HR

Question 1

human resource of business

Answer 1

employees

Question 2

human resource management is important as

Answer 2

ensures that the organisation has the right people in the right roles with the right support and with opportunities to suceed, as well as positive work environment

Question 3

what does human resource managment lead to

Answer 3

higher productivity, improved efficiency and competetive advantage

Question 4

HR diagram for competetive edge

Answer 4

higher labour productivity->lower labour cost per unit-> improved efficiency-> competitive edge

Question 5

what do staff represent

Answer 5

both asset and cost to a business
build productivity, drive inovation and enhance customer service
or cost due to hiring training managing and paying salaries and wages

Question 6

human resource planning

Answer 6

identfying how many and what kind of employees are needed.
- how many employees
- developed and trained
- motivated managed and led

Question 7

human resource metrics that are useful in business

Answer 7

labour productivity: measure of output per employee over time-aim to increase

labour turnover: proportion of employees leaving a business during a specific time period- high means poor motivation of ineffective recruitment

labour retention: the proportion of employees remaining with a business during a specific time period- high means effective motivation

absenteeism: measure of the proportion of staff absent from work during a specific period time

Question 8

what do high of absenteeism mean

Answer 8

increase costs from staff cover
output is likley to reduce
other staf may become demotivated

Question 9

what are the internal factors that influence human resource planning

Answer 9

business objective and strategy, fincncial situtation, organisational structure, labour relations, organisational culture

Question 10

business objectives and strategy

Answer 10

the business goals and objectives, and long term plans influence the recquired workforce skills

Question 11

financial situation

Answer 11

budget constraints may influence decision when hiring, training and paying benefits. + may struggle to attract employees

Question 12

organisational structure

Answer 12

hierachy, reporting relationships, departmental divisions

Question 13

labour relations

Answer 13

The relationship between managers and workers and whether workers are
members of trade unions can have a signicant impact upon the workforce
planning process

Question 14

economic conditions

Answer 14

The state of the economy, including factors such as economic growth, ination, and
unemployment rates

Question 15

external factors that influence HR

Answer 15

labour market
political factors
economic conditions
social and cultural factors
industry specific factors
competetive ladscape
laws and regulations
techological advances

Question 16

labour market

Answer 16

The supply of suitable employees and the impact of factors such as skills shortages, labour
mobility and immigration

Question 17

technological advancents

Answer 17

Rapid technological change can disrupt industries and job roles, afecting HR planning

Question 18

legal and regulatory environment

Answer 18

Laws and regulations related to employment, labour relations, health and safety and immigration

Question 19

Social and cultural factors

Answer 19

Social and cultural factors such as societal values and demographic trends. Workforce diversity and inclusion, exible work arrangements, work-life balance and
employee wellbeing are examples of areas where social and cultural factors are external
factors that inuence workforce planning

Question 20

political factors

Answer 20

changes in government policies, political stability and geopolitical factors

Question 21

industry specific factors

Answer 21

Dierent industries may face unique external factors
Healthcare organisations need to consider factors such as changing regulations,
demographic shifts, and advancements in medical technology

Question 22

competetive landscape

Answer 22

The environment in which a business competes for labour and the actions and strategies of
competitors infuence workforce planning
HR planning should consider the organisation’s position in the market and align recruitment
strategies so that the pay and benefits reflect that

Question 23

reasons for changes in working patterns (5)- 2 examples

Answer 23

remote, hybrid and flexible working- allows working from home, flexible arrangements allow employees to have greater control- companies often adopt hybrid work models
gig economy- freelance contract work: digital platforms made it easier, more autonomy and flexibility
emphasis on work life balance- employees seeking to integrate personal and professional lives
changes in occupations- significant reduction in demand- increase demand for software programmers

Question 24

changes to working patterns (3)

Answer 24

jobb sharing: two or more employees working at different times to complete same task- provide fliexibility+ employer benefits
career breaks: decide to stop working for period of time before returning to work in same career
downshifting: senior employee move to lower paid position

Question 25

changes to work practices

Answer 25

teleworking: working fro home flexitime: employees work a specific hours of their own choosing part-time work temporary contracts four day week

Question 26

reasons for resistance to change in workplace

Answer 26

-fear of unkown:comfort in familiarity, might effect roles, responsability and job security -loss of controlL feel threatened by loosing autonomy -disruption of routine: hesitant to adapt to new methods - lack of trust: doubt intentions behind change - lack of communication and inclusion: excluded or unimfored for reason of change - percives losses: focus on loss not benefits

Question 27

bureaucracy

Answer 27

an organisation with many levels of authority makes decision making and communication time consuming

Question 28

hierarchy

Answer 28

refer to level of authority within an organisation. top to bottom.

Question 29

chain of command

Answer 29

the chain of command is the formal line of authority that flows down from top management to lower-level employees defines who reports to whom

Question 30

span of control

Answer 30

refers to the number of employees that a manager is supervising. narrow span of control= more layers of management wide span of control= fewer layers of management

Question 31

centralised and decentralised structures

Answer 31

centralised structure, decision making authority is concentrated at the top of the organisation with senior management making most of the decisions decentralized structure, decision making authority is distributed throughout the organisation, with lower level employees having more delegated decision making power. decentralisation can promote flexibility and innovation

Question 32

matrix structures

Answer 32

in this type of structure, employees are grouped based on both their functional expertise employees typically have two reporting lines The functional manager oversees their work in terms of their functional skills and expertise The project manager is responsible for the specic project or product they are assigned to

Question 33

adv and dis of tall hiarchal structure

Answer 33

narrow span of control, long chain of command, usual in large organisations adv:provides clear hierarchy of authority, promotes specialisation and expertise within each department of function, offer opportunities for career advancement, increase efficiency and motivation disad:create communication barriers between levels, decision making slow, lead to bureacrocy and excessive levels of managment

Question 34

flat organisational structure adv and dis

Answer 34

decentralised decision making, short chain of command, wide span of contol, autonomy adv: promotes a culture of collaboration, faster decision making, encourages creativity and inovation dis: role ambiguity lack of clear hiarchy, reduce efficiency, not provide career advancement, employee has to take many roles- burnout

Question 35

organisation by product- adv and dis

Answer 35

type of structure built on products or projects (matrix structure) adv: promotes cross- functional collaboration and communication, allows specialisation and expertise within each functional area, enables efficient allocation of resources and coordination of multiple projects dis: this can lead to conflicts over priorities and resources, create confusion over roles and responsabilities, require high degree of commuication and coordination reducting efficicency and motivation

Question 36

organisation by function

Answer 36

employees arranged into functions- according to their expertise focus on only their area and loose touch with objectives of business as a whole

Question 37

organisation by region

Answer 37

This structure is commonly found in businesses that are located in several diferent geographical locations Regional management and structures allow a business to respond efectively to the needs of customers in diverse locations

Question 38

impact of changing external factors on structure

Answer 38

When there is a change in external factors (market conditions, technology advancements, or changes in legislation), businesses may need to reassess their current structure An adaptive organisation will be able to change their structure in response to external factors, or build an organisational structure which is easily able to handle external changes

Question 39

market uncertainty

Answer 39

if the external market becomes highly volatile or uncertain, a business may benefit from a more flexible structure project based structures can hep business respond quickly changing market conditions than highly- structured hierarchies as they allow for collaboration across functional areas and resources can be shared.

Question 40

rapid technological advancements

Answer 40

wen technological changes significantly impact an industry, a busines may need a structure for innovation agiity flat structues can be suitable for encourages collaboration

Question 41

global expansion

Answer 41

expanding international, regional organisational structure is apporpriate. enables coordinaton, supports centralised decision making.

Question 42

competetive pressures

Answer 42

intense competetivness call for decentralised structures as they are speed and efficient.

Question 43

what is leadership about

Answer 43

having a vision and sharing that vision and providing sense of direction - focus on goals, sell it - take risks - motivate, inspire trust - generate ideas - acomplish a goal, mobilize resources, explain vision

Question 44

management

Answer 44

- focus on tasks, tell it, minimize risks instruct, go with the flow, follow the rules, follow rules, expect control, asighn tasks + acomplish goals

Question 45

leader vs manager

Answer 45

- leader creates vision, manager execute plans - leader influences manager controls - leader focuses on people, manager on processes - leader focuses on long term vision, manager on short term goals and targets - leader is creative, manager is efficient

Question 46

leadership styles

Answer 46

autocratic->laisses faire-> democratic-> paternalistic

Question 47

autocratic leadership

Answer 47

hold absolute power and authority makes decisions without seeking input decisions not open for debate. helpful for: crisis, hiarchel org, time sensetive projects, inexperiences or unmotivates teams, maintaining order neg: reduced employee morale, limites creativity, no inovation

Question 48

paternalistic leadership

Answer 48

leader assumes fatherly role, acting authoritarian and protective. makes decision based on employee well being provide guidance and resources to ensure success of employees. pos: security increasing loyalty and reducing staff turnover neg: controlling and limits creativity, may create dependency on the leader

Question 49

democratic leadership

Answer 49

encourage disussion, consultation, delegation, effective for skilled experiences and creative employees pos: higher engagement and job satisfaction, encourage creativity and inovation, share ideas and think outside of box neg: time consuming, conflics and disagreements, may compromise quality of decisions

Question 50

laisset faire

Answer 50

leader play minimal role in managing business for highly skilled self motivated team pos: encourage creativity, inovation, freedom to explore ideas, empowerment of employees, freedom, enhance job satisfaction, greater flexibility dis: struggle for employee decision making can be inefficient and lack coordination,, risk inconsistency in quality, potential conflicts and lack of cohesion

Question 51

situational

Answer 51

adapting leadership style to the specific situation and the needs of the employees being led