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IB Business Management SL 2016+ > Unit 2 - Human Resources > Flashcards

Unit 2 - Human Resources Flashcards

(77 cards)

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1
Q

absenteeism

A

percentage of the workforce not present at work in a given time period

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2
Q

accountability

A

extent to which a person is held responsible for the success or failure of a task

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3
Q

appraisal

A

formal process of evaluating the contributions and performance of an employee

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4
Q

autocratic leader

A

person who makes all the decisions rather than delegating any responsibility to subordinates

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5
Q

chain of command

A

formal line of authority, shown in an organisation chart

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6
Q

communication channels

A

methods through which information is passed from the sender to the recipient

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7
Q

contract of employment

A

legal agreement between an employer and an employee, detailing the terms and conditions of employment

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8
Q

delayering

A

process of removing levels in the hierarchy to flatten the organisational structure

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9
Q

delegation

A

empowerment of authority of a person lower down the organisational structure

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10
Q

democratic leader

A

person who takes into account the views of others

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11
Q

dismissal

A

termination of a worker’s employment due to incompetence or a breach of contract

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12
Q

empowerment

A

non-financial motivator which involves a manager giving his/her subordinates some autonomy in their job and the authority to make various decisions

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13
Q

external recruitment

A

hiring staff from outside the organisation

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14
Q

flat organisational structure

A

there are only a few layers in the formal hierarchy

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15
Q

flexible work patterns

A

trend using less core staff and more peripheral workers such as part-time staff and freelancers

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16
Q

fringe payments

A

rewards received in addition to a worker’s wages or salaries, e.g. company car, subsidised meals

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17
Q

gross misconduct

A

major breaches such as theft, fraud, being drunk at work and lead to instant dismissal

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18
Q

Herzberg’s two factor theory

A

looked at the factors that motivate employees (motivators) and factors that prevent dissatisfaction (hygiene factors)

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19
Q

human resource management

A

role of managers in developing the people of an organisation, such as recruitment, selection, training, development, dismissal

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20
Q

human resource planning

A

management process of forecasting an organisation’s current and future staffing needs

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21
Q

hygiene factors

A

(Herzberg) factors that do not increase job satisfaction, but prevent dissatisfaction, e.g. working conditions, reasonable wages

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22
Q

internal recruitment

A

hiring staff who already work for the firm

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23
Q

job description

A

document that outlines the nature of a job, such as roles, tasks, responsibilities

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24
Q

job enlargement

A

increasing the number of tasks that an employee performs in order to decrease monotony

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25
job enrichment
increasing the number of tasks with varying difficulty in order to give workers more challenging jobs with more responsibilities
26
labour productivity
measures the output per worker
27
labour turnover
measures the number of workers who leave the firm per year, as a percentage of the workforce
28
laissez-faire leader
person who sets the objectives and allows staff to make their own decision and to complete tasks in their own way
29
leadership
skill of getting things done through other people by inspiring, influencing and motivating them
30
management
practice of achieving an objective by using the available resources of the business
31
Maslow’s hierarchy of needs
physical needs, safety needs, social needs, esteem needs, self-actualisation; lower level needs must be met before people progress up the hierarchy; once a need is satisfied, providing more of the same will not motivate workers
32
motivation
inner desire or passion to do something
33
motivators
(Herzberg) factors that increase motivation and job satisfaction, e.g. praise, recognition
34
off-the-job training
training carried out off-site
35
on-the-job training
training carried out whilst at the workplace
36
organisation chart
diagrammatic representation of a firm’s formal structure
37
performance-related pay
payment system that rewards people who meet et targets over a period of time
38
person specification
document that gives the profile of the ideal candidate, such as skills, qualifications, experience
39
piece rate
payment system that rewards employees based on the amount they produce or sell
40
portfolio working
employee carries out different jobs
41
productivity
level of output per worker
42
recruitment
process of hiring suitable workers
43
redundancies or lay-offs
occur when the employer can no longer afford to hire the worker or when the job doesn’t exist any longer
44
remuneration
overall package of pay and benefits offered to an employee
45
responsibility
refers to whom is in charge of whom
46
situational leader
not based on a single approach; best style depends on the situation it is about using the right person and the right style for the right situation
47
tall organisational structure
there are many layers in the hierarchy
48
Taylor’s scientific management
specialisation and division of labour increases the level of productivity
49
teleworking
employees work in a location away from the workplace
50
time rate
payment system that rewards staff for the time that they put into work
51
training
process of providing opportunities for workers to acquire employment-related skills and knowledge
52
Adams equity theory
workers will only be motivated if their remuneration is seen to be fair in relation to others
53
behavioural training
developing and changing behavioural issues in order to improve work performance
54
bureaucracy
official administrative and formal rules of an organisation that govern business activity
55
centralised structures
majority of decision making is done by a very small number of people
56
cognitive training
training and developing mental skills to improve work performance
57
commission
employees are paid based on a percentage of sales
58
decentralised structures
some decision-making authority is passed onto others
59
employee share ownership schemes
employees may be issued shares or offered the opportunity to buy them at a discounted rate
60
flexible structures
not based on the traditional hierarchical organisation and enables a business to adapt its labour resources quickly
61
hierarchy
refers to the organizational structure based on a ranking system
62
induction
training aimed at introducing new staff to the business to get familiar with practices and policies
63
job analysis
part of recruitment process that involves examining the different components of the job in order to determine what it requires
64
job rotation
form of job enlargement whereby workers are given different tasks, but of the same level of complexity
65
leadership style
way in which leaders tend to operate, e.g. democratic, autocratic
66
matrix structure
flexible organisation flexible organisation of representatives from different departments within an organisation temporarily working together on a particular project
67
mobility of labour
extent to which workers are flexible enough to move to different locations or their flexibility in changing to different jobs
68
offshoring
relocating business functions and processes to another country
69
outsourcing
finding external people or businesses to carry out non-core functions of a business
70
paternalistic leader
treats employees as if they were family members, guiding them through a process and acting in the best interest of the employees
71
Pink’s drive theory
people in modern societies are motivated by three key factors: autonomy, mastery and purposes
72
profit-related pay
the amount an employee receives is linked to the amount of profit that the business makes
73
project-based organisation
human resources are organized around particular projects, each led by a project manager, e.g. matrix structure
74
re-shoring
reversal of off-shoring: transfer of business operations back to its country of origin
75
Shamrock organisation
Charles Handy’s idea that organisations are increasingly made up of core staff that are supported by part-time workers and by outsourced staff and contractors
76
span of control
number of subordinates that are overseen by a manager
77
workforce
number of employees for a particular organisation

IB Business Management SL 2016+ (5 decks)

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