2788960
| Questão | Responda |
| HRM | Refers to the recruitment, training and retention of motivated staff and includes maintaining good industrial relations |
| Human Resource Planning | Identifies future staffing needs of the business and plans to have the right number of staff with the right skills at the right time |
| To prepare a HR plan, a business must | Audit the present human resource levels. Forecast future human resource needs of the business. Monitor levels of labour turnover. Prepare a written HR plan. |
| Human Resource Audit | A survey of the skills present in the existing workforce. |
| Natural Wastage | Refers to staff leaving naturally due to retirement or to take up a new job |
| Labour Turnover | Refers to the rate at which employees leave a firm. |
| High labour turnover can be caused by | Poor recruitment Discrimination Better opportunities Poor industrial relations |
| A written HR plan can be achieved by | Training Promoting Recruiting Downsizing |
| Job Description | Describes the vacancy that needs to be filled including the title, conditions, duties etc. |
| Person Specification | Describes the qualities required by the person who will fill the job description. |
| Internal Recruitment | Involves using internal communications such as noticeboards, email, company newsletters and word of mouth to advertise the vacancy |
| External Recruitment | Involves inviting applications from people outside the business through: Personal Contacts Internet Newspapers/Magazines Employment Agencies |
| Benefits of Internal Recruitment | Less risky Motivate staff Low cost |
| Benefits of external recruitment | External candidates can bring new skills and experience Wide range of applicants External recruits do not bring any baggage |
| Shortlisting | Making a short list of applicants to interview |
| Covering Letter | A short letter highlighting why you think you are suitable for the job |
| CV | A short document summarising your education, training and experience |
| Interviewing applicants determines if they are able to | Perform the job Fit in and get along with existing staff Develop their potential and contribute to the business |
| Job Reference | A written or verbal recommendation from a former employee or some other person familiar with the applicant |
| Equal Opportunities | Means that all applicants of equal ability for a post have an equal chance of being hired or promoted regardless of their sex, age, race, religion, sexual orientation, marital or family status. |
| Induction | Refers to the general introduction of new staff into a job and an organisation |
| Induction consists of | The organisation's policies and rules Staff with whom they will be working Layout of the building |
| Staff Training | Ensures that employees have the up-to-date skills and knowledge needed to do their present work |
| On-the-job training | Teaches skills and knowledge through practical work experience e.g. teaching |
| Off-the-job Training | Refers to all types of training and education apart from that occurring in the immediate workplace e.g. inservice |
| Staff Development | Teaches an employee multiple skills that they can use in many different jobs. It means staff are more flexible and more suitable for promotion. |
| Performance Appraisal | The process of setting standards for each employee and then assessing their performance regularly over a period of time |
| Performance Appraisal involves | Agreeing targets Reviewing progress Discussing outcomes Identifying training needs Identifying employees for promotion Improving communications |
| Importance of performance appraisal | Identifying training needs Identifying employees for promotion Help in deciding pay rises and bonuses Improving communications between managers and employees |
| Flat Rate Pay | Employees receive a set rate of pay per week or month based on a standard number of hours worked |
| Time-Rate Pay | Employees are paid a set amount per each hour they work. Overtime is usually paid at a higher rate. |
| Piece-Rate Pay | Employees are paid for each item they produce that meets the desired quality |
| Bonus Payments | Employees get a share of the profits |
| Commission | An extra payment based on a percentage of sales achieved |
| Benefit-in-kind | Taxable non-cash payments to staff e.g. company car |
| Profit sharing schemes | Firms share part of their profits with employees through payments in addition to wages |
| Share-ownership schemes | Offer employees free or low-price shares in the company |
| How is financial remuneration determined? | Demand exceeds supply in the labour market for some jobs. For instance the number of highly skilled doctors is smaller than the number of experience bus drivers. The ability and skills needed for some jobs are hard to come by e.g. brain surgeon Long training periods needed to qualify for a particular job Risk, danger and responsibility involved in some jobs |
| Job Satisfaction | The degree to which employees feel positive about their job, enjoy doing it and want to continue working with the firm. |
| Job Sharing | Two people share one job |
| Job Rotation | Regularly moving staff around from one job to another |
| Flexitime | Allowing employees to choose their own start and finish time as long as a minimum number of hours are worked |
| Job Enlargement | Reduces employee boredom by increasing the variety of tasks the employee undertakes |
| Job Enrichment | Providing employees with work requiring greater responsibility, control and input into decision-making |
| Non-Financial Rewards | Job satisfaction Shorter working hours and longer holidays Less stressful work No discrimination, bullying or harassment Safe and pleasant physical surroundings Pleasant social working environment Flexible working arrangements Job enlargement Job enrichment |
| Action a HR manager can take to promote good industrial relations | Train managers to deal with HR problems so they can resolve them quickly Recruit staff with positive attitudes and provide proper training and staff development. Communicate regularly and honestly with every member of staff. Have clear grievance procedures Provide attractive financial and non-financial rewards. Respect staff |
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