Making Human Resources decisions

• Organizational structure


  How an organization gives different members of staff different roles to allow them to work efficiently
• Tall structure


  • Many layers, narrow span of control, long chain of command
• Flat structure


  • Less layers, wider span of control, short chain of command
• Centralization


  All decisions made at the center of the organization
• Decentralization


  Decisions spread out across the business
• Centralized business


  • McDonald's - same menus, prices, layout across all stores
• Decentralized business


  • Waterstones - store managers choose books based on local audience
• Full-time staff


  Work more hours
• Part-time staff


  Work fewer hours, often due to other commitments
• Permanent workers


  Have a contract with no end date
• Temporary workers


  Have a contract with a specified end date
• Flexible working


  Workforce can change, e.g. working from home, hybrid working, flexible hours
• Excessive communication can lead to mistakes, e.g. wrong packaging printed due to missed email
• Jargon and technical language can be a barrier to communication
• Roles and responsibilities


  • CEO
  • Director
  • Senior manager
  • Supervisor
  • Shop floor staff
• Reasons for recruitment


  • Add more skills
  • Replace labor turnover
  • Increase capacity
• Internal recruitment


  Recruiting from existing staff
• External recruitment


  Recruiting from outside the organization
• Recruitment documents


  • Application form
  • Job description
  • Person specification
  • Job advert
• Job description lists the responsibilities and duties of the role
• The recruitment process involves the following documents: application form, job description, person specification, and CV
• Application form


  Where an employee or prospective employee puts down their personal information, contact details, and may explain why they want the job
• Job description


  Describes the responsibilities and duties of the job
• Person specification


  Specifies the skills, qualities, education, and experience required for the job
• CV (Curriculum Vitae)


  A summary of the applicant's achievements, characteristics, qualifications, work experience, and references
• Recruitment process


  1. Fill in application form

  2. Attach CV

  3. If meet person specification and job description, get invited for interview

  4. If successful at interview, get the job
• On-the-job training


  Learning while doing the actual job, with supervision
• Off-the-job training


  Training away from the job, e.g. courses, books, presentations, by specialists
• Informal training


  Advice, guidance, and mentoring received while working in the business
• Reasons for training: add skills, develop existing skills, adapt to new technology, make staff feel valued
• Motivation


  The desire to complete an action
• Importance of motivation


  • Keeps staff happy and loyal
  • Increases productivity
  • Lowers production and labour costs
• Financial motivators


  • Wages
  • Salaries
  • Bonuses
  • Fringe benefits
  • Commission
  • Promotion
• Job rotation


  Rotation of tasks to avoid boredom
• Job enrichment


  Giving employees more responsibility and trust
• Autonomy and independence


  Employees have power over their work options and responsibilities
• Google is a good example of a business that effectively uses non-financial motivators