HR
labour turnover
a measure of the rate at which employees leave a business
labour productivity
a measure of output per worker in volume or value
labour cost per unit
average cost per labour per unit produced
employee cost as a percentage of turnover
percentage of an organisation’s sales revenue spent on the remuneration of staff
HR objectives
Talent development
Alignment of employer and employee values
Diversity
Training
Employee engagement
Number, skills and location of employee
internal influences
coporate,marketing,finance,marketing
external influences
Market changes
Economic
Political/legal
Social
Technological
hard HR
employees are seen as a resource
soft HR
employees are seen as individuals
models of organisational structure
illustrates how employees and management are organised within a business
regional orgnaisation
firms operating in a distinct area of a country or internationally
product based organisation
multi product firms produce a wide range of goods or services
functional organisation
organisations divided into specialist departments
matrix organisation
product and functional based (dual reporting)
span of control
the number of employees managed directly by an individual line manager
heirarchy
the number of layers in an organisation
authority
the power or right to give orders and make decisions
delegation
passing down authority to more junior employees
tall/hierarchal organisation structure
many layers of heirarchy
flat/horizontal organisational structure
very few or no levels of hierarchy
centralised organisations
decision making is made at the top of the hierarchy
decentralised organisations
decision making is spread throughout the hierarchy
HR flow
the process of staff joining, developing and the way they leave a business
internal
training,promotion,induction,appraisal
outflow
retirement,reduencancy,dissmissal
training
provides workers with knowledge and skills to perform their job more efficiently
induction
training to introduce a new worker to the business
redundancy
where an employee is dismissed because their job no longer exists or is required
redeployment
involves moving employees to a different job, department or location within the same business
motivation
the desire to achieve an outcome that dictates the way in which people behave
renumeration
the monetary value received in exchange for work
wages
normally paid per hour worked paid weekly/monthly
salary
an annual salary paid at the end of each month
peice rate
paying workers for each unit the produce
commision
paying workers a share of any sales that they make
performance related pay
paid when pre-agreed targets have been achieved
fringe benefits
in addition to basic pay
profit sharing
a cut of the businesses profits in shared amongst some/all the employees
share options
where some/all the employees are entitled to buy shares in the business
job enrichment
making employees job ore interesting and challenging
job rotation
movement of employees though a range of jobs
job enlargement
involves the addition of similar tasks to a job
flexible working hours
increase employee control over working hours
team working
working in groups of employees
job empowerment
providing employees more autonomy and freedom in their jobs
motivators
factors that directly motivate people to work harder
motivation facotrs
varied work,responsibility,promotion
hygiene
factors that can demotivate if not present but do not actually motivate employees to work harder
hygiene factors
working conditions, job security, salary/wage
taylors theory
work is only motivated by money and should use targets for those who get them would get rewarded for their work
hertzbergs two factor theroy
motivators and hygiene
maslows theroy
there are five levels of need which dictates an individual’s behaviour, and tat people are motivated by being presented with the opportunity to achieve the next level
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