Human Resource Management and Organizational Structure Review

Flashcards covering key concepts from human resource management and organizational structure topics.

Human resource management (HRM)

The strategic approach to the effective management of employees so that they help the business gain a competitive advantage.

Workforce planning

Forecasting the numbers of workers and the skills that will be required by the organisation to achieve its objectives.

Workforce audit

A check on the skills and qualifications of all existing workers/managers.

Labour turnover

Measures the rate at which employees are leaving an organisation.

Recruitment

The process of identifying the need for a new employee, defining the job to be filled and the type of person needed to fill it, and attracting suitable candidates for the job.

Selection

The series of steps by which candidates are interviewed, tested and screened to choose the most suitable person for a vacant post.

Recruitment agency

A business that offers the service of recruiting applicants for vacant posts.

Job description

A detailed list of key points about the job to be filled, stating all its key tasks and responsibilities.

Person specification

A detailed list of the qualities, skills and qualifications that a successful applicant will need to have.

Application form

A set of questions answered by a job applicant to give a potential employer information about the applicant, such as educational background and work experience.

Curriculum vitae (CV)

A detailed document highlighting all of a person's professional and academic achievements, work experience and awards.

Résumé

A less detailed document than a CV, which itemizes work experience, educational background and special skills relevant to the job being applied for.

Reference

Comment from a trusted person about an applicant's character or previous work performance.

Assessment centre

A place where a range of tests is used to judge job applicants on their potential ability to perform a particular role.

Internal recruitment

When a business aims to fill a vacancy from within its existing workforce.

External recruitment

When a business aims to fill a vacancy with a suitable applicant from outside of the business, such as an employee of another organisation.

Employment contract

A legal document that sets out the terms and conditions governing a worker's job.

Redundancy

When a job is no longer required, the employee doing this job becomes unnecessary through no fault of their own.

Dismissal

Being dismissed or fired from a job due to incompetence or breach of discipline.

Unfair dismissal

Ending a worker's employment contract for a reason that the law regards as being unfair.

Employee morale

Overall outlook, attitude and level of satisfaction of employees when at work.

Employee welfare

Employees' health, safety and level of morale when at work.

Work-life balance

A situation in which employees are able to allocate the right amount of time and effort to work and to their personal life outside work.

Equality policy

Practices and processes aimed at achieving a fair organisation where everyone is treated in the same way without prejudice and has the opportunity to fulfil their potential.

Training

Work-related education to increase workforce skills and efficiency.

Induction training

Introductory training programme to familiarise new recruits with the systems used in the business and the layout of the business site.

On-the-job training

Instruction at the place of work on how a job should be carried out.

Off-the-job training

Training undertaken away from the place of work.

Multi-skilling

The training of an employee in several skills to allow for greater flexibility within the business.

Employee appraisal

The process of assessing the effectiveness of an employee judged against pre-set objectives.

Industrial action

Measures taken by the workforce or trade union to put pressure on management to settle an industrial dispute in favour of employees.

Collective bargaining

The process of negotiating terms of employment between an employer and a group of workers who are usually represented by a trade union official.

Trade union recognition

When an employer formally agrees to conduct negotiations on pay and working conditions with trade union rather than bargain individually with each worker.

Motivation

The internal and external factors that stimulate the desire in workers to be continually interested in, and committed to, doing a job well.

Piece rate

Payment to a worker for each unit produced.

Self-actualisation

A sense of self-fulfilment reached by feeling enriched and developed by what one has learned and achieved.

Motivators (motivating factors)

Aspects of a worker's job that can lead to positive job satisfaction, such as achievement, recognition, meaningful and interesting work, responsibility, and advancement at work.

Hygiene factors

Aspects of a worker's job that have the potential to cause dissatisfaction, such as pay, working conditions, status and over-supervision by managers.

Job enrichment

Aims to use the full capabilities of workers by giving them the opportunity to do more challenging and fulfilling work.

Time-based wage rate

Payment to a worker made for each period of time worked.

Salary

Annual income that is usually paid on a monthly basis.

Commission

A payment to a salesperson for each sale made.

Bonus

A payment made in addition to the contracted wage or salary.

Performance-related pay

A bonus scheme to reward employees for above-average work performance.

Profit sharing

A bonus for employees based on the profits of the business, usually paid as a proportion of basic salary.

Share-ownership scheme

A scheme that gives employees shares in the company they work for or allows them to buy those shares at a discount.

Fringe benefits

Benefits given, separate from pay, by an employer to some or all employees.

Job rotation

A scheme that allows employees to switch from one job to another.

Job enlargement

An attempt to increase the scope of a job by broadening or deepening the tasks undertaken.

Job redesign

The restructuring of a job to make the work more interesting, satisfying and challenging.

Development

The gaining of new or advanced skills and knowledge as well as opportunities to apply what is gained.

Employee promotion

The advancement of an employee within a business to a higher level of responsibility and status.

Employee status

The level of recognition offered by an employer to a worker in terms of pay, level of responsibility and benefits.

Employee participation

Active encouragement of employees to become involved in decision-making within an organisation.

Teamworking

Production is organised so that groups of workers undertake complete units of work.

Empowerment

The giving of skills, resources, authority and opportunity to employees so that they can take decisions and be accountable for their work.

Quality circle (QC)

A voluntary group of workers who meet regularly to discuss, and try to resolve, work-related problems and issues.

Manager

The person responsible for setting objectives, organizing resources and motivating workers so that the objectives of the business are met.

Management

The organisation and coordination of activities in order to achieve the defined objectives of the business.

Decision-making

Key role of management.

Autocratic management

A management style where one manager takes all decisions with very little, if any, input from others.

Democratic management

A management style that encourages the active participation of workers in taking decisions.

Paternalistic management

A management style based on the view that the manager is in a better position than the workers to know what is best for an organisation.

Laissez-faire management

A management style that leaves much of the business decision-making to the workforce.

Theory X

The view that some managers believe that employees are lazy, fear-motivated and in need of constant direction.

Theory Y

The view that some managers believe employees are internally motivated, enjoy their work and are prepared to take on additional responsibilities.