busman unit 3 aos 2

HRM

The organisation of employees’ roles, pay, and working conditions

Maslows

Physiological needs-job, income

Safety and security-Job security

Social needs-Sense of belonging (teamwork, social activities)

Esteem-Recognition (ie. employee of the month)

Self actualisation-Opporuntiies for advancemnet (reaching full potential)

ADV

DISADV

Maslow

Adv-gives employees a clear strucutre

-Allows employees to progress at their own pace and be motivated differently

disadv-assumes all emplyoees are motivated by same order, assumes there is nothing else to motivate emplyoees

Lawrence and nohrias 4 drive theory

Drive to acquire-This relates to an individual’s desire to acquire goods and services in life.

Drive to bond-This relates to an individual’s desire to form long-term relationships.

Drive to learn-This relates to an individual’s desire to continually learn new things

Drive to defend-This relates to an individual’s desire to defend themselves and those for whom they care

adv disadv of lawrence and nohrias 4 drive theory

adv-U can motivate employee by supporting all drives simultaenously, can target different drives for different employees

disadv-can be time consuming, employees may not value all drives equally

Locke and lathams

clarity-goals shoud be clear and specific, ensure team members know how sucess is measured.

challenge-increase effort and motivation, pushing employees

commitmnet-employee commitmnet is crucial for goal completion, involve employees in decision

feedback-increase employee motivation by providing regular feedback, provide recognition when goals are acheived

task complexity-should match employees skill level

adv disadv for locke and latham

adv-set clear and challenging goals improves motivation

-continue improving ability of employees as they are challenged constantly

-improved relationship between managers and employees

disadv-time consuming to set goals and provide feedback

-may harm confidence if goal isnt achieved

compare maslow and lawrence and nohria

similarities-both concerned with phsyical, social, emptional needs of employees

-both suggest that differnet employees will value different motivators

diff-maslows must be met in a sequential order whereas the 4 drive theory suggests any drive may be relavant in no particualt order

-maslow states that employees are motivated to fufill only one need at a time whereas 4 drive theory states employee behaviour can be driven by all needs at one time.

PRP

a finanical reward for reaching or exceeding a set goal

career advancmenet

. The opportunity for an employee to gain a higher job position in a business.

Invesment in training

Equipping employees with required expertise and skill

support

Providing an employee with encouragement and assistance

sanction

punshing an employee for poor perfomance or behvaiour

on the job

learning from other existing employees, at an employee’s current job, how to perform this job more efficiently and effectively than before.

adv-limits expenses, products can still be produced while learning

disadv-may be time consuming for employs teaching them, unlikely to broaden perspectives or skills

off the job

learning from professional instructors away from the business as to how the employee can perform this job more efficiently and effectively than before.

adv-may be provided with more skills and perspectives, less likely to be distracted by their work or colleagues

disadv-can be expensive, reduces producitvity at the business site

MBOS

strategy that aims to improve the performance of a business by clearly defining objectives that are agreed to by both management and employee

PERFOMANCE APPRIASALS

Assessing the performance of an employee against a range of criteria, providing feedback and establishing plans for the future.

SELF EVALUATION

employee reflecting on their own performance using a set of criteria, often prior to a manager/employee discussion

employee observation

employee being assessed against a range of criteria by other employee/s within the business. This can then inform a discussion between the manager and employee about performance and where to improve

retirment

employees choose to leave the workforce permanetely (voluntary)

redundancy

a job is no longer needed due to business changes for fiancial reasons

resignatin

employees choose to leave the business usually for another job. vuluntary

dismissal

employee is let go due to poor perfomance or misconduct

entitilement considerations

business must fufill legal obligations when terminating staff:

annual leave-paid time off accrued by the employee

redundancy pay-compensation when made redudnant

justifianle reasons-termination must have valid lawful reasons

transition considerations

ethical and supprotive actions business may take to assist outgoing employees.

job search assistance, counselling, resume writing

role of employees

work towards achieving business objectives

unions

represent and protect employees’ rights in an industry

employers

direct employees to achieve buisness goals

employer associations

support and advise employers

Human resource managers

manage the employee-employer relationship

FWC

Australia’s independent workplace relations tribunal that has a range of responsibilities outlined by the Fair Work Act. Dealing with unfair dismisaals, setting the national minimum wages, dealing with disputes

awards

Legal documents that outline the minimum wages and conditions for work for employees across an entire industry

adv-

disadv-