Tercer Parcial 4 Semestre Flashcards
(141 cards)
1
Q
Management function of using and developing people within a business to meet its organizational objectives
A
Human resource management
2
Q
Management process of anticipating and meeting an organization’s current and future staffing needs
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Human resource planning (workforce planning)
3
Q
Short-term workforce planning -> existing and upcoming demands of an organization (workers cover staff who resign or leave)
Long-term workforce planning -> human resource needs in the future
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Types of workforce planning
4
Q
Percentage of the workforce that leaves the organization in a given time period. It is calculated by dividing the # of staff leaving by the total staff and multiplied by 100
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Labour turnover
5
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Factors that affect HR planning:
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Demographics, labour mobility and communication technologies
6
Q
Scrutinizing the different components of a job, such as the routine tasks and responsibilities of the post holder, to determine what the job entails
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Job analysis
7
Q
Document that outlines the details of a particular job. Includes the roles, duties and responsibilities of the post holder
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Job description
8
Q
Document that profiles the ideal candidate, such as the qualifications, skills and experiences sought by the employer
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Person specification
9
Q
Methods that applicants for a job can use
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Application form, curriculum vitae, cover letter
10
Q
Process of reviewing all curriculums vitae and identifying all suitable candidates for the job
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Shortlisting
11
Q
Methods to select the best candidate for a job:
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Interviews, testing and references
12
Q
Most common method of selection that involves a two-way dialogue between the interviewer and the interviewee
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Interview
13
Q
It can include psychometric, aptitude, intelligence and/or trade tests
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Testing method
14
Q
Written statements about an applicant from an independent source
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References
15
Q
Involves hiring people who already work for the business to fill a vacant post
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Internal recruitment
16
Q
Cost effective, less down-time, less risk, motivational are…
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Advantages of internal recruitment
17
Q
Fewer applicants, “dead wood”, time-consuming and internal politics are…
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Disadvantages of internal recruitment
18
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Process of hiring people from outside the business
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External recruitment
19
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“New blood”, wider range of experiences and larger pool of applicants are…
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Advantages of external recruitment
20
Q
Greater degree of uncertainty, time-consuming and expensive are…
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Disadvantages of external recruitment
21
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Process of providing opportunities for workers to acquire employment-related skills and knowledge
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Training
22
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Better skilled and flexible workforce, improved competence, higher morale, quality is improved are…
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Benefits of training
23
Q
Financial costs, time-consuming and no guarantee of employees staying after training are…
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Limitations of training
24
Q
On the job, off the job, cognitive and behavioral are…
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The four types of training
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Training carried out whilst at the workplace
On-the-job training
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Type of on-the-job training aimed at introducing new employees to the organization
Induction training
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Type of on-the-job training involving a partnership between two people. The mentor helps the mentee gain and develop skills
Mentoring
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Relatively cheap, relevant, fewer disruptions, establish relationships and location is convenient are...
Advantages of on-the-job training
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Trainees may pick up bad working practices, internal trainers may lack up-to-date training, trainers aren't able to do their job, productivity is initially low are...
Disadvantages of on-the-job training
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Establishes clear expectations, understand the corporate culture, new recruits contribute to the organization promptly, morale is boosted are...
Advantages of induction training
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Very time consuming, key staff need to be freed from other duties, information overload is counter-productive and the length of induction programs is long are...
Disadvantages of induction
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Synergy is created, informal, qualitative difference, safe environment are...
Advantages of mentoring
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Very time consuming, stress, long-term commitment is needed, mentors need training
Disadvantages of mentoring
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Training carried out off-site (somewhere else out of the workplace)
Off-the-job training
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Experts provide training, wider range of training, no distractions, networking are...
Advantages of off-the-job training
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Potential loss of output, very expensive, debatable if all knowledge is important, finding time is difficult are...
Disadvantages of off-the-job training
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Training and developing mental skills to improve work performance
Cognitive training
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Identifying functional issues that could improve performance in the workplace by developing behavioral change in the workforce
Behavioral training
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Formal assessment of an employee's performance in fulfilling his/her job based on the tasks and responsibilities set out in their job description
Appraisal
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Continuous process involving the planning, reviewing and mentoring of employees in order to enhance their performance at work
Performance management
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Used to set targets, allow managers to praise staff, getting valuable feeding, identify strengths and areas of improvement, work out levels of pay are...
Advantages of appraisals
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Time consuming, confidential feedback must be given, subjective, staff may be offended, unnecessary stress may be provoked are...
Disadvantages of appraisals
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Formative, summative, 360-degree feedback, self-appraisal
Types of appraisals
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Planned and ongoing process in which appraisal evidence is used by employees to inform them about what to do to improve their performance
Formative appraisal
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Written description of an employee's performance at work, summarizing personal performance and achievements during the year
Summative appraisal
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Collecting evidence about the appraisee's job performance from peers, subordinates, line managers and others
360-degree feedback
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Employees appraise themselves based on predetermined criteria
Self-appraisal
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Termination of a worker's employment due to incompetence or a breach of contract.
Dismissal
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Occurs when an employee is dismissed without a valid or legal reason
Unfair dismissal
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Occurs when a worker is forced into resignation because the employer has made it very difficult for the worker to continue in the job
Constructive dismissal
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Occurs when a business can no longer afford to employ the worker or when the job ceases to exist
Redundancy
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Employer asks for volunteers to leave
Voluntary redundancies
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Occur when the employer has to choose which workers to make redundant
Compulsory redundancies
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Refers to working away from the office by using electronic forms of communication
Teleworking
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Category of teleworking whereby people work from their own home
Homeworking
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Person employed in a number of different jobs, carried out simultaneously, usually on a part-time or temporary basis
Portfolio worker
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System which requires employees to work for a core period but the rest of the time is flexitime
Flexitime
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Person working outside their home country
Migrant worker
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Practice of transferring internal business activities to an external firm as a method of reducing costs
Outsourcing
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Specialists are hired, subcontracted work is provided, reduce labor costs, business focus on core activities and workforce flexibility are...
Advantages of outsourcing
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Substandard quality and conflict, quality management is difficult, monitoring, redundancies and unethical practices are...
Disadvantages of outsourcing
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Extension of outsourcing that involves relocating business activities and processes abroad
Offshoring
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Transfer of business operations back to their countries of origin
Re-shoring
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Shows who is responsible for each particular job
Accountability
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Shows who is in charge of whom and in what role or capacity
Responsibility
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Passing on of control and authority to others
Delegation
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Number of people who are directly accountable to a manager
Span of control
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Organizational structure based on a ranking system
Hierarchy
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The person directly above an employee on the next hierarchical level. Is responsible for the day to day management of subordinates
Line manager
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Show clear lines of communication and establish departments or teams to create a sense of belonging
Advantages of hierarchical structures
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Workers are isolated to their official teams and are inflexible are...
Disadvantages of hierarchical structures
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Formal line of authority through which orders are passed down in an organization
Chain of command
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Process of removing one or more levels in the hierarchy to flatten the organizational structure
Delayering
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Reduces costs, improves communication speed, encourages delegation and empowerment are...
Advantages of delayering
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Creates anxiety, overloads staff, decision-making takes longer are...
Disadvantages
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Execution of tasks that are governed by official administrative and formal rules of an organization
Bureaucracy
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Decision-making is made by a very small number of people
Centralized structure
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Decision-making authority and responsibility is shared with others
Decentralized structure
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Rapid-decision making, better control, better sense of direction and efficiency are...
Advantages of centralization
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Added pressure for senior staff, inflexibility, possible delays in decision-making and demotivating are...
Disadvantages of centralization
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Input from the workers, speedier decision-making, improved morale, improved accountability and teamwork are...
Advantages of decentralization
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Costly, inefficiencies, greater chances of mistakes, loss of control and communication issues are...
Disadvantages of decentralization
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Diagrammatic representation of a firm's formal structure
Organizational structure
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Have many levels in the organizational hierarchy
Tall organizational charts
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Chart with fewer levels
Flat organizational charts
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Quicker and more effective, generally easier to control, greater specialization and greater opportunities for more people are...
Advantages of tall structures
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Delegation becomes important, communication should be improved, cheaper and eliminate a "them and us" culture are...
Advantages of flat structures
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Traditional approach to organizing HR in a business where emphasis is placed on subordinates reporting to their line manager
Hierarchical structure
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Structure of HR according to the various types of products
Organization by product
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Business are organized by roles such as marketing, production, finance and HR
Organization by function
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Structure is organized by geographical region
Organization by region
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HR are organized around particular projects
Project-based organization
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Flexible organization of employees from different departments within an organization temporarily working together on a particular project
Matrix structure
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Charles Handy's model that organizations are increasingly made up of core staff who are supported by peripheral workers, consultants and outsourced staff and contractors
Shamrock organization
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Full-time professional workers who handle the daily operations of the business
Core staff
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Also known as contingent workers. Part-time, temporary and portfolio workers who are employed as and when they are needed
Peripheral workers
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Individuals or businesses that aren't employed by the organization but are paid to complete particular tasks
Outsourced workers
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Transfer of information from one party to another
Communication
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Process of using computer wide area networks as a mailing system. Data is electronically transmitted from one computer device to another
Electronic mail (email)
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Uses a combination of telephone, computer and video technology
Video-conferencing
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Refer to the roles and responsibilities of managers
Functions of management
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Someone who influences and inspires other to get things done. Fosters motivation, respect, trust and loyalty from the workforce.
Leader
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Process of influencing and inspiring others to achieve organizational goals
Leadership
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Practice of achieving an organization's objectives by effectively using and controlling the available human and non-human resources of the business
Management
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Focus on achieving specific goals within a definite time frame
Manager
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Set goals, know what's right, motivate and inspire, innovator, take risks, respect
Characteristics of leaders
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Achieve goals, do what's right, direct and control others, implementer, avoid risks
Characteristics of managers
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Ways in which decision makers behave or reveal their behavior
Leadership style
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Type of leader who makes all decisions and prefers not to delegate any responsibility. Tells subordinates what to do.
Autocratic leader
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Type of leader that treats their employees as if they were family members by guiding them through a consultation process and acting in the best interest of their subordinates.
Paternalistic leader
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Type of leader who involves employees in the decision-making process
Democratic leader
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Type of leader who has minimal direct input in the work of employees. They allow subordinates to make their own decisions and to complete tasks in their own way.
Laissez-faire leader
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Type of leadership that is not based on any single dominant approach. Is about using the right leadership style for the right situation
Situation leadership
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Desire, effort and passion to achieve something. Willingness to complete a task or job with enthusiasm
Motivation
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Motivation theory suggesting that employees are primarily motivated by money and that productivity could be improved by setting output and efficiency targets related to pay
Taylor
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Motivation theory that focused on the psychological needs of workers. States that people would need to be satisfied with mor than just money.
Maslow
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Outlines five levels of needs, from satisfying physiological needs to self-actualization.
Maslow's hierarchy of needs
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1. Physiological needs (food, water, air)
2. Security needs (house, medical care, etc)
3. Social needs (teams, family, social gatherings)
4. Esteems needs (recognition, respect)
5. Self-actualization (become better as a person)
Maslow's hierarchy of needs' levels
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Motivation theory that focuses on sociological and psychological aspects of work. Stated the hygiene factors and motivators
Herzberg
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Parts of a job that Herzberg referred to that don't increase job satisfaction but help remove dissatisfaction
Hygiene factors
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Rules, regulations, policies, supervision, working conditions and pay are...
Examples of hygiene factors
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Factors that Herzberg considered to increase job satisfaction and motivation levels. EXAMPLES: praise, recognition, achievement, responsibility
Motivators
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Giving workers more variety in what they do
Job enlargement
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Giving workers more complex and challenging tasks to exploit their potential
Job enrichment
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Delegating decision-making power to workers over their areas of job
Job empowerment
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Theory of motivation in which workers are motivated if there is fairness in remuneration packages. Each worker receives remuneration depending on their effort.
Adams
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Theory of motivation that suggests that autonomy, mastery and purpose are the drivers of motivation
Pink
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Methods that businesses can use to motivate workers by using some form of monetary payment
Financial rewards
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Financial rewards set at a fixed annual rate but paid on a monthly basis
Salaries
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Reward for labor services, usually expressed as an hourly rate or as a measurable quantity of output.
Wage
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Payment system that can get around the problem of wages by rewarding more productive workers. It pays workers for each item that they produce or sell per period of time.
Piece rate
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Pays workers based on a proportion of sales or output contributed by a worker. Incentive to sell more.
Commission
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Involves linking pay to the level of profits in the firm. The greater the profits, the higher the pay.
Profit-related pay
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Rewards employees who meet certain goals.
Performance-related pay
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Payment system that rewards workers, managers and directors by giving them shares in the company or by selling the shares at a discounted price
Employee share ownership schemes
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Financial benefits to employees in addition to their wage or salary. EXAMPLES: health insurance, housing allowance, staff discounts, subsidized meals, gym memberships, paid holidays, etc.
Fringe payments
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Non-monetary factors that motivate people by offering psychological and factors not related to money
Non-financial rewards
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Gives workers more challenging jobs with more responsibilities
Job enrichment
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Type of job enlargement that involves workers performing different tasks at the same level of complexity in a systematic way.
Job rotation
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Developing the potential of workers or teams to achieve the best they can. Giving workers the authority to be in charge of their own jobs and to execute their own ideas
Empowerment
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Occurs when employees work with fellow colleagues
Teamwork
