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Criado por Libby Rose
mais de 8 anos atrás
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Questão | Responda |
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. |
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