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Unit 2 Human Resource Management

Mi-Ni CHEN Business Management HL Englisch 87 Karten

Karten in diesem Stapel (87)

  1. 1Human Resource Management (HRM) or (HR)A function in organisations designed to maximise employee performance in service of an employer's strategic objectives. HR is primarily concerned with the management of people within organisations, focusing on policies and on systems.
  2. 2Labour TurnoverThe proportion of a firm’s workforce that leaves during the course of a year.
    (# of Employees Leaving /
    Average # Employed) x100
  3. 3Demographic ChangeChanges to structure (age, population, income, gender) and size (birth rate, emigration, immigration) of the population in a given area (usually a country/region within a country).
  4. 4Population Growth/Decline↑ or ↓ in total population of a country of a region.
  5. 5Net Migration# of people entering the country take away # of people leaving a country.
  6. 6Ageing PopulationThe average age of a population is increasing as more people live longer.
  7. 7Occupational Mobility of Labour (Labour Mobility)Extent to which workers are willing and able to move to different jobs requiring different skills.
  8. 8Geographic Mobility of Labour (Labour Mobility)The extent to which workers are willing and able to move to geographical regions to take up new jobs.
  9. 9Redeployment (Internal Recruit)Moving of an employee from another part of the business.
  10. 10Promotion (Internal Recruit)Moving employee position to one with more responsibility.
  11. 11Internal Advertisement (Internal Recruit)Allowing any existing employee to apply.
  12. 12Job Centres (External Recruit)Unemployed people can look for work.
    Businesses can often advertise for free.(Usually funded by government, i.e. generally free)
  13. 13Media Advertisement (External Recruit)Placing an advertisement in the newspaper, online or in magazines related to business. Reaches variety of workers/skill.
  14. 14Recruitment Agencies (External Recruit)Businesses set up to match potential employees with employers
    (Generally, reaches highly skilled workers)
  15. 15ShortlistA list of selected candidates from which a final choice is made.
  16. 16Aptitude TestA test that measures the ability of the candidate to successfully fill the position.
  17. 17Psychometric TestAssesses a candidate’s personality. (Eg. Humanmetrics test)
  18. 18Assessment CentreCandidates required to complete role-playing activities to give potential employer an overview/feel of the candidate’s reaction to a variety of work situations.
  19. 19On-the-Job TrainingOccurs while the employee is working and can include:
    coaching, monitoring, job rotation
  20. 20Off-the-Job TrainingThe employee is required to stop working to complete training and includes:
    conferences, in-house courses, college/university courses
  21. 21Cognitive (Brain-based training)The employee is told information and expected to understand it.
    Eg. Induction training for rules and procedure to follow in certain circumstances.
  22. 22Behavioural (Action-based training)The employee gets to do the thing they are being trained for.
    Eg. Flight simulation for pilots.
  23. 23Appraisal of StaffThe process of assessing the effectiveness of an employee judged against pre-set objectives.
  24. 24Formative (Type of Appraisal)Informal feedback at irregular time intervals. Covers a wide range of indicators and is usually done through observation.
  25. 25Summative (Summary) (Type of Appraisal)Done at a set time (eg. End of year). Focus on predetermined objectives and ability to meet the objectives. Ranking systems can be used. Often with pay and benefits
  26. 26360-degree Feedbacks (Type of Appraisal)Used for all parts of the business, not just employees. Predetermined criteria (goal) are evaluated on a whole department basis.
  27. 27Self-Appraisal (Type of Appraisal)Employees are asked to rank or appraise themselves based on a set predetermined criteria.
  28. 28DismissalA worker is removed from a job due to incompetence or a breach of contract.
  29. 29RedundancyA job is no longer required, and therefore employee not needed. Generally due to lack of demand for product or skills of the employee or changes within the company.
  30. 30TeleworkingWorking from home or location other than a company office of building and stay in contact through IT communication.
  31. 31FlexitimeAllows employers to call workers into work when needed.
    (Work in remote areas)
  32. 32Migration for WorkMoving from one part to another country to seek for a job.
  33. 33OutsourcingProcess by which business attempts to reduce cost by transferring portions of work to outside suppliers rather than completing it internally.
  34. 34OffshoringThe relocation of a business process done in one country to the same or another company in another country.
  35. 35ReshoringIn contrast to offshoring, when a business is brought back to a domestic country after being sent overseas.
  36. 36InnovationThe process of translating an idea or invention into a good or service that creates value or for which customers will pay.
  37. 37DelegationThe act of distributing a job or responsibility from a position of authority to a subordinate. Person passing job is responsible for the results.
  38. 38Span of ControlNumber of subordinate workers that a manager controls directly. Wide span → Many subordinates under control. Narrow span → Few
  39. 39Levels of HierarchyLevels of management in a business. As one moves ‘up’ the levels of hierarchy, more responsibility and authority is given.
  40. 40Chain of CommandRoute through which authority is passed through an organisation.
  41. 41BureaucracyA system of administration by a clear hierarchy of authority where a division of labour is written with inflexible rules, regulations, and procedures with impersonal relations.
    Bureaucracies are difficult to dislodge/change.
  42. 42CentralisationDecisions are made by a concentrated group of people sometimes in a central office.
  43. 43DecentralisationLower level managers and more workers have the ability to shape company policy and make decisions for the business.
  44. 44DelayeringRemoval of one or more levels of hierarchy from an organisation.
  45. 45ManagerThe person responsible for setting objectives, organising resources and motivating staff so aims of the organisation are met.
  46. 46AutocraticThe leader makes all decisions.
    Little information is given to staff.
    Workers are supervised closely.
    Communication only occurs from the leader to the staff.
  47. 47PaternalisticThe Leader decides what is best for employees and is seen as a “father-figure”.
    Low levels of delegation.
    A softer form of authoritarian leadership.
    Explains reasons why actions are taken.
  48. 48DemocraticParticipation encouraged.
    Two-way communication used.
    Information about the business is given to workers.
    Constant feedbacks / discussion between employer and employees.
  49. 49Laissez-FaireManager delegates all authority and decision-making powers to staff / employees.
    Staff are given broad goals and targets but are allowed to meet them in a variety of ways.
  50. 50SituationalLeadership style depends on the nature of the task, the worker’s skill set and ability of the worker to be responsible.
  51. 51Salary (More secure than time and piece rate) (Financial Award)Predetermined amount of pay for an extended period of work (usually a year) and is divided into regular payments (usually per month).
    Not dependent on the number of hours worked or units produced.
  52. 52Piece Rate (Wage) (Financial Award)The worker id paid for every completed unit of output produced.
  53. 53Time Rate (Wage) (Financial Award)The worker is paid a set amount of every unit of time (usually an hour) worked.
  54. 54Commission (Financial Award)Workers earn a percentage of the amount of sales they make.
  55. 55Profit Related Pay (Profit Sharing) (Financial Award)Bonus for staff based on profits of business → paid as a portion of salary.
  56. 56Performance Related Pay (PRP) (Financial Award)Often a bonus in addition to a base salary for meeting pre-established goal.
  57. 57Employee Share Ownership Scheme (Financial Award)Bonus staff receive that is in the form of shares of the business instead of cash.
  58. 58Fringe Benefits (Payments) (Financial Award)Non-cash financial rewards that help to lower a worker’s cost of living.
  59. 59Job Enrichment (Non-financial Award)Giving workers opportunity to do challenging and fulfilling work to use their full capabilities
  60. 60Job Rotation (Non-financial Award)Training workers to perform many different tasks within the workplace. Rotate to different tasks at different times.
  61. 61Job Enlargement (Non-financial Award)Attempt to increase the scope of the job by broadening or deepening tasks undertaken.
  62. 62Empowerment (Non-financial Award)Allowing workers to make or help make decisions that impact their working lives.
  63. 63Purpose (Non-financial Award)Creating a work environment workers feel that the work they do makes a positive impact on the World.
    Opportunity to make a difference.
  64. 64Teamwork (Non-financial Award)Production is organised so that groups of workers assist each other in completing tasks.
  65. 65Power CultureAutocratic leadership.
    Power concentrated at the top.
    Quick decisions made by few people.
    Managers are judged by results not how the results were achieved.
    Usually financially based motivation.
  66. 66Role CultureBureaucratic Organisations.
    Roles are well defined.
    All employees operate within the rules with little incentive for creativity.
    Power comes from position within the hierarchy.
    Tall structures usually exist.
  67. 67Task CultureGroups are formed to solve problems and complete projects.
    Groups can develop their own culture.
    Team spirit can lead to motivation as intrinsic needs are met.
  68. 68Person CultureNo emphasis on teamwork.
    Each individual is focused on their own task.
    Individual goals may come in conflict with the goals of the organisation.
    Individuals may find it hard to work in a more structured environment.
  69. 69Entrepreneurial CultureSuccess is rewarded.
    Failure is considered a necessary part of risk-taking and so is not punished.
    Employees are often motivated by the challenging and important nature of the work.
  70. 70Collective Bargaining (Employee)Negotiations between employees, their conditions representatives (trade unions), employers and their represented issues of common interest such as pay and conditions of work.
  71. 71Slowdowns or Go Slows (Employee)A form of industrial action in which workers keep working but at a minimum pace as demanded by their contract of employment.
  72. 72Work to Rule (Employee)A form of industrial action in which employees refuse to do any outside the precise terms of employment contract.
  73. 73Overtime Bans (Employee)Employees limit their working time to the hours specified in their contracts, refusing to work any overtime.
  74. 74Strike Action (Employee)A large number of workers stop working in protest. Strikes are usually done by a labor union to get better pay, hours, or working conditions.
  75. 75Collective Bargaining (Employer)Process of negotiation between employees and a group of employers aimed at agreements to regulate working conditions including salary, benefits and any other term of employment.
  76. 76Threat of Redundancies (Employer)These threats put pressure on unions to agree on a settlement for the dispute, however, these might inflame opinions on employees side and could be seen as bullying and lead to poor publicity for the employer.
  77. 77Change of Contract (Employer)If employees are taking advantage of the employment contract to rule or ban overtime then new contracts can be issued to insist on higher work rates or overtime working.
  78. 78Closures (Employer)This is when the business threatens to close due to the inability to reach an agreement or if an agreement that is being considered would lead to increased cost that can’t be sustained.
  79. 79Lock-Outs (Employer)Short-term closure of the business or factory to prevent employees from working and being paid.
  80. 80ConciliationThe use of a third party in industrial disputes to encourage both employer and union (employees) to discuss an acceptable compromise solution.
  81. 81ArbitrationSolution brought by an independent third party that judges the situation and provides an appropriate solution to the conflict.
  82. 82Employee Participation and Industrial DemocracyReducing industrial conflict by achieving a closer working relationship between employees - employers. Could lead to commonly agreed objectives.
  83. 83Industrial Democracy (Employee Participation and Industrial Democracy)Workers’ control over industry
    Employee: Board of directors to represent workers’ approach to issues.
  84. 84Work Councils (Employee Participation and Industrial Democracy)A council's discussion of the employment situation, major investments, organisational changes, health and safety.
  85. 85Autonomous (Employee Participation and Industrial Democracy)Workgroups/quality circles lead to employee participation in decision making, avoid “them - us” environment.
  86. 86No-strike AgreementAn agreement between an employer and a trade union that the union will not call its members out on strike.
  87. 87Single Union AgreementAn agreement between an employer and a union such that the union will represent all the workers at a particular workplace.

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HL Business Management (Unit 2 Human Resource Management) Karteikarten am Unit 2 Human Resource Management, erstellt von Mi-Ni CHEN am 14/10/2016.
Erstellt von
Mi-Ni CHEN
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