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Topic 2: Human Resources - Coggle Diagram

- - - - Language
      - Cultural Knowledge
      - Non-verbal communication
      - Types of communication patterns
        
        High context communication: implicit, ambiguous, interpreted through context/ non-verbal clues
        
        Low context communication: explicit, specific, direct
    - - Advantages
        
        portals/ platforms create an information of all the corporate knowledge in one space (facilitates communication + organization)
        
        networking allows for more communication/ collaboration
      - Disadvantages
        
        significant staff training (for getting familiarized with new technology)
        
        an information overload could overwhelm workers/ cause stress
        
        security breaches with technology is a risk (important/ confidential information especially)
- - - - Through thorough analysis, the number of workers and skills required for the organization to meet their determined objectives and aims are forecasted and planned for. (CUEGIS - Strategy)
    - - Measures the rate at which employees are leaving an organization. It is measured using the formula: number of employees leaving/ total number of employees x 100 to receive a labor turnover percentage (high labor turnover may indicate discontent among employees or it can be caused by temporary/ part time employment)
  - - - The extent to which workers are willing + able to move jobs requiring different skills (occupational) or to different locations (geographical)
        
        High labor mobility in developing economies because of low home ownership + low skill levels
        
        Low labor mobility in developed economies because of high levels of home ownership + highly skilled in one occupation/ role
    - - Information + Communication Technology (ICT) has allowed for goods/ services to be produced with more efficiency, and has substituted many routine/ manual tasks
      - This has led to an increased in demand for creative jobs and a decrease for routine jobs
      - Impact on HRM: changed the number of employees in certain industries, causing HR managers to review their employee needs (perhaps leading to job redundancies)
    - - Ageing population
        
        Opportunities: elders are more loyal, reliable + experienced
        
        Constraints: they are however less flexible/ adaptable to changes in the workplace (eg. technology)
      - Net immigration
        
        Opportunities: Easier to recruit employees from other countries at low salaries
        
        Constraints: Immigrants may require further training in language/ culture (which adds to the org's training costs)
      - Natural population growth/ decline
        
        Opportunities: may be easier to recruit effective employees as the working population increases
        
        Constraints: Increased birth rates may take years before they impact the working population
  - - - Work-related education to increase workforce skills and efficiency
        
        Cognitive training: designed to improve employee's ability to understand/ learn information + mental skills
        
        Behavioral training: designed to improve employee's abilities to communicate + interact with others
        
        Off the job training: all training conducted outside/ away from the business
        
        Induction training: program to familiarize new recruits with the business's processes/ layout
        
        On the job training: instruction at the place of work on how a job should be carried out
        
        Mentoring: an employee is paired with an experienced worker to acquire skills that enhance their performance
    - - The process of evaluating/ assessing the employee's performance and contribution to the org against preset objectives
        
        Summative: measures an employee's performance in a formalized meeting
        
        360-degree feedback: uses surveys to collect feedback about the employee's performance from various people involved with their work
        
        Formative: ongoing basis to monitor an employee's progression
        
        Self-appraisal: employee assesses their own performance
    - - The process of hiring a new employee consisting of identification, application and selection
        
        Job description: A written statement of a job which includes duties, purpose, responsibilities, scope, and working conditions of a job along with the job’s title
        
        Person specification: A written statement defining the qualities of the individual needed to fill the vacancy (qualifications, experience, personality, skills)
        
        Job analysis: The study of what the job entails. It provides details of the skills, training and tasks needed to carry out the job
        
        Job evaluation: An assessment of the value of the job in relation to other jobs, so that the rewards and remuneration can reflect its value
        
        Job advertisement: A print/ electronic notification of an intent to hire someone to perform specific work in a position at a company
        
        Selection: A range of processes involved in choosing the right person for a job: involves shortlisting applicants, testing and interviews
        
        Internal Recruitment: When a job vacancy is filled from within the business by promoting and retraining an existing employee rather than employing externally
        
        External Recruitment: When a company fills a job vacancy by recruiting an employee from outside the business, usually because they need skills that it lacks in its current employees
        
        Interview: A formal meeting which provides an opportunity to evaluate the candidate’s skills, knowledge and ability to do the job, validating the information provided in the application
        
        Job offer: At the end of the selection process, the successful candidate is offered an employment contract which may be subject to a successful medical test
    - - Being removed from a job due to incompetence/ a breach of discipline
    - - Occurs when a job is no longer required and neither is the employee through no fault of their own (CUEGIS - Change)
    - - When a company transfers or contracts part of its work to outside suppliers instead of completing it internally
    - - The relocation of a business process done in one country to the same or another company in another country
    - - Reversal of offshoring; the transfer of a business process/ option back to its country of origin
  - - - Hard HRM: the approach to managing staff that focuses on cutting costs/ seeking profits
      - Soft HRM: an approach to managing staff that focuses on development, self-fulfillment + motivating
      - Low context culture: interactions are explicit + formal
      - High context culture: interaction is informal + more personal (face-to face)
    - - Recruitment: made more efficient + effective by technology (reaching candidates online)
      - Training: reduced costs because of the ability to work remotely
      - Appraisal: softwares have been developed to assess performance
    - - performance appraisal
      - right to privacy
      - lay offs + redundancies
      - restructuring
      - employment
      - discrimination
      - health + safety
      - salaries + financial renumeration
- - - - motivating/ inspirational
      - respected + trusted by followers
      - develop a culture of change
      - define purpose/ set direction
    - - directing/ monitoring
      - accepts + conforms to the org's norms
      - problem-solvers
      - listened to because of their status
      - establish systems + processes
  - - - A leadership style that promotes the active participation of workers in taking decisions
        
        Advantages
        
        improve motivation from employee involvement in decision making
        
        valuable employee contribution to decision making
        
        Disadvantages
        
        worker involve slows process (especially during high pressure situations/ when decisions need to be taken quickly it is not efficient)
        
        oversharing of information to workers can cause problems
    - - A leadership style that leaves much of the business decision to the workforce through delegation
        
        Advantages
        
        effective when workers need more independent work time + little management
        
        reduces time + costs of management
        
        Disadvantages
        
        poor decisions can be made
        
        employees may experience a lack of confidence/ motivation in their work due to the little consultation/ interference (may not be confident in their abilities to make a good decision)
    - - A type of paternal style leadership, where their power is used to control and protect subordinate employees who are expected to be loyal in return
        
        Advantages
        
        caring manner improve motivation
        
        central control still maintains the direction + guidance
        
        Disadvantages
        
        employee frustration who feel as though their feedback is being ignored in decisions
        
        loyalty can cause the interests of the company to be overlooked (they may loose focus from their initial objectives/ aims/ mission in order to ensure their employees are loyal)
    - - Effective leadership varies with the task in hand, and situational leaders adapt their leadership styles to each situation
        
        Advantages
        
        adopt the most effective leadership approach for that specific situation
        
        most useful in culturally diverse multinational businesses where they are many cultures + styles of management (CUEGIS - Culture)
        
        Disadvantages
        
        managers need to be highly skilled + flexible which can be difficult to find
        
        inconsistency in management which may cause uncertainty among employees
    - - A style of leadership that keeps all decision making at the center of the organization
        
        Advantages
        
        useful in crisis/ when decisions need to be taken immediately
        
        beneficial for workers who want clear direction (younger/ more unexperienced employees tend to prefer more guidance)
        
        Disadvantages
        
        miss out on valuable worker input
        
        poor reaction from skilled workers who have the experience + skill to contribute to business decisions
- - - - Main Takeaways
        
        Promoted division of labor (specialization to improve efficiency + output)
        
        Workers were selected based on ability
        
        Concluded that workers are primarily motivated by money (extrinsic motivation)
      - Criticism of Theory
        
        Difficult to measure physical output in service based professions (teachers, nurses, etc.)
        
        The theory ignores intrinsic/ non-financial factors that motivate people
        
        Worker participation is more desirable due to higher education levels (people are less tolerant to just accept the system/ processes)
        
        Quality may be compromised for quantity
        
        Workers may experience job dissatisfaction due to repetitive + monotonous tasks
    - - Main Takeaways
        
        People's needs are, physical needs, safety needs, social needs, esteem needs, and self actualization (in order from greatest to smallest)
        
        People need to be satisfied at the lowest level before progressing to other needs
        
        When a need has been satisfied, it is no longer motivating
        
        People are motivated by both intrinsic + extrinsic factors, however extrinsic need to be satisfied first to receive intrinsic motivation
      - Criticism of Theory
        
        Money is necessary to satisfy physical needs, however it may also play a part in other levels, such as esteem
        
        Self-actualization is not permanent (it requires constant challenges + opportunities
        
        In practice, levels of hierarchy are difficult to identify
    - - Main Takeaways
        
        Pay moves people to do the job but does not motivate them
        
        Improved pay/ conditions will remove dissatisfaction but motivators are also required
        
        Hygiene Factors: aspects of a worker's job that have potential to cause dissatisfaction (eg. pay, working conditions, policies, supervision)
        
        Motivators: aspects of a worker's job that can lead to positive job satisfaction (eg. achievement, recognition, responsibility)
        
        Motivators need to be in place and can be implemented using the principles of job enrichment (giving workers more challenging/ fulfilling work)
    - - Main Takeaways
        
        If balance is reached, workers will respond with positive attitudes + high levels of motivation
        
        Employees will be demotivated if they feel their inputs (effort, loyalty + skill) are greater than outputs (financial rewards recognition, job security)
        
        If imbalance is detected, workers will work to address it
      - Criticism of Theory
        
        Many of the factors cannot be quantified
    - - Main Takeaways
        
        Employees can only be motivated through intrinsic factors
        
        Financial rewards are outdated since knowledge, creativity + problem solving are key to success