Unit 6. Human resources Flashcards

Question

Def of redeployment

Answer 1

the moving of an employee from one job or role to another

Answer 2

Biz dismiss an employee cuz the biz no longer needs anyone to do their job

Answer 3

-negative publicity -biz may lose skilled workers -negatively affects motivation of employees left behind

Answer 4

when an employees contract is terminated due to a breach of the terms of that contract by employee

Answer 5

when an employees are positively present during performance at work willingly contributing interllectual effot experiencingg positive emotions and meaningful connections to others.

Answer 6

invest in employee training Measure performance and set targets Apply different type of mix of resources

Answer 7

Trade off between quality May demand higher wages for their improved productivity

Answer 8

High recruitment cost on biz, and also on training-high cost for business. Increased pressure on remaining staff and feeling unsettles as working groups are disrupted. Depends on the type of the biz: company that operate employing in skilled part-time employees on a season basis and pay low wage rate May be expected to have high labour turnover as paying low wages and offering short term contracts. Not impacting the business heavily as it doesn’t require significant training cost.

Answer 9

reward staff loyalty Effective recruitment and training

Answer 10

1: increase productivity -increase output-increase quality- low unit cost -competitive advantage 2: increase staff retention They stay longer- increase skill and experience

Answer 11

Improve communication Reduce cost as less employee required May feel motivated for existing workers Cons 1.may increase work load and stress workers Depends on skill/experience of workers

Answer 12

Taylor Herzberg Moscow Mayo

Answer 13

-where managers should maintain close supervision Motivate workers by pay Autocratic

Answer 14

1. Piece rate: paid according to the # of output they make 2. Wages 3. Salary 4. Bonus 5. Commison

Answer 15

Separated in five layers 1.self actualisation 2. Self esteem 3.Social 4.Safety 5.physiological 5: wage to exist 4: Job security 3: Social gatherings 2: promotion 1: Upskilling in new areas 5.4 basic needs 3.2 psychological needs 1 self Fulfilment needs

Answer 16

Two factor theory Motivator: factors that directly motivate Hygiene: factors that can demotivate workers if not present but do not actually motivate Herzberg suggest to motivate by using motivators and ensure hygiene factors are met

Answer 17

Responsibility at work Meaningful fulfilling

Answer 18

Wage Working condition Appropriate supervision

Answer 19

He believes worker are best motivated by - better communication - team work - greater manager involvement

Answer 20

Job enrichment Flexible working Delegation Empowerment Team working

Answer 21

-cost involved: if expensive, they may not have the funds for training and supporting staff. if low profit making firm, may not be able to motivate finically as this may dissatisfy shareholders -skill level of workforce if no skilled impossible to delegate them and empower them as they can't plan the work -attitude of management team if autocratic-love controlling-financial.

Answer 22

- low level of absenteeism at all levels low layout turnover increase retention low cost of recruitment -high level of labor productivity-low unit cost ad for conpetitvieness

Answer 23

He suggest that there are 5 characteristics that can identify how much job satisfaction they get. 1. Skill variety 2. Task identity 3. Task significance 4. Autonomy 5. Job feed back

Answer 24

1. trade union 2. Work council

Answer 25

1: an external org that acts on behalf of its members

Answer 26

An internal committee of management and employees -represent all employees Representative must be elected Employees with 50 or more staff are legally obliged

Answer 27

1. Their pay 2. Working condition 3. Job security

Answer 28

1. Leadership and management style used in the biz if autocratic- 3. The history and ownership of the biz- if the owners are ethical 4. The nature of the work and employees hired-if high skill job-more significant impact for firms if they leave 5. Employment legislation

Answer 29

exist when there is a disagreement between the employee and the employer

Answer 30

1. Arbitration 2. Concilatation

Answer 31

Benefit for employers: 1. Helps and develop a strong employer brand - attracts potential employees 2. Improve biz corporate image - increase reputation-investors and customer 3. Strengthening competitiveness -reduce cost -increase layout producitivity benefit for employees 1. Study shows good relationship with employer grows 5 times faster than bad relations 2.could lead them to have an increase motivation Low layout turnover Save cost

Answer 32

1. Agreement between employers and unions where unions whereby in return for a pay and conditions package a union agrees to refrain from strike action for an agreed period.

Answer 33

Independent structure that can be called in to help avoid disputes by helping both parties work together.

Answer 34

contract-based form of binding dispute resolution

Answer 35

involves an independent conciliator who facilitates communication between the two parties having the disput

Answer 36

Job design is the process of grouping or dividing up the task and responsibilities to create complete jobs. Pros: Improve labor productivity Careful design create employees to avoid simple and boring tasks-offer higher authority and control over-engages and motivate employees

Answer 37

It is when there is an increase in the number of task associated with a certain job in order to make a job more entertaining

Answer 38

1. Job enlargement 2. Job rotation 3. Job enrichment 4. Empowerment

Answer 39

When employees switch regularly from one duty to another

Answer 40

Job enrichment refers to making jobs more interesting so employees enjoy their work. Job enlargement is a process in which a persons responsibilities are expanded to include more work than they originally had. Job enlargement and job enrichment is considered as one of the technique from job design. Therefore job design is the process of establishing employees roles and responsibilities and the system and procedure they should use or follow. Org structure: defines the hierarchy of different positions within a company, while design concentrates on how employees interact with each other, resources and information. Org design: concentrates on how employees interact with each other information, and resources.

Answer 41

Acts on behalf of groups of employees in the workforce when negotiating rates of pay and working conditions with employer. By joining, employee strengthens their bargaining power in a way that would not be possible if they tried to bargain as an individual. It allows employers and workers to communicate with each other. They give advice and assistance to individual employees who are having problems with their employer.

Answer 42

Internal -the culture within the business. Firms like fast food restaurant may not be worried about having high labor turnover, therefore they wouldn’t spend time or money to focus on HR to reduce their turnover. -other department They may need to predict workforce needs depending on their department -amount of funding available External -state of the economy(boom/recession) This could affect the level of activity such as recruitment and training -legislation Such as UK employment Laws -technology HR might recruit people who can use a certain type of software

Answer 43

-see as a resource like any other -hired on short term basis -managers believe employees are mainly motivated by money and think they will do little as possible -training is only made for production needs. -can benefit business because managers can keep control of the workforce, so people are less likely to make a mistake. Since employees are seen as a resource, it is easy for business to replace them. -they don’t use employees to their full potential, so could be missing out on chances to increase profits. -Can also be demotivation for the workforce, boring, repetitive jobs can make employees feel undervalued. -they are unlikely to be loyal to their organization, leading to high staff turnover. May lose high skilled workers-loss of competitive advantage-loss in producitivy of labour-high labour cost per unit-lower profit margin-lower over profitability

Answer 44

-seen as most important asset -managed on long terms basis =managers motivate employees through empowerment and development. -training is done to meet development needs -is likely to increase staff morale because employees will feel valued. This will make it easier to retain staff, and the business will also benefit from their skills and experience of its staff. It encourages commitment and good performance from its worker, since they feel loyalty towards the organization. -it isn’t always appropriate. They may not be interested in development or empowerment, and soft HRM usually involved more cost for business because it encourages investment in employees. The extra training is also time-consuming, and productivity drops while staff get trained. There is also a risk that employees who have completed all the training might want to leave for a better job.

Answer 45

Employee cost as a % of turnover: -employee costs(labour cost)_/sales turnover x 100

Answer 46

-How much money the business has to pay employees to make one unit of output -They can be reduced in two ways: increase labour productivity or decrease the labour cost

Answer 47

-Shows what percentage of the revenue made, is spent on employees. -particularly useful when comparing different-sized business that make similar products.

Answer 48

-controlling employee cost is a main objective of the HR department- meaning increasing or decreasing them Ex) if they recruit more employees employee cost will increase but they will look at labour per unit or employee cost as a % of turnover to see the impact the recruitment had on the business -employee cost can be decreased by reducing wages and benefits, but HR will try to avoid this if possible as it could result in a demotivated workforce which could actually make the problem worse. They need to consider about the ethics of the business, might be be more important that staff are treated well and feel valued even though it will cost more, since reputation of the business could be impacting their level of sales.

Answer 49

Number of staff leaving this year /average number of staff employed x 100 As number of staff: (number of staff at the start+ at the end )/2

Answer 50

-The higher the future the larger the proportion of workers leaving the firm each year. causes of high labor turnover: -high recruitment cost to bring new ideas to biz from new employees-but lay off workers to cut the labour cost - the growth of other local firms using staff with similar skills. -poor motivation of staff, low wages and a lack of opportunists for promotion. How to improve labour turnover: -increased delegation -job enrichment -higher wages - better training -business need some labour turnover to bring new ideas in. If it is 0% no one ever leaves.

Answer 51

Pros: -constant stream of new ideas through staff -firm can recruit staff who have already been trained by competitors-saves money Cons: -lack of loyal and experienced staff who know the business -firm loses staff it has trained, often to direct competitiors -training costs money and productivity drops while new staff get trained -recruitment costs are high.

Answer 52

-measure as a company’s ability to keep its employees -#of employee employed for one year or more/ average number of staff x 100 -inverse relationship with labour turnover. The higher the turnover, the lower the retention rate. How to improve the rate of retention rate: -improve the induction process. could highlight the opportunities available to all employees and indicate the values and goals of the business so that employees feel included and valued.

Answer 53

-organizational design shows structure and hierarchy The hierarchy of the firm is followed as : -Board of directors -Managers -Team leaders -Supervisors -Shop-floor workers. Firm with lots of levels in their hierarchy are called “tall”. They have long chains of command, which is the path of communication and authority up and down the hierarchy. Their communication takes long time to get from the top to bottom, vice versa, meaning decisions take a long time. “Flat” firms only have few levels in their hierarchy. People are given more responsibility and freedom It could lead managers to get overwhelmed since they have wide span of control, which is number of people who report directly to the manager. If the structure is “flat” they have wide spans of control. If the span of control is too wide, managers find it hard to manage effectively Managers in tall structures have narrow spans of control- they aren’t responsible for many people, which allows them to monitor the people below them more closely If the spans of control is too narrow workers can be demotivated- feeling they are being micromanaged.

Answer 54

Delayering, meaning removing parts of the hierarchy- crating flatter structure with wider spans of control -can help lower cost-cutting management jobs can save a lot of money -it gives junior employees enhanced roles with more responsibility and can improve communication. -it can cost business money in the short term since remaining staff may need to be trained in their new roles. -could stress managers and overwork with huge spans of control as it gets wider. If overdo.

Answer 55

Centralised : -all decisions are made by senior managers at the top of the business. pros: -usually senior managers or business leaders have lots of experience of making business decisions. -senior mangers aren’t biased towards one depeartmnet os they can make the best decisions for the business as a whole. -senior managers can make big decisions quickly becasue they don’t have to consult anybody else. cons: -not many people are expert enough to make decisions about all aspects of the business -excluding employees from decision making can be demotivating Decentrailsied strucutres : -shares out authority to more junior employees -national and multinational firms decentralize DM and delegate power to regional managers Pros: -involvement in decision making motivate employees -day to day decisions can be made quickly without needing to ask senior mangers Cons: -junior employees may not have enough experience to make decisions -inconsistencies may develop between divisions in a business -junior employees may not be able to see the overall situation and needs of a firm Evaluation: -the size nature objectives and culture of the business whether a Centralised or decentralised approach is used- which will then impact on the structure of the business. -business might decentralize as they are expanding and operating from a number of different locations. A decentralised approach will create more levels of authority and increase the amount of delegation,=.

Answer 56

HR flow is how people move into, out of and within the business. HR planning starts with anticipating future staging needs(right number/right sills it meet) -need to decide whether they need in SR, or LR, or technology, current staff details, retention rate, demand of the produc -may check the level of unemployment in the area, how many school and college leaders are seeking employment locally, Recruitment Internal recruitment: pros: - candidates already know the business, vice versa - short and cheap process - motivates workers to go for promotion cons: - can cause resentment among colleagues who aren’t selected - leave a vacancy in. Other department External recruitment: pros: - brings in fresh new ideas - brings in experience from other organization - larger number of applicants - sometimes done using professional social media such as Linkedln- large candidate with very specific skills cons: - long and expensive process - candidates will need a longer induction process A good recruitment process can HR department achieve its diversity objectives : make sure they are recruitment with a variety of skills and from various different backgrounds Internal recruitment also helps to improve employer/employee relations as employees feel motivated by opportunity’s to progress in their career, vice versa, however.

Answer 57

Training and development can be done off-the job( studying part-time at a local college, e.g. ) or on-the job ( new worker is trined by an experienced worker) On the job training: pros: - easy to organize - lower cost of training - training is job specific cons: - bad practices are passed on - no new ideas are brought to the business - trainer/trainee are not productive during training- loss in productivity Off the job training: pros: - trainers are specialists - new ideas are bought to business - no job distraction during training cons: - can be expensive - no benefits to business while training - training might not very specific to their day to date job. Managing training correctly can help HR to are employees feel engaged and involved It can make workers feel as if the business is investing in them and really values them. Which could lead workers to be less likely to be absent or to leave the company HR plans are influenced by internal and external factors internal: -Corporate, marketing and production plans. E.g. if production is expanding they will need to recruit more staff and offer more training. -changes in production style may lead to retraining recruitment or redeployment of staff external: - employment legislation protects employees rights and restricts companies ability to dismiss or transfer workers - new technology might change the number of staff and the skills needed- business might have to retrain their staff - labour market trends like migration and the aging population have an effect on the supply of workers

Answer 58

Job design sets out the details of what is to be done and how it is to be done, influenced by internal and external factors that affect how the job can be carried out effectively. The day to date tasks are the main influence on the job design. The things that need to be considered are:(internal) - the speed the tasks need to be done, the quality required and the number of people required to complete the task -external factors: - new technology - law - legislation -customer demand -availability of certain skills -Hackman and Oldham they believe that more than money was needed to motivate workers their model is broken down into five key elements of job design which led to worker motivation, involvement, higher performance, lower staff turnover and lower absenteeism Hackman and Oldham job characteristics: -Skill variety -Task identity -Task significance ↑they make work more meaningful for the workers -Autonomy ↑workers will have more responsibility -Feedback ↑workers know how well they are performing and aim to improve. -Motivation quality of work, commitment of the work improves- increase productivity reduce costs.

Answer 59

benefits for employer: -business develops a great reputation among prospective employees-attracts good employees during recruitment -increases productivity/efficiency-competitive advantage -more diverse opinions-more informed decisions made -. Improve biz corporate image - increase reputation-investors and customer benefits for employees: -employees will feel involved in the business-gives sense of job security -as productive and efficient could have an increase in bonus or pay increases as business could be more profitable -Study shows good relationship with employer grows 5 times faster than bad relations employers need to be careful not to become too close, since they need to be able to keep some control over.

Answer 60

pros: - will be able to get a fair judged on their request -senior management get a direct insight into the concern of the workforce cons: -strike action can get out of hand and violent -industrial action can undermine the trust between employee and employer -could decrease productivity

Answer 61

-the productivity rates of the workforce If high productivity, could increase production and revenue with fewer labor cost -wage rates -non-wage employment cost -management of capacity

Answer 62

-skill of the workforce Managers need to resign jobs to fit as far as possible with the skills profile of existing employees. -the resource available Radical change in job design within a business may require the business to invest in trading an recruitment -health and safety and other legal requirements Design of the jobs should take into account the possible risks associated with work. Such as working environment in manufacture in or avoiding the extended periods of using computers

Answer 63

-level of hierrarchy -spans of control -authority -delegation -centralization/decentralisaiton

Answer 64

1:human inflow - covers recruitment decisions about where and how to recruit employees 2:Internal human flow -covers the flow of employees through the org and includes transfer such as to temporary projects 3: Human outflow -relates to the release of employees may entail retirement redundancy(voluntary or compulsory) or dismissal

Answer 65

costs: -uses up valuable resources that could be used elsewhere in the org-opportunity cost -employees are unable to the org for a period of time-loss productivity-loss output -employees, once trained may leave for better jobs benefits: -can improve employee performance and the competitive position of biz -improve motivation and productivity helps detect and nurture the talented workers -reputation for training attract or retain high quality workers

Answer 66

Internal recruitment though: -promotion/redeployment may mean potential applicants are poor although they may be familiar with the business.

Answer 67

external recruitment though: -corporate website, recruitment agencies -much more wisely used -likely to be very expensive(2017 Av.$2 grand) could also recruit by: -headhunt employees who works for other companies

Answer 68

growing popularity of social entering sites such as Facebook or LinkedIn are used as a management of HR flow. however, only minority have a social media strategy and they tend not to understand fully how to maximise its use

Answer 69

training that doesn't require employees to leave the workplace, commonly used to entry level workers. learn from experienced workers

Answer 70

reasons for dismissal: -employees are unable to do their job properly, may be due to lack of skills or qualifications -as a result of persistent or LT illness -for gross miss conduct (theft or violence) -substantial reason such as not agreeing to reasonable changes in employment terms reasons for redundancy: -a business closes down -jobs of some employees are replaced with tech -business move some operations overseas -lost jobs

Answer 71

occurs when an employee is offered a suitable alternative employment within the same biz whether or not it is suitable include: -the employees skills abilities, location, pay, etc -the proximity of the work to the current job

Answer 72

-corporate objective If biz has a corporate objective of long term profit, HR objectives may be focused on reducing about cost or making the most effective use of workforce. -behavior of senior management(soft/hard) If operated under SOFT approach: -seen as employees as a most valuable asset biz has. Should be developed to maximize their value to the org-creating long term approach vital-developed over time in response to changing market conditions. If operated under HARD approach: -seen employees as just another resource to be deployed as efficiency as possible. -obtained cheaply as possible on short term, zero-hour contracts, as an example(no guarantee of work) -type of product If product requires high skilled labor force-obj such as talent development and training may be vital. -tech environment Tech advance-replacement of employees to save up labor cost in long term. -economic environment If declining market, or decline in sales, may be cut cost-decline training, lay off as an example. -social environment If unethical employee obj, may be criticized lowering the brand image-potentially low sales-profit-low dividends -competitors If price elastic competitors, may lower the labor cost to stay competitive -political environment(government legislation law) Legislation to protect the work force, law may make it harder to hire AND fire employees.

Answer 73

Total output/number of employees at work. Shows how productive workers are and productive workers produce larger quantities of output per worker per time period. Allows biz to have higher profit margin or reduce price while maintains profit margin potentially leading to higher sales Depends upon various factors such as: - the extent and quality of capital equipment available - the workforces motivation

Answer 74

labor cost➗total output (DO NOT FORGET THE UNIT) Determined by: -the cost of employing workers -the speed at which they make the products (such as cars )in other words their productivity Has an inverse relationship with labour productivity.

Answer 75

If high labor productive data-shows an improvement efficiency of the workforce-can reduce labor cost involved in a producing an output. Depends on: -scale of the data If the data includes all UK economy, particular sectors or industries may Performed differently or worse. Therefore it is hard to judge whether the particular biz have improved or not. -existence of the wage rate Although if the labour productivity is low, if the wage rate is low, biz may not be making a lot of loss, and may manage to stay competitive. May consider labour cost per unit as it takes into account of both labour cost and productivity. -capital productivity measured. If biz is capital intensive biz, may not value hugely on labor productivity data hugely. Instead focus on capital machinery -competitors labour productivity data Although if biz decided to increase labour productivity by training, if biz achieved similar improvements, may not be beneficial.

Answer 76

-preferred especially if cost are below those achieved by competitors. Useful to look at unit labour cost over period of time as heavy investment in train may increase ST labour costs but reduce in long run BUT Reducing unit labour cost will not improve its competitiveness if other cost such as overheads are rising quickly

Answer 77

1:Biz first need to consist the overall objective of the biz. HR planning must be achievement to this objective initially. 2:biz needs to take the strategic view of the employees, considering how HR can be managed to assist overall objectives. 3:at this time biz needs to plan to make a judgement about the size and type of the workforce biz will require. 4:this workforce is then compared to current workforce. 5: after this comparison firm can decide necessary decision (ex)training, recruitment) to create a desired workforce.

Answer 78

-info on the biz current workforce such as the # of the employees biz currently has or their skills Data relating to labour productivity for the existing work -info from outside the biz Such as expected demand for the products supplied by biz Likely prices which biz can expect to sell its products Especially important using external data if newly establishes or limited historical data to draw upon as external data is used to plan the HR.

Answer 79

Pros: Can lead directly to improve performance by the biz Can provide an insight into the performances of workforce and individuals employees It is quantitative information Offers clear advantage in making goof quality humane resources decision by analyzing May also use to forecast and predict the future, also depends on the use of BIG DATA as prediction analysis requires large sample groups to consider legit. however, there is a reluctance of managers to use HR data for DM Also, HR data alone doesn’t give managers effective info to take what can be a major Decision.

Answer 80

When employees jobs are redesigned to provide them with more challenging and complex task Examples -giving employees greater responsibility for managing themselves -offering employees the authority to identify and solve problems relating to their work. Involves high degree of skills Managers must ensure they they do not ask employees to carry out duties of which they are not capable of.

Answer 81

Number of employees left in a year/number of employees in the biz x 100 (%)

Answer 82

Number of worker who stayed in a year/number of employee as a start x 100(%)

Answer 83

Number of staff absent during period/number employed during period x 100(%)

Unit 6. Human resources Flashcards

(107 cards)