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Unit 6 Flashcards

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1
Q

Internal influences on human resource objective

A

Innovation
Effective time management

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2
Q

External factors ot human resource objectives include

A

Skills
Growth
Number of skl leavers

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3
Q

Examples of human resource objectives

A

Training uldiverity employee engagement

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4
Q

Labour turnover calculation

A

Number of staff leaving/average number of staff times 100

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5
Q

Human resource data includes

A

Labour productivity Labour turnover and retention dates

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6
Q

Retention rates

A

Measure of firms ability to keep its workforce within thr business normally for more than one year

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7
Q

Retention dates calculation

A

Number of employees serving fot more than 1 year divide by number of average number of staff times 100

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8
Q

Lavour productivity equation

A

Total output divided by number of workers

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9
Q

Employees cost as a percentage of turnover

A

Employee costs/revenue times 100

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10
Q

Employee costs as percentage of turnover be influenced by

A

Capital or labour intensive
Tertiary secondary ir primary sector

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11
Q

Labour costs per unit equation

A

Total labour costs divided by total output

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12
Q

Method of improving job design

A

Job enrichment
Job enlargement
Job rotation

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13
Q

Job enrichment

A

Increase in level of responsibility

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14
Q

Job enlargement

A

Increase in the number of responsibilities

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15
Q

Job rotation

A

Varying the tasks to reduce employee boredom

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16
Q

Empowerement

A

Greater power and control over their working lives

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17
Q

Hackman and old man’s theory

A

Unfulfilled jobs reduce motivation whilst challenging and interesting jobs will increase it

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18
Q

Five job characteristics of Hackman and Oldman theory

A

Skills variety
Task identity
Task significance
Autonomy
Feedback

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19
Q

Skill varitety

A

How many skills are used in a job

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20
Q

Task identity

A

The degree to which an individual is in charge of the entire task

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21
Q

Task signifancr

A

The importance of task to 9ther people

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22
Q

Autonomy

A

The freedom to complete a task independently

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23
Q

Feedback

A

How effective the task has been through the eyes of others

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24
Q

Three psychological states of Hackman and Oldman theory

A

Experienced meaningfulness of work
Experiences responsibility for work outcomes
Knowledge of the actual results

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25
Personal ans work outcomes leading to
High work motivation and work performance High satisfaction
26
Emoloy43s growth need strenth
Acts as a moderator by looking at how the job can lead to potential motivation in the future
27
Organisational design
Framework that provides a business with a structure to achieve its business
28
Organisational structure
The way in which the workforce within is firm is organised including job roles and communication flows
29
Organisational charts
P4ovidr a visual representation of the organisational structure
30
Organisational design include what
Authority Span Hierarchy Delegation Centralisation and decentralisation
31
Authority
Pow3r it and employer to unstruct subordinates make decisions and control the use of resources Authority can't be centralised or decentralised
32
Human resource flow and whay includee
Movement of employees into the business around the business and out the business Inflow internal flow and outflow
33
Human resource flow includes
Human resource plan Recruitment Training Re-employment Reduncadncy
34
Strategies for human resource plan
Training Re-employment Internal promotion External recruitment
35
Step 1 for human resource plan
Analysing current situation Age Ambitions Lifestyle Qualifications Existing skills
36
Step 2 of human resource plans
Predicting likely future changes Impact of internal and external audits and trends E.g existing staff likely to leave
37
Step 3 human resource plan
What steps will be taken E.g having gone through the process of working out what will be needed in the future which can then allow the business to decide on strategies needed go make transition smooth as possible
38
Recruitment s8 steps
Identifying the vacancy Job description Person specification Advertising Receiving applications Short listing and reference Assessing candidates Offering position
39
Internal recruitment benefits
Lower recruitment costs Quicker process Improved promotion prospecte
40
Disadvantages internal recruitment
Reduces talent avaialbl3 Limits number of applicants
41
External recruitment benefite
Increases talent available Increases number of applicants
42
Disadvantages external recruitment
Higher recruitment costs May upsted internal candidates that have been overlooked
43
Redemployment
Process of offering employees whose job are at rick the opportunity to move to alternative suitable positions within an organisation
44
Frederick Winslow Taylor theory
Believed that work3rw were not capable of understanding their tasks and should follow strict rules on how.to produced products
45
Mallows hierarchy of needs
Based on seeing human needs as being olaved in order, each need must be fulfilled before one could move on to the next
46
Herzverg
Job satisfaction is a key leader to motivation If motivated lead to job satisfaction If hygiene factors are met does not lead to motivation and therefore dissatisfaction
47
Financial motiavtors
Commission Salary schemes Peice rate
48
Non financial methods motuvation
Job enrichment Job enlargement Job rotation
49
Factors include choices of motivation
Skills Attitudes Training level Attitudes of managers
50
5 stages of mallows theory
Self actualization Esteemed need love and belonging Safety needs Physiological needs
51
Employee representation
Systems put in place to aid communication between employers and employees
52
Key objectives of trade unions
Securing jobs Maximising pay Ensuring sage and acceptable conditions
53
Unions work with employees and employers to
Enhance busines performance Improve international competitiveness Implement change Lower labour turnover
54
Industrial sanction
When employees take sanctions to impose pressure on the employer
55
What is a trade union
National organisations with a remit to protect its members and improve their economic and working conditions
56
Examples of industrial action
Work to rule Strike
57
Job design
Aim to improve job satisfaction and a sense of personal achievement by reducing repetitive and melanistic aspects or work and increasing variety, challenge and responsibility in work
58
Span of control
The amount of subordinates a manager is required to supervise directly
59
Features of tall structures with narrow spans of control
More promotions due to more layers Narrow spans allow tight control Longer chain of command means longer process Important info may be lost
60
Features of flat structure with wide spans of control
Individual managers have less time for each subordinate Mor Delegation means staff are given greater responsibility and more opportunity to use their ability Shorter chain means shorter decision making Communication is easier
61
Delegation
Passing authority down the hierarchy from a manager to subordinate
62
Advantages or delegation
Freesup management time Motivation Local knowledge Flexibility
63
Limitations of delegation
Less common in small firms Customer expectations Crisis situations
64
Difference between centralisation and decentralisation
Centralised has greater degree of central control keeping control at top of hierarchy while decentralised involves greater degree of delegates authority to the regions or to subordinates
65
Advantages of centralisation
Consistent policies on marketing Every branch of a retail business is identical meaning customers know what to expect
66
Disadvantages of centralisation
Manager of local branch may have better knowledge Lack of decision making may affect motivation
67
Advantages of decentralisation
Empower local managers Flexibility should improve as organisation becomes more responsive to changing customerss demands Local knowledge of managers may mean promotions are targeted more accurately
68
Disadvantages of decentralisation
Customers may not like the reduction in uniformity of branches
69
Influences on organisational design, delegation, centralised and decentralised
Business objectives Size of organisation Nature of organisation Skill and experience of workforce
70
Internal and external influence on hr plans
Financial position of organisation Organisations marketing and production plans Internal labour supply
71
Maslows physiological needs
Requirements for food clothes and shelter e.g having an income in order to aquite these thinge
72
Maslows safety needs
Need for security and freedom from danger and anxiety
73
Social needs
The desire for friendship love and sense of belonging meaning being part of the team
74
Esteem needs
Need to have self respect and receive positive feedback to gain recognition status
75
Esteem needs
Need to have self respect and receive positive feedback to gain recognition status
76
Self actualization
The need to fulfill one potential through actions and achievement
77
Value of maslows theory
Broad assumptions everyone has same needs May not need to be part of tram to be motivated
78
Herbert's factors that motivate and give job satisfaction
Sense of achievement Recognition fir effort and achievement Nature of work itself Responsibility Promotion and improvement oppurunities
79
Here very higeine and maintenance factors
Company policy and administration includes paperwork Supervision Pay Interpersonal relations Working conditions
80
Value of herzverygs theory
Made conclusions and samples of 200 accountants and engineers so not everyone Wage increased and improvement conditions of work are rarely sufficient to products a highly motivated workforce

Business (8 decks)

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