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Human Resource Management (HRM)
The function of management that involves recruiting, training, compensating, and developing employees to meet organizational goals.
Workforce
The collective group of employees within a business, considered one of its most valuable assets.
Workforce Planning
The process of forecasting the number and type of employees needed now and in the future.
Recruitment
The process of seeking, finding, and hiring individuals for positions within an organization.
Retention
The efforts made by HRM to keep employees engaged and prevent turnover.
Labour Turnover
The rate at which employees leave a workforce and are replaced.
Training and Development
The process of teaching employees new skills or improving existing skills to enhance productivity.
Appraisal
The assessment of an employee's performance, often involving steps for continuous improvement.
Dismissal
The termination of an employee's contract due to misconduct or poor performance.
Redundancy
The termination of an employee's position because it is no longer required, often due to economic conditions.
Internal Factors
Elements within an organization that affect HR planning, such as structure, size, and budget.
External Factors
Influences outside the organization that impact HR planning, including sociocultural, technological, and economic changes.
Sociocultural Changes
Shifts in societal values and demographics that affect consumer behavior and workforce availability.
Technological Changes
Advances in technology that alter the types and numbers of employees needed in a business.
Economic Changes
Fluctuations in the economy, such as recession or unemployment rates, that influence workforce needs.
Labour Mobility
The ability of workers to move geographically or change careers, affecting recruitment and retention.
Centralisation
A management structure where decision-making is concentrated at the top levels of the organization.
Decentralisation
A management structure that delegates decision-making authority to lower levels within the organization.
Matrix Structure
An organizational format where employees report to multiple managers, often used in project-based environments.
Autocratic Leadership
A leadership style characterized by centralized decision-making and little input from subordinates.
Democratic Leadership
A leadership style that values employee input and encourages participation in decision-making.
Motivation
The reasons or incentives that drive individuals to perform tasks or engage in work.
Intrinsic Motivation
Motivation driven by internal rewards, such as personal satisfaction or enjoyment of the task.
Extrinsic Motivation
Motivation driven by external rewards, such as pay or recognition.
Maslow’s Hierarchy of Needs
A theory that categorizes human needs into a hierarchy, suggesting that lower-level needs must be met before higher-level needs can be addressed.
Herzberg’s Two-Factor Theory
A theory that distinguishes between hygiene factors (which prevent dissatisfaction) and motivators (which drive satisfaction).
Job Enrichment
Redesigning jobs to increase complexity and challenge, enhancing employee motivation.
On-the-Job Training
Training conducted while the employee continues to work, allowing for immediate application of skills.
Off-the-Job Training
Training that occurs away from the employee's normal work environment, often in a structured setting.
Communication
The process of exchanging information, thoughts, and ideas within an organization.
Internal Communication
The transfer of information within the organization among employees.
External Communication
The transfer of information between the organization and external stakeholders.
Formal Communication
Communication that follows defined channels and is documented, often used for official matters.
Informal Communication
Unstructured communication that flows freely among employees, often used for casual interactions.
Barriers to Communication
Factors that hinder effective communication, such as emotional, cultural, or technological barriers.
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