Karteikarten
Business-Chapter 9:Human Resource Management
Karten in diesem Stapel (46)
- 1HRMRefers to the recruitment, training and retention of motivated staff and includes maintaining good industrial relations
- 2Human Resource PlanningIdentifies future staffing needs of the business and plans to have the right number of staff with the right skills at the right time
- 3To prepare a HR plan, a business mustAudit the present human resource levels.
Forecast future human resource needs of the business.
Monitor levels of labour turnover.
Prepare a written HR plan. - 4Human Resource AuditA survey of the skills present in the existing workforce.
- 5Natural WastageRefers to staff leaving naturally due to retirement or to take up a new job
- 6Labour TurnoverRefers to the rate at which employees leave a firm.
- 7High labour turnover can be caused byPoor recruitment
Discrimination
Better opportunities
Poor industrial relations - 8A written HR plan can be achieved byTraining
Promoting
Recruiting
Downsizing - 9Job DescriptionDescribes the vacancy that needs to be filled including the title, conditions, duties etc.
- 10Person SpecificationDescribes the qualities required by the person who will fill the job description.
- 11Internal RecruitmentInvolves using internal communications such as noticeboards, email, company newsletters and word of mouth to advertise the vacancy
- 12External RecruitmentInvolves inviting applications from people outside the business through:
Personal Contacts
Internet
Newspapers/Magazines
Employment Agencies - 13Benefits of Internal RecruitmentLess risky
Motivate staff
Low cost - 14Benefits of external recruitmentExternal candidates can bring new skills and experience
Wide range of applicants
External recruits do not bring any baggage - 15ShortlistingMaking a short list of applicants to interview
- 16Covering LetterA short letter highlighting why you think you are suitable for the job
- 17CVA short document summarising your education, training and experience
- 18Interviewing applicants determines if they are able toPerform the job
Fit in and get along with existing staff
Develop their potential and contribute to the business - 19Job ReferenceA written or verbal recommendation from a former employee or some other person familiar with the applicant
- 20Equal OpportunitiesMeans 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.
- 21InductionRefers to the general introduction of new staff into a job and an organisation
- 22Induction consists ofThe organisation's policies and rules
Staff with whom they will be working
Layout of the building - 23Staff TrainingEnsures that employees have the up-to-date skills and knowledge needed to do their present work
- 24On-the-job trainingTeaches skills and knowledge through practical work experience e.g. teaching
- 25Off-the-job TrainingRefers to all types of training and education apart from that occurring in the immediate workplace e.g. inservice
- 26Staff DevelopmentTeaches an employee multiple skills that they can use in many different jobs.
It means staff are more flexible and more suitable for promotion. - 27Performance AppraisalThe process of setting standards for each employee and then assessing their performance regularly over a period of time
- 28Performance Appraisal involvesAgreeing targets
Reviewing progress
Discussing outcomes
Identifying training needs
Identifying employees for promotion
Improving communications - 29Importance of performance appraisalIdentifying training needs
Identifying employees for promotion
Help in deciding pay rises and bonuses
Improving communications between managers and employees - 30Flat Rate PayEmployees receive a set rate of pay per week or month based on a standard number of hours worked
- 31Time-Rate PayEmployees are paid a set amount per each hour they work. Overtime is usually paid at a higher rate.
- 32Piece-Rate PayEmployees are paid for each item they produce that meets the desired quality
- 33Bonus PaymentsEmployees get a share of the profits
- 34CommissionAn extra payment based on a percentage of sales achieved
- 35Benefit-in-kindTaxable non-cash payments to staff e.g. company car
- 36Profit sharing schemesFirms share part of their profits with employees through payments in addition to wages
- 37Share-ownership schemesOffer employees free or low-price shares in the company
- 38How 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 - 39Job SatisfactionThe degree to which employees feel positive about their job, enjoy doing it and want to continue working with the firm.
- 40Job SharingTwo people share one job
- 41Job RotationRegularly moving staff around from one job to another
- 42FlexitimeAllowing employees to choose their own start and finish time as long as a minimum number of hours are worked
- 43Job EnlargementReduces employee boredom by increasing the variety of tasks the employee undertakes
- 44Job EnrichmentProviding employees with work requiring greater responsibility, control and input into decision-making
- 45Non-Financial RewardsJob 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 - 46Action a HR manager can take to promote good industrial relationsTrain 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
Informationen
- Beschreibung
- Karteikarten am Business-Chapter 9:Human Resource Management, erstellt von elainexox am 22/05/2015.
- Erstellt von
- elainexox
- Aufrufe
- 60
- Tags
- Bewertung