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Effective Human Resource Management
Ensuring the right people are in the right roles with support for success, creating a positive work environment, leading to higher productivity and competitive advantage.
Staff as an Asset and a Cost
Employees bring knowledge, skills, and expertise (asset) while generating costs like hiring, training, salaries, and benefits (cost).
Human Resources Planning
Focuses on identifying needed employees, recruitment, deployment, training, motivation, and monitoring performance for financial and operational control.
Labour Productivity
Measures output per employee over time, aiming to increase productivity for improved competitiveness.
Labour Turnover
Measures the proportion of employees leaving, indicating motivation, recruitment effectiveness, or alternative opportunities.
Labour Retention
Measures the proportion of employees staying, reflecting effective motivation, recruitment, or limited alternative opportunities.
Absenteeism
Measures staff absent during a period, with high levels causing cost increases, reduced output, and demotivation.
Internal Factors Influencing HR Planning
Factors within a business impacting HR planning, including business objectives, financial situation, organizational structure, labour relations, and organizational culture.
External Factors Influencing HR Planning
Factors outside a business affecting HR planning, such as economic conditions, labour market, technological advancements, legal environment, social and cultural factors, political factors, industry-specific factors, and competitive landscape.
Recent Trends in Workplace Change
Changes in working patterns like remote, hybrid, and flexible working, gig economy, emphasis on work-life balance, changes in occupations, working preferences, and working practices.
Resistance to Change
A common phenomenon in the workplace, especially when employees lack involvement in the change design and implementation.
Factors Contributing to Resistance
Fear of the unknown, loss of control, disruption of routine, lack of trust, lack of communication, perceived losses, and the pace of change.
Change Management Strategies
Approaches and methods adopted to navigate and implement change successfully in a business.
Organisational Structure
Outlines reporting relationships, roles, and responsibilities of employees in an organization.
Hierarchy
Describes the levels of authority within an organization, ranking positions from top to bottom.
Bureaucracy
An organization with many levels of authority, making decision-making and communication time-consuming.
Chain of Command
The formal line of authority flowing from top management to lower-level employees, defining reporting relationships.
Span of Control
Refers to the number of employees a manager can effectively supervise, affecting the layers of management.
Centralized and Decentralized Structures
Concentration of decision-making authority at the top vs. distribution throughout the organization.
Matrix Structures
Employees grouped based on functional expertise and specific projects, having dual reporting lines.
Tall Organisational Structures
Multiple levels of management, centralized decision-making, and a long chain of command.
Flat Organisational Structures
Fewer levels of management, decentralized decision-making, and a short chain of command.
Organisation by Product
Structure built around specific products or projects, combining functional areas with specialist teams.
Organisation by Function
Employees arranged into different functions like finance or marketing, focusing on expertise.
Organisation by Region
Structure found in businesses with operations in different geographical locations, responding to diverse needs.
Impact of External Factors
Changes in market conditions, technology, global expansion, and competitive pressures affecting organizational structure.
Project-based Organisation Structures
Employees assigned to projects full-time, led by project managers, promoting collaboration and specialized skills.
Shamrock Organisational Structures
A structure where core employees are supported by flexible and temporary workers, adapting to changing needs.
Shamrock organisation
Based on the belief that workers are the most important business resource, providing flexibility and adaptability.
Core Staff
Small group directly employed, holding key positions, responsible for strategic decision-making and well-paid with job security.
Flexible Workers
Work part-time, temporary, or contractual, providing flexibility and scalability to the business.
Outsourced Services
Involves external third-party providers handling specific tasks like IT support or HR, allowing focus on core competencies.
Leadership vs
Leadership focuses on vision and motivation, while management focuses on organization and efficiency.
Autocratic Leadership
Leader holds absolute power, makes decisions without input, effective in crisis situations or hierarchical organizations.
Paternalistic Leadership
Leader acts in a protective manner, providing guidance and support, fostering loyalty but limiting creativity.
Democratic Leadership
Involves employees in decision-making, encourages creativity, but can be time-consuming and lead to conflicts.
Laissez-faire Leadership
Minimal guidance, employees have autonomy, encourages creativity but can lead to inefficiency and lack of coordination.
Situational Leadership
Adapting leadership style based on employee readiness and the specific situation to maximize performance and development.
Employee Motivation
Inner desire propelling action, impacting productivity, reliability, and turnover rates in a business.
Taylor's Scientific Management
Focuses on breaking tasks into simpler ones, standardizing processes, and providing clear instructions for efficiency.
Maslow's Hierarchy of Needs
Theory outlining five tiers of human needs, applied to businesses to meet physiological, safety, belonging, esteem, and self-actualization needs.
Maslow's Hierarchy
A theory that suggests individuals have different needs which, when met, can lead to higher employee satisfaction and motivation.
Herzberg's Motivation-Hygiene Theory
Theory that divides factors affecting motivation into hygiene factors (prevent dissatisfaction) and motivators (increase satisfaction).
McClelland’s Acquired Needs Theory
Theory that individuals have three acquired needs - Achievement, Affiliation, and Power - influencing their motivations and behaviors.
Deci and Ryan's Self-Determination Theory
Theory focusing on three basic psychological needs - Autonomy, Competence, and Relatedness - crucial for intrinsic motivation.
Equity Theory
John Adams's theory explaining how individuals perceive fairness in relationships, striving for equity in inputs and outputs.
Expectancy Theory
Vroom's theory stating motivation depends on expectancy (effort leads to performance), instrumentality (performance leads to outcomes), and valence (value of outcomes).
Labour Turnover
Measures the proportion of employees leaving a business during a specific time period, affecting recruitment costs and productivity.
Labour Retention
Measures the proportion of employees remaining with a business during a specific time period, indicating staff stability.
Employee Appraisals
A process where a manager evaluates an employee's job performance, providing feedback and setting goals for improvement.
Appraisal Discussions
Reflect on employee performance and establish goals for the future.
Performance Measurement
Evaluation against tasks and responsibilities in the job description.
Advantages of Employee Appraisals
Feedback & Communication, Performance Improvement, Recognition & Motivation, Decision-Making.
Disadvantages of Employee Appraisals
Subjectivity, Anxiety & Stress, Time-Consuming, Inaccuracies.
Formative Appraisal
Ongoing feedback, Improvement-oriented, No or Low Stakes, Timely Feedback, Employee Involvement.
Summative Appraisal
Endpoint Assessment, Evaluation of Achievement, High-Stakes.
360 Degree Feedback
Feedback from multiple stakeholders, Comprehensive assessment of strengths, weaknesses, and training needs.
Self-Appraisal
Employees evaluate their performance, strengths, weaknesses, achievements, and set goals for improvement.
Recruitment
Process of attracting and identifying potential job candidates.
Selection
Choosing the best candidate for a job role, involving reviewing CVs, interviews, and assessment tasks.
Referees
Individuals who should know candidates in a professional capacity and provide positive feedback on their abilities.
Financial Rewards
Payments given to employees in return for their labor or improved performance.
Piecework
Payment method where employees are compensated based on the number of units or pieces they produce.
Commission
A percentage of sales revenue paid to workers who sell products or services.
Bonus
Additional payment given to staff for achieving specific goals, completing projects, or exceeding expectations.
Profit Share
Distribution of a portion of the company's profits among staff to encourage ownership mentality.
Performance-related pay
Staff payment based on performance to motivate better results.
Fringe Benefits
Non-wage compensations like medical insurance or company vehicles.
Empowerment
Giving staff authority and resources to make decisions, enhancing ownership and responsibility.
Team Working
Creating opportunities for staff to collaborate, leading to productivity and innovation.
Job Enrichment
Adding challenging tasks to a job to increase motivation and engagement.
Job Rotation
Moving staff between roles to expose them to new challenges and increase motivation.
Job Enlargement
Expanding job duties to include additional tasks, enhancing motivation and satisfaction.
Training
Teaching new skills to employees for improved performance.
Development
Enhancing existing skills of employees for better productivity.
Induction Training
Training new employees on company culture, policies, and job roles.
On-the-Job Training
Learning new skills while working in job roles.
Off-the-Job Training
Training outside the workplace through workshops, seminars, or online courses.
Corporate Culture
Shared values, beliefs, and practices shaping how people work together in an organization.
Culture Clash
Conflicts arising from diverse backgrounds, values, or communication styles in the workplace.
Aim of Communication
The purpose of communication is to exchange or transfer information.
Formal Communication
Communication channeled through a business's formal organizational structure, likely to be recorded.
Informal Communication
Communication outside official channels, unlikely to be formally recorded.
Strengths & Weaknesses of Communication Methods
Evaluation of various communication methods based on effectiveness.
Face-to-Face Communication
In-person interaction allowing for non-verbal cues, enhancing understanding.
Written Communication
Messages in written form providing a record but lacking non-verbal cues.
Phone Calls
Real-time communication enabling quick exchanges but lacking visual cues.
Video Conferencing
Virtual meetings allowing distant connections but hindered by technical issues.
Instant Messaging & Chat Applications
Fast text-based communication suitable for brief exchanges but lacking non-verbal cues.
Barriers to Communication
Factors hindering information flow and causing misunderstandings.
Sources of Conflict with Employees
Reasons for conflicts in the workplace at various levels.
Trade Union
Organization aiming to improve employment terms and conditions for workers.
Collective Bargaining
Negotiation process between trade unions and employers for agreements.
Industrial Action
Various approaches like work-to-rule and strikes used by trade unions.
Employer Approaches to Conflict
Strategies used by businesses to resolve workplace conflicts.
Conflict Resolution
Steps taken to solve disagreements in the workplace effectively.
Approaches to Conflict Resolution
Methods like conciliation, employee participation, and industrial democracy to resolve conflicts.
