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buisness > unit 6 > Flashcards

unit 6 Flashcards

1
Q

what is an HR objective

A

a specific goal or target or relating to the management and performance of human resources in a business

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2
Q

what is resource management

A

the design and implementation of strategies to manage people for optimum business performance

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3
Q

why has HRM become more important

A

more businesses now provide services therefor people are crucial to ensure good customer service

competitiveness forces efficiency in the workplace

movement towards flatter organisational structures.

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4
Q

what is the value of effective HR objectives

A

can connect HR activities and decision making with overall business objectives.

link HR with customers service and quality

Help create an effective working environment

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5
Q

aspects of HRM

A

workforce planning
recruitment
training
motivation
developing corporate culture

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6
Q

what would the HR actions be to make effective use of workforce potential

A

Ensure jobs have suitable, achievable workloads
avoid too many under-utilised or over stretched staff
make best use of employees skills

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7
Q

what would the HR actions be to ensure Human Resources are employed cost effectively

A

pay rates should be competitive but not excessive
minimise staff turnover
measure returns on investment in training

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8
Q

what is hard HRM

A

treats employees simply as a resource of the business. Strong link with corporate business planning- what resources do we need, how dow er get them and how much will they cost

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9
Q

reasons to recruit staff

A

business expansion
existing employees leave
business need employees with new skills
business is relocating

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10
Q

advantages of part-time employees

A

cheaper to employ as entitles to less benefits
more flexible workforce
wide range of potential recruits

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11
Q

disadvantages of part-time employees

A

employees feel less loyal to businesss and therefore less motivated.
may be harder for managers to control and coordinate workforce

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12
Q

internal recruitment

A

jobs given to straff already employees by business
involves promotion and reorganisation

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13
Q

external recruitment

A

job centres
job advertisements
recruitment agencies
headhunting
personal recommendations

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14
Q

advantages of internal recruitment

A

cheaper and quicker to recruit
people already familiar with business and how it operates
provides opportunities for promotion with in business
business already knows strengths and weaknesses of candidates

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15
Q

disadvantages of internal recruitment

A

limits no. of potential applicants
no new ideas
may cause resentment amongst candidates
creates another vacancy.

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16
Q

what is training

A

involves the development of work related sills to improve performance. This can be on or off the job and may lead to qualification.

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17
Q

advantages of external recruitment

A

outside people bring new ideas
larger pool of workers from which to find best candidate
people have a Wider range of experience

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18
Q

disadvantages of external recruitment

A

longer process
more expensive
may not be effective enough to reveal candidate

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19
Q

benefits of training

A

better productivity and quality
more flexibility through better skills
less supervision requires
improved motivation through greater empowerment
better recruitment and employee retention

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20
Q

what does on-the-job training mean

A

an employee recieves training whilst remaining in the workplace

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21
Q

methods of on-the-job training

A

demonstration/ instruction
coaching
job rotation
projects

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22
Q

advantages of on-the-job straining

A

generally most cost-effective
employees are still productive
opportunity to learn whilst doing
training alongside real colleagues

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23
Q

disadvantages of on-the-job training

A

quality depends on ability of trainer
bad habits pass on

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24
Q

what is off-the-job training

A

employee training that takes place away from the work place

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25
Q

methods of off-the-job training

A

day or part time attendance at college
professional development courses or conferences
online training

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26
Q

advantages of off-the-job training

A

a wider range of skills or qualifications can be obtained
can learn from outside specialists or experts
employees can be more confident when starting job

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27
Q

disadvantages of off the job training

A

more expensive- transport and accomodation
lost working time and potential output from employees
employees now have new skills/qualifications and may leave for better jobs.

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28
Q

why do businesses neglect training

A

they fear employees will be poached by competitors
a desire to minimise short term costs
they cannot make a justifiable investment case
training takes time to have the desires effect

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29
Q

redeployment

A

redeployment involves moving employees to different jobs, departments or locations within the same business

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30
Q

benefits of redeployment v redundancy

A

maintains job security for employee
Business retains skills and experience
labour resources are allocated more effectively
reduced costs of recruitment and selection

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31
Q

what is redundancy

A

where an employee is dismissed because the job / role no longer exists or is required

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32
Q

HR options to avoid costly redundancies

A

freeze on recruitment- jobs lost through natural wastage
short-time working or job sharing
pay cuts or overtime bans to reduce wage costs
redeployment
encouraging early retirement

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33
Q

what is a case study for business expansion through training and development

A

Aldi

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34
Q

notes on case study ALDI intro

A

-leading retailer with over 8,000 stores
-brand associated with value for money
-emphasis on providing g a range of high value products for an excellent price
-places great importance on how it trains and develops their staff
-training is beneficial because it helps to increase efficiency and makes the staff more motivated.
-development is about building the long term capabilities of the workforce

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35
Q

how has ALDI’s training and development programme help to ensure its employees have the skills that the business requires for now and the future

A

-need to predict future staffing needs accurately
-needs to plan for the number of workforce they will require and the skills too.
-the business monitors the availability of their products to the customers. if the availability drops below a specific margin, then a programme of training on order accuracy will be undertaken
-the company will need to recruit 4,000 new staff in the next 12 months to keep up with the rapid expansion of their business.
-to attract the best candidates it offers industry-leading salaries at all levels, and produces clear and detailed job descriptions for each post. After there is an interview and assessment stage.
-Although ALDI expects these new employees to make an immediate impact, they organise high-level training for recruits at all levels.
-new recruits learn about the philosophy of ALDI.

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36
Q

what are the different methods of on-the -job -training

A

coaching- an experienced member of staff will help trainees to learn new skills through demonstrations.
mentoring-each trainee is allocated to a member of staff who will act as a guide or a helper
job-rotation- this is where members of staff rotate roles so that the trainee experiences a full range of jobs.
‘sitting next to Nellie’- the process of working alongside a colleague that observes them and helps them to learn the skills needed for the appropriate jobs.

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37
Q

what are the off-the job training methods that is offered to Aldi

A

recruitment, interviewing and selection
-employment law
-influencing skills
-performance reviews
-Aldi management system (how to develop and performance manage people).

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38
Q

why might off-the job training be bad for ALDI

A

extra costs (payments to training organisations)
-staff taking training courses ar not at work, so their jobs have to be covered by others- increase in payroll costs.

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39
Q

Benefits of off-the job trading for ALDI

A

-more motivated staff
-greater staff productivity
-employees with a larger range of skills and ability to provide improved customer service

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40
Q

what does ALDI provide for young people

A

for 16-18 year olds, apprenticeships are open
combines both on and off-the job training.

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41
Q

how does development impact employees

A

through development schemes employees can obtain transferrable qualifications that can benefit the business and the employees

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42
Q

how would a business lose staff

A

retirement
maternity
death

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43
Q

what is employee retention

A

the ability of a business to convince its employees to remain with business

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44
Q

what is the labour turnover formula

A

number of employees leaving during period/average number employed during period x 100

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45
Q

problems of high staff turnover

A

higher costs
increased pressure on remaining staff
disruption to production/productivity
harder to maintain required standards of quality

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46
Q

what are the factors that affect staff turnover

A

type of business
pay and other rewards
working conditions
opportunities for promotion
competitor actions
standard of recruitment

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47
Q

context on staff turnover

A

Tesla- 25% staff turnover

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48
Q

ways to improve staff turnover

A

effective recruitment and training
provide competitive pay and other incentives
job enrichment
reward staff loyalty

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49
Q

why is labour productivity important

A

closely linked to productive use of labour
remain competitive

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50
Q

factors influencing labour productivity

A

extent and quality of fixed assets
skills, ability and motivations of the workforce
methods of production organisation
extent to which the workforce is trained and supported
external factors

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51
Q

equation for labour productivity

A

output per period/number of employees at work

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52
Q

what is absenteeism

A

an employee’s intentional or habitual absence from work

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53
Q

formula for Absenteeism

A

number of staff absent during period/ number employed during period x 100

54
Q

what does the organisational structure determine

A

authority and responsibility
individual roles and titles
the people to whom others are accountable
the formal routes through which communication flows in business

55
Q

what is span of control

A

the number of control is the number of employees (subordinates) for whom a manager is responsible for

56
Q

what are subordinates

A

the people who you are responsible for

57
Q

what is a large span of control called

A

wide

58
Q

what os a small span of control called

A

narrow

59
Q

what does a narrow span of control allow for

A

-allows for closer supervision of employees
-more layers in the hierarchy may be required
-helps more effective communication

60
Q

what does a wide span of control allow for

A

-gives subordinates the chance for interdependence
-more appropriate if labour costs are significant- reduce number of managers

61
Q

what does centralised mean

A

all major decisions happen in one place

62
Q

what does span of control depend on

A

-personality and skill/experience of the manager
-size and complexity of the business
-whether the business is centralised or decentralised
-the effective use of clear objectives throughout a business

63
Q

what does a chain of command

A

describes the formal lines of authority within a business

64
Q

what are the common types of organisational structure

A

-tall structure- traditional;- many layers inhierachy, narrow spans of control
-flat, less direct control, wider span

65
Q

what are the factors that influence organisational structure

A

size of business
type of business
management and leadership style
the competitive environment

66
Q

how does the size of a business influence the organisational style

A

small businesses will tend to have informal or flat hierarchical structures

67
Q

how does the type of business influence organisations; structure

A

does the business operate from just one or several locations

68
Q

how does the management and leadership style influence organisational structure

A

autocratic traller- fewer spans more controlling
democratic- likely to be flatter

69
Q

how does the competitive environment influence organisational structure

A

may need to be flatter or decentralised to respond quicker.

70
Q

what is delayering

A

Removing layers of management from the hierarchy of the organisation

71
Q

drawbacks of delayering

A

loss of key staff
lower morale
increasing workloads for remaining staff
often argued

72
Q

what is delegation

A

giving authority to others to make decisions

73
Q

advantages of delegation

A

-reduced management stress and workload
-allows senior management to focus on key tasks
-subordinates are empowered and motivated
-good methods of on-the-job training

74
Q

disadvantages of delegation

A

cannot/should not delegate responsibility
-depends on quality/experience of subordinates
-harder ina smaller firm
-may increase workload and stress of subordinates

75
Q

what is empowerment

A

giving the power to do their job

76
Q

what is centralised decision making

A

decision-making firmly at the top of the hierarchy ( amongst the most senior management)

77
Q

context on centralisation

A

fast food businesses muse centralised structrure to ensure that control is maintained over their thousands of outlets- because to ensure consistency of customer experience and quality at every location, together with desire to exploit economies of scale, are the main reasons for this decision

78
Q

advantages of centralisation

A

-easier to implement policies and practices for the whole business
-easier to coordinate and control from the centre
-economies od sale and overhead savings easier to achieve
-quicker decision making- easier to strong leadership

79
Q

disadvantages of centralisation

A

more bureaucratic- often extra layers in te hierarchy
-local or junior manager are likely to be more aware of customer needs
-lack of authority down the hierarchy may reduce manager motivation
-customer service may suffer due to lack of felxibility and speed of local decision-making.

80
Q

decentralised decision making

A

decision making is spread out to include more junior managers in the hierarchy

81
Q

example of decentralised decision making

A

hotel chains- empowered to make the-spot decisions to handle customer problems

82
Q

advantages of

A
83
Q

what is job design

A

the tasks and responsibilities that are grouped into a specific job

84
Q

how would maintaining quality be influenced by job design

A

jobs should be designed so they support the required level of quality- particularly for customer service

85
Q

how would operational efficiency be influenced by job design

A

job design should be closely integrated with operational requirements- ensure workers have the resources required.

86
Q

how would labour retention influenced by job design

A

poor design is a common cause of high staff turnover and low employee retention.

87
Q

how would skills of the workforce be influenced by job design

A

employees can only undertake jobs effectively if they have the skills required

88
Q

what is motivation

A

the will to work
comes from enjoyment of work itself and from the desire to achieve certain goals.

89
Q

what are the classic theories of motivation

A

Taylor-scientific management
Maslow- human relations, hierarchy of needs
Herzberg

90
Q

what was Taylor’s Theory of motivation

A

Managers should maintain close control and supervision
-autocratic style of management- managers make all decisions
-theory x approach- workers are only motivated by money
-motivate workers using piece-rate payments.

91
Q

what did Elton mayo do

A

hawthorne effect
showed benefits of team building and management interest on employees
-led to development of hR sector of business

92
Q

what would a well motivated workforce help with

A

productivity
product quality

93
Q

what did Abraham Maslow do

A

an American physiologist the structure is each person has the hierarchy of human needs that must be satisfied, ranging from basic physiological needs, safety needs (security) , love and
belonging, esteem and at the top is self actualisation (the realisation of fulfilment of ones talent). His work predated the modern positive physiology movement

94
Q

what is Herzbergs two factor theory

A

there are motivators and hygiene factors

95
Q

what are the motivators

A

-responsibility of work
-meaningful, fulfilling work
-achievement and recognition
-promotion prospects

96
Q

what are hygiene factors

A

pay and other rewards
working conditions
appropriate supervision and clear policies.

97
Q

what are intrinsic motivators

A

motivators that come from within

98
Q

what are extrinsic motivators

A

motivators that come from someone else

99
Q

what are other financial methods of motivation

A

wages
salaries
bonus system
commissions
profit sharing

100
Q

what is piece rate payment

A

pay per item produced in a certain period of time

101
Q

advantages of piece rate payments

A

requires low levels of management supervision
encourages speed production
provides good incentives for workers who are mainly motivated by pay.

102
Q

disadvantages of piece rate payments

A

workers should be focused on quality
repetitive and de motivating
only set to one method.

103
Q

what is overtime

A

additional hours worked over and above normal working hours

104
Q

what is bonus pay

A

given out when certain performance targets have been met applicable at management level.

105
Q

what is commission

A

a financial incentive to achievement of sales
% of commission for the value of sale achievement
basis commission rate set at low rate
higher rate offered one sales targets are achieved

106
Q

what is the main advantage of commission

A

clear link between sales and remuneration

107
Q

main disadvantage of commission

A

sales may be influenced by factors outside of employee control

108
Q

what is profit sharing

A

a system whereby employees receive a proportion of business profits

109
Q

advantages of profit sharing

A

creates a direct link between pay and performance
creates a sens bof team spirit
may improve employees loyalty

110
Q

what are share save schemes

A

employees are entitled to save money to buy share at below market value- perhaps 20%
they can only purchase this after a set period of time
encourages them to want to perform well

111
Q

what is performance related pay

A

higher wages for the employees that meet certain targets.
advantages ensure staff are closely monitored
disadvantages- discourages a team approach- promotes rivalry

112
Q

what are bring benefits

A

items an employee receives in addition too their normal wage or salary e.g company car
increases loyalty to the company.

113
Q

examples of non- financial incentives

A

empowerment
praise
promotion
job enrichment
job enlargement

114
Q

what are employee representation

A

arises when employees are part of a formal structure for involving them in the decision making process of a business.

115
Q

when is it a legal requirement to consult with employees

A

redundancy programmes
on changes to pension arrangements
proposed changes to working arrangements

116
Q

employee representation

A

an arrangement whereby employee’s interests are negotiated by an appointed body- usually a trade union

117
Q

main benefits of employee representation

A

make employees views known to management
help strengthen both management and employees understanding of workplace issues
-help create an atmosphere of mutual trust between employees and management

118
Q

advantages for an employer of a good relationship with trade union

A

negotiation with trade unions saves time and cost rather than dealing with all employees individually
-employees morale and motivation may be improved
-trade union can be a supportive partner in helping a business undergo significant change.

119
Q

the two main functions of a trade union

A

-protect interest of employees
-on behalf of employees with employer.

120
Q

reason for general decline in union membership

A

decline in employment and manufacturing
-growth in the number of small firms which tend to recognise trade unions
-significant growth in flexible working
-improved employee involvement in the workplace

121
Q

what is industrial action

A

when members of a trade union organise into a group that either refuses to work, or refuses to work in the way employers want.

122
Q

main methods if industrial action

A

work-to-rule: employees follow the strict conditions of their contract.

overtime ban: employees refuse to work overtime

go-slow: employees work at the slowest or least productive pace

123
Q

how might employers and employees suffer from industrial action

A

damage for business- less profit/efficiency
damage reputation

damage for the employee- lost ay
-potential losses of jobs

-loss of customer and public support.

124
Q

avoiding industrial disputes

A

regular consultations with a trade union
-set ups staff forum or joint working group
-an employee consultative body to discuss major issues

125
Q

works councils

A

Discussion of issues pertaining to economic and employment conditions

EU legislation makes these mandatory, and has more than 1,000 employees

126
Q

typical agenda for a works council

A

business objectives and performance
workforce planning issues
employee welfare issues

127
Q

settling disputes usicg ACA’s

A

conciliation
Arbitration
mediation

128
Q

conciliation

A

when a employee is making or could make a specific legal complaint against their employer.

discusses the issues with both parties in order to help them reach a better understanding.

129
Q

mediation

A

involves an independent, impartial person helping two or more individuals or groups to reach a solution.
general dispute

130
Q

arbitration

A

an alternative to a court of law

an impartial outsider being asked to make a decision

131
Q
A

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