BM AOS2

• human resource management


  refers to the formal management of the relationship between employees and the employer
• motivation


  willingness of an individual to expend energy and effort in completing a task
• hierarchy of needs


  Is a motivational theory that suggests people have five fundamental needs, and their sequential attainment of each need acts as a source of motivation. once a need is satisfied, it no longer has the effect of motivating employee behaviour
• physiological needs


  the essentials/basics of life including food, water and shelter
• safety needs


  physical and emotional wellbeing
• social needs


  belonging and forming connections
• esteem needs


  feeling recognition and being rewarded
• self-actualisation


  fulfilling one's full potential
• Lawerence and Nohria's Four Drive Theory


  is a motivational theory that suggests that people strive to balance four fundamental desires
• drive to bond


  the need to form relationships with others and gain a sense of belonging
• drive to acquire


  the desire to own material goods and to obtain greater status, power and influence
• drive to learn


  seeking new skills and a greater understanding of the world and how it works
• drive to defend


  desire to remove threats to safety and security and defending what one considers to be theirs, such as their job and integrity. this drive is unique as it is a latent drive which becomes active only in the face of a threat.
• locke and lathams goal setting theory

  A motivational theory that states that employees are motivated by clearly defined goals that fulfil five key principles
• clarity


  when managers are setting goals with employees, is essential that goals are clear and specific
• challenge


  goals need to be challenging because people tend to exert more effort to attain more difficult goals
• commitment


  Employee commitment is crucial for goal completion. Managers can boost commitment by involving employees in decision-making processes.
• feedback


  Managers can boost employee motivation by providing regular constructive feedback and acknowledging achievements, as failure to do so may lead to loss of momentum and goal failure.
• task complexity


  The complexity of goals should not overwhelm the employee, and the skill level needed to achieve them should match their appropriate level of complexity.
• performance related pay


  a financial reward that employees receive for reaching or exceeding a set target or objective
• career advancement


  the assignment of more responsibilities/authority to employees or the promotion of employees to positions that bring rewards, such as increased salary, fringe benefits and increased responsibiliites
• investment in training


  allocating recources to improve employee skills and knowledge
• support


  the assistance or services provided by the business to help employees cope with difficulites that may impede their work performance
• sanction


  penelising employees for poor performance or breaching buisness policies
• intrinsic motivation


  involves engaging in a behaviour because it is personally rewarding; essentially, performing an activity for its own sake rather than the desire for some external reward
• extrinsic motivation


  occurs when a person is motivated to perfrom a behaviour or engage in an activity to earn a reward or avoid punishment
• training


  involves the learning of new skills and knowledge
• on the job training


  involves employees improving their knowledge and skills while at the workplace
• off the job trianing


  involves employees improving their knowledge and skills in a location external to the business
• performance management


  aims to improve individual and business performance by linking them to individual and business objectives.
• management by objectives


  involves both managers and employees collaboratively setting individual employee goals that contirbute to the achievement of broader business objectives
• performance appraisal


  invovles a manager assessing the perfromance of an employee against a range of criteria, providing feedback and establishing plans for future improvements
• self evalutation


  involves an employee assessing their individual performance against a set of critrea
• employee observation


  involves a variety of people form different levels of authority assessing an employees performance against a set critea. often called '360-degree feedback
• termination


  is the ending of the employment of an employee
• retirement


  involves an employee voluntarily leaving the workplace permanently as they no longer wish to work
• resignation


  involves an employee voluntarily terminating their own employment, usually to take another job position elsewhere
• redundancy


  involves an employee no longer working for a business because there is insufficient work or their job no longer exists
• dismissal


  involves the involuntary termination of an employee who fails to meet required work standars or displays unacceptable or unlawful behaviours
• entitlement considerations


  the right to benefits that employees have when leaving the workplace, either on a voluntary or an involuntary basis