Docsity
Docsity
Przygotuj się do egzaminów
Przygotuj się do egzaminów

Studiuj dzięki licznym zasobom udostępnionym na Docsity

Otrzymaj punkty, aby pobrać
Otrzymaj punkty, aby pobrać

Zdobywaj punkty, pomagając innym studentom lub wykup je w ramach planu Premium

Informacje i wskazówki
Informacje i wskazówki
Sprzedaj na Docsity
Sprzedaj na Docsity
Docsity AI
Docsity AI
Zaloguj sięZarejestruj się

Przygotuj się do egzaminów

Studiuj dzięki licznym zasobom udostępnionym na Docsity

Znajdź dokumenty

Przygotuj się do egzaminów dzięki dokumentom udostępnionym na Docsity przez studentów, takich jak ty

Znajdź dokumenty dotyczące egzaminów na tej właśnie uczelni

Znajdź dokumenty dotyczące egzaminów na tej właśnie uczelni

Docsity AINEW

Streszczaj swoje dokumenty, zadawaj im pytania, przekształcaj je w quizy i mapy myśl

Otrzymaj punkty, aby pobrać

Zdobywaj punkty, pomagając innym studentom lub wykup je w ramach planu Premium

Udostępniaj dokumenty
download point icon20 Punktów

Za każdy zamieszczony dokument

Wszystkie sposoby na zdobycie darmowych punktów
Zdobądź punkty już teraz

Wybierz plan Premium z odpowiednią dla Ciebie ilością punktów

Możliwości studiowania

Wybierz swój przyszły program studiów

Dotrzyj do najlepszych uniwersytetów na świecie już teraz. Szukaj wśród tysięcy uczelni i oficjalnych partnerów

Społeczność

Bezpłatne poradniki

Nasze e-booki ratujące uczniów i studentów!

Pobierz bezpłatnie nasze przewodniki na temat technik studiowania, metod panowania nad stresem, wskazówki do przygotowania do prac magisterskich opracowane przez wykładowców Docsity

Business Management Human Resources, Notatki z Podstawy przedsiębiorczości

Podstawy przedsiębiorczości

IB Business Management SL - unit 2 about human resources.

Typologia: Notatki

2020/2021

Załadowany 16.03.2021

meg-czachowska
meg-czachowska 🇵🇱

4

(1)

1 dokument

1 / 6

Toggle sidebar

Ta strona nie jest widoczna w podglądzie

Nie przegap ważnych części!

bg1
2.1
LABOUR TURNOVER
Measures the rate at which employees are leaving an organisation
(Number of staff leaving over a year)/(Average number of people employed) * 100%
External factors affecting HR planning
- technological change
- government regulations
- demographic change
- social trend
- state of the economy
- changes in education
- labour mobility
HR workforce plan
soft HR (motivation, skills), hard HR (law and costs)
- recruitment
- identification
- job description - what will you do?
- person specification - what should you know? (skills)
internal recruitment - from the company; external - outside
- application process
- application
- job advert
- CV
- internal/external agency
- selection process
- selection
- shortlisting
- testing
- attitude
- psychometric
- team-based (assessment centre)
- interviews
- training
- induction - to start the job
- On-the-job
- Off-the-job
- cognitive - thinking, process skills which help to make decisions
- behavioural - inter and intrapersonal skills
- appraisal
- formative - learning, forming, evaluate the performance
- summative - set standards (sums up performance)
- 360-degree - stakeholders assess somebody
- self-appraisal - training needs, weaknesses and strengths
- termination
- dismissal
- redundancy
- reasons
Exemplary questions:
1
pf3
pf4
pf5

Podgląd częściowego tekstu

Pobierz Business Management Human Resources i więcej Notatki w PDF z Podstawy przedsiębiorczości tylko na Docsity!

LABOUR TURNOVER

Measures the rate at which employees are leaving an organisation (Number of staff leaving over a year)/(Average number of people employed) * 100% External factors affecting HR planning

  • technological change
  • government regulations
  • demographic change
  • social trend
  • state of the economy
  • changes in education
  • labour mobility HR workforce plan soft HR (motivation, skills), hard HR (law and costs)
  • recruitment
  • identification
  • job description - what will you do?
  • person specification - what should you know? (skills) internal recruitment - from the company; external - outside
  • application process
  • application
  • job advert
  • CV
  • internal/external agency
  • selection process
  • selection
  • shortlisting
  • testing
  • attitude
  • psychometric
  • team-based (assessment centre)
  • interviews
  • training
  • induction - to start the job
  • On-the-job
  • Off-the-job
  • cognitive - thinking, process skills which help to make decisions
  • behavioural - inter and intrapersonal skills
  • appraisal
  • formative - learning, forming, evaluate the performance
  • summative - set standards (sums up performance)
  • 360-degree - stakeholders assess somebody
  • self-appraisal - training needs, weaknesses and strengths
  • termination
  • dismissal
  • redundancy
  • reasons Exemplary questions:

Why are you better than other candidates? What are your strengths and weaknesses? What are your salary expectations? What’s important to you in your workplace? Tell about the situation that you solved What do you know about our company? Tell me about yourself What do you want to do in 5 years time? outsourcing SHAMROCK Peripheral (p.153) Core Business process outsourcing (BPO) Outsourcing A practice used by different companies to reduce costs by transferring portions of work to outside suppliers rather than completing internally. Reasons:

  • reduction and control of operating costs
  • increased flexibility
  • improved company focus
  • accessed to quality service or resources
  • freed-up internal resources Drawbacks:
  • loss of jobs within the business
  • quality issues
  • customer resistance
  • security
  • having closed a whole department for outsourcing is time-consuming and expensive Offshoring The moving of various operations of a company to another country for reasons such as lower labour costs or more favourable economic conditions in that other country. Reasons:
  • similar Limitations:
  • language and other communication barriers
  • cultural differences
  • level of service concerns
  • supply-chain concerns
  • ethical considerations Insourcing Assigning a project to a person or department within the company instead of hiring an outside person or company to do the work Inshoring: (Onshoring) is the opposite of Offshoring. It is the process of moving a business operation from overseas to the local country Reasons:
  • labour cost rise
  • quality control issues have costs some companies most than there were savings
  • working conditions in developing

Autocratic

  • classical approach
  • as much power and authority as possible - all decisions
  • does not consult anything, allow input
  • stuff obeys the rules without explanations
  • rewards and punishments
  • stuff is not trained; - stuff fearful, low morale, high turnover, Paternalistic
  • father figure - friendly, demanding, experienced
  • good in the family business, hierarchical structures
  • not good in creative jobs; can make bad decisions Democratic
  • participative style
  • staff is a part of the decision making
  • staff informed, shares decision making and problem-solving responsibilities
  • the leader is a coach: final say, interested in other opinions, high quality and quantity work for long periods of time, team spirit, high morale, trust, successful
  • has a plan, evaluates performance, establishes goals, recognition, growth, promotions, encouragement
  • not appropriate with unskilled people, not enough time Laissez-faire
  • “hands-off” style
  • little or no direction to the stuff - freedom to the stuff, they make decisions, goals, resolve problems, feedback needed
  • the leader knows less than employees (manager vs engineers)
  • staff highly skilled, pride in their work, trustworthy, experts specialists and consultants
  • shouldn’t when staff insecure, can’t provide feedback and support, doesn’t understand the responsibilities Situational
  • manager changes behaviour depending on the situation Varying Leadership Style:
  • personal background: what: personality, knowledge, values, ethics, experience
  • staff being supervised - personalities, backgrounds - response
  • the organization traditions, values, philosophy, concerns

MOTIVATION motivation: the intrinsic and extrinsic factors that stimulate people to take actions that lead to achieving a goal. extrinsic motivation: comes from external rewards associated with working on a task, for example, pay and other benefits. intrinsic motivation: comes from the satisfaction derived from working on and completing a task. Tylor’s-Scientific Management

  • 7 steps to improve efficiency
  • “ economic man ” - pay on results, “piece rate” = pay depends on the result, paying on each unit produced 1. Select workers to perform a task.

_2. Observe them performing the task and note the key elements of it.

  1. Record the time taken to do each part of the task.
  2. Identify the quickest method recorded.
  3. Train all workers in the quickest method and do not allow them to make any changes to it.
  4. Supervise workers to ensure that this ‘best way’ is being carried out and time them to check that the set time_ _is not being exceeded.
  5. Pay workers on the basis of results – based on the theory of ‘economic man’._ Maslow’s Hierarchy of needs Herzberg-hygiene factors - ‘two-factor theory’
  • Hygiene factors (extrinsic factors) - they prevent dissatisfaction
  • Job enrichment - more challenging and fulfilling job
  • Range of tasks, do one big job rather than a small job, feedback Adams and equity theory
  • Employees are demotivated when inputs are bigger than outputs. The input may be an effort, loyalty, commitment and outputs are financial rewards, recognition, security and sense of achievement.
  • Input and output should be equal. Daniel Pink (Drive theory)
  • Motivational theories and old reward system are ineffective
  • Employees focus on the reward not on the problem to solve so they are less innovative and creative. They are dissatisfied with their job.
  • AUTONOMY, PURPOSE, MASTER (inner drive, we should be told how to work or what to do);
  • Why? What for? Be better, do what you’re good at Self-determination theory (STD)
  • Human beings want to be autonomous, to achieve self-determination. A business should create settings for:
  • Autonomy - freedom what to work on and when to do it
  • Mastery - opportunities to learn, innovative and create new ideas, inner drive
  • Purpose - a sense that work benefits my life and others too
  • Carrot-stick method not effective Herzberg’s Two Factor Theory One of them is open while the other is implicit. The open one suggests that putting effort in a factor that only works in the negative side is useless once reached the neutral point...we should discuss if Herzberg addressed correctly money as a motivator but it should be a different issue. The hidden or implicit assumption: If you analyze negative and positive factors, you will find a common point: Motivating factors are linked to personal actions while demotivating factors are linked to actions performed by others. One of the basic assumptions of the 2 factor theory is that there is a strong correlation between job satisfaction and productivity. Herzberg's theory holds good only if that condition is satisfied. But it need not be true in all cases as job satisfaction is just one factor that may influence productivity. This is also one of the criticisms of this theory. People who feel that their voice is head are 4.6 times more likely to feel motivated and do their best work, as a recent report from Salesforce indicates. The two-factor theory overlooks situational variables. Herzberg assumed a correlation between satisfaction and productivity. But the research conducted by Herzberg stressed upon satisfaction and ignored productivity. The