IB Business Management HL Unit 2 Human Resource Management

Workforce planning

process for identifying and addressing the gaps between workforce and human control

Labor turnover

measures the number of workers who leave a firm per year

Labor mobility

geographical and occupational movement of workers

On the job training

carried out at the workplace, lead by other employees or manager

Cognitive training

development of mental skills and ability to learn quickly

Off the job training

not at workplace and can be taught at other place

Behavioral training

identifying functional issue that could improve performances

Dismissal

the termination of a worker's employment due to incompetence or a breach of contract

Redundancy

occurs when a business can no longer afford to employ the worker or when the job ceases to exist, voluntary redundancy: takes place when the employer asks for volunteers to leave, compulsory redundancy: occurs when the employer has to choose which workers to make redundant

Aging Population

increasing age in population due to declining rates and life expectancy

Flexible Work Structures

work practice that allows the employee a certain amount of freedom

Teleworking

refers to working away from the office by using electronic forms of communication

Portfolio Working

people employed in a number of different jobs, carried out simultaneously usually on a part-time or temporary basis

Flexitime

a system which requires employees to work for a core period but the rest of the time is chosen by the employee

Outsourcing

the practice of transferring internal business activities to an external firm as a method of reducing costs

Offshoring

an extension of outsourcing that involves relocating business activities and processes abroad

Re-shoring

the transfer of business operations back to their countries of origin

Flat Organization

fewer levels, managers tend to have a wider span of control

Tall Organization

have many levels in the organizational hierarchy, managers tend to have a narrow span of control

Delegation

the empowerment of a person lower down in the organizational structure by passing on control and authority to complete a certain task or role

Matrix Structure

refers to the flexible organization of representatives from different departments temporarily working together on a particular project

Shamrock Organization

says that organizations are increasingly made up of core staff who are supported by peripheral workers, consultants, outsourced staff and contracters

Henri Fayol's Theory

investigated the scientific management of labor organization and production of five factors: planning, commanding, controlling, coordinating, organizing

Peter Drucker Theory

believed that people are the key to the success of a business

Autocratic Leadership

refers to leaders who adopt an authoritarian approach by making all the decisions rather than delegating any authority to their subordinates

Paternalistic Leadership

treat their employees as if they were family members, guiding them through a consultation process and acting in the perceived best interest of their subordinates

Democratic Leadership

refers to leaders who take into account the views of others when making decisions

Laissez-Faire Leadership

based on having minimal direct input in the work of employees

Situational Leadership

refers to the belief that there is no single leadership style that suits all situations

Taylor Theory

assumed that employees are primarily motivated by money and that productivity could be improved by setting output and efficiency targets related to pay

Maslow Theory

focuses on the psychological needs of workers as he believed that people are motivated by more than just money, five parts to the diagram: physiological needs, security needs, social needs, esteem needs, self-actualisation

Herzberg Theory

focused on the sociological and psychological aspects of work, focused on hygiene

Adams Theory

suggested that workers will naturally compare their efforts or rewards to those of others in the workplace

Pink Theory

suggested that monetary rewards such as bonuses and commission could be used to motivate workers

Job Rotation

type of job enlargement that involves workers performing different tasks at the same level of complexity in a systematic way

Job Enlargement

refers to broadening the number of tasks that an employee performs, although the job itself remains unchanged

Job Enrichment

gives workers more challenging jobs with more responsibilites

Empowerment

developing the potential of workers or teams to achieve the best they can