HR - Glossary

HR management

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