Studied by 3 people
HR Glossary ALL TERMS
HR management
Strategic approach to managing employees to help an organisation.
HR planning
Analysing and forecasting the workers required to achieve objectives.
Workforce plan
Number of workers and the skills they require.
Workfore audit
Check on employees skills and qualifications.
Labour turnover
Rate at which employees leave organisation.
Ocupational mobility of labour
Extent to which wrokers are willing to move to different jobs requiring different skills.
Geographical mobility of workers.
Extent to which wrokers are willing to move to geogrpahical location for new jobs.
Flexi-time
Flexible working hours for employees around the individual.
Gig-economy
Labour market characterised by short term contracts.
Change management
Planning, implementing, controllking and reviewign change.
Project group
Group to adress an issue within an organisation.
Force field analysis
Used to map opposing forces against change ina business.
Organisational structure
Formal framework of authority and within a business
Delegation
Passing authority down the organisational heirarchy
Accountable
Being held to account of ones actions
Spans of control
Number of subordinators reporting directing to a manager
Levels of heirarchy
Stage of organisational structure with a level statuf/authority
Tall organisational structure
Many levels of heirarchy
Flat organisational structure
Less levels of heirarchy
Chain of command
Route authority is passed down
Bureaocracy
Organisational system with standard procedures
Centralised
Decision making powers in head office/centre of organisation
Decentralised
Decision making powers with subordinates/regonal or product managers
Delayers
Reducing levels of heirarchy
Matrix structure
Structure creating project teams form all functional departments
Hierarchial structure
Structure where power and authority are clearly specified and allocated
Leadership
Act of motivating a group of people towards a common objective
Manager
Responsible for settign objectives, organisationa and motivating employees
Management
Directing and controlling a group of people
Scientific management
Management derived from pronciples based on scientific experiments
Intuitive management
Decision making based on hunches and subconcous expertise
Autocratic leaders
Leadership keeping decision in centre of organision
Paternalistic leadership
Parental figure creating loyalty but also dependance.
Democratic leaders
Promotive involvement in decision form employees
Laissez-faire
Keeping decisions to the workforce, oppositic of autocratic
Situational leaders
Varying leadership to task and situation at hand
Extrinsic motivation
Engaging in an activity because of associated rewards or because of a threat or pressure
Intrinsic motivation
Engaging in an activity because of something out of our own desire - satisfaction
Motivation
Desire, effore and passion to do something
Labour Turnover
Rate at which employees are leaving an organisation
Training
Work related education
Self actualisation
A sense of self fullfillement
Motivators
Aspects in a job leading to higher satisfaction - eg. achievement, recognition
Hygene factors
Aspects in a job leading to reduced satisfaction - eg. pay, working conditions
Recruitment
Process of recruiting new employees
Employee appraisal
Process of assesing the effectiveness of an employee
Job description
Detailed list about job that needs to be filled
Person specification
Detailed list of qualities and skills required for succesfull applicant
Internal rectruitment
Filling a position by a pre existing employee
External recruitment
Filling a position by a new employee
Salary
Fixed amount each year depending on level
Hourly wage rate
Wages paid by hours worked
Piece rate
A payement to a worker for each unit produced
Commission
A pay bayed on acheiving targets
Performance-related pay
Bonus scheme for above average performance
Profit Related pay
Bonus scheme for above agerage profits
Employee share ownership
Offer of shares rather than cash
Fringe Benefits
Non-cash rewards (cars, insurance, discounts)
Job enlargement
Increasing the scope of a job
Job enrichement
Aims to use full capability of workers using full range of abilities to motivate them
Cell production
Flow production split into work groups that are responsible for complete units of work
Job rotation
Moving employees between different tasks to promote experience and variety
Team working
Production is organised in groups that complete full units of work
Empowerment
Delegating a task and take the approprate decisions to complete it
Induction training
Training complete before begining the job
On-the-job training
Training at the place of work
Off-the-job training
External training
Absenteeism
Deliberate absense with no satisfactory explanation
Lateness
Consistent arrival late to work that often becomes habitual
Poor performance
Poor quality work, low levels or work
Accidents
Careless, less concentration increases likelyhood of accidents
Labour Turnover
Leaving for negative reasons
Grievances
Increase in complaints in the workforce
Poor response rate
Workers don't respond well to management or leadership
Appraissal
Assesing the effectiveness of an employee by preset objectives & targets
Formative appraisal
Informal, used to find areas to support employees.
Summative appraisal
Formal, pre-determined objectives/targets can influence pay/bonuses/promotion.
360-degree appraisal
Feedback from everyone who comes into contact with the employee.
Self-appraisal
Self-evaluation appraisal.
Effective communication
Exchange of information between people wtih feedback
Feedback
Information given by the reciever in response to a message
Formal communication
Information that flows thorugh well defined communication channels
Communication methods
The media used to convey a message
Spoken communication
Oral way of sending information between 2 or more people
Information overload
Too much information that the important ones can'tbe identified and acted on
Interpersonal communication
Exchange of information between 2 or more people
Informal communication
The sending of unofficial information between infromal groups
Communication barriers
Something gets in the way of a message being recieved
Note 
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