Unit 2 HRM

Cards (42)

  • Human Resource Management: HRM is a broad term used to describe the overall management of an organization's workforce, e.g., attracting, selecting, training, assessing, rewarding and retaining workers.
  • Human Resource planning: Also known as workforce planning, this is the management process of anticipating the organization’s current and future human resource needs.
  • Appraisal also known as a performance review, this is the formal procedure of assessing the performance and effectiveness of an employee, in relation to his/her job description.
  • Demography: The statistical study of population trends, such as birth rates, death rates, age distribution, and net migration rates.
  • Labour Turnover: The number of employees leaving a business in a given period of time. Often used to gauge levels of motivation in an organisation
  • Flexitime: A form of flexible work practice that enables employees to work a set number of core hours each week, often at the office during peak periods of the day and/or week.
  • Gross misconduct: Major misdemeanours occuring at work which can lead to instant dismissal
  • Dismissal: Termination of workers employment due to employee incompetence or a breach of contract
  • Redundancies: Also known as layoffs, this is the process of employers cutting back on its staffing, as certain job roles are no longer required, i.e., the job roles cease to exist.
  • Job Analysis: The process of examining what a particular job involves, thereby enabling the HR department to determine the roles, tasks, duties, responsibilities, and skills required to do the job.
    • Job description - Document containing the particulars of a job, e.g., the job title, roles and responsibilities, and other duties.
  • Induction: Training aimed at introducing new employees to the policies, practices, and culture of the organisation
    • On the job training - Type of training that takes place within the organization, so employees are performing tasks at the place of work.
  • Off-the-job training - Employees attend courses outside of the workplace that focus on developing specific knowledge and/or skills.
  • Organisation Chart: A Diagrammatic representation of the firms formal structure
  • Span of control: Number of subordinates overseen by a manager
  • Chain of command: the formal path through which commands and decisions are communicated from senior managers to subordinates.
  • Centralization: Where decision making is predominantly done by a small group of senior managers at the top of the organisational hierarchy
    • Decentralization The situation in an organization where decision-making authority is delegated throughout, rather from a central authoritative group.
  • Flat organisational structure: Few layers of hierarchy, meaning managers have a wider span of control
  • Tall organisational structure: Many layers of hierarchy, increasing chain of command and therefore time for decision making, however reduces span of control for managers
  • Delayering: removing levels of hierarchy in a firm to widen the span of control in the hierarchy
    • Project-based organization - This flexible organizational structure is based on the specific needs of a particular short-term or temporary project.
  • Autocratic leadership: Leaders fully make decisions instead of delegating responsibility.
  • Democratic leadership: When a leader takes input from others before making decisions, in this instance decision making is decentralized
  • Paternalistic leadership: Where the leader treats their employees as family members, building trust in the process
  • Laissez-Faire leadership: Minimal input for the employees, where the employees are entitled to make their own decisions
  • Situational leadership: A leadership style which allows for adaptation by not conforming to a single leadership style
  • Remuneration: Monetary compensation for work or service
  • Productivity: level of output per worker, indicator of motivation
  • Fringe benefits: Also known as perks, they are financial benefits of a job in excess of the basic pay
  • Job enlargement: Increasing the number of tasks that an employee performs.
    Adv: Reduces monotony
    Disadv: higher training costs
  • Job rotation: A type of non-financial motivation in which employees switch jobs for periods of time, of the same complexity
  • Job enrichment: Non financial reward where workers are given more responsibility and more challenging tasks
  • Maslows Hierarchy order:
    Physiological, Safety, Social, Esteem, Self-Actualisation

    Survival -> Job Security -> Community/Belonging -> Recognition/Respect -> Realisation of potential
  • Corporate Culture: Refers to an organization’s set of core values and beliefs, which shape the firm’s attitudes, behaviour, and norms.
  • Culture clash: Incompatibility between two or more cultures in an organisation e.g. during a hostile takeover
  • Adaptive Cultures: responsive and receptive to change
  • Inert cultures: Negative about and resistant to change
  • Cultural Intelligence: Measure of one's ability to adapt and integrate to different cultures