Unit_2
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Introduction to Human Resource Management
Topic 2: Human resource management
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Unit Content
Content
Assessment Objective:
Role of human resource management
Internal and external factors that influence human resource planning:
Demographic change
Change in labour mobility
Immigration
Flexitime
Gig economy
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Unit Content (Continued)
Content
Assessment Objective:
Reasons for resistance to change in the workplace
Human resource strategies for reducing the impact of change and resistance to change
Business Management Toolkit:
STEEPLE analysis
Force field analysis (HL only)
Introduction to human resources and the business management concepts
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What is Human Resource Management?
Brainstorm words associated with human resource management.
Write each word on an individual sticky note.
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Role of Human Resource Management
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Human Resource Management
Human resource management (HRM) is the management function of deploying and developing people within an organization to meet its business objectives.
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A Day in the Life of a Human Resources Department
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Functions of HRM
Workforce planning
Recruitment and selection
Training and development
Performance management
Pay and remuneration
Discipline and grievances
Employee welfare
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Workforce Planning
Definition: The process of anticipating and meeting an organization’s current and future staffing needs.
Importance: Many entrepreneurs argue that people are the firm’s most valuable asset, making workforce planning essential.
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Importance of Workforce Planning
Failure to optimize a firm's human resources can lead to several issues (the 5Rs):
Higher costs of recruitment, induction, and training.
Focus on solving HR problems rather than achieving organizational objectives.
Lower morale and increased uncertainty among staff.
Reduced productivity and profits.
Poor corporate image from inability to retain or motivate staff.
The 5Rs are: Recruitment, Resources, Reservations, Returns, Reputation.
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Internal and External Factors Influencing Human Resource Planning
Demographic change
Change in labour mobility
Immigration
Flexitime
Gig economy
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Demographic Change
Definition: Changes in population characteristics affecting the supply of human resources in a country.
Impact Factors:
Net birth rate: A higher birth rate leads to a larger supply of human resources over time.
Net migration rate: More immigrants than emigrants increases supply.
Retirement age: A later retirement age expands the available workforce.
Women's labor force participation: Increases particularly in part-time roles.
Aging population: Leads to long-term reduction in the supply of human resources.
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Impact of Aging Populations on HRM
An aging population results in a labor shortage.
Firms must be open to hiring and retaining older employees, possibly beyond retirement age.
Increased demand for female and part-time workers for workforce flexibility.
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Change in Labour Mobility
Definitions:
Geographical mobility: Ability to move to different locations for work.
Occupational mobility: Ability to change jobs or career paths.
Limitations on Geographical Mobility:
Ties to family and friends
Worker attributes (education, experience, etc.)
Relocation costs
Mature workers' willingness to take risks
Fear of the unknown
Cost of living in areas
Employer discrimination based on age, gender, etc.
Culture and language barriers.
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Immigration
Impact of globalization: Encourages work-related migration.
Firms, especially multinationals, must consider migration reasons during workforce planning.
Reasons for Worker Migration:
Attractive pay/benefits in other countries
Job opportunities due to local economic conditions
Seasonal employment needs
Domestic instability or lack of security
Search for a higher standard of living.
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Flexitime
Definition: A system allowing employees to decide their own working hours around a set deadline.
Common forms:
Teleworking
Homeworking
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Teleworking vs. Homeworking
Teleworking:
Working remotely using electronic communication (e.g., sales representatives).
Homeworking:
Employees working from home instead of the office.
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The Future of Homeworking
Tasks:
List impacts of homeworking on businesses.
Discuss HRM implications of listed impacts.
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Advantages and Disadvantages of Teleworking and Homeworking for Employees
Advantages:
Increased job opportunities, flexibility for family commitments, reduced commuting stress, autonomy, tax benefits, lower costs due to technology.
Disadvantages:
High dependence on ICT, extended working hours, social isolation, less job security, distractions, lack of training opportunities.
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Advantages and Disadvantages of Teleworking and Homeworking for Employers
Advantages:
Reduced overhead costs, flexibility in working hours, adaptable staffing for peaks, lower absenteeism, continuity of services.
Disadvantages:
High setup costs, challenging recruitment processes, difficulty in management and control, risk of technological failures, potential lack of home working security.
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Gig Economy
Definition: Labor market characterized by short-term contracts or freelance work versus permanent jobs.
Gig workers provide services on demand without permanent contracts.
Tasks: List gig economy services.
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Benefits and Limitations of the Gig Economy
Benefits:
Flexibility for workers, lower costs for businesses, potential for extra income, improved work-life balance.
Limitations:
Irregular income, lack of job security, no clear career path, high burnout risk, potential damage to firm reputation due to subpar service.
Page 24
Over to You
Refer to Hoang textbook:
Question 7.1 (332 million Americans)
Page 98
Question 7.2 (McDonald’s)
Page 102
Answer all parts.
Page 25
BMT: STEEPLE Analysis
Conduct a STEEPLE analysis of a business in your country.
Identify opportunities and threats for HRM.
Suggest HRM strategies to exploit opportunities and mitigate threats.
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Theory of Knowledge
Discuss why, despite lower life expectancy and equal opportunity laws, no country allows men to retire earlier than women.
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Reasons for Resistance to Change in the Workplace
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Reasons for Resistance to Change
According to Professor John Paul Kotter of Harvard Business School, four main reasons are:
Self-interest
Low tolerance
Misinformation
Different points of view
Page 29
HR Strategies for Reducing Change Resistance
Page 30
Reducing Resistance to Change
Discuss various theories on managing workplace change.
Questions: What are seven ways to minimize resistance?
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Business Management Toolkit
Force Field Analysis of Ending Homeworking (HL only)
Analyze resistance faced from employee mandates to return to the office.
Explain how FFA helps manage change impact and resistance.
Page 32
Approaches to Business Learning Management
Hoang textbook Activity 7.1 (Research skills)
Page 107 (Paul Hoang 5th Edition)
For use with the I.B. Diploma Programme.
Page 33
Concepts in Business Management: Change
Internal and external changes impact human resource planning/management.
Exit interviews help firms understand employee resignation motivations and improve HRM.
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Over to You
Hoang textbook
Review Questions Page 107 (Paul Hoang 5th Edition)
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Organization Structure
Topic 2: Human Resource Management
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Unit Content
Assessment Objective:
Terminology related to organizational structures:
Delegation
Span of control
Levels of hierarchy
Chain of command
Bureaucracy
Centralization
Decentralization
Delayering
Matrix structure
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Unit Content (Continued)
Assessment Objective:
Types of organization charts
Flat/horizontal
Tall/vertical
By product, function, or region
Appropriateness of different organizational structures according to external changes
Changes in structures (e.g., project-based, Charles Handy’s Shamrock Organization) (HL only)
Business Management Toolkit:
Hofstede’s cultural dimensions (HL only)
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Terminology Related to Organizational Structures
Centralization, Decentralization, Delayering, Matrix Structure, Delegation, Span of Control, Levels of Hierarchy, Chain of Command, Bureaucracy.
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Organizing Human Resources
Organizational structures display job titles, accountability, and responsibility, aiding efficient function.
Example: Organization chart showing details for a hotel, including housekeeping.
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Example of an Organization Chart for a Hotel
General Manager
Rooms Division Manager
Front Office Manager
Housekeeping Manager
Team Leaders
Housekeepers
Food and Beverage Manager
Sales & Marketing Manager
Human Resources Manager
Finance Manager
Deputy Manager
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Delegation
Definition: Passing control and authority to others in a firm.
Critical for growth as managers cannot supervise all aspects alone.
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Span of Control
Definition: The number of employees directly accountable to a manager.
Generally, senior managers have a wider span of control.
Questions about spans of control in an example hotel organization chart.
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Levels of Hierarchy
Description: Organizational structure based on a ranking system, with skilled employees at the top and least skilled at the bottom.
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Chain of Command
Definition: The formal line of authority through which orders flow in an organization, from General Manager to Housekeepers in the example chart.
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Bureaucracy
Definition: Execution of tasks governed by formal rules within a firm.
Bureaucracy can cause inefficiencies due to excessive paperwork, long command chains, and redundant managerial roles.
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Centralization
Description: A few individuals at the top control most decisions within a firm.
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Advantages and Disadvantages of Centralization
Advantages:
Rapid decision-making, enhanced control, clear direction, efficiency.
Disadvantages:
Stress on senior staff, inflexibility, potential decision delays, employee demotivation.
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Decentralization
Description: Decision-making authority is shared among a larger group.
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Advantages and Disadvantages of Decentralization
Advantages:
Input from workforce, faster decision-making, improved morale, enhanced accountability, teamwork.
Disadvantages:
Higher costs, inefficiencies, increased chance of errors, loss of control, communication challenges.
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Delayering
Definition: The removal of levels in the hierarchy to widen spans of control and shorten the chain of command.
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Example of Organizational Chart Being Delayered
Shows the reduction from six to five levels.
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Advantages and Disadvantages of Delayering
Advantages:
Cost reduction, faster communication, encourages empowerment.
Disadvantages:
Employee insecurity, potential overload, longer decision-making times.
Page 53
Over to You
Hoang textbook
Question 8.1 (Ferrari)
Page 118
Question 8.2 (Restructuring at Southmead College)
Page 119
Answer all parts.
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Matrix Structures
Organizes employees across departments for particular projects collectively.
Employees report to two managers: departmental and project managers.
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Advantages and Disadvantages of Matrix Structures
Advantages:
Improved communication, maximizes skill sets, cost-effective.
Disadvantages:
Increased workloads, coordination difficulties, time-consuming tasks.
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Types of Organization Charts
Flat/horizontal
Tall/vertical
By product, function or region.
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Organizational Charts
Diagrammatic representations of a firm's structure.
Features include:
Functional departments
Chain of command
Span of control
Communication channels
Levels of hierarchy
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Flat Organizational Structures
Characteristics: Fewer hierarchy levels, wider spans of control.
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Tall Organizational Structures
Characteristics: Many hierarchy levels, narrower spans of control.
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Advantages of Flat vs. Tall Structures
Flat Structures:
Career development opportunities, effective communication, lower operational costs.
Tall Structures:
Easier control and management, high efficiency from specialization, promotion opportunities.
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Organizational Types by Region, Function, Product
Example structure showing product divisions of a company in two regions (Vietnam and Singapore).
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Over to You
Hoang textbook
Questions 8.3 (Organization charts 1)
Page 121
Questions 8.4 (Organization charts 2)
Page 124
Questions 8.5 (Departments or faculties)
Page 124
Answer all parts.
Page 63
Theory of Knowledge
To what extent do organizational charts limit knowledge about an organization?
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Appropriateness of Different Organizational Structures Considering External Changes
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Organization Restructuring
Definition: Reorganizing human resources within a firm to remain competitive.
Common reasons:
Incorporate new roles and eliminate redundant positions
Reduce costs and debt
Focus on core business activities
Integrate new technology
Ensure optimal use of employee skills
Divest parts of the business
Merge with another company.
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Changes in Organizational Structures (HL only)
Project-based organization
Charles Handy's 'Shamrock Organization'
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Project-Based Organizations
Define organization by specific projects.
Industries using this include construction, software engineering, entertainment, aerospace, and oil exploration.
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Advantages and Disadvantages of Project-Based Organizations
Advantages:
Flexibility, productivity improvements, efficiency.
Disadvantages:
Discontinuity, isolation, inefficiencies, conflicting priorities.
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Handy’s Shamrock Organization
Described divided workforce into core staff, peripheral workers, and outsourced workers for dynamic adaptation to environmental changes.
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Features of Handy's Shamrock Organization
Core Staff:
Full-time workers who manage daily operations.
Peripheral Workers:
Hired for specialized tasks, allowing core staff to focus on key activities.
Outsourced Workers:
Temporary and flexible workers used as needed.
Page 71
The Freelance Revolution
Reference to a Forbes article outlining benefits for HRM when including freelancers and outsourced workers.
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BM Toolkit: Hofstede's Cultural Dimensions & Organizational Structures (HL)
Discuss the influence of cultural dimensions on organizational structures.
Page 73
Concepts in BM: Change, Creativity, and Innovation
No single optimal strategy exists in organizational structuring; optimal strategy depends on business size, employee competencies, management attitudes, and organizational culture.
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Over to You
Hoang textbook
Review Questions
Page 128 (Paul Hoang 5th Edition)
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Leadership and Management
Topic 2: Human Resource Management
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Unit Content
Assessment Objective:
Scientific and intuitive thinking/management (HL only)
Management and leadership
Various leadership styles:
Autocratic
Paternalistic
Democratic
Laissez-faire
Situational
Business Management Toolkit:
Force field analysis (HL only)
Hofstede’s cultural dimensions (HL only)
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Scientific and Intuitive Thinking/Management (HL only)
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Scenario: Lost in an Unknown City
Describe decision-making challenges in unfamiliar situations, especially when language barriers exist (HL only).
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Scientific Thinking and Management
Description: Objectivity and empirical evidence are central to decision-making.
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Intuitive Thinking and Management
Description: Based on personal beliefs and instincts for decision-making.
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Decision-Making: Scientific vs. Intuitive
Most decisions combine both aspects; choice depends on experience, scale, and urgency.
Page 82
Business Management Toolkit: Force Field Analysis in Decision-Making (HL only)
Explanation of how force field analysis incorporates both scientific and intuitive decision-making.
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Management and Leadership
Page 84
Leadership vs. Management
Explore roles and characteristics of leaders and managers; engage students in sticky note activity.
Page 85
Morale! Morale! Morale! Leadership vs. Management
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Key Functions of Management
Definition: Achievement of organizational goals through effective resource use.
Managers have decision-making authority and responsibility for problem-solving.
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Leadership
Definition: Influencing and inspiring others to achieve organizational goals and foster motivation, respect, trust, and loyalty.
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Differences Between Leadership and Management
Comparison table illustrating distinctions in focus, roles, risk-taking, and outcome orientation.
Page 89
Skills and Roles of Leaders versus Managers
Detailed comparison between leadership and management skills and approaches.
Page 90
Approaches to Business Learning Management
Hoang textbook Activity 9.1 (Research and thinking skills)
Page 134 (Paul Hoang 5th Edition)
For use with the I.B. Diploma Programme.
Page 91
Leadership Styles
Overview of various leadership styles: Autocratic, Paternalistic, Democratic, Laissez-faire, Situational.
Page 92
Spectrum of Leadership Styles
Description of the broad spectrum of leadership influencing organizational outcomes.
Page 93
Autocratic Style
Characteristics: Independent decision-making, minimal feedback from employees.
Suitable for crisis situations but can lead to poor relationships.
Page 94
Theory of Knowledge
Discussion prompt: Can creativity thrive under autocratic leadership?
Page 95
Paternalistic Style
Characteristics: Treats employees as family, guiding through consultation.
Positive and negative attributes discussed.
Page 96
Democratic Style
Characteristics: Employee involvement in decision-making leading to better morale.
Drawbacks related to decision-making speed for large teams.
Page 97
Laissez-faire Style
Characteristics: Minimal input from leaders, relying on team motivation.
Conditions and drawbacks outlined.
Page 98
Business Over to You
Hoang textbook
Question 9.1 (Vinayak Textiles)
Page 136
Answer all parts (Paul Hoang 5th Edition).
Page 99
Situational Leadership
Adaptation of leadership style to circumstances, influenced by various factors.
Page 100
Over to You
Hoang textbook
Questions 9.2 and 9.3: Situational leadership scenarios
Page 137 and 138
Answer all parts.
Page 101
Approaches to Learning
Hoang textbook
Activity 9.2 and 9.3: Thinking and Research skills - Page 139.
Page 102
Theory of Knowledge
Consideration of leaders’ understanding of organizational needs.
Page 103
Business Management Toolkit
Hofstede’s cultural dimensions’ impact on leadership and management effectiveness in organizations.
Page 104
Concepts in BM: Ethics
Ethical considerations of leadership/management impact organizational actions and culture.
Page 105
Approaches to Learning
Hoang textbook
Activities: 9.2 and 9.3 - Page 139.
Page 106
Over to You
Hoang textbook
Review Questions - Page 140 (Paul Hoang 5th Edition).
Page 107
Motivation and Demotivation
Topic 2: Human Resource Management
Page 108
Unit Content
Assessment objectives:
Motivation theories:
Taylor
Maslow
Herzberg (Motivation-Hygiene Theory)
Financial rewards:
Salary, Wages, Commission, Performance-related pay, Profit-related pay, Employee share ownership, Fringe payments.
Non-financial rewards:
Job enrichment, rotation, enlargement, empowerment, teamwork.
Page 109
Type of Training
Types include Induction, On the Job, Off the Job.
Assessment objectives for each type.
Page 110
Motivation in the Workplace
Definition: Desire, effort, and passion to achieve; enthusiasm towards tasks.
Page 111
Motivation Theories Overview
Overview: Taylor, Maslow, Herzberg theories explained.
Page 112
Taylor's Motivation Theory
Focus on monetary motivation, productivity through output-related pay.
Key points of the theory summarized.
Page 113
Criticisms of Taylor’s Theory
Ignoring non-monetary factors, independence of thoughts, monotony in tasks.
Page 114
Maslow’s Hierarchy of Needs
Psychological needs as prime motivators, explaining the hierarchy levels.
Page 115
Maslow's Hierarchy Explained
Visual representation and examples of needs by level.
Page 116
Maslow's Hierarchy Examples
Specific examples for each level of needs detailed.
Page 117
Criticisms of Maslow’s Theory
Challenges in identifying needs, universality, and permanence of self-actualization.
Page 118
Herzberg's Motivation-Hygiene Theory
Differentiation between hygiene factors and motivators.
Two-factor influence on on-the-job satisfaction discussed.
Page 119
Examples of Hygiene Factors and Motivators
List of hygiene factors and associated motivators presented.
Page 120
Herzberg’s Theory Simplified
Theory visualization depicting motivation satisfaction outcomes.
Page 121
Criticisms of Herzberg’s Theory
Challenges in applying the theory broadly, workers’ preferences regarding increased responsibilities.
Page 122
Over to You
Hoang textbook
Questions 10.1 (World’s Richest Billionaires)
Page 147
Questions 10.2 (Richer Sounds)
Page 149
Answer all parts.
Page 123
Types of Financial Rewards
Overview and definitions: Salary, Wages, Commission, Performance-related pay.
Page 124
Financial Rewards
Description of methods businesses use to motivate using monetary payments.
Page 125
Salary
Fixed annual rate payments explained, benefits, and drawbacks discussed.
Page 126
Wages
Differences with salaries, benefits, and potential drawbacks of hourly wage structures.
Page 127
Commission
Description of pay structure based on sales/output percentages explained with pros and cons.
Page 128
Performance-Related Pay (PRP)
Rewarding employees tied to performance goals with benefits and drawbacks outlined.
Page 129
Profit-Related Pay
Linking employee pay to company profits with advantages and disadvantages noted.
Page 130
Employee Share Ownership Schemes
Overview of employee shareholding as an incentive with pros and cons.
Page 131
Fringe Payments
Definition and examples of additional benefits apart from salary or wages, plus advantages and disadvantages.
Page 132
Over to You
Hoang textbook
Questions on financial rewards and analysis - various pages indicated.
Page 133
Approaches to Business Learning Management
Activities on page 164 related to financial rewards.
Page 134
Types of Non-Financial Rewards
Overview of job enrichment, rotation, enlargement, empowerment, purpose, teamwork.
Page 135
Non-Financial Rewards Explained
Description of intrinsic incentives not tied to cash payments.
Page 136
Job Enrichment
Concept of increasing employee challenge and responsibility outlined with its pros and cons.
Page 137
Non-Financial Rewards at a Restaurant
Example of the restaurant organization chart showing various roles and responsibilities.
Page 138
Job Enrichment Example for Assistant Chef
Description of enriched roles through task delegation.
Page 139
Job Rotation
Description and benefits of rotating job responsibilities and associated cost factors.
Page 140
Job Rotation Example for Station Chefs
Specific tasks outlined for different station chefs illustrating job rotation benefits.
Page 141
Job Enlargement
Definition and pros and cons of broadening tasks without changing job roles.
Page 142
Job Enlargement Example for Station Chefs
Roles of chefs expanded to include various menu items.
Page 143
Empowerment
Definition: Granting authority to workers to enhance engagement in their roles explained.
Page 144
Purpose: Opportunity to Make a Difference
Description of how intrinsic motivations can be fostered within the workplace.
Page 145
Empowerment and Purpose to Motivate Teams
Analyzing strategies to enhance motivation through empowerment.
Page 146
Teamwork
Definition and examples of teamwork structures and their benefits.
Page 147
Over to You
Activities related to communication and social skill assessments in the business context (Hoang pages).
Page 148
Types of Training
Types: Induction, On-the-job, Off-the-job.
Page 149
Training Overview
Definition and purpose of skill acquisition through training.
Page 150
Induction Training
Aimed at new employees; objectives and implications discussed.
Page 151
On-the-Job Training
Definition, examples, advantages, and disadvantages explained.
Page 152
Off-the-Job Training
Definition and pros/cons of training away from workplace setting.
Page 153
Over to You
Reading and responding to industry-specific scenarios about training opportunities (Hoang pages).
Page 154
Theory of Knowledge
Questioning the quantification of motivation in workplaces.
Page 155
BM Toolkit: Descriptive Statistics
Explanation of how statistics aid in understanding employee engagement through feedback.
Page 156
Sustaining Motivation
Highlighting the need for adaptive strategies in maintaining employee motivation in changing environments.
Page 157
Types of Motivation
Differentiation between intrinsic, extrinsic, and their implications explained.
Page 158
Over to You
Review Questions for previous topics about motivation in the workplace.
Page 159
Advanced Motivation Techniques (HL only)
Inclusion of McClelland’s and Deci & Ryan’s theories plus their application to HRM.
Page 160
McClelland’s Acquired Needs Theory
Overview of the three types of needs: Achievement, Power, Affiliation.
Page 161
Deci and Ryan’s Self-Determination Theory
Explanation of autonomy, competence, and relatedness as key motivational factors.
Page 162
Equity Theory by Adams
Focus on employee perceptions of fairness in workplace rewards versus contributions.
Page 163
Equity Theory Overview
Visual representation highlighting inputs and outputs in relation to equity.
Page 164
Expectancy Theory by Vroom
Description of how expectations influence motivational effort with its formula.
Page 165
Approaches to Learning
Hoang textbook activities promoting thinking skills related to HRM.
Page 166
Over to You
Questions related to motivational theories from the Hoang textbook.
Page 167
Labour Turnover (HL only)
Definition and calculation method of labour turnover rate.
Page 168
Calculating Labour Turnover
Explanation of measuring workforce satisfaction and effectiveness.
Page 169
Types of Appraisal (HL only)
Overview of formative, summative, 360-degree feedback, and self-appraisal processes.
Page 170
Performance Management Using Appraisals
Description and application of appraisal systems towards employee evaluation.
Page 171
Methods of Appraisal
Description and differences between various appraisal methods outlined.
Page 172
Advantages and Disadvantages of Appraisals
Overview of both benefits and potential setbacks of appraisal practices.
Page 173
Methods of Recruitment (HL only)
Overview of recruitment processes: advertising, selection, interviews, testing, and references.
Page 174
Recruitment Process
Detailed steps involved from vacancy announcement to hiring.
Page 175
Internal Recruitment
Definition and methods of promoting from within the company detailed.
Page 176
Advantages and Disadvantages of Internal Recruitment
Summary of the benefits and drawbacks of internal hiring processes.
Page 177
External Recruitment
Definition and methods used for hiring from outside the company addressed.
Page 178
Advantages and Disadvantages of External Recruitment
Summary of benefits and potential challenges faced with external hires.
Page 179
Theory of Knowledge
Exploration into reconstruction of true motivational dynamics in workplaces based on historical theorists' insights.
Page 180
Over to You
Hoang textbook
Review Questions on pages 178 onward.
Page 181
Organizational Culture (HL only)
Defined by specific norms and characteristics shaping business identity.
Page 182
Unit Content on Organizational Culture
Assessment objectives focusing on various cultural dimensions and theories.
Page 183
Components of Organizational Culture
Essential characteristics in forming a firm’s culture discussed.
Page 184
Benefits of a Strong Organizational Culture
Summary of positive impacts of strong culture on workplace dynamics.
Page 185
Types of Organizational Culture (Handy's Gods of Management)
Explanation of Handy's cultural frameworks and their implications.
Page 186
Sources of Culture Clashes
Identifying common reasons for cultural conflicts in business settings.
Page 187
Consequences of Cultural Clashes
Outlined impacts of cultural misunderstandings on organizational effectiveness.
Page 188
Cultural Changes with Organization Growth
Examining how organizational changes influence overall culture.
Page 189
Over to You
Hoang textbook activities around organizational culture reflections.
Page 190
Communication
Focus on methods and barriers to effective organizational communication strategies.
Page 191
Unit Content on Communication
Assessment objectives focusing on formal/informal methods and communication barriers.
Page 192
Purpose of Communication
Understanding various markets and communication needs outlined.
Page 193
Internal vs. External Communication
Key differences between internal and external communication described.
Page 194
Formal vs. Informal Communication
Overview of distinct communication types and their relevance in organizational settings.
Page 195
Methods of Communication
Various channels (verbal, written, visual) utilized in organizations explained.
Page 196
Advantages and Disadvantages of Verbal Communication
List of pros and cons associated with oral communication methods.
Page 197
Written Communication
Definition and significance of written communication in organizations outlined.
Page 198
Examples of Visual Communication
Types of communicative visuals that aid in information dissemination.
Page 199
Non-Verbal Communication Methods
Impacts of electronic forms of non-verbal communication discussed.
Page 200
Barriers to Communication
Common obstacles to effective communication in a business context highlighted.
Page 201
Consequences of Poor Communication
Listed repercussions that may follow ineffective communication methods.
Page 202
Theory of Knowledge
Exploration into the relationship between knowledge and communication capabilities.
Page 203
Concepts in BM: Change and Sustainability
Linking communication barriers to sustainability needs discussed.
Page 204
Over to You
Review Questions for communication topics in the Hoang textbook.
Page 205
Industrial/Employee Relations
Assessment objectives focusing on workplace conflict and resolution methods discussed.
Page 206
Sources of Conflict in the Workplace
Outlined primary causes leading to workplace conflict.
Page 207
Approaches to Conflict Resolution
Various methods for addressing workplace conflict and negotiation strategies discussed.
Page 208
Possible Outcomes in Conflict Resolution
Overview of conflict resolution results based on prioritized concerns discussed.
Page 209
Over to You
Application activities for understanding conflict in the workplace (Hoang pages).