1.4.1 - approaches to staffing

HR approaches

the overall way in which a business treats its staff

what do hr approaches have a direct impact on

level of performance, motivation, management styles

hard approach

staff as a cost/resource to be managed

soft approach

staff as an asset that can help the business

hard hrm includes

control mechanisms, judgemental appraisals, centralised decision making, tall organisational structure, fixed term contracts, minimum wage, external recruitment

soft hrm includes

opportunities for staff development, training, internal promotion, empowerment, consultation, greater autonomy/responsibility, flatter organisational structure

strengths of hard hrm

more cost efficient, more efficient

weaknesses of hard hrm

estranged employer-employee relationships, de-motivation, higher staff turnover

strengths of soft hrm

workers have more responsibility, workers are more independant, lower staff turnover, creativity encouraged

weaknesses of soft hrm

promotions can be costly

redeployment

re-training staff to give the skills required to take on a new role

labour turnover

the number of staff leaving a company as a percentage of the number employed

job sharing

when two or more employees share a full-time position

benefits of part-time employees

flexible workforce, better able to match supply to demand, not tied into paying workers when they are not being used to their full potential

disadvantages of part-time employees

high recruitment/training costs, may be more transient, may lack commitment

homeworking benefits

increased flexibility to the employee, reduce costs to the employer, made easier by tech

benefits of outsourcing

provides flexibility in supply, can increase capacity without high capital expenditure, can buy in expertise

disadvantages of outsourcing

quality must be maintained, subcontractor will also want to make a profit

redundancy

when an employee's contract is terminated because the job no longer exists

redundancy may occur as a result of

closure, restructuring, relocation, new tech, rationalisation

trade unions

national organisations that protect employees and their economic/working conditions

key objectives of trade unions

securing jobs, maximising pay, ensuring safe/acceptable conditions, fair treatment of members by employers

unions can work with employees/employers to

enhance business performance, improve international competitiveness, implement change, lower labour turnover, increase motivation

industrial action

when employees take sanctions to try and impose pressure on the employer

industrial action includes

work to rule, demonstrations, lobbying, strike

acas

an independant body that can help with disputes

works council

a group made up of managers + rep employees that discuss workforce issues

advantages of employee representation

meduim for 2 way communication, reduces division, employees kept informed, employers can see employee viewpoint, improved motivation, less risk of industrial disputes

disadvantages of employee representation

opportunity cost of time, can cause conflict due to different agendas, slows down decision making, employer may not be able to respond to employee wishes, non-homogenous employees