U3, Outcome 2 Flashcards
(59 cards)
1
Q
Human Resource Management define
A
effective management of the formal relationship between the employer and employees.
*functions includes recruiting, training, motivating, and managing performance to meet business goals.
2
Q
name the Business Objectives
A
To make a profit
To fulfil a market / social need
To increase market share
To meet shareholder expectations
Increase Efficiency
Increase Effectiveness
3
Q
name the Human Resource Management strategies (4)
A
Motivation
Training
Performance management
Termination management
Wages and conditions of work
4
Q
relo between biz objectives and Human Resource Management
A
look at notes
5
Q
what are some motivation theories
A
- Employee motivation is the drive to work hard toward goals.
- A motivated employee is more productive and willing/committed to business goals.
- Motivated employees enhance competitiveness, creativity, and innovation.
6
Q
Maslow’s Hierarchy define and describe
A
identifies five levels of human motivation. Grouped into lower-order and higher-order needs
- describe: Maslow stated that needs must be satisfied in order > lower needs motivating until fulfilled, then after fulfilled they no longer drive behavior.
7
Q
Maslow’s Hierarchy needs name from bottom to top and explain
A
- physiological: job, pay, income
- safety: pay, safe working conditions, OH&S, job security
- social: teamwork, social activities (staff functions)
- esteem: recognition, delegation, empowerment
- self actualisation: opportunities for advancement, promotion
8
Q
explain the Lower-Order Needs in depth
A
- Physiological: Provide employee with job, Payment for job (wage)
- Safety Needs: job security, safe, healthy workplace (OH&S), Superannuation/insurance, Competent/consistent/fair management
- Social Needs: Friendly work associates, Organised employee activities (celebrations/parties), bonding
9
Q
explain the higher-Order Needs in depth
A
- Self-Esteem: Employees seeking sense of achievement/respect. (rewards/Promotions)
- Self-Actualisation: Employees motivated to achieve their best. (Participative decision-making, Opportunities for personal growth/advancement)
10
Q
Hierarchy of Needs (Maslow) - some adv
A
- Provides a scaffold for managers to use when motivating employees
- Offers long-term employee motivation throughout their career.
- Identify unmet needs and implement strategies to address them.
11
Q
Hierarchy of Needs (Maslow) - some dis
A
- hard to identify someone’s place in hierarchy, making it tough to choose effective strategies.
- Monitoring individual progress in hierarchy is challenging, as strategies may satisfy some needs but not all employees.
- theory claims once a need is met, it stops motivating. This isn’t always true, for eg, pay can motivate employees
12
Q
name the Four Drive Theory and their definitions
A
- Drive to acquire: Drive to squire both material goods and status
- Drive to bond: Employees seek to develop workplace connections and relationships.
- Drive to comprehend (learn): Employees seek to satisfy their curiosity and gain a deeper understanding of their work and environment.
- Drive to defend: Employees want to defend their accomplishments and the business when they feel threatened
13
Q
Drive to acquire -pos and negs
A
- lets us seek essentials (food and shelter) while also gaining comfort and status. (+)
- rewards program > employees gain material benefits and status. (+)
- costly, promotions may be limited, and fulfillment is often short-term as employees seek more rewards. (-)
14
Q
Drive to bond - pos and neg
A
- collaboration and teamwork > employees feel connected/part of team. (encourages employees to help each other, enhancing corporate culture and job satisfaction) (+)
- drive to bond comes from love, caring, trust, and friendship. Managers consider these traits
- employees feel they belong/strong relationships, often go above and beyond their job description/work harder. (+)
15
Q
Drive to comprehend (learn) - pos and neg
A
- Managers should create challenges/provide opportunities > employees, grow and enhance their skills.
- Creating new experiences > employees feel engaged/motivated, preventing tasks from becoming routine (+)
- biz benefits when employees feel empowered, as they may discover better ways to carry out tasks > improving processes and boosting productivity. (+)
- can be financial costs for training programs or time away from work for professional development. (-)
16
Q
Drive to defend - pos and neg
A
- Employees want to feel safe, physically and mentally. They need to trust the biz to support their best interests through open communication and strong interpersonal skills.
- drive doesn’t need to be satisfied unless the employee feels threatened in some way. (-)
17
Q
Four-drive theory strengths and weaknesses
A
- while money is important, other factors also motivate people and benefit the business when those drives are satisfied.(+)
- contribute to a pos corporate culture.(+)
- Challenging to satisfy all drives as employes will value different drives (-)
- hard for managers to know which drive to focus on because it varies for each. (-)
18
Q
similarities between maslow and four-drive
A
- Both explain what motivates people and how needs affect behavior.
- suggest that basic needs must be met before pursuing higher-level needs.
- Unmet needs lead to > dissatisfaction/affect performance.
19
Q
differences between maslow and four-drive
A
- Maslow’s=five-tier pyramid amd strict order, Four Drive=four drives without a strict order.
- Maslow emphasizes personal growth; Four Drive focuses on social and organizational aspects.
- Four Drive allows for pursuing multiple drives at once, while Maslow suggests a sequential process.
20
Q
Locke and Latham’s Goal Setting Theory define
A
emphasizes that setting specific/challenging goals can improve motivation/performance.
21
Q
Principles of theory (5)
A
Clarity, Challenging, Commitment, Feedback, Complexity
22
Q
- explain clarity (Principles of theory)
- how it helps achieving improved motivation and performance
A
- Goals = clear and specific = clear expectations for people, reduce confusion and improve planning.
- Goals should have a time frame, based on the nature of the goal
- Specific goals help focus attention on what is important/objectives, directing effort to relevant activities.
23
Q
- explain challenging (Principles of theory)
- how it helps achieving improved motivation and performance
A
- set challenging but achievable goals, challenging goals = encourage individuals to put in effort and persist.
- goals too easy = people may not be motivated; goals too difficult = people may feel discouraged
- Challenging goals stimulate higher effort as employees improve their skills/knowledge.
- People motivated by achieving things they haven’t completed before/unsuccessful attempts
- Rewards for achieving goals should match the challenge’s significance.
- goals align with business objectives to help achieve overall goals
24
Q
- explain Commitment (Principles of theory)
- how it helps achieving improved motivation and performance
A
-Commitment to goal > crucial for success
- Individuals personal investment in a goal > boosts motivation/effort
- Commitment increased > person setting the goal has a say in it
- employees to actively pursue a goal, they must be committed. Goals that involve employee input are more likely to motivate.
- Greater employee input increases commitment, allowing for more challenging goals and greater rewards.
- Increased rewards for achieving a goal = greater motivation for the employer to attempt the next goal.
25
- explain Feedback (Principles of theory)
- how it helps achieving improved motivation and performance
- Ongoing feedback helps individuals track their progress toward achieving their goals.
- helps them adjust, identify improvements, and celebrate milestones.
- Feedback: internal (self-assessment) or external (from others).
- Feedback: informal or formal sessions may be needed for long-term, complex goals to ensure clear communication.
- recognising achievement and successes = employees more likely to be willing to work towards goals - knowing they will either: Learn about areas of improvement/if they are on the right track OR be rewarded for their efforts.
26
Strengths and weaknesses of Locke and Latham’s Goal Setting Theory:
look at notes
27
- explain Complexity (Principles of theory)
- how it helps achieving improved motivation and performance
- challenging goals = motivating, ensure that the goal's complexity is manageable
- goal is too complex, it should be broken down to more achievable tasks/sub-goals
- Providing necessary time/resources for task completion is important
- Additional training may be needed to help the employee complete the task, and it should support genuine skill development over time.
- deadlines/completion dates should suit the task/employee's skill level.
- exercise aims to motivate employees to contribute to business objectives (success for both the employee and business)
- further supported by offering learning and skill development opportunities, helping employees feel valued and invested in.
28
what are the 5 Motivation Strategies
Career advancement, Investment in training, Support, Sanction, Performance related pay
29
Career Advancement define
- individual is able to take on a job/role that carries greater responsibility or increased opportunity to show leadership
- motivates ambitious employees to stay by offering growth opportunities and helping them achieve their personal best.
30
Investment in Training define
- business redirecting finance into teaching employees skills/knowledge needed to do their jobs
- Can involve seminars, conferences or other training or qualifications
- Training leads to higher pay, greater achievement, and increased employee confidence.
31
Support define
- assistance or help (e.g. counselling or mentoring) to help employees deal with difficulties which might impact their ability to do their job
- This shows empathy and appreciation, boosting employee loyalty and motivation.
32
Sanction define:
- penalty/form of discipline or punishment. This occurs when an employee acts wrongly (deliberate/harmful way), potentially harming customers/other employees.
- It motivates workers to avoid unpleasant consequences (suspension, demotion or probation)
- long term ruins interpersonal relos – short term can achieve objectives quickly to avoid punishment or getting told off again
33
Performance Related Pay define
- A way of increasing employee performance by providing financial incentives for exceeding/meeting targets.
- can be done through pay increases, one off bonuses or commissions.
34
Adv vs Dis of each motivation strategie
notes
35
Short and long-term effects of each motivation strategie
notes
36
Training options/methods and define them
- On-the-Job Training: learning from existing employees at an employee's current job how to perform this job more efficiently and effectively than before (Coaching, Job shadowing)
- Off-the-Job Training: learning from professional instructors away from the business as to how the employee can perform this job more efficiently and effectively than before (Conferences, Lectures)
37
Training definition
focussed on an employees current job and is aimed at improving employees skills, knowledge, attitudes and behaviour to allow employees to do these jobs more efficiently and effectively than before.
38
adv and dis of both on/off the job training
look at notes
39
Does training fit into any of the motivation theory
Fulfilling maslow's social need
builds the drive to learn
Drive to bond
Challenging from goal setting theory
40
name 4 Performance management strategies
management by objectives, appraisals, self-evaluation and employee observation
41
Performance appraisal define and name 2 benefits and weaknesses
- formal assessment of how well an employee is performing their role in the business over a set period of time.
- benefits/weakness on notes
42
Management by Objectives define and name 2 benefits and weaknesses
- process by which management and employees agree on a set of goals for each employee.
- benefits/weakness on notes
43
Self-Evaluation define and name 2 benefits and weaknesses
- Employees assess their contribution, strengths, weaknesses, and how they can improve their performance based on a set of agreed criteria.
- benefits/weakness on notes
44
Employee Observation and name 2 benefits and weaknesses
- variety of opinions on the performance of employees is sought to give a full picture of past and current performance.
- benefits/weakness on notes
45
termination management - name and define 4 of them
- Retirement: occurs when an employee decides to permanently leave the paid workforce (vuluntry)
- Redundancy (can be called retrenchment): Redundancy happens when an employer either; doesn't need an employee’s job to be done by anyone, or the business becomes bankrupt.(voluntary/involuntary)
- Resignation: Act of telling your employer you are leaving the job. employee chooses to leave the business, usually to go to another job (they are staying in same workforce, changing workplace) (voluntary)
- Dismissal: termination of employment by an employer against the will of the employee. (involuntary)
46
Termination Management: Entitlements
- Wages or salary owing > Retirement, Dismissal, Resignation, Redundancy (voluntary and involuntary)
- Leave entitlements > Retirement, Dismissal, Resignation, Redundancy (voluntary and involuntary)
- Redundancy payout: employee's job is made redundant, the employer must provide redundancy pay > Redundancy (voluntary and involuntary)
47
Transition issues
- Reduce anxiety around termination and transition out if employment
- Outplacement services to help terminated employees: counselling, resume writing
- Assisting employees in their transition: superannuation, farewell parties / speeches
48
name the 5 participants in the workplace
Human Resource Managers, Employees, Employer Associations, Trade Unions, FairWork Commission
49
Human Resource (HR) Managers:
- role
- Who they benefit/help
- How they help objectives
- How they serve employees
- Conflicts
- overseeing the recruitment, training, development, and welfare of employees
- employees and employers by ensuring fair treatment and more
- securing top talent and more
- by offering guidance on career development and more
- with employees if their enforcing unpopular/disliked policies.
50
Employees:
- role
- Who they benefit/help
- How they help objectives
- How they serve employees
- Conflicts
- perform the tasks required by the employer, following agreed work conditions and standards.
- Employees benefit from their roles; wages, job security,while contributing to biz success
- completing their tasks efficiently and more
- Employees seek fair treatment, job satisfaction and more
- with employers or HR manager if certain things aren't addressed properly (pay)
51
Employees Associations:
- role
- Who they benefit/help
- How they help objectives
- How they serve employees
- Conflicts
- represent the interests of businesses and employers in industries. Advise/support employers on things (eg: labour laws)
- help employers by providing legal advice and more
- by improving efficiency through advocacy and support and more
- advocating for better conditions, wages and more
- with unions if Employer Associations interests (eg: reducing wages) clash with the demands of employees.
52
Trade Unions:
- role
- Who they benefit/help
- How they help objectives
- How they serve employees
- Conflicts
- represent employees' interests (like wages). They negotiate with employers for better terms for workers.
- help employees by advocating for better pay and more aim to ensure workers are treated fairly.
- By negotiating agreements and more
- help resolve conflicts between employees and employers and more
- with employers or employer associations, (especially over wage increases. Disagreements can lead to strikes/industrial action.
53
Fair Work Commission:
- role
- Who they benefit/help
- How they help objectives
- How they serve employees
- Conflicts
- overseas workplace relations in Aus. Setting minimum wages, resolving disputes, and ensuring that the Fair Work Act is followed.
- helps both employees and employers by ensuring that the workplace laws are being followed fairly/always and more
- providing a legal framework within which employers must operate, like wages.
- by protecting their rights like ensuring fair pay and more
- with employers/unions if their decisions don’t align with the interests of one party eg: wage)
54
Wages and conditions of work: Awards
- define
- 2 adv
- 2 dis
- provide pay rates and conditions of employment for a particular industry or occupation.
*Fair Work Commission is responsible for setting/maintaining/reviewing the awards and ensure all workers receive fair wages/conditions
- Wage equality and transparency across industry
- Stability and predictability in negotiation process
- Less flexible to needs of individual businesses
- Hard to build in individualised productivity incentives
55
Wages and conditions of work: Agreements
- define
- 2 adv
- 2 dis
- are contracts made at a business/enterprise level between employers and employees about terms and conditions of employment.
*agreement must improve the employee's conditions, basically going beyond minimum standard outlined in awards
- More flexible to needs of individual businesses
- Easier to build in individualised productivity incentives
- Less wage equality and transparency across industry
- Less collective employee strength in bargaining
56
forms of industrial action include:
Picket lines: strike protests where unionists block goods and non-union workers from entering.
work bans: refusing overtime work, specific tasks, equipment, or working with certain people.
Work-to-rule: Employees refuse duties beyond their regular work.
Absenteeism, vandalism and sabotage: Covert conflicts can be more costly to businesses than open disputes.
57
Dispute Resolution Process
Listening to staff > negotiation > mediation > conciliation > arbitration
58
Mediation:
- definition
- 2 strengths
- 2 weaknesses
- An independent third party (the mediator) helps parties discuss issues and reach a resolution.
- more cost-effective due to its informal setting (+)
- Mediation is voluntary, with both parties willing to find a solution. (+)
- One party may refuse mediation, as attendance and agreement aren't compulsory, wasting time and money. (-)
- Information shared in mediation could benefit the other party. (-)
59
Arbitration:
- definition
- 2 strengths
- 2 weaknesses
- In this method, an independent third party hears both sides and makes a legally binding decision.
- dispute will normally be resolved much more quickly than if it was taken to court. (+)
- Arbitrator decides if the parties can't agree, so the result isn't reliant on compromise. (+)
- Arbitration can be more time-consuming and expensive, depending on the dispute and process. (-)
- Arbitration can harm the relationship, as it may leave one party dissatisfied. (-)
