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2.Human Resources, image - Coggle Diagram

- - - - Individual or a selected group of people makes decisions for the organisation
        
        highly centralised communication
        
        Results are crucial factor in assessing the merits of employee
        
        Autocratic leaders
    - - Individual or a selected group of people makes decisions for the organisation
        
        structured procedures
    - - Promotes problem-solving and teamwork
        
        Flexible roles + employees are expected to take various positions
        
        employees allocated specific projects based skill sets and experience
    - - employees with a similar knowledge base, skills and training come together to contribute to individual businesses
        
        values every employee
        
        relies on their experiences and expertise
- - - - Family circumstances: employees may leave their job because of family circumstances, such as moving to an area where there is better schooling for their children.
      - Physical reasons: employees may find that their physical condition no longer allows them to do the work, for example if they have had an illness that prevents it.
      - Marriage: some employees will relocate to a new area after they marry, for example if job prospects are better for one or other partner.
      - Avoidable causes
        
        Dissatisfaction with payment: sometimes employees feel they are underpaid and they leave when another organisation offers them a better reward for their effort.
        
        Poor working environment: if the working environment (such as lighting, ventilation and sanitation facilities) is poor, employees may feel dissatisfied and look for more agreeable opportunities elsewhere.
        
        Job dissatisfaction: an employee may be doing a job that doesn't correspond exactly to their abilities and qualifications. They may leave if they have the opportunity of a job that better suits their qualification and needs.
- - - - Collective bargaining
      - Threats of redundancies
      - Contract changes
      - Closure
      - Lock-out
    - - Go-slow: an action where employees are instructed to work at a reduced rate.
      - Work-to-rule: employees work at the minimum level required by their contract.
      - Collective bargaining: process in which work conditions and salary or wages are negotiated between employers and employees, usually through their respective agents (a union and a management team, for example).
      - Overtime ban: employees are instructed by their union to refuse to work beyond their contracted hours.
      - Strike action
- - - - Pink's theory is drawn from research undertaken by psychologists Harry Harlow and Edward Deci in 1971. They discovered that rewards can fail to improve people's engagement with tasks, and may even damage it. Thus. the pink drive theory of motivation insists that motivators are all intrinsic.
    - - Maslow's 'Hierarchy of needs' stresses the importance of having basic needs met so that other higher order needs – psychological and self-fulfilment needs – can then be satisfied.
    - - Developed in the US during 1880s and 1890s
      - Taylorism, a system of scientific management advocated by Fred W. Taylor. In Taylor’s view, the task of factory management was to determine the best way for the worker to do the job, to provide the proper tools and training, and to provide incentives for good performance.
    - - Herzberg’s Motivation Theory model, or Two Factor Theory, argues that there are two characteristics that an organisation can
        adjust to influence motivation in the workplace
      - 5 factors leading to job satisfaction:
        
        Achievement
        
        Recognition for achievement
        
        The work itself
        
        Responsibility
        
        Advancement
      - 5 factors leading to dissatisfaction:
        
        Company policy and administration
        
        Supervision
        
        Salary
        
        Relationships with others
        
        Working conditions.
    - - Adams' Equity theory suggests that employees are satisfied when they perceive that there is equity between the work they put in (inputs) and the benefits they receive (outputs).
- - - - • Ensure that everyone is performing their assigned duties and coordinate efforts among employees.
      - • Make decisions that impact a business’ day-to-day operations.
      - • Resolve problems.
      - • Work to coordinate and achieve smooth operational activity.
  - - - a guiding vision
      - passion
      - integrity (this consists of self-knowing, candour and maturity)
      - trust
      - curiosity and daring.
    - - Situational: this leadership style defies easy definition. The best way to think of it is as a style that one adopts for a particular situation.
        
        Paternalistic: this type of leadership looks after the organisation's interests and its employees as if they were family.
        
        Laissez-faire: from the French meaning roughly 'hands-off', this leadership style is characterised by a lack of interference from the leader of an organisation.
        
        Autocratic: this type of leadership is characterised by a domineering and possibly tyrannical approach. It is strong and rule oriented.
        
        Democratic: the opposite of autocratic, this leadership style values inclusiveness and employees' input.
    - - c
        
        ethical conduct leads to increased company performance and to employees who are happier and more helpful
      - power distance - individualism vs collectivism - masculine vs feminine - Uncertainty avoidance index - Long-term orientation indulgence - Indulgence vs. restraint
        
        Ethical factors --> guidelines or rules, role models