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Human Resource Management - Coggle Diagram
Human Resource Management
2.1 Functions and evolution of human resource management
Labour Turnover
(The number of employees leaving, divided by the average total number of employees) x100
Main Stages involved in Recruitment Process
-Identify requirement of workers
-Defining the requirement of workers (preparation of job descriptions)
-Attract potential employees (e.g. through employment advertisements)
-Receiving applications
-Short listing candidates (select few potential employees)
-Selection and employment (interviewing, tests)
Training
On-the-job Training
Training that takes place within the usual workplace or work environment (demonstration, coaching, job rotation, projects)
Advantages
Allows employees to get away from the everyday pressures and distractions of work and focus on the training (workers respond better in a relaxed environment)
Provided by specialists in the field
Opportunity to mix with other workers
Gives extra qualification
Disadvantages
Can be more costly than on the job training
May not be relevant to work
Workers may have to be motivated to learn
Off-the-job Training
Training that takes place outside of the usual workplace or work environment (day release, distance learning, seminars/workshops, revision courses)
Advantages
Allows employees to get away from the everyday
pressures and distractions of work and focus on the
training (workers respond better in a relaxed environment)
Provided by specialists in the field
Opportunity to mix with other workers
Gives extra qualification
Disadvantages
Can be more costly than on the job training
May not be relevant to work
Workers may have to be motivated to learn
Cognitive Training
Training aimed at improving general knowledge, brain functioning, and thinking
Advantages
Due to dynamic nature of business, general cognitive training may be more appropriate, as it is difficult to know what specific knowledge will be required in the future
Disadvantages
May not develop specific expertise within the workforce
Behavioural Training
Training to help employees apply their knowledge and skills in various situations
Advantages
Can be quite effective for employees
working in the service industry
Disadvantages
Not always easy to identify which
types of behaviours are required
Factors Affecting Human Resource Planning
Internal
Organisational growth cycles and planning
Type and strategy of organisation
Human Resource Mobility
Human Resource Inventory
External
New Technology
Industry Growth
Regulatory Framework
Demographic Factors
Labour Market
Economy
Appraisal
Formative Appraisal
A continuous approach to appraisal that occurs
during the contract period so that adjustments
in performance and training can be made
Advantages
Provides timely feedback so that the employee can make adjustments
Disadvantages
Can focus too much on the process rather than the final outcome/product
Summative Appraisal
Appraising performance of an employee at the end of the contract period, usually according to some set standards
Advantages
Employees are provided clear standards and time to achieve those standards prior to being evaluated
Disadvantages
Can focus too much on the final outcome rather than the process. Feedback is often provided too late
360 Degree Feedback
Receiving appraisal from not only the line manager,
but also, colleagues, customers, and self
Advantages
Multiple perspectives (including the customer)
can provide a more complete appraisal
Disadvantages
Complex and takes time to complete
Self-appraisal
Employees reflecting on their own performance
Advantages
Employees are usually more aware than managers of their own performance
Disadvantages
Employees may not always be honest
2.2 Organizational structure
Delegation
Involves the supervisors passing down authority to their subordinates
Advantages
-Gives senior managers more time to focus on important, strategic roles
-Shows trust in subordinates which can challenge and motivate them
-Develops and trains staff for more senior positions
-Helps staff to achieve fulfilment through their work (
self-actualisation
)
-Encourages staff to be accountable for their work-based activities
Disadvantages
-Quality of work may be better if the tasks were completed by the manager himself/herself
Span of Control
The number of subordinates who report to one manager (or superior) in a hierarchy
Wide Span of Control: manager has several people reporting
Narrow Span of Control: limited number of people reporting
Hierarchy
Explains the management structure of a business from top to bottom
Chain of Command
The vertical line of authority that clarifies who reports to whom throughout the organization
Bureaucracy
A large, complex organization composed of appointed officials
Centralization
Degree to which decision-making authority is restricted to higher levels of management in an organization.
Decentralization
Degree to which decision-making authority is given to lower levels in an organization's hierarchy.
De-layering
The process of flattening out an organisational hierarchy. This means reducing the number of layers of management.
Flat Organisation
-Few levels of hierarchy
-Wider span of control
-Decentralised decision making
-Shorter chain of command
-Democratic leadership
-Increased delegation
Advantages
-Messages reach faster since the layers in the organisation structure are less
-Since many managers are not required, it costs less to run a wide span of control
Tall organisation
-Many levels of hierarchy
-Narrow span of control
-Centralised decision making
-Long chain of command
-Autocratic leadership
-Limited delegation
Advantages
-Makes communication and control of subordinates easy however
message may be manipulated through the many levels and layers
-Feedback of ideas is more effective
-No need of highly skilled managers since there is only few workers to control
Hierarchical Structure
-Decision making is shared throughout the business
-Employees are given roles and responsibilities
-There is high specialisation, so there can be a departmental structure