Zusammenfassung der Ressource
People in Business
- Improving organisation structure
- communication flows
- internal - between people in the same
business. ensure that all employees
(from diff departments) are working
towards the same goals and deadlines
- external - with people and organisations
outside the business. e.g. stakeholders,
press releases, customers
- employees feel part of the business
and decision-making. improve
relationship with customers and
suppliers. same goals and direction
- geographic distance between firms
offices. communication overload. too
many intermediaries(layers).
language barriers
- delegation - involves the
assignment to others of the
authority for particular
functions e.g. task/decisions
- reduce management stress
and work load. Subordinates
are empowered and
motivated.
- depends on the capabilities/
experience of subordinates as
it might increase their
workload and stress
- workforce roles - managerial
and supervisory roles within
the hierarchy
Anmerkungen:
- director > managers >
team leaders > supervisors
- work loads- the tasks an
individual has to complete
with a period
- job allocations - the way
in which tasks are
distributed to certain jobs
- levels of hierarchy refers to the no. of
layers within an organisation
- span of control is the no. of subordinates
for whom a manager is directly responsible
- narrow span of
control
- closer supervision.
better communication
- more layers may be
required
- wide span of
control
- give subordinates
independence and
raise motivation
- if high labour cost - no.
of managers may bereduced
- tall
hierarchy
- many layers with narrow
span of control. tighter
control (less delegation)
- inefficient
communication and
more staff meaning
higher costs
- flat
hierarchy
- communication
improved. wide
spans of control -
more delegation
- less opportunity
for promotion and
less direct control
- Measuring the effectiveness of the workforce
- Labour Productivity is concerned with the amount of
output that is obtained from each employee
- improving labour productivity
- measure performance
and set targets
- invest in emplyee training
and capital equipment e.g.
robots automation
- essentials to produce enough because...
- labour costs are usually a
significant part of total costs
- business efficiency and
profitability depends on
labour productivity
- unit costs need to be low in
order to remain competitive
- Labour turnover is the percentage of the
workforce (employees) that leave a business
within a given period (usually a year)
- high labour turnover may increase
recruitment costs and training costs
of new workers. Loss of productivity.
poor morale in workforce
- gives chance for new people and
gain fresh ideas. workers with
specialist knowledge and
expertise can be employed.
- employee retention is the ability of a
firm to convince its employees to remain
with the business
- improve it by: financial
incentives e.g. bonus and salary
OR non-financial incentives e.g.
promotion and empowerment
- adopt more flexible working practices
in order to retain staff and fit in the
changing trend. e.g. the 'flexible hours
contracts' and part time
- Recruitment, selection & training
- workforce planning
is about deciding
how many and what
types of workers are
required
- job description is
detailed explanation
of the roles and
responsibilities. its
the job rather than
the person
- job specification
sets out the kind of
qualifications and
experience a person
needs for a
successful candidate
- The recruitment process
- when analysing applications, a
business will put them into 3 categories
- those to reject - as
they doesn't meet the
standards set out in
the job specs
- short list - often consist of 3-10
best candidates who are asked
for interview
- long list - in case those on short list
drop out. would not be put through
selection process as its costly
- internal recruitment is when the
business looks to fill the vacancy from
within existing workforce e.g. promotion
- external recruitment is when the business
looks to fill the vacancy from any suitable
applicant outside the business
- new ideas and wider range
of experience. many options
to pick the best candidate
- longer and more expensive
process due to ads and
interviews. may not be effective
enough to reveal best candidate
- 4 main ways of
recruiting
externally: Job
centers (gov help
unemployed), job
advertisements,
recruitment
agency (give
employers with
details of suitable
candidates for a
vacancy) and
personal
recommendation
- cheaper and quicker. people
know how the business operates.
can be motivating
- no new ides or skills. creates another
vacancy to be filled. demotivates
other candidates who applied
- selecting the best employees
- an interview is the most common
form of selection and useful for both
employer and candidate
- send applicants to assessment
centre - undergo cariety of tests,
role-plays and simulations
- other selection tests: aptitude, intelligence
and psychometric test to reveal their
personality and select best candidate
- training- process of increasing the
knowledge and skills of the
workforce in order for them to
perform their job effectively
- induction training - right at
the start of the employment,
enables a new recruit to
become productive quickly
- most cost effective. employees are
productive. opps to learn and train
with real colleges in work environment
- quality depends on ability of
trainer and time available.
bad habits may be passed on.
production may be disrupted.
- on-the-job training - employees
receive training whilst remaining
in the workplace. includes
coaching
- off-the-job
training - when
employees are
taken away
from their work
place to be
trained
- wider range of skills
can be obtained. learn
from outside expertise.
- more expensive. lost working time.
risk of them leaving for better job
- training links to
motivation as
employees feel more
loyal to business.
shows that business
takes interest in
workers.
- Motivating Employees
- theories of motivation
Anmerkungen:
- would NOT be examined.
have to use relavent theories to support answers
- TAYLOR - workers are
motivated mainly by pay.
given repetitive task. need
close supervision. favour the
autocratic management style
- MARSLOW - hierarchy of
needs. focused on
psychological needs of
employees. lower level of
needs must be meet in
order to be motivated by
next level
- HERZBERG - two factor theory.
motivated by responsibility, interesting
work & praises. demotivated by
hygiene factors e.g. working conditions
- non-financial
methods
- job enlargement-
workers being given
a greater variety of
tasks to perform.
- rarely need new
skills to do more
jobs. less risk of
giving promotions
- viewed by workers as a
requirement to work more
but for the same pay
- job enrichment -
given greater
responsibilities,
wider range and
more complex tasks.
- empowerment- giving
people greater control
over their working
lives. motivational
benefits.
- empowered teams
motivate through
allowing people to
meet higher level
needs
- financial methods
- time-rate pay:
paid for the
amount of time
they spend at
work
- piece-rate pay:
paid for each
time produced.
BUT if machine
breaks down?
- bonuses if sale targets are
achieved "incentive pays"