SAC 3 - Human Resource management pt2 Flashcards
(76 cards)
1
Q
DOT POINT 5
A
2
Q
Training options and the adv/disadv of each
A
- On the job training
- Off the job training
3
Q
Training
A
Is the process of developing the knowledge and skills of an employee to help them perform more efficiently (produce more in less time/reduce waste) and effectively (achieving a stated goal) in their role
4
Q
On the job training
A
Is the process of developing an employee’s skills and abilities WITHIN the workplace, often while they are performing their job
5
Q
On the job training examples
A
- Being COACHED by an existing employee on how to perform a specific role
- JOB SHADOWING : observing an experienced employee working in the same position
- JOB ROTATION : employees perform a number of roles to gain experience in a number of activities
6
Q
On the job training advantages
A
- LESS EXPENSIVE than off the job training, as no travel expenses are incurred
- Employees are often working while training, so are more PRODUCTIVE
- Employees are in a FAMILIAR environment with colleagues they are used to, and can come familiar with equipment, machinery or processes
- Employees who train the new employee may develop strong work RELATIONSHIPS
7
Q
On the job training disadvantages
A
- The QUALITY of the trainer may vary - may not know skills/tools/experience
- BAD HABITS from other employees may be passed on to the newer employees - cutting corners
- The learning environment may be very noisy or DISTRACTING
8
Q
On the job QANTAS
A
Shadowing and mentoring
- New cabin crew members and pilots undergo mentorship programs where they shadow experienced professionals
9
Q
Off the job training
A
Is the process of improving an employee’s skills and abilities AWAY from the workplace
- May involve sending employees to a particular specialised training institution often with experts
10
Q
Off the job training examples
A
- LECTURES and CONFERENCES: (large group) The presenters have significant knowledge. Attendees can interact and have hands on experience in activities
- OFFICIAL COURSES: course by a specialised training organisation, including universities, TAFE colleges, etc.
- SIMULATION: The trainees are placed into an environment that simulates an exact situation, teaching them how to perform in certain situations.
11
Q
Off the job advantages
A
- Receiving training from PROFESSIONALS/EXPERTS can enable employees to perform their roles to a high QUALITY
- Can be performed in a more formal environment with LESS DISTRACTIONS than in the workplace + for existing employees (don’t have to train them)
- The employee may receive formal QUALIFICATIONS afterwards
12
Q
Off the job disadvantages
A
- More EXPENSIVE, with fees charged, travel costs, etc
- May not RELATE directly to the exact SKILLS required in the workplace
- Having employees AWAY for training can DISRUPT the WORKFLOW of the business, lowering PRODUCTIVITY
- Employees with an externally recognised QUALIFICATION may be temped to LEAVE to find a better job = risk
13
Q
Off the job QANTAS
A
Online learning platforms and virtual training
- Employees complete job specific e-learning every year, involving courses on safety, cybersecurity, and customer service
- Virtual reality (VR) simulations are used for cabin crew and engineering training
14
Q
DOT POINT 6
A
15
Q
Performance management strategies to achieve both bus obj + employee obj
A
- Management by objectives
- Performance appraisals
- Self-evaluation
- Employee observation
16
Q
Performance management
A
Is the process used to improve business and employee performance to ensure that goals and objectives are being met
- Aims to align individual obj with overall business obj
17
Q
Management by objectives
A
Is both managers and employees collaboratively setting individual employee GOALS that contribute to the achievement of wider bus obj
- Managers will work with employees to create specific goals or targets
- These individual goals are aimed to contribute and align with wider bus obj
- Managers will regularly provide feedback to employees regarding their progress towards achieving their individual obj
18
Q
Management by objectives advantages
A
- Collaboration between manager and employees when setting objectives can improve workplace RELATIONSHIPS
- As employees are involved in the process of developing obj they are more likely to be COMMITTED to achieving their goal
19
Q
Management by objectives disadvantages
A
- Employees may take harmful shortcuts in order to achieve obj
- Failure to achieve obj may be demotivating and upsetting
- Developing obj that align with the business AND employee may be time consuming = lower productivity
20
Q
Performance appraisals
A
Is an assessment that evaluates how effectively an employee has performed in their role in the business over a period of time
- Allows management to have a CONSISTENT approach to evaluating the performance of employees as typically against a set CRITERIA
- Can help identify any issues + make decisions about training, promotions and dismissals
21
Q
Performance appraisals advantages
A
- Communication between managers and employees can provide employees with a clear direction on how to improve
- Can increase the number of promotional opportunities for employees who demonstrate strong performance
- Can improve workplace relationship between employee and manager - investing time in them
22
Q
Performance appraisals disadvantages
A
- Employees may lose motivation if they receive poor performance appraisals
- Can be a time consuming process if there are many employees
- Employees who perform well may desire a promotion and employees who aren’t performing well may want training=increasing expenses
23
Q
Self-evaluation
A
Is an employee assessing their individual performance against a set criteria
24
Q
Self-evaluation advantages
A
- The manager can gain an INSIGHT into an employee’s understanding of their own strengths and weaknesses
- Employees may feel empowered to improve performance as they are directly INVOLVED in their own performance management
- Can SAVE managers TIME as employees evaluate their own performance
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Self-evaluation disadvantages
- If an employee is DISHONEST in assessing their own performance, a manager will NOT gain RELIABLE information
- The development of the CRITERIA used in a self-evaluation can be TIME CONSUMING
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Employee observation
Is where the employee performance is witnessed and assessed, with or without their knowledge, so feedback can be provided to the employee
- Manager can WATCH how they perform in their role
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Employee observation advantages
- Manager can GAIN multiple PERSPECTIVES about an employee that they may not have had previously
- Can INCREASE the number of PROMOTIONAL opportunities for employees who receive positive performance reviews
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Employee observation disadvantages
- Results may be MISLEADING if employees are AWARE they are being evaluated = may work harder under the presence of being observed
- Employees may feel STRESSED if they KNOW they are being WATCHED = inaccurate
- It can be TIME CONSUMING if there are MANY employees
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DOT POINT 7
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Termination
Is ending the employment contract between an employee and the business, either voluntary or involuntary
- There are a range of ENTITLEMENT considerations and TRANSITION considerations that employers should respond to during termination
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Entitlement considerations
Legal obligations an employer OWES an employee following the termination of their employment
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Transition considerations
Are social and ethical concerns a manager CAN consider when terminating employment
- Not legally required but are seen as SOCIALLY RESPONSIBLE and ETHICAL, so many choose to
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4 methods of termination
- Resignation
- Retirement
- Redundancy
- Dismissal
34
Resignation
Is an employee VOLUNTARILY terminating their own employment
- Can be for a variety of reasons, including : unhappy w job, moving location, receive a better offer, wanting to change careers, etc
- When resignation occurs, it is important that an employer conducts an exit interview = allows a business to identify any issues that may be forcing an employee to leave = correct the issues = reduce staff turnover
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Resignation - entitlement and transition consideration
ENTITLEMENT
- Employees are entitled to receive any accrued BENEFITS such as long service leave or money for the work they have completed
- Employees also need to give a period of NOTICE to their employer before they leave
TRANSITION
- It is UNLIKELY that the employee will require assistance from the business w their transition into their new direction
- Offer to be reference on resume
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Retirement
Is where the employee VOLUNTARILY leaves the business with the plan to no longer be part of the labour force
- SUCCESSION planning is important so a business can develop skills and knowledge of people within a business to take on greater responsibility in the future
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Retirement - entitlement and transition consideration
ENTITLEMENT
- Retiree is entitled to receive any accrued BENEFITS such as long service leave or money for the work they have completed
- Retiree needs to give a period of NOTICE to their employer before they leave
TRANSITION
- Offer services such as counselling, lifestyle planning, superannuation or investment advice
- Reduce the number of hours they work in the lead up to retirement
- Offer a form of celebration such as a farewell function recognising their contribution to the business
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Redundancy
Is when an employee no longer works for the business because their job NO longer EXISTS or there is INSUFFICIENT work
- Can be for a variety of reasons : poor financial performance, restructure, or new technologies may replace employees
- May be VOLUNTARY redundancy, where the employees are offered the OPTION to nominate themselves as redundant after bus announces they are making positions redundant (financial incentive)
- INVOLUNTARY redundancy is where the employees are told they will NO LONGER have a POSITION within the bus.
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Redundancy - entitlement and transition consideration
ENTITLEMENT
- Entitled to a redundancy package - a financial payment based on how LONG they have been working at the business (outlined in their work agreement)
- Entitled to take time off work to attend job interviews and look for new employment + be payed for the work completed
TRANSITION
- Can offer services such as career counselling, assistance in writing resumes, and extra training to enhance their employability
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Dismissal
Is the INVOLUNTARY termination of an employee who fails to meet required standards or displays unacceptable or unlawful behaviour
- While this is a valid form of termination, a dismissal needs to take place FAIRLY and LAWFULLY or bus may be found GUILTY of UNFAIR dismissal
- However, if the behaviour of an employee is a serious breach (e.g theft, bullying) of the business's policies/values, an employee can be immediately dismissed.
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Dismissal - entitlement and transition consideration
ENTITLEMENT
- Employees are entitled to full payment for the work they have completed + annual leave
TRANSITION
- Some businesses will decide to HELP a dismissed employee, however, sometimes the dismissal is a BAD EXPERIENCE and the business will want the employee GONE
- For those that HELP the employee, they may offer career TRANSITION services (counselling + rehab).
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DOT POINT 8
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The roles of participants in the workplace (5)
- Human Resource Manager
- Employer Associations
- Employees
- Unions
- Fair Work Commission
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Workplace relations
INTERACTIONS between employers and employees, or their representatives, to achieve wages and conditions that SATISFY both the business and employees.
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Human Resource Manager
Are individuals who COORDINATE the relationship between employees and management within businesses
- In a workplace relation setting, a HRM will represent the employer and aim to create a workplace where employees are motivated and have the skills/knowledge to achieve the businesses' obj
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Roles - Human Resource Manager (4)
1. RECRUIT, hire, train and terminate employees :
- Hire candidates who have the required skills that will help business achieve obj
- Provide employees w appropriate training to maximise their performance
2. NEGOTIATE with employees and their representatives (union) :
- Represent bus during the process of developing an agreement re wages + w/c
3. Act as a MEDIATING party
- Facilitate communication between employees and management
- Promote a positive work environment where both employees' and management's obj can be met
4. Ensure that MINIMUM legal requirements are met
- Make sure that the minimum pay, working and safety conditions are met and upheld by a business
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Employer Associations
An organisation that provides ADVICE and SUPPORT to EMPLOYERS to help them better understand their legal obligations in the workplace.
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Roles - Employer Associations (4)
1. Share INFORMATION (e.g law gets passed)
- Actively make employers AWARE of any new policies, laws or regulations which must be taken into account by their business
2. Provide ADVICE
- Encourage and promote COMMUNICATION in managing employees
- Assist in the creation of POLICIES within a business which appropriately align with relevant bus goals
3. REPRESENT employers during negotiations with employees
4. Provide SUPPORT
- LISTEN to the concerns of employers and offer advice in managing the business
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Employees
The individuals who work in the business in exchange for remuneration, usually in the form of a wage
50
Roles - Employees (5)
1. Follow and understand workplace SAFETY procedures
- Be aware of their responsibilities + of Occupational Health and Safety (OH&S) procedures
2. Complete TASKS with proper CARE and diligence
- Complete tasks with the aim of contributing to bus obj
3. OBEY terms in their CONTRACT
- e.g weekly working hours or dress code
4. Not misuse CONFIDENTIAL information
- Keep sensitive information internal to the business
5. REPORT illegal or unethical behaviour
- Report any individuals who are engaging in workplace bullying or discrimination
- Report their bus if failing to uphold required safety standards
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Unions
Organisations composed of individuals who REPRESENT and speak on behalf of EMPLOYEES in a particular INDUSTRY to protect and improve their wages/working conditions
- Employees who want to use a union = pay an annual membership fee.
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Roles - Unions (3)
1. REPRESENT and negotiate on behalf of employees
- Communicate the concerns and desires of employees to employers during collective bargaining to improve wages/conditions
- Represent employees in w/p disputes too
2. SEEK better WAGES and work conditions
- Actively provide employees with resources and tools to communicate needs to employers
- Push for improvements in wages/conditions outlined in a business's enterprise agreement
3. Protect JOB SECURITY and integrity of employee contracts
- Respond to any concerns or issues raised by employees
- Ensure that employers are upholding their legal requirements related to wages, work and safety conditions at work
- Protect employees from unfair dismissal and redundancy
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Fair Work Commission
Is Australia's INDEPENDENT workplace relations tribunal and has a range of responsibilities outlined by the Fair Work Act
- This act outlines the rights and responsibilities for both employers and employees.
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Roles - Fair Work Commission (5)
1. SET national MINMUM working standards
- Create and update national employment standards (NES) to protect employees' wages and working conditions
- The FWC has 11 NES which can not be overridden by any award or agreement
2. Establish AWARDS
- Determine minimum PAY and working CONDITIONS for particular industries
- Ensure that the wages/conditions of industry awards align with all NES
3. APPROVING and monitoring enterprise AGREEMENTS
- Ensure agreements meet NES prior to accepting and approving them (if not = termination)
- Ensure both employers and employees have genuinely agreed to the terms and conditions of agreements
4. Acts as an ARBITRATOR (judge)
- Make a legally binding decision after hearing arguments from both parties in a dispute during arbitration
5. RESPOND to serious workplace issues
- Assist employees who have been unfairly dismissed or are dealing with unfair termination claims
- Assist employees who have experienced or are experiencing workplace bullying or discrimination
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DOT POINT 9
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Methods of determining wages and conditions of work
- Awards
- Agreements
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Awards
A legal document which outlines the MINIMUM wages and conditions of work employees are entitled to in a particular INDUSTRY
- FWA sets minimum conditions (the 11 NES) and the FWC enforces them
- Awards act as a SAFETY NET for employees as employers MUST provide them with the minimum wages/conditions relevant to their industry
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Awards advantages
Business :
- It costs less to adopt an award over an agreement (awards provide less wages)
Employee :
- Can improve transparency + equality between employees bc they are receiving the same award wages and conditions across an industry
- Ensures employees do not receive lower than the minimum wages and conditions set by the FWC
Time :
- Can reduce time taken in determining wages and conditions as awards are already created by the FWC and only need to be applied
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Awards disadvantages
Business :
- May not be flexible to suit the specific needs of a business - not tailored as set by the FWC
- There is no opportunity for the r/s b/w e+e to develop as no negotiation (no preferences included)
Employee :
- May be less satisfied as they will only be receiving the minimum wages and conditions
- May not be flexible to the needs or situations of employees as wages and conditions are set by the FWC
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Agreements
A legal document which outlines the wages and employment conditions for a group of employees at a particular BUSINESS or group of businesses
- Collective bargaining = negotiating wages+conditions b/w union (employees) and employer associations (employers)
- Once agreement developed, FWC responsible for reviewing and approving the agreement
- Once approved - agreement viable for the time period stated in the agreement. The doc must be updated to meet the changes in employment standards/worker expectations.
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Agreements advantages
Business :
- R/s b/w e+e are able to improve as both parties are involved in establishing and negotiating (including preferences)
- May be flexible to certain businesses needs or situations
Employee:
- Can be represented by their union = support, less stressful + union's have expertise
- Receive wages and conditions better than the relevant award
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Agreements disadvantages
Business :
- Damaging relationships - negotiations can break down
- Could loose good employees to other similar businesses w better EA
Employee :
- Can increase inequality in wages and conditions, meaning employees could be receiving less than other employees in similar businesses with an agreement
Time :
- Can be time consuming as an e+e (or reps) must undergo the process of collective bargaining
Money :
- More costly than an award as wages and conditions are settled between employees and employers
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Similarities between awards and agreements (4)
- Both approaches must comply with the 11 NES
- Both involve the FWC - awards are set out by the FWC and agreements must be approved by the FWC
- Both are legally binding and enforceable once agreed upon and approved
- Both outline the wages and conditions of employment for employees in the business
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Differences between awards and agreements
- Awards are established by the FWC whereas agreements are negotiated through enterprise bargaining
- Awards cover all employees in a particular industry whereas agreements cover a group of employees at a particular workplace/business
- Awards set out the MINIMUM wages and conditions for the industry whereas an enterprise agreement will often include wages and/or conditions that are HIGHER than those in the award
- Agreements can be tailored to suit the needs of a particular business whereas awards cannot
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DOT POINT 10
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Dispute
A dispute is a conflict between workplace participants as a result of a disagreement
- Common causes of disputes relate to an employees' wages, working conditions, and workplace safety and policies within the workplace
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Dispute resolution process
Is a series of steps that disputing parties follow in order to resolve a disagreement and reach a solution
- Businesses must have WRITTEN dispute resolution procedures so conflicts are dealt with appropriately (consistent + fair)
- Businesses prefer to try and resolve disputes IMMEDIATELY so positive relationships can be maintained
- However, when this cannot happen = a business can involve a third party to assist w the resolution process
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Dispute resolution process steps
1. Dispute begins
2. Mediation w/HR manager
3. Mediation - 3rd party 'impartial' third party (FWC)
4. Arbitration - 3rd party 'independent' third party (FWC)
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Mediation
Is a dispute resolution method where an IMPARTIAL third party aims to FACILITATE the discussion between disputing parties to help each side of the conflict reach a resolution THEMSELVES
- Mediator only facilitates the discussion, and does NOT make suggestions/decisions on behalf of the disputing parties
- Their goal is for the disputing parties to come to a resolution THEMSELVES
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Mediation advantages
Business :
- Promotes positive working r/s for the future as disputing parties reach a decision together
- A mediator facilitating negotiation can reduce likelihood of communication breakdown
Employee :
- Both parties have control over the final decision, meaning they are more likely to be satisfied at the end of the process
Money :
- Less expensive than more formal dispute resolution processes as it usually occurs in an informal setting
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Mediation disadvantages
Business :
- May not be effective for resolving all business disputes, as a final decision may not always be reached = potential waste of time
- Mediation does not always result in a legally binding decision meaning parties could go back on their agreement in the future
Employee :
- There may be an unbalanced power dynamic between employees and managers, meaning employees could be coerced into agreeing to doing something they don't want to do
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Arbitration
A dispute resolution method where an INDEPENDENT third party aims to hear the arguments of both disputing parties and makes a legally binding DECISION on the outcome
- Most formal step (used when disputing parties are UNABLE to reach a decision in less formal procedures) - occurs in a hearing like setting
- Can be conducted by FWC w a tribunal member making final decision
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Arbitration advantages
Business :
- Guarantees that a final decision is made by the third party, enabling the business to move forward from a dispute
- The final decision is legally binding, which prevents the same dispute from occurring again between the two parties
Employee :
- Employees are not coerced into doing something they do not want to do
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Arbitration disadvantages
Business :
- The business has reduced control over the final decision
- This process can harm future w/p r/s as it is likely that one party involved in the dispute will be unhappy with the final decision
Employee :
- Employees have reduced control over the final decision and therefore may be unhappy at the end of this process
Time :
- The process of hearing both sides in an external court-like setting is time consuming for both parties
Money :
- Arbitration is the most expensive dispute resolution process due to costs incurred from conducting hearings
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Similarities between mediation and arbitration
- Both methods require an independent body or individual to be involved in resolving the dispute
- Both methods are more formal than resolving disputes within a workplace without a third party
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Differences between mediation and arbitration
Mediation
- Disputing parties have control over the final decision
- The impartial third party does not offer any advice/make any decisions
- A final decision is not always guaranteed
- Mediation is less formal than arbitration
Arbitration
- Disputing parties have no control over the final decision
- Independent body makes the final decision
- This method guarantees a final decision
- Arbitration is the most serious and formal method of dispute resolution
