BM Unit3 Human Resources

workforce planning

process of anticipating and meeting an organization’s current and future staffing needs

Delegation

passing down orders, decision-making, responsibility down the chain of command

span of control

The number of subordinates one manager can directly supervise and control

levels of hierarchy

business organizational structure based on a ranking system

chain of command

the line of authority where orders are passed down and delegated through organizations

bureaucracy

execution of tasks that follow a strict rules and guidelines set by the official administration to maintain decision-making under control.

centralization

When a top group of managers control the decision-making of a business

decentralization

when decision-making is delegated to lower levels of organization

delayering

removing unnecessary layers of hierarchy to make communication more efficient in the organization

matrix structure

when employees from different departments work together for temporary project, in such way that one subordinate reports to multiple managers in different departments

organizational charts

diagrammatic representation of firm’s foemal human resource structure

horizontal organization

organizational structures where there is only few levels of hierarchy and wide span of control

vertical organizational structure

organizational structure where there are many levels of hierarchy and narrow span of control

handy’s shamrock organization

Theory proposing that businesses must have these three types of workers to remain flexible to external change. 1, Core staff, which are full time employees handling day-to-day operations of the business. 2, Peripheral staff, part time employees who are employed when needed to provide flexibility to the business. 3, Outsource staff, employees that are paid to do a specific tasks that require experties

management

the practice of achieving business objectives through controling the avaliable human and non-human resources of an organization

leader

a person who aspires and inspire others to achieve a business objectives

manager

a person who makes decision-making in a firm and takes on the responsibility in order to achieve business objectives

autocratic

leadership styles where the leader makes all decision-making, and doesnt delegate it to others

paternalistic

leadership styles where the leader treats their subordinates like a family, with kind and warm caring through consulting processes.

democratic

leadership styles where the leader actively seeks feedback from their subordinates, and encourages active participation in decision-making like a democracy

laissez-faire

leadership styles where the manager allows the employees to freely make decision-making on their own

situational

leadership styles where the leader flexible adjust their leadership styles depending on the situations.

talylor’s scientific management theory

Theory assuming that employees are most motivated by monetary rewards and that rewards such as piece rate rewards can be a great motivation. Furthermore, by dividing labors by among employees, and training them accordingly to their work, managers can increase their efficiency.

Maslow’s hierarchy of needs

The business must fufill these needs of the employees from bottom to the top, to motivate them

physiological, safety, love and belonging, esteem, self-actualisation

herzberg’s two factor theory

there are two factors that affect the motivation of employees

Hygiene factors, factors that demotivate employees, which must be mitigated by the business. Motivator factor, a factor that motivates employees, which the business must work to increase.

McClelland’s acquired needs theory

theory stating that employees have three types of needs which must be fuffiled in order to be motivated

need for achievement, power, affiliation

Deci and Ryan’s self-determination theory

theory stating that there are three requirements that business must fufil to motivate employees

autonomy, competence, relatedness

Equity theory

theory stating that employees will be motivated when they believe that they are recieving fair output in relative to their input, and are treated fairly

Expectancy theory

a theory stating there must be expectancy, which is employees believing that their effort will lead to better performance, and instrumentality, employees believing that their performance will lead to better reward, and valence, employees percieving values in the recieved reward.

salary

annual rate salary paid monthly or even weekly

wages

hourly rate remuneration or quantity of out put remuneration such as piece rate payments.

fringe payments

benefits provided to the employees other than their salaries or wages

job enrichment

non-financial reward, to give employees more challenging and complex tasks to encourage their growth

job enlargement

providing employees with more numbers of tasks to challenge their growth, while job itself remains unchanged

power culture

organizational culture where there is centralized decision-making, and little bureaucracy and rulesas with horizontal organizational structure

role culture

organizational culture that has clear and defines roles for employees, with strict rules and bureaucracy system and vertical structures

task culture

organizational culture where there is flexible and value in teamwork, with decision-making being delegated to experts in the team. They also heavily value achievements

Person culture

organizational culture where every employee is an expert of similar position and fields, and it is employee centered decision-making.

Hofstede’s cultural dimension

power distance, collectionisn vs individualism, feminsm vs masculinity, uncertainity avoidance, short-term vs long-term oriented, restraint vs indulgence

industrial conflict

conflict between employee and employers, where there is split in opinion about issues of workplace

collective barganing

having trade union as a representitive of workforce to negotiate with employers

work-to-rule

when employers only work the bare minimum amount required by the labor contract and withdraw their good will, reducing production outputs of firms.

Strike

when employees collectively refuse to work

threat to redundancies

when employers threat to lay off employees

changes of contract

employers changing contract to their favor in the next contract renewal.

lock-outs

employers temporary preventing employees from coming to work, thus receiving their wages or salaries

closure

employees close down its operation to prevent their employees from recieving their salaries or wages, or even get them to be layed off

conciliation

two conflicting parties agreeting to have a third party mediator to listen into arguments of the both sides, and help the two sides make a fair compromise

arbitration

when two parties agree to have an independent arbitrator who fairly judges both sides’ argument and make a fair compromise, in which both parties agree to adhere and follow the judge of the arbitrator