Human resources flashcards

Topic 5: Human resources

Line vs staff relationships

Line: manager to direct subordinate, with authority to instruct. Staff: specialist advice with no direct command.

The communication model

Source, message, media, barriers, receiver, feedback.

Workforce plan: 70 carers needed, 58 employed, 10% will leave. Recruits needed?

Leavers 5.8, so 52.2 remain; 70 − 52.2 = 17.8, so 18 recruits.

Flexi-time, compressed hours and annualised hours

Flexi-time: staff choose hours around core times. Compressed hours: the same hours in fewer, longer days. Annualised hours: a yearly total spread to match demand.

Job description vs person specification

Job description: the duties of the post. Person specification: the skills, qualifications and qualities of the person needed.

Absenteeism and lateness: formulas and example

Absenteeism = days lost ÷ days available × 100 (1,440 ÷ 28,800 = 5%). Lateness = late arrivals ÷ possible attendances × 100 (84 ÷ 2,800 = 3%).

Pro rata holiday: 25 days for five days a week. Entitlement for two days a week?

Full entitlement × (days worked ÷ full-time days) = 25 × 2 ÷ 5 = 10 days.

Fair reasons for dismissal, and examples of unfair reasons

Fair: capacity, conduct, redundancy, some other substantial reason. Unfair include pregnancy, trade union membership, discrimination and whistle blowing.

McGregor's Theory X and Theory Y

Theory X: managers assume workers dislike work and need control. Theory Y: managers assume workers seek responsibility and can direct themselves.

Adair's action-centred leadership

A leader must balance three needs: the task, the team and the individual.

McClelland, Vroom and Locke

McClelland: needs for achievement, power and affiliation. Vroom (expectancy): effort, performance and reward must be linked. Locke: clear, hard goals improve performance.

Forms of employee participation

Industrial democracy, participative decision making and works councils. Trade unions represent workers and bargain over pay and conditions.