

(98 cards)