people Flashcards
(97 cards)
1
Q
role of human resources
A
- ensure the organisation has the personnel it needs
- train staff
- motivate staff
- ensure positive employee relations
- comply with current employment legislation
2
Q
why do might new staff be needed
A
- to meet increasing demand on existing products
- to develop new products to satisfy demand
- to assist in opening new stores/factories
- to help enter new markets
- to respond to flexible working arrangements
3
Q
why might existing staff be removed or leave
A
- to respond to falling sales/demand for products
- to take up positions with competitors or other local employers
- because employees might retire, take sick leave, go on maternity leave etc
- the business needs different employees with new skills
4
Q
steps in workforce planning
A
1) the organisation analyses the potential demand for its goods/services and decides how many staff are needed and what skills are required to meet this demand.
2) the organisation analyses the profile of its current workforce to determine the need for new staff and the skills that need to be developed in existing staff.
3) the organisation closes the gaps to ensure that it has the workforce required to provide the goods/services to meet their objectives.
5
Q
internal job advertising methods
A
- staff noticeboard
- organisations intranet
- internal emails to all or selected staff
- company newsletter
6
Q
external job advertising methods
A
- job centre
- newspaper adverts
- websites
- recruitment agencies
7
Q
advantages of internal recruitment
A
- the vacancy can be killed quickly
- the employees know the organisation which saves induction training costs and time
- the employee is known to the organisation and can be trusted to do a good job
- the organisation saves money on external advertisement costs
- employees will be more motivated as they know there is a chance of promotion
8
Q
disadvantages of internal recruitment
A
- applicants are drawn from a very limited pool so the organisation may not hire the best person for the job
- promoting one employee will consequentially create a vacancy in their old post
- the organisation misses out an a chance to bring in fresh, new ideas and new skills to the organisation
- employees can resent fellow colleague being promoted over them. tis can cause conflict and relations to become strained
9
Q
advantages of external recruitment
A
- fresh new idea and skills are brought into the organisation
- there is a wider pool of candidates to choose from
- it avoids creating a further vacancy in the organisation
- it avoids the jealousy and resistance that is often created by one employee being promoted over others
10
Q
disadvantages of external recruitment
A
- candidates do not know the organisation so induction training will have to be carried out taking up production time and costing money
- such as potentially vast pool of candidates can mean it takes longer to choose suitable applicants for interview
- don’t know the candidates so they may not be suited for the job
- existing staff might be demotivated as they perceive that there is no chance of internal promotion
11
Q
Name selection methods
A
- application forms and CVs
- interviews
- testing
- assessment centres
- references
- trial periods
12
Q
Describe application forms and CVs
A
Application form is a document containing questions for the applicants such as skills experience and qualities. Often more useful than a CV. A CV is listing an applicants work experience, qualifications and personal experience.
13
Q
Describe an interview
A
They are designed to compare the applicants responses to questions against a criteria.interviews can be one to on, successive or a panel
14
Q
Name selection methods
A
- application forms and CVs
- interviews
- testing
- assessment centres
- references
- trial periods
15
Q
Describe application forms and CVs
A
Application form is a document containing questions for the applicants such as skills experience and qualities. Often more useful than a CV. A CV is listing an applicants work experience, qualifications and personal experience.
16
Q
Describe an interview
A
They are designed to compare the applicants responses to questions against a criteria.interviews can be one to on, successive or a panel
17
Q
Describe advantages of interviews
A
- interviews find out how an applicant reacts under pressure
- interviews give an indication of the applicants personality and character
18
Q
Describe disadvantages of interviews
A
- some applicants can train specifically for interviews and say what the interviewers want to hear but may not be the person for the job
- interviews can be highly stressful. This means an organisation may miss out on quality employees who underperform in the interview
19
Q
Describe types of testing
A
- attainment tests allow applicants to demonstrate their skills
- aptitude tests which assesses an applicants natural abilities and personal skills
- psychometric test which tests the applicants personality and mental suitability for a job
- IQ test which measures the applicants mental ability
- medical test which measure the physical fitness levels
20
Q
Describe assessment centres
A
The organisation use assessment centres to see a large number of applicants at the same time. Applicants take part in a Variety of team building and role play exercises as well as a number of tests.
21
Q
Describe advantages of assessment centres
A
- allows an organisation to really scrutinise applicants over a longer period of time
- asses how applicants interact with others
- assesses how applicants react to role play scenarios that mimic real work situations
- reduces the chance of interviewer bias as the results are a true reflection of each applicants abilities
22
Q
Describe disadvantages of an assessment centre
A
- the venue will need to be hired which is expensive
- several managers will need to be sent to the centre which loses production time
- such tests require careful planning and preparation all of which takes time
23
Q
Describe references
A
Information from referees. This is used to confirm that the candidate is who they say they are and that they are reliable. References are usually requested from previous employers or someone with authority
24
Q
Describe trial periods
A
This involves an applicant being employed for a shot period of time before they are offered the position permanently to make sure they are capable of the job and are trust worthy.
25
Describe general advantages of training
- helps improve the quality of product/service as employees have better skills
- motivational for staff as it makes them more confident and they feel the business is interested in them
- used to develop skills to cope with the change in an organisation
- reduces the number or accidents in the workplace
- can attract high quality staff
26
Describe general disadvantages of training
- costly if training centres or trainers are used
- can lead to lost in production time
- staff may leave after being trained
27
Describe induction training
This is training for new staff. Staff are given an introduction to the organisation and a tour of the workplace where they can meet colleagues and are given health and safety requirements.
28
Give advantages of induction training
- staff become familiar with the organisation quickly and feel settled
- important health and safety instructions are covered
29
Describe disadvantages of induction training
- prevents staff from starting work immediately
| - existing staff are needed to carry out induction training losing production time
30
Describe on the job training
This is training while the employee is actually carrying out the job
31
describe Advantages of on the job training
- the employee actually contributes to the organisation while they are training
- some employees learn better by doing the work rather than reading/hearing about it
32
Describe disadvantages of on the job training
- mistakes can be made
- coaching the new employee can slow the coach down while they are coaching them through tasks or demonstrating tasks to them
33
Describe off the job training
Training away from the workplace either a a training centre or college
34
Describe advantages of off the job training
- staff can concentrate fully on learning bout the job without any distractions
- current staff are not distracted/ hindered by new employees training around them
35
describe Disadvantages of off the job training
- it can cost a lot of money to send staff to training centres
- nothing is actually contributed by those being trained to the organisation while training takes place
36
Describe training schemes
These are intense programmes of training that will equip staff with enhanced skills so they are either in a good position for a pay rise or for a promotion
37
Describe advantages of management training schemes
- the organisation benefits from highly skilled staff
| - staff are motivated which lowers staff turnover
38
Describe disadvantages of training schemes
- work time can be lost throughout the training
| - the organisation will have to pay staff more after training is complete
39
Describe work-based qualifications
Offer staff the chance to gain formal qualifications while working. Such as an apprenticeship which are mostly in the workplace with some days spent in college when required. Or professional qualifications where examinations can be studied for through work based training
40
Describe advantages of work based training
- employees gain a recognised qualification and learn through practical application of their learning
- employees can contribute to the organisation while training
41
Describe disadvantages of work based training
- staff may leave for a better job after gaining their qualification
- organisation usually pay for the training and examinations
42
Describe virtual learning
Way to access learning and teaching tools, to help staff gain knowledge and training through the Internet
43
Describe advantages of virtual learning
- trainees can access materials from home or while travelling at any time of the day
- trainees can interact with trainers through video conferencing or chat facilities
- saves money on sending trainees to courses and on printing training materials
44
Describe disadvantages of virtual learning
- some trainees will be more reassured by face to face contact
- the virtual learning environment can be costly to set up
- there's no guarantee that staff will complete all the training in the virtual learning environment
45
Deceive Maslow's hierarchy of needs
Humans have 5 sets of needs which come in a particular order. As each level of needs is a satisfied the desire to fulfil the next set kicks in. Everyone starts at the lowest need and works up until the highest need is reached. This is illustrated in a pyramid
46
Name the 5 sets of needs in maslow's theory
Set1: physiological needs (basic needs for staying alive)
Set2: safety and security (feel safe at work and hole, financially and physically)
Set3: love and belonging ( fulfil social needs such as family and friendship)
Set4: self esteem (to feel worthy and respected)
Set5: self actualisation (to realise potential and have status in life)
47
Describe Mcgregor's theory X and theory y
There were two distinct perceptions or assumptions that managers have of what motivates their employees
48
Describe theory X
Employees dislike work and try to avoid it at all costs which means they need to be closely supervised. Employees have no ambition and prefer to avoid responsibility so a narrow span of control is required. Employees only to work to earn wages to satisfy their wants and needs so manager command and threaten employees to carry out tasks
49
Describe theory y.
Employees are satisfied with their job and are self motivated so a culture of trust can be created . Employees seek responsibility so respond well to promotion and status. Employees work to fulfil their own personal goals so employees respond well to development such as training
50
Describe Hertzberg's motivator hygiene theory
Employees are motivated by two sets of factors. Motivator factors and hygiene factors
51
Describe hygiene factors
They will not motivate employees but if they are not met they will lower motivation. These factors could be anything from lean toilets and comfortable chairs to reasonable pay and job security
52
Describe motivator factors
Will not lower motivation if they are absent or not used but can be responsible for increasing motivation. These factors are linked to the needs at the top of Maslow' hierarchy and could involve rewarding employees
53
Describe basic motivation methods
- fair pay
- commission (percentage of the sales they make)
- bonus
- piece rate
- overtime
- holidays
- company car
- permanent contracts
- good working conditions
54
Describe advanced motivation methods
- staff appraisals (regular meetings with managers)
- recognition
- development opportunities
- empowerment (giving staff the authority to make their own decisions)
- employee participation (involve employees in decision making)
55
Name leadership styles
Autocratic, democratic and laissez-faire
56
Describe autocratic leadership style
Authority and control is retained by the leader. Managers tell employees what to do
57
Describe advantages of autocratic leadership
- there are clear expectations of what needs to be done
- decisions can be made quickly
- this works well when the manager is the most skilled and knowledgable in the team
58
Disadvantages of autocratic leadership
- no opportunity of delegation o empowerment , demotivating some staff
- there's a lack of creativity in decision making as it is retained with senior management
59
Describe democratic leadership
Communication and employee participation are key. Manager let employees have a say in decision making
60
Advantages of democratic leadership
- employees feel motivated as they have a say in decision making
- the manager has the final say but employees can contribute which can encourage creativity and help solve complex problems
61
Disadvantages of democratic leadership
- mistakes can be made if worker are not skilled or experienced enough to participate in decision making
- some employees can be less productive than they would be under an autocratic manager
62
Describe laissez- faire leadership
Managers don't issue instructions or supervise staff they just let staff carry out their jobs
63
Advantages of laissez-faire leadership
- Employees are highly empowered to make decisions and only seek managers assistance when they need help which motivates staff
- creates very relaxed work environment
64
Disadvantages of laissez-faire leadership
- lack of direction can lead to objectives not being met
| - can only work in highly professional environments where workers are self motivated
65
Describe factors affecting leadership styles
- the task
- time available
- skills and motivation of staff
- leaders own personality
- group size
- corporate culture
- availability of finance
66
Name methods of promoting positive employee relations
- appraisals
- contemporary working practices
- negotiation
- external institutions
- grievances
- discipline
- dismissal
67
Describe an appraisal
Two way meeting between an employee and another member of staff to discuss employees performance and to set targets for the future
68
Describe advantages of appraisals
- positive feedback can be given which motivates the employees
- targets will be set which motivates staff
- training needs can be identified
- pay rises and bonuses can be awarded
- employees can be identified for promotion
- strong relationships are formed
69
Disadvantages of an appraisal
- negative feedback can be given which can demotivate staff
- an employee might set unrealistic targets which puts them under pressure
- too many development needs may be identified which can cause stress
- some employees may resent the appraisal system
- time consuming to carry out
70
Describe and informal appraisal
Informal appraisal takes place whenever the line manager feels it is necessary, quick chat whole working or on coffee break.
71
Advantages of an informal appraisal
- feedback is current to the employees task and actions
| - employees are more relaxed than in formal appraisals soare more receptive to advice
72
Disadvantages or informal appraisals
- can become too informal and advice can fail to be taken on board
- no record of feedback or targets is kept
73
Describe peer appraisal
When the review interview is carried out but a colleague at the same level in the organisation as the employee
74
Advantages of a peer appraisal
-employees may relax more and react better to a review given by a colleague
Relationships with line managers are not harmed through judgments or weaknesses being highlighted.
75
Disadvantages of peer appraisal
- personal relationships between peers could result in the appraisal being ineffective
- bias could wrongly highlight and employee for a pay rise or promotion
76
Describe a 360 degree appraisal
The most complete method. Whoever conducts the appraisal interviews fellow employees, supervisors and subordinates about the performance of the employee
77
Advantages of a 360 degree appraisal
- a complete profile of the employee is gained
| - areas or subjectivity such as character and leadership skills are measured
78
Disadvantages of 360 degree appraisals
- some employees may find it difficult yo be critical of their colleagues
- time constraints can limit the quality of responses from so many people in the organisation
79
Name ways modern working practices have evolved
- more women are taking up managerial and professional roles so organisations need to be flexible to work around family commitments
- more employment that do not require the same hours and place of work
- increase in self employment due to government training schemes and incentives for entrepreneurs
80
Describe flexitime
Employees choose their own hours as long as they. Work their contracted number of hours
81
Describe home working
Employees work from home but keep in touch via the use of ICT
82
Describe third spaces
Spaces such as coffee shops or parks are adopted by businesses to encourage workers to relax and socialise with others while working
83
Describe negotiation
Employees and managers often need to come to an agreement on very serious changes. Employees benefit from collective bargaining which is to speak as a group which gives employees a stronger voice. This could be done through a trade union
84
Describe external institutions
Employees need assistance in order to come to agreements with their employers. Trade union represents a group of employees and benefit from collective arraigning.ACAS is a government funded organisation who solves disputes in the workplace. They advice, conciliate and arbitrate. The CBI represents employers and use its size to voice campaigns
85
Describe grievances
They are concerns , problems or complaints raised by an employee. Employee should raise these concerns with their manager . If it is against their manager they should contact their HR department, their trade union or ACAS. It is best to solve theses early and mangers should be trained to deal with them
86
Describe discipline
Organisation should have company policies regarding employee conduct and set roc endures in place to deal with employees who fail tO follow them.
87
Describe appropriate disciplinary procedures
- quiet word with the employee
- investigation carried out
- disciplinary meeting
- formal written warning
- final written warning
- suspension
- demotion
- dismissal
88
Describe a dismissal
Employer terminates the employee's contract . Should be the last resort in terms of sanctions for braking company policy. Employers must be able to give account the policy that was broken and procedures used before we dismissal, employers should have fair and consistent procedure when dismissing. Employees have no right to be unfairly dismissed
89
Describe impacts of positive employee relations
-employees will have their chance to discuss grievances so will feel more secure in the workplace
-disputes are less likely to arise
- Workforce will be committed and will help to ensure it meets the objectives
-easier to introduce change as staff will be more flexible
Organisation will have good image for treating employees correctly
90
Impact of negative employee relations
- poor performance due to low morale
- increased staff turnover
- increased staff absenteeism
- less co-operative staff during periods of change
- an increase in grievances and discipline problems
- industrial action in extreme cases
91
Describe methods of industrial action
- go slow (work slowly)
- work to rule (only complete a tasks specified in contract )
- sit in ( remain in workplace but do nothing)
- overtime ban (no overtime)
- Strike( refuse to work)
- picketing (outside the workplace voicing their concerns )
92
Describe types of industrial action the employer might take
- overtime withdrawal (no overtime for staff)
- lock out ( lock the employees out the building)
- close (factory or branch is closed completely )
93
Describe the equality act 2010
Not allowed to discriminate against age, disability, gender, race, marriage statues, pregnancy, religion, sexual orientation . Types of discrimination are harassment, victimisation, direct/ indirect discrimination, associative discrimination, dichromate on by perception, harassment by a third party
94
Describe the national minimum wage act 1998
Illegal to pay an employee below a certain amount. Employees must meet the age criteria to qualify. Employers must calculate work related costs and ensure employees are paid above the minimum wage after these costs are deducted.
95
Describe the employment rights act 1996
Employee must be given a written contract of employment particulars within two months of starting. This states rate of pay, type of contract. Employees have a right to an itemised pay slip, maternity leave, flexible working and redundancy pay
96
Describe the health and safety act 1974
Every employer has to ensure health, safety and welfare at work for all employees.such as maintenance of machinery and equipment, training on safety issues, employers should prepare a written state,net of their general health and safety policies. Employees need to stick to these
97
Use of technology in managing people
-Internet to advertise job vacancies
-video conferencing to interview applicants
-email to organise training or appraisals
Virtual learning platforms for training
-ICT such as laptops can allow employees to work away from office
