Human Resources Managment Flashcards
(137 cards)
1
Q
HRM
A
How people are managed in order to meet strategic objectives
2
Q
Organised chart
A
Diagram showing hierarchy in the business
3
Q
Span of control
A
The number of employees from whom a manager is responsible
4
Q
3 advantages to narrow span of control
A
Good attention to employees
More control
Clear communication
5
Q
3 advantages to wide span of control
A
Empower+delegate people—more motivated
6
Q
3 disadvantages to wide span of control
A
No individual attention
Less tight control
Less clear communication
7
Q
What 3 things will effectiveness of span of control depend on?
A
Personality of manager
Skills of subordinates
Size of business
8
Q
Chain of command
A
The chain of command is concerned with the way in which response for employees is organised within a business
9
Q
Levels of hierarchy
A
This refers to the number of level or layers in a business
10
Q
Delayering
A
The process of reducing the number of levels or layers Ina an organisation
11
Q
3 advantages to delayering
A
Reduce costs
More employee responsibility
Quicker decision making
12
Q
3 disadvantages to delayering
A
Span of course nitrile increase
Redundancy costs
Damage to staff morale
13
Q
Delegation
A
Involves the assignment to others if the authority for particular functions
14
Q
Empowerment
A
Involves giving people greater power over their own job
15
Q
Mechanistic structure
A
Tall structure (narrow span)
16
Q
Organistic
A
Flat structure (wide span)
17
Q
1 advantage to mechanistic
A
More opportunity to be promoted
18
Q
1 advantage to organistic
A
Less communication so quicker decision making
19
Q
1 disadvantage to mechanistic
A
Slow communication
20
Q
1 disadvantage to organistic
A
Less opportunity to be promoted
21
Q
2 other types of structure
A
By system- department
By product- different products
22
Q
Advantage of organising by system
A
Specialist can Concentrate on what they do best
23
Q
2disadvantages to organising by system
A
Difficult to accredit succes/blame
Dept. May it be able to eee their success clearly
24
Q
3 advantages to organising by product
A
Easy to see which products are performing
Managers can focus on 1 product
Autonomy increases motivation
25
disadvantages to organising by product
Competition- conflict
26
Matrix structure
Individuals work across teams and projects as well as witching their own department and function
27
Centralised structure
Key decisions making firmly at the top of the hierarchy
28
2 advantages to being centralised
Prevents too much independence
Quick
Easier to coordinate/control
29
2 disadvantages of centralised structure
More beaurcratic
| Reduction in motivation for manager
30
Decentralised structure
Decision making is spread out
31
2 advantages to decentralised structure
Closer to customer
Improved customer service
Motivation
32
2 disadvantages of decentralised structure
Diseconomies of scale
| No actual leader- crisis
33
Internal recruitment
When a business looks to fill a vacancy from within the business
34
External recruitment
When a business looks to fill a vacancy from outside the business
35
3 advantages of internal recruitment
Cheap/quick
Already familiar with the business
Already knows strengths of person
36
3 disadvantages to internal recruitment
Limits no of candidate
No new ideas
Resentment
37
3 advantages to external recruitment
Outsiders bring in ideas
Large pool of candidates
Specialise in that area
38
3 disadvantages to external recruitment
Long process
Costly
Selection process not effective
39
Recruitment process
1. Identify vacancy
2. Job description
3. Job specification
4. advertise
5. Review
6. short list
7. Interview
8. Appoint
40
2 methods of selection
CV
| covering letter
41
4 methods of recruitment
Newspaper
Recruitment agencies
Job centre
Website
42
Ads/dis to newspaper
Low cost/experience/locals have it/wide range--expensive/time consuming
43
2 ads/dis to recruitment agencies
Quick/don't have to advertise--costly/no quality control
44
ads/dis to job centre
Free to use/less time consuming/paid for by government--narrow pool/low in skill
45
ads/dis to own website
Interested candidates/less time consuming--costly/limited pool
46
Physcometric testing
| 2 ways this is done
Helps to identify candidate skills
Personality test
Aptitude test
47
Personality
Explores your interest analyses how your character fits with the role
48
Aptitude test
Asses your reasoning or cognitive ability determines your skill set
49
Interview
Is a meeting where candidates merge with employees to see if they're suitable for the job
50
3 advantages to interviews
See personality
Ask genuine questions
Compare candidates
51
3 disadvantages to interview
May bit be honest
Not perform well
Time consuming
52
Training
Increasing knowledge and skills of the workforce to enable them to perform their job effectively
53
3 advantages to training
Improves customer service
Satisfaction
Motivation
54
3 disadvantages to training.
Time consuming
Not done effectively
Waste of time
55
On the job training
Train during working hours and being payed while being trained
- Jon rotation
- demonstration
56
3 advantages of on the job training
Can be tailored to job
Cheap
Easy to do short sessions
57
3 disadvantages to on the job
Waste of time
Less value as it's done by staff
Bad habits passed on
58
Off the job training
Being trained at a centre or just out of hours
59
3 advantages to off thenjob training
Breaks barriers
Motivation
More concentrated
60
3 disadvantages to off the job training
Expensive
Waste of time
Waste of money
61
Appraisal
A formal assessment of an employees performance
62
3 advantages or appraisal
Focus on development areas
Motivating
Bribe up issues
63
3 disadvantages to appraisal
Ineffective due to lack of commitment of manager
Discourage
Unrealistic targets looks bad
64
SMART
Specific, measurable, agreed, realistic, time limited
65
Structure of appraisal
1. Employee details
2. Strengths
3. Accomplishment
4. Plan
5. Who it's done by
66
Methods of appraisal
Self assessment
360 degree
Peer assess
67
Self assessment
Employees self added using a tick sheet
68
360 degree
Employees receive feedback from several people on the organisation
69
Peer asses
Done by a work colleague
70
Labour turnover
% of people who loveable during the period
71
Formula for labour turn over
No. Of employees leaving during period divided by average no. Of employed during period x 100
72
What causes high turn over
High costs
Increased pressure on remaining staff
Disruption
Hard to maintain good customer service
73
Reasons for turnover
Pay
Working conditions
Opportunities for promotion
74
Labour productivity
Skills of the workers
Motivation
External factors like reliability
75
Formula for labour productivity
Output per period divided by no of employees at work
76
Why is labour productivity important
Labour costs are significant part of total costs
77
Absenteeism
Not turning up to work
78
Formula for absenteeism
No of staff absent during period divided by no employed during period x100
79
How would you tackle absenteeism
Set targets
Monitor trends
Understand issues
Provide awards
80
Lateness
Being late for work
81
Formula for lateness
No of late arrivals x100 then divided by total no of scheduled attendances
82
Redundant
Form of dismissal happens to reduce the work force
83
Dismissal
The contract ends as a result of a disciplinary hearing
84
Unfair dismissal
When someone is dismissed without a valid reason
85
Gross misconduct
Verbal physical abuse
86
Gross negligence
Putting others in danger
87
Wrongful dismissal
Discrimination
88
Whistle blowing
If you truly believe it you can't be sacked
89
Poor conduct
Trigger point - several warnings
90
Incapacity
Not fit to be at work and today our losing the business money
91
Dismissal process
1st verbal warning
1st written warning
Final written warning
Dismissal
92
ACAS
Advisory conciliation and arbitration service
93
Autocratic
Full control
Low motivation
Monetary
No input from employees
94
Paternalistic
Leader decides what's best
Parent style
Explanation with choice
Little delegation
95
Democratic
Focus on power with the group
Good involvement
Delegation
Motivation
96
Laissez fair
Give employees little direction
| Lots of responsibilities
97
Employee/employer relations
Relationship between them at a national level
98
Positive impacts of good employee/employer relation
```
Motivating
Productivity
Sales
Little dispute
Process of change easier
```
99
Negative impacts of bad employee/employer relations
Demotivating
Confliction
Decrease productivity
" " sales
100
Trade union
Organisation which protects the rights of its members non violent
101
Industrial action
Measures that trade unions take to put pressure on management during a dispute
102
3 examples of industrial action
Strike
Work to rule
Refusal to work overtime
103
Employee participation
They have the ability to participate in the Decision making process at work
104
Advantages of employee participation
Motivating
Good communication
Reduces turnover
Good decision making
105
Works council
Formal meeting of manager and employee representatives to discuss lay and working conditions
106
3 ads/ dis to autocratic
High level of control/low skill/good communication--low motivation/strict/no autonomy
107
3 ads/ dis to paternalistic
Address employee needs/explain choice/motivating--patronising
108
3 ads/ dis to democratic
employ involved/autonomy/empower delegation--less clear communication/slow Decision making
109
3 ads/ dis to laissez fairs
Power and delegate/react to situations-- little direction
110
Name the 5 leadership theories
- Blake and Mouton Grid theory
- Carlyle and Galton trait theory
- Tannenbaum and Schmidt contingency
- adairs three circle
- Mcgregors theory X and Y
111
Blake and moutons
```
Country club
Team management
Impoverished
Produce or perish
Middle of the road
```
112
B+M Country club
High morale
Minimal conflict
Concern for result 1
Concern for people 9
113
B+M Produce or perish
Autocratic
Complete task
Concern for people 1
Concern for result 9
114
B+M Team management
Equal regard for both
| Employees are genuine stake holders
115
B+M Middle of the road
Less effective
Compromise
Leaders could be timid shy
116
B+M Impoverished
Minimal effort
Avoid jobs
Laissez fair
Concern for people/results 1
117
Carlyle and Galton
They are attributes a leader has and cannot be learnt
118
C+G 5 things that come under it
```
Motivation
Integrity
Creative
Intelligence
Self confidence
```
119
Tannenbaum and Schmidt contingecy theory
Leadership styles depends on a variety of factors e.g leaders personality and skills of subordinates
120
T+S 4 things that come under it
Tells
Sells
Consult
Joins
121
Admire three circles
In order to be a good leader you should balance
| Task,team and the individuals
122
McGregor theory X and Y
Theory of how employees are viewed by their employer
123
M theory X+Y
X-lazy/avoids jobs/lacks initiative/ autocratic manager/no input
Y-enjoys work/creative/responsible/managers sees employees as valued assets
124
Motivation
A strong desire to act in a particular way and to achieve a certain result
125
Monetary
Method of motivation- commission/bonus/profit sharing
126
Non monetary
Method of motivation include job enrichment/ enlargement/teamwork/ praise
127
Name he 9 motivation theorists
```
Taylor
Mayo
McClelland
Herzberg
Maslow
Vroom
Drucker
Locke
Peters
```
128
Taylor
Scientific approach
Jobs broken down to simple task
Reward--productivity
Early one
129
Mayo
Psychological factors- recognition...content(what motivates...process(process of motivation)
130
McClelland
3 needs -achievements/ affiliation/ power
131
Herzberg
Hygiene and motivation factors H-pay/working conditions M-praise/responsibility
132
Maslow
Pyramid can't meet the high ones unless lower is completed
133
State the Oder of Maslow pyramid
```
Top:
Self actualisation
Esteem
Social
Safety
Physiological
```
134
Vroom
Expectancy theory..decisions based on what's expected to happen...gain reward after doing task
135
Drucker
People are assets not costs
Manage by objectives
KNOWLEDGE WORKER
136
Locke
Goal setting- fell you accomplish something
| Clarity/challenge/feedback/task/commitment
137
Peters
Theory of excellence...in love employees with decisions
