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5059118
Human Resources
Description
AS - Level Business Studies (Human Resources) Mind Map on Human Resources, created by Abbie Murray on 07/04/2016.
No tags specified
business studies
human resources
as - level
Mind Map by
Abbie Murray
, updated more than 1 year ago
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Created by
Abbie Murray
over 8 years ago
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Resource summary
Human Resources
Objectives
types
labour productivity
controls the costs of the business by creating more output per day
number + location of workforce
ensures enough employees to meet customer needs and enough size in the location to give high service
engagement and involvement
improve business performance
training
improve employee performance and attract the best employees
talent development
helps to compete and cope with shortages of skilled employees
diversity
fairer society of contribution
alignment of values
can give competitive advantage and pursues vision
influences
internal
overall objectives
attitudes of senior managers
hard HR approach
employees=resource, little pay or control, talked down too
autocratic
soft HR approach
employees=valuable, consult and give control
democratic
type of product
external
tech
replace labour with tech or online access
economy
revised no of employees needed due to unemployment figures
social
ethical and environmentally friendly products
competition
HR objectives reduce labour costs which makes up for the price elasticity
politics
equalities act, hiring and firing rules
Analysis
labour productivity
output/number of employees
higher productivity is preferred
higher profit margins + lower labour cost per unit
depends on motivation andequipment
must look at when analysing
aspects of business covered my productivity data
productivity ignores wage rates
productivity depends on other factors e.g capital intensive businesses
competitors productivity
unit labour costs
non-wage employment cost from production of output
unit labour costs = how much paid to employees for one unit
determined by cost of employment and speed produced
higher productivity = lower labour costs ( inverse relationship )
lower preferred
employee cost as % of revenue
when labour costs make up most of costs (tertiary) this is important to control
influencing factors
productivity
wage rates
non-wage employment costs
managment of capacity
labour turnover and retention
turnover = no. leaving in year/average no. *100
caused by low morale, wages and training
incurs further costs
lower rates desirable
balance recruitment of enthusiastic team with costs of doing so
retention = no. employed in year/average no. *100
important to manage due to difficulty with retaining professionals or specialists
high rates desirable
use for planning and decisions
Organisational structure and flow
Job design
affected by
task characteristics
process
ergonomics
work practices
employee avaliability
social expectations
feedback
autonomy
variety
deciding the contents of a job by duties
rotation
switching similarly complex tasks with employees
enlargement
extends the employees range of duties
enrichment
vertically loading the job design with more challenging tasks
empowerment
giving control over their working lives
changes to design can improve chance of meeting objectives with motivation, lower costs, higher quality etc
Organisational design
process of shaping organisational structure to effectively achieve objectives
influences
size
life cycle
corporate objectives
technology
organisation structure
clear strucutre needed for task divides, groups and coordination
hierarchy
how levels of authority are ranked in structure
chain of command
order in which authority and power are exercised and delegated from top down
authority
power or right to give orders or make decisions
span of control
number of subordinates who can be controlled by one manager
flat hierachy = wide span of control
delegation, centralisation and decentralisation
delegaton = passing of authority to a subordinate
power lies with the manager
centralisation = decision making lies with management at top of hierarchy, little input from lower down
influences
uniformity of decisions
management style
skills and ability of the workforce
economic influences
technology
flow
movement of employees through a business
recruitment and selection
workforce plan decides how many needed
job description
sets out duties and tasks of job
job specification
sets out qualification and qualities required of an employee
advertise job
shortlist applications against specification
select candidates for interview
training is the provision of job related skills and knowledge
induction
on/off the job training
performance appraisal
systematic and periodic process that assesses an employees job performance in relation to criteria
determines additional training and promotion options
redundancy, redeployment and termination
redundancy = dismissal due to job no longer existing
over 2 yrs work = redundancy pay
20+ people worker representatives + individuals notified
redeployment = moving existing to different job or location
dismissal
gross misconduct
persistent minor misconduct
substantial reason
natural wastage = loss of employees from retirement, resignation or death
Motivation and engagement
benefits of motivation
productivity
recruitment and retention
absenteeism
innovation
profitability
motivation theories
Taylor
scientific
solely motivated by money
no control over work
autocratic
Maslow
hierarchy of needs
one level satisfied, motivated by the next
Herzberg
two factor theory
motivators and hygiene factors
Mayo
motivation depends on type of work and relationships and morale
focus on employee need
methods of motivation
financial
wages and salaries
piece rate pay
commission
profit related pay
performance related pay
share ownership
non-financial
meaningful work
involvement
responsibility and recognition
only possible if
soft HR, democratic
opportunity is avaliable
culture of business
influences
finances (unit labour costs)
nature of work
culture
external factors
Employee-employer relations
employee involvement
managing employer-employee relations
value of good relations
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