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bm exam > Unit 3, Aos 2 > Flashcards

Unit 3, Aos 2 Flashcards

1
Q

Human Resource Management

A

the organisation of employees’ roles, pay and working conditions

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2
Q

Motivation Theories

A

maslows hierarchy of needs
lawrence and nohrias four drive theory
locke and lathams goal setting theory

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3
Q

Motivation

A

the willingness of an individual to expend energy and effort in completing a task

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4
Q

Maslows hierarchy of needs

A

a motivational theory that suggests people have five fundamental needs and their sequential attainment of each need as a resource of motivation

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5
Q

MHON +

A

+ Help managers determine which level of hierarchy is motivating employees > target strategies
+ Employees can work in an engaging environment that allows them to reach their full potential

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6
Q

MHON -

A
  • Difficult to measure success
  • Assumes all employees are motivated in the same order
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7
Q

MHON steps

A
  1. physiological needs
  2. safety and security needs
  3. social needs
  4. esteem needs
  5. self actualisation needs
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8
Q

MHON; physiological needs

A

the basic requirements for human survival, such as food, water and shelter

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9
Q

MHON; safety and security needs

A

the desires for protection from dangerous or threatening environments

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10
Q

MHON; social needs

A

the desire for a sense of belonging and friendship among groups, both inside and outside the workplace

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11
Q

MHON; esteem needs

A

are an individual’s desires to feel important, valuable and respected

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12
Q

MHON; self-actualisation needs

A

the desires of an individual to reach their full potential through creativity and personal growth

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13
Q

Lawrence and Nohria’s Four Drive Theory

A

motivational theory that suggests that people strive to balance four fundamental desires

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14
Q

Drives

A
  1. Drive to Acquire desire to achieve rewards and high status
  2. Drive to Bond the desire to participate in social interactions and feel a sense of belonging
  3. Drive to Learn the desire to gain knowledge skills and experience
  4. Drive to Defend the desire to protect personal security as well as the values of the business
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15
Q

LNFDT +

A

+ Simple approach for motivating employees and is easy to implement
+ All four drives can be attained simultaneously and are not restricted to sequential orders, increasing motivation efficiently

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16
Q

LNFDT -

A
  • Managers may find it difficult to manage four drives simultaneously
  • Some drives can be overlooked
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17
Q

Locke and Latham’s Goal setting theory

A

a motivation theory that states that employees are motivated by clearly defined goals that fulfil five key principles

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18
Q

LLGST steps

A
  1. Clarity; goals need to be clear and specific
  2. Challenge; goal should be difficult enough to encourage employees to improve in order to achieve it
  3. Commitment; employees should be involved in setting their goals
  4. Task Complexity; the goal should not overwhelm employees and should be achievable
  5. Feedback; managers should provide regular support to employees and adjust goals as needed
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19
Q

LLGST +

A

+ Process of managers setting goals with employees can improve levels of trust
+ Goals are specific and measurable it is not time-consuming for managers to assess whether an employee has achieved their goal or not

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20
Q

LLGST -

A
  • May be difficult for a manager to always align an employee’s personal goals with business objectives
  • Employees may become stressed and demotivated if they have too many goals at once
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21
Q

Motivational Strategies

A

performance related pay
career advancement
investment in training
support strategies
sanction strategies

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22
Q

Performance related pay

A

a financial reward that employees receive for reaching or exceeding a set business goal

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23
Q

performance related pay +

A

+ Can be used to motivate many employees at once
+ Employees can personally gain from achieving objectives through tangible reward

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24
Q

performance related pay -

A
  • May take harmful shortcuts to reach objective, compromising quality
  • Employees require increases in value of financial reward to remain motivated
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25
Q

Career advancement

A

upwards progression of an employee’s job position

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26
Q

career advancement +

A

+ Employees feel more valued by the business, improving morale
+ Promoting employees from within the business can be cheaper than recruiting new employees

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27
Q

career advancement -

A
  • Some employees promoted beyond capabilities
  • Promoting employees to a higher position involve increase in cost of wages
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28
Q

Investment in training

A

allocating resources to improve employee skills and knowledge

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29
Q

investment in training +

A

+ Employees feel more valued
+ Skills and knowledge gained from training may assist employees to complete tasks quicker

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30
Q

Investment in training -

A
  • Training employees is time-consuming and can delay completion of work tasks
  • Training programs can be costly for a business
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31
Q

Support strategies

A

involve providing employees with any assistance that improves their satisfaction at work

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32
Q

support strategies +

A

+ May feel more valued by managers, as their wellbeing is considered
+ Problems can be dealt with efficiently before they escalate saving time

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33
Q

support strategies -

A
  • Can be time-consuming for a manager to maintain relationships with staff
  • May not motivate employees quickly if they do not see benefits of support in short-term
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34
Q

sanction strategies

A

penalising employees for poor performance or breaching business policies

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35
Q

sanction strategies +

A

+ Can pressure employees to act in accordance with management instructions
+ Can motivate employees to avoid punishment

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36
Q

sanction strategies -

A
  • Levels of trust between employees and management may decrease
  • Replacing employees who have left due to excessive penalties can be time consuming/costly
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37
Q

On-the-job training

A

involves employees improving their knowledge and skills within the workplace

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38
Q

on the job training examples

A
  • Coached by an existing employee on how to perform a specific role
  • Having senior staff member act as a mentor who continually supports employees and provides advice on how to perform task
  • Job shadowing an experienced employee working in the same position
  • Hiring an external trainer to give on-site demonstrations of specific skills
  • Having employees rotate between different jobs to gain experience in a variety of roles
39
Q

on the job training +

A

+ Quickly become familiar with work equipment, reducing time taken to complete their training
+ Internal training is often less expensive (travel costs)

40
Q

on the job training -

A
  • Learn bad habits from existing staff
  • Experienced employees taken away from own duties
41
Q

Off-the-job training

A

Involves employees improving their knowledge and skills in a location external to the business

42
Q

off-the-job training +

A

+ Receiving training from professionals allow for new perspectives
+ Errors made by employees during training do not occur on site, decreasing expenses associated with waste

43
Q

off-the-job training -

A
  • Paying external organisations can be expensive
  • Employees may struggle to apply new knowledge to workplace (information based)
44
Q

Performance Management Strategies

A

management by objectives
performance appraisals
self-evaluation
employee observation

45
Q

Management by objectives

A

both managers and employees collaboratively setting individual employee goals that contribute to the achievement of broader business objectives

46
Q

MBO +

A

+ Aligning employee objectives with businesses objectives means employees are always working towards business goals
+ Establishing clear steps allows employees to gain a clearer understanding of their role

47
Q

MBO -

A
  • If too many goals are set, employees may become stressed and overwhelmed, leading to a decrease in motivation and employee productivity
  • Developing objectives may desire monetary rewards or promotions, increasing business expenses
48
Q

Performance appraisals

A

involve a manager assessing the performance of an employee against a range of criteria, providing feedback and establishing plans for future improvements

49
Q

PA +

A

+ Communication between managers and employees during one-on-one reviews can improve workplace relationships
+ Results from performance appraisal process can outline areas where employees are struggling and training can be implemented to resolve issues

50
Q

PA -

A
  • Employees may lose motivation if they receive multiple poor performance appraisals
  • This process can be time consuming as managers individually review each employee’s performance
51
Q

Self-evaluation

A

involves an employee assessing their individual performance against a set of criteria

52
Q

Self-evaluation +

A

+ Employees may be empowered to improve performance, as they are directly involved in their own performance management
+ Self-evaluation can save managers time, as employees evaluate their own performance

53
Q

Self-evaluation -

A
  • If employees are dishonest, the self-evaluation process can be a waste of time
  • Training courses provided to address employee weaknesses can increase business expenses
54
Q

Employee observation

A

involves a range of employees from different levels of authority assessing another employee’s performance against a set of criteria

55
Q

EO +

A

+ The manager can gain multiple different perspectives about the employee
+ Where an employee is unaware, they are being observed, this allows for an accurate analysis of an employee’s performance

56
Q

EO -

A
  • Friends of employees may provide inaccurate feedback due to their relationship
  • Employees may feel stressed if they are made aware that they are being observed
57
Q

Termination Management

A

retirement
redundancy
resignation
dismissal

58
Q

retirement

A

involves an individual deciding to leave the workforce permanently as they no longer wish to work

59
Q

redundancy

A

involves an employee no longer working for a business because there is insufficient work or their job no longer exists

60
Q

resignation

A

involves an employee voluntarily terminating their own employment, usually to take another job position elsewhere

61
Q

dismissal

A

involves the involuntary termination of an employee who fails

62
Q

entitlement considerations

A

are legal obligations an employer owes to its employees following the termination of their employment contract

63
Q

entitlement considerations examples

A

 Annual or long service leave: paid time off that is provided to an employee when they are not working
 Redundancy pay: entitled to compensation from the business for termination
 Notice of termination: must be sufficient notice for any redundancies and dismissals to provide the employees with time to prepare for their loss of employment
 Justifiable reasons for employment termination: employer must provide valid reasons for the redundancy or dismissal of an employee for it to be considered lawful

64
Q

Transition considerations

A

social and ethical practices that a manager can consider implementing when terminating employment

65
Q

Transition considerations examples

A
  • Offering resume writing or interview training to improve employability
  • Providing networking support for employees in the form of contacts that they can use to gain future employment
  • Providing flexible working hours allowing ability to attend interviews
  • Introducing counselling and financial services to ease the uncertainty of leaving the business
  • Holding celebrations and providing recognition of achievements of employees leaving the business
  • Slowly reducing the working hours of retiring employees to help them adjust to a change in their lifestyle
66
Q

Role of Participants

A

hrm
employees
employer ossociations
unions
fwc

67
Q

ROP: HRM

A
  • Recruit, hire, train and terminate employees: hire candidates with the required qualities and skills to assist the business in achieving its objectives
  • Negotiate with employees and their representatives: represent the business when developing employee wages and working conditions in an agreement
  • Act as a mediating party: facilitate communication between employees and management
68
Q

ROP: Employees

A
  • Follow and understand workplace safety procedures: awareness of OHS procedures communicated to them
  • Complete tasks with proper care and diligence: complete set tasks with the aim of contributing to a business objectives
  • Obey terms in their contract: follow employee requirements and expectations, such as working the appropriate number of hours each week
  • Avoid misusing confidential information: keep sensitive information within the business
  • Report illegal or unethical behaviour: report any individuals who are engaging in workplace bullying or discrimination
69
Q

ROP: employer associations

A
  • Share information: actively make employers aware of any new policies, laws or regulations which must be taken into account by the business
  • Provide advice: encourage employers to communicate strongly with employees when making changes at the business
  • Represent employers during negotiations with employees: represent employers when negotiating wages and conditions of employment under new agreements through collective bargaining
  • Provide support: listen to the concerns of employers and offer management advice
70
Q

employer associations

A

advisory bodies that assist employers in understanding and upholding their legal business obligations

71
Q

unions

A

organisations composed of individuals who represent and speak on behalf of employees in a particular industry to protect and improve their wages and working conditions

72
Q

ROP: unions

A
  • Represent employees and negotiate new wages and conditions on behalf of their members: communicate the concerns and desires of employees to employers during collective bargaining with the aim to protect and improve wages and conditions
  • Seek better wages and work conditions on behalf of employees: actively provide employees with resources and tools to communicate their needs to employers
  • Protect job security and integrity of employee contracts: respond to any concern or issues raised by employees related to their wages and work conditions
73
Q

FWC

A

Australia’s independent workplace relations tribunal that has a range of responsibilities outlined in the Fair Work Act

74
Q

ROP: FWC

A
  • Set national minimum working standards: revise and update NES to protect the wages and working conditions of employees
  • Establish awards: determine minimum pay and working conditions for particular industries
  • Approve and monitor enterprise agreements: Ensure agreements meet the NES prior to accepting and approving them
  • Act as an arbitrator: make a legally binding decision during arbitration after hearing arguments from both parties in a dispute
  • Act as a mediator: facilitate conversations between disputing parties in a workplace to assist them in coming to a resolution, whilst offering no opinions on the dispute
  • Respond to serious workplace issues: assist employees who have been unfairly dismissed or are dealing with unfair termination claims
75
Q

Awards

A

legal documents that outline the minimum wages and conditions of work for employees across an entire industry

76
Q

Awards +

A

+ Transparency and quality between employees is maintained as they all receive the same wages and conditions set out by their reward
+ FWC ensures all employees receive appropriate wages and conditions of work

77
Q

Awards -

A
  • Employees may leave the business to find employment with a higher pay rate than their current award, creating an increase in staff turnover
  • Employees may be unsatisfied by only receiving the minimum wages and conditions
78
Q

Agreements

A

legal documents that outline the wages and conditions of employees and are applicable to a particular business or group of businesses

79
Q

collective bargaining

A

process of negotiation between employers and employees or their chosen representatives to reach an agreement regarding employee wages and conditions of employment

80
Q

To be approved by the FWC, enterprise agreements must:

A
  • Provide employees with wages and conditions that exceed the relevant industry award
  • Be mutually agreed upon by employees and their employer
  • Be documented in writing
  • Comply with the FWC’s National Employment Standards
81
Q

Agreements +

A

+ Positive relationships between employees and employers may develop in the negotiation process
+ Businesses have greater flexibility when setting wages and conditions, allowing the business to better meet employee needs and objectives

82
Q

Agreements -

A
  • Can be time-consuming process for employees and employers to negotiate
  • Agreements can be more costly than following an award, as the wages and conditions of an agreement must improve upon those of the relevant industry award in order to satisfy the ‘better off overall test’
83
Q

awards and agreements similarities

A
  • Businesses must uphold requirements of employment as stated through NES
  • Contractual disputes are dealt with by the FWC
84
Q

awards and agreements differences

A

AWARDS
* Employees may not always be represented by their union in the process of determining wages and conditions
* Applicable to an entire industry
* Developed by the FWC
AGREEMENTS
* Leaves employees better off than the relevant award
* Is developed through voluntary negotiation between employers and employees
* Applicable to a particular business or group of businesses
* Is reviewed and approved by the FWC

85
Q

The Dispute Resolution Process

A

series of steps that disputing parties follow in order to resolve a disagreement and reach a resolution

86
Q
  • Dispute resolution process involves in the following steps:
A
  1. The disputing parties must try and resolve the dispute within the business. To do so, a business may facilitate discussions between disputing employees, managers, and their relevant representatives.
  2. If the dispute is unable to be resolved, the business can involve an independent third party, such as the FWC, to facilitate the resolution process
  3. An independent third party will first attempt to resolve the dispute via mediation whereby they coordinate productive conversations between the disputing parties
  4. If the dispute is unable to be resolved at the mediation level, the case will be escalated to the arbitration process whereby a tribunal member makes a decision that all parties must legally oblige to.
87
Q

Mediation

A

involves an impartial third-party facilitating discussions between disputing parties to help each side of the conflict reach a resolution themselves

88
Q

Mediation +

A

+ Both disputing parties have control over the final decision, meaning they are more likely to be satisfied at the end of the resolution process
+ Less expensive than more formal dispute resolution processes as it usually occurs in an informal setting

89
Q

Mediation -

A
  • Mediation does not always result in a legally binding decision meaning parties could go back on their agreement in the future
  • If a final decision is not reached, the process can be a waste of time
90
Q

Arbitration

A

involves an independent third party hearing arguments from both disputing parties and making a legally binding decision to resolve the conflict

91
Q

Arbitration +

A

+ The final decision is legally binding, which prevents the occurrence of the same dispute between the two parties
+ Employees are not coerced into agreeing to a resolution as the likelihood of a power imbalance between disputing parties is reduced

92
Q

Arbitration -

A
  • Employees have reduced control over the final decision and therefore may be unhappy at the end of this process
  • Arbitration is the most expensive dispute resolution process due to the costs incurred from conducting hearings
93
Q
A

bm exam (5 decks)

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