THEME 1 : Managing People

Question	Answer
HRM	Human Resource Management - The process of hiring and developing employees so that they become more valuable to the organisation.
Hard HRM	Staff as a cost - Staff are treated as a resource that must be managed in order for the business to control its costs and output.
Soft HRM	Staff as an asset - Staff are treated as an asset to the business that can contribute and help the business achieve its objectives.
Flexible workforce	Range of employment options designed to help employees balance home and work-life.
Multi skilling	The process of increasing the skills of employees.
Outsourcing	Getting other people or businesses to undertake work outside of the organisation that was originally done in house.
Part-time workers	Someone who normally works for no more than 30 hours a week.
Flexible hours	When an employee will work a set number of hours over a particular period of time.
Home working	Employees who undertake their regular work from home.
Temporary staff	Someone who works for a limited period of time.
Zero hour contracts	Contract that does not guarantee any particular hours of work.
Dismissal	When an employee's contract is terminated due to a breach of the terms of that contract by the employee.
Redundancy	A form of dismissal when an employee's contract of employment is terminated because the job no longer exists.
Industrial dispute	Exists when there is a disagreement between the employer and the employee or employee representative when the employees take sanctions to try and impose pressure on the employer.
Trade Union	National Organisations with a remit to protect its members and improve their economic and working conditions.
Work Council	A group made up of managers and representative employees who meet regularly to discuss issues relating to the business and specifically issues affecting the workforce.
Collective Bargaining	Process of negotiation between employer and a group of employees aimed at reaching agreements to regulate working conditions.
Individual Approach	An employee could opt out to take an individual approach to employer or employee relations.
Recruitment Process	The steps undertaken by a business from identifying the need for a new employee to attracting suitable candidates.
Internal Recruitment	Filling a job vacancy by selecting a person who is already employed within the firm.
External Recruitment	Filling a job vacancy by advertising outside the firm.
Job Description	Detailed statement of the nature of the job, identifying the precise task and responsibilities involved.
Person Specification	Statement or listing of the characteristics required to do a job successfully.
Psychometric Testing	Tests how candidates personalities will fit into the firm and the job eg. are they team players? What level of creativity do they possess?
Assessment Centre	Where a group of candidates are invited in for a day or so for an in-depth assessment. $They will be observed performing a range of tasks including role play, teamwork, presentations etc to test their team-working, leadership and problem-solving skills
Interview	The one-to-one or panel interviews are normal. This entails a question and answer session with a candidate, normally using the same questions for each candidate.
Training	The process of equipping employees with the skills and knowledge necessary to carry out their job effectively.
Induction Training	Training aimed at introducing new employees to a business and its procedures.
On the job training	Where an employee receives training within the workplace.
Of the job training	Where an employee receives training outside of the normal working environment. Formal or informal.
Directors	Proposed by the Chief Exec. and elected by shareholders.
Organisational Structure	They way in which a business is arranged to carry out its activities.
Levels of hierarchy	The structure and number of layers of management and supervision within the organisational structure.
Span of Control	The number of employees who are directly supervised by a manager.
Authority	The power over other personnel within the organisation which is delegated formally.
Delegation	The passing of authority (not responsibility) down the organisations structure.
Responsibility	Bring responsible for one's actions. In business responsibility flows from those who take decisions.
Motivation	The reasons why people behave in the manner that they do. It is about the factors that inspire an employees to complete tasks at work.
Piecework	Where workers are paid according to the quantity produced.
Share Ownership	A financial reward which provides employees with the opportunity to be part owners (shareholders) of the company in which they work, thus, to receive a variable dividend of profits.
Profit sharing	Acts as an incentive plan introduced by businesses that provide direct or indirect payments to its employees that depend on the company's profitability.
Performance related Pay	A financial reward for staff whose work is considered to be above average.
Consultation	Listening to the views of employees before making key decisions about them.
Job Design	ASK AMANDA
Job Rotation	Moving employees through a range of related jobs and tasks in order to increase interest and motivation.
Job Enrichment	Increasing the depth of the job by increasing the amount of discretion or authority for decision making the job holder has.
Job enlargment	Giving employees more tasks of a similar level of complexity.
Empowerment	Where authority is given to employees to make decisions and give them greater control over their own work activities.
Teamwork	Organising people into working groups that have a common aim
Leadership	The way in which one person influences the behaviour or actions of other people.
Autocratic Leadership	The leader makes all of the decisions and informs subordinates Subordinates are closely supervised and given little autonomy or authority Decision making is centralised.
Paternalistic Leadership	The leader acts in a fatherly way towards the workforce Decisions are based on the needs of the workforce as well as the business e.g. often family or smaller organisations with a more caring style of leadership Paternalism looks at the welfare of the workforce and takes into account their personal needs.
Democratic Leadership	A leadership style where leaders consult with employees prior to making decisions This could motivate employees who feel valued as their opinions are being considered by management Decision making is more decentralised.
Laissez-faire Leadership	A leadership style that allows employees a large amount of, or total, autonomy in decision making It requires experienced and competent staff who can be given the freedom to make decisions themselves There is a high degree of individual responsibility and empowerment The term laissez-faire means ‘to leave alone’.
HR Approaches	The overall way in which a business treats its staff. It has a direct impact upon the level of performance, motivation of employees and management styles.
Employee Representations	The defining factors of how employers and employees interact on a day-to-day basis.
Strikes	Workers withdraw their labour as long as this is agreed through a secret ballot. Can be continuous or 1 day.
Sit in	Takes place when employees occupy a workplace over a time period causing production to be stopped.
Go slow	Measure designed to slow production and reduce workers productivity, thus affecting profits
Overtime Bans	Employees are not prepared to work beyond their normal hours of work, reducing flexibility of the workforce.
Work to rule	Unions dictate procedures to be followed by members in the course of their working. Leads to declines in productivity/output.
Industrial Action	Any measure taken by Trade Unions/employee groups to reduce productivity in a workplace.
Picketing	Strikers stand at the entrance to a place with an industrial dispute to persuade others not to cross the "picket line".
Coaching (On-the-job)	A more intense method of training that involves a close working relationship between an experienced employee and the trainee.
Short listing	Producing a short list of a small number of applicants by comparing their application forms with the person specification.
Aptitude tests	Test how good a candidate is at a particular skill (eg. word processing, basic maths) or a specific job task.
Ineffective selection	Increased labour turnover, further costs for re-advertising, interviewing and induction training.
Effective selection	Lower labour turnover, lower costs, well-motivated employees and improved productivity.
Supervisors	Link between managers and shop-floor workers. First rung of management. Regular contact with shop-floor. Delegated some authority by managers. Make decisions on day-to-day issues.
Team leaders	Employees who facilitate the functionality of a group of employees. Ensures the work load is spread fairly. Ensure the resources required are available. Help to ensure deadlines are met.
Operatives/shop floor	Carried out by either skilled workers (operations) or non-skilled workers (shop floor). Carry out instruction.
Managers	Range of duties. Planning, organising, monitoring and controlling. Authority over a number of junior employees, Plan and monitor short-medium strategies. Small business owner may be Director and Manager.

Next up

THEME 1 : Managing People

Description

Resource summary

Similar

	Created by Libby Rose almost 9 years ago