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business management > unit 3 aos 2 > Flashcards

unit 3 aos 2 Flashcards

(76 cards)

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1
Q

HUMAN RESOURCE MANAGEMENT:

A

Organization of employees’ roles, pay and working conditions.

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2
Q

Motivation:

A

The force that drives people to exert effort over a period of time.

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3
Q

Motivation leads to:

A

Improved staff morale

Greater productivity
+ success in achieving business objectives

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4
Q

What can come out of motivation?

A

Better career paths, promotions , increased willingness to work

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5
Q

MASLOW’s HIERARCHY OF NEEDS:

A

suggests that all humans have five fundamental needs that they strive to achieve in a sequential order.

5) Self-actualization needs (wants/needs, ‘better yourself’)

4) Self-esteem needs (respect, position/promotion)

3) Social needs (friends, community, belonging)

2) Safety needs (job security (ongoing position))

1) Physiological needs (payday, salary)

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6
Q

STRENGTHS OF MASLOW’S

A

Clear structure for business, employees can achieve full potential

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7
Q

WEAKNESSES OF MASLOW’S

A

Assumes employees are motivated by the same things in the same priority order, assumes there is nothing else that can motivate employees

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8
Q

FOUR-DRIVE THEORY: Lawrence & Nohria’s Four Drive Theory

A

Acquire: Motivated employees to acquire status, accomplishments, and power

Bond: Employees want to feel a sense of belonging to business

Defend: People driven to defend position, accomplishments, colleague, family or friends

Comprehend: Pushes people to seek out information and learn something new/how things work

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9
Q

Locke & Latham Goal Setting Theory:

A

Motivational theory that states setting goals improves performance

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10
Q

Examples of Four Drive Theory (ACQUIRE)

A

Rewards, remuneration, recognition

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11
Q

Examples of Four Drive Theory (BOND)

A

Collaboration in smaller groups = reaches business objectives

Open communication

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12
Q

Examples of Four Drive Theory (COMPREHEND)

A

Training

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13
Q

Examples of Four Drive Theory (DEFEND)

A

Job security

Promotions

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14
Q

Variables that can impact our chances of success in applying goal theory:

A

Performance

Clarity

Goal commitment

Task complexity

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15
Q

Goals should be:

A

simple, clear, specific

Should have everyone understand what is expected, and the result that will be rewarded.

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16
Q

Challenge:

A

The opportunity to complete a task that is highly valued by the management of a business can provide motivation to an employee

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17
Q

Commitment:

A

Goals set by management, but more motivating with employee input

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18
Q

Task complexity:

A

Employees to receive necessary training to develop skills over time, deadlines should align with abilities.

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19
Q

Feedback:

A

Helps recognize progress, adjust goals and clarify expectations.

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20
Q

Strengths of Goal Theory

A

Individual specific approach

Aligns with business objectives + personal goals

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21
Q

Weakness of Goal Theory:

A

Time consuming

Can be hard to align with business objectives + personal goals

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22
Q

Motivation strategies:

A

Performance-related pay, career advancement, investment in training, support, sanction

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23
Q

Performance-related pay:

A

Motivation strategy is a financial reward for reaching or exceeding a set business goal (pay rise, bonus, commission on sales)

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24
Q

Strengths of performance-related pay:

A

Personal goal focused, objective can be powerful

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25
Weakness of performance-related pay:
Competitive, hard to focus on team goals
26
Career advancement:
Motivation strategy is the upwards progression of an employee's job position
27
Strength of career advancement:
Develops broader skill + knowledge base (long-term opportunities)
28
Weakness of career advancement:
Demotivating if opportunities are not available May lose focus on business objectives
29
Investment in training:
Motivation strategy in allocating resources to improve employees' skills + knowledge
30
Strengths in investment in training:
Targeted at business objectives Leads to productivity gains + quality improvements
31
Weaknesses in investment in training:
financially expensive If employee leaves, they take your investment with them
32
Support:
Motivation strategy is providing employees with any assistance that improves their satisfaction at work
33
Strengths of support:
Employees feel valued Manager directly involved with motivational focus
34
Weaknesses of support:
May involve a lot of management time meeting + supporting the employee May take a long time to see the benefits develop
35
Sanction:
Motivation strategy is penalizing employees for poor performance or breaching business policies
36
Strengths of sanction:
Powerful to employees motivated by fear Lead to focused and hopefully predictable responses
37
Weaknesses of sanction:
Does not support employees Long-term resistance/employees may leave the business
38
Training:
providing an employee with the skills + knowledge needed to complete a job
39
On-the-job training:
knowledge/skills within the workplace.
40
Examples of on-the-job training:
Coaching, apprenticeships, mentored by supervisor
41
Advantages of on-the-job training:
Develop strong interpersonal relationships perform their role while training
42
Disadvantages of on-the-job training:
Lack amount of experienced staff to train employees may become distracted by workplace
43
Off-the-job training:
Improving knowledge/skills in a location external to the business.
44
Examples of off-the-job training:
Attend conferences, attaining specific qualifications (TAFE),
45
Advantages of off-the-job training:
Receiving information from professionals, does not take experienced employees away from the job
46
Disadvantages of off-the-job training:
Businesses workflow may be disrupted, employees may struggle to apply new knowledge in the workplace
47
Performance management:
Allows human resource managers to determine if employees are completing their tasks to the desired quality and identify areas that need improvement.
48
MANAGEMENT BY OBJECTIVES:
Managers and employees collaboratively setting individual goals that contribute to wider business objectives.
49
PERFORMANCE APPRAISAL:
Managers ASSESS performance of an employee against a range of criteria, providing feedback and establishing plans of improvement for the future.
50
SELF-EVALUATION:
Employee assessing their individual performance against a set criteria.
51
EMPLOYEE OBSERVATION:
Range of employees from different levels of authority assessing other employees performances against a set criteria.
52
REDUNDANCY:
Employee no longer working for business because there is insufficient work or their job no longer exists.
53
Reasoning: (redundancy)
No longer enough work Cannot afford to pay current level of employees
54
DISMISSAL: (firing, sacking)
Involuntary termination of an employee who fails to meet required standards or displays unacceptable/unlawful behaviour
55
ENTITLEMENT ISSUES:
After employee termination, there is a range of entitlement issues an employer must consider. (ANNUAL LEAVE, REDUNDANCY PAY, NOTICE OF TERMINATION, etc.)
56
TRANSITION ISSUES:
Process of leaving a business can be difficult for employees (financial uncertainty, stress, etc.)
57
Workplace relations:
Interactions between employers and employees to achieve wages + conditions that satisfy both the business and employees
58
Role of human resource managers:
Coordinate the relationship between employees + management within businesses.
59
Role of employees:
Must follow + understand workplace safety procedures Not misuse confidential information Obey terms in contract
60
Role of employer associations:
Advisory body who assist employers in understanding + upholding legal business obligations
61
Role of unions:
Organization composed of individuals who represent and speak on behalf of employees in an industry to protect + improve their wages and working conditions.
62
Role of fair work commission:
(Australia's independent workplace relations tribunal and has a range of responsibilities outlined by the Fair Work Act) - National minimum working standards - Establish awards
63
Award:
Legal document which outlines minimum wages + conditions of work across an entire industry
64
National Employment Standards (NES)
Expected to uphold, set by FWC - Annual leave - Parental leave - Maximum weekly working hours
65
Awards: advantages
Improves transparency and equality between employees Can reduce time in determining wages
66
Awards: disadvantages
No relationship between the employers and employees as they are not involved in negotiation Employees may be less satisfied (only receive minimum wages)
67
Agreements:
Legal document which outlines the wages + conditions of employees and is applicable to a particular business/group of businesses
68
Agreements: advantages
Better relationship between employees + employers (involved in negotiations) Represented by their union
69
Agreements: disadvantages
Increases inequality in wages compared to employees in other businesses Time-consuming
70
DISPUTE RESOLUTION:
Conflict between workplace participants because of disagreement
71
Mediation:
Impartial third party facilitating + guiding discussion between disputing parties to help each side of the conflict to reach a resolution THEMSELVES.
72
Mediation: advantages
Promotes positive working relationships Less expensive
73
Mediation: disadvantages
Unbalanced power Waste of time if decision is not reached
74
Arbitration:
Independent third-party hearing arguments from both parties + making a LEGALLY BINDING decision to resolve conflict.
75
Arbitration: advantages
Legally binding, employees are not coerced into accepting
76
Arbitration: disadvantages
Less control over decision, Result in future disputes as one party may not be happy

business management (6 decks)

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