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HR - Coggle Diagram

- - - - the behavior that is driven by satisfaction external to one’s self, such as one’s salary, celebrity or approval
    - - the behavior that is driven by satisfaction internal to one’s self. It comes from inside you. An employee works at a job for the satisfaction it brings, for the joy of it
  - - - summary
        
        proposed that individuals are motivated by 5 tiered needs. Lower needs must be met before a person can focus on higher growth and fulfill needs
      - key terms
        
        physiological factors
        
        basic survival needs like food, water, clothing and shelter
        
        security needs
        
        the desire for safety, stability, health and financial protection
        
        social need
        
        the need for belonging, love, friendship and positive relationships
        
        self esteem needs
        
        desire for respect, status, recognition and personal confidence
        
        self actualisation
        
        representing the need for personal growth, creativity, and realizing one's potential
    - - summary
        
        identifies two independent factors affecting motivation. Basic needs prevent job dissatisfaction, while distinct intrinsic factors create true workplace motivation
      - key terms
        
        hygiene factor
        
        pay, company policy, working condition
        
        motivators
        
        achievement, recognition, meaningful work
    - - summary
        
        argued that workers are motivated purely by money. Tasks should be scientifically optimized, and workers are paid based on their output to maximize efficiency
      - key terms
        
        piece rate
        
        a pay system where workers receive a fixed amount of money for each item or task they finish
        
        scientific method
        
        breaking down tasks into small steps based on observation and data to maximize worker efficiency
  - - - definition
        
        a fixed annual financial reward paid to employees on a regular monthly basis
      - benefit
        
        provides financial security, reduces employee stress and helps the businesses budget stay fixed
      - drawback
        
        not linked to productivity, which can lead to lack of effort
    - - benefit
        
        ensures employees are paid fairly for their exact time, making it easier to schedule
      - drawback
        
        employees may work slowly or drag out tasks to gain more hours or overtime pay
      - definition
        
        a method of payment based on the specific number of hours worked by the employee
    - - definition
        
        a payment method where workers are paid a fixed amount for each unit of output produced
      - benefit
        
        directly incentivizes higher productivity and speeds up the production process
      - drawback
        
        quality of output may decrease as workers rush to maximize their earnings
    - - benefit
        
        creates a strong direct incentive for sales staff to maximize revenue and attract customers
      - drawback
        
        can lead to high pressure sales tactics that damage customer relations and brand image
      - definition
        
        a financial reward structure where payment is calculated as a percentage of the sales revenue generated
    - - benefit
        
        aligns individual employee objectives directly with corporate organizational goals
      - drawback
        
        can create a highly competitive, stressful culture that reduces teamwork and collaboration
      - definition
        
        a bonus or pay increase awarded to employees who meet or exceed performance targets
    - - benefit
        
        strengthens employee loyalty and fosters a sense of shared purpose across the whole organization
      - drawback
        
        individual employees may feel demotivated if profits drop due to external economic factors out of their control
      - definition
        
        a financial reward system where a portion of an employee’s income is directly linked to the profits of the company
    - - benefit
        
        aligns employee interests with shareholders, encouraging long term commitment and strategic thinking
      - drawback
        
        usually only motivates higher-level staff, as lower-level employees feel their individual work cannot change share price
      - definition
        
        a scheme where employees are rewarded with shares of the company, making them part owners
    - - definition
        
        non-monetary rewards given to employees alongside their standard financial compensation (e.g., health insurance, company cars)
      - benefits
        
        helps build a strong corporate culture, making it easier to recruit and retain top talent
      - drawbacks
        
        can become very expensive for the business to maintain, increasing overall fixed overheads
  - - - horizontally expanding a job by adding more tasks at the same level of responsibility
    - - giving employees the authority and control to make independent decisions regarding their own work tasks
      - why it motivates
        
        gives a feeling of trust and value
        
        allows mastery over daily tasks
        
        fulfills self-actualization and esteem needs (Maslow)
    - - vertically expanding a job by giving employees more depth, autonomy, and complex responsibilities
    - - connecting an employee's daily work to a broader, meaningful organizational goal or societal contribution
      - why it motivates
        
        gives workers a feeling that their effort matters
        
        drives long-term commitment beyond a paycheck
        
        creates intrinsic motivation according to Daniel Pink
    - - systematically moving employees from one task or job to another at the same level of complexity
    - - organizing employees into collaborative groups to work together toward shared objectives
      - why it motivates
        
        offers a strong peer support network
        
        breaks monotony through collaborative problem-solving
        
        fulfills social and belonging needs (Maslow)
- - - - the lines of authority/communication within a business
    - - the number of employees that a worker is responsible for
      - appropriateness
        
        personality & skill / experience of the manager
        
        size and complexity of the business
        
        whether the business is centralised or decentralised
        
        the extent of use of clear objectives throughout a business
    - - the number of layers there are in an organization
    - - the assignment of responsibility or authority to another person to carry out specific activities
    - - an organisational structure with standardised rules and procedures
      - in an overly bureaucratic system, communication can become less efficient
    - - process of removing layers in a hierarchy
      - by doing this, businesses are trying to increase the effectiveness of communication, along with making it “flatter”
  - - - advantage
        
        easier to implement common policies and practices for the whole business
        
        easier to co-ordinate and control from the centre (e.g. with budgets)
        
        prevents other parts of the business from becoming too independent
        
        economies of scale are easier to achieve
      - disadvantage
        
        junior managers are likely to much closer to customer needs
        
        lack of authority down the hierarchy may reduce manager motivation
        
        more bureaucratic – often extra layers in the hierarchy
        
        customer service does misses flexibility and speed of local decision making
    - - advantage
        
        better able to respond to local circumstances
        
        improved level of customer service
        
        decisions are made closer to the customer
        
        should improve staff motivation
      - disadvantage
        
        harder to ensure consistent practices and policies at each location
        
        harder to achieve tight financial control – risk of cost overruns
        
        decision making is not necessarily "strategic"
        
        who provides strong leadership when needed (e.g. in crisis)
  - - - many businesses today are still organised in a hierarchical structure, where power starts at the top but may be delegated further down
      - roles are clearly defined, and there is a clear chain of commad
      - by product
        
        advantage
        
        allows a team to focus on a specific product
        
        helps build common knowledge and can contribute to greater knowledge about the products made
        
        disadvantage
        
        can lead to intense competition and animosity between different product groups
        
        lack of coordination – can lead to potential duplication of products
        
        definition
        
        business is organized into departments or divisions
        
        each department focuses on a different product
        
        employees are assigned to the product or customer
        
        able to meet customer needs more effectively
      - by function
        
        definition
        
        common type of organizational structure → organization is divided into smaller groups based on specialised functional areas
        
        marketing, production, finance, IT
        
        employees are grouped according to a specialised set of roles or tasks
        
        advantage
        
        greater development of expertise in functional area
        
        easier to train new staff because of depth of knowledge
        
        disadvantage
        
        communication is top-down, means there may be little communication between areas
        
        managers may develop tunnel vision – considering only their own department and not the business as a whole
      - by region
        
        definition
        
        organizational structure used by organizations with operations in different geographical locations
        
        MNC in industries such as retail, manufacturing, hospitality and transportation may use this type of organizational structure
        
        organization’s offices in each region can operate individually while following company policies and values
        
        can be found in local, national or international locations
        
        each location is overseen and directed by one or several managers
        
        advantage
        
        greater understanding of the different regions – the specific culture, laws, and languages of their region
        
        ability to recruit locally means they can hire people with local knowledge
        
        disadvantage
        
        conflict between regions – can lead to us v. them mentality
        
        difficult to create consistent core beliefs
    - - advantages
        
        communication between all functional areas – better communication
        
        crossover of ideas allows for better solutions
      - disadvantages
        
        less direct control from managers – culturally, this could be difficult for some leaders to accept
        
        could lead to two team leaders if hierarchy maintains control for departments alongside project leaders. Could cause conflicts of interes
- - - - benefit
        
        encourages creativity, autonomy, and ownership among experienced or skilled teams
      - drawback
        
        can lead to a lack of coordination or accountability if the team is unmotivated or inexperienced
      - definition
        
        from the French meaning roughly 'hands-off', this leadership style is characterised by a lack of interference from the leader of an organisation
    - - benefit
        
        enables fast decision-making and clear command in crises or tight deadlines
      - drawback
        
        lowers morale and stifles initiative – team members may feel disrespected or excluded
      - definition
        
        this type of leadership is characterised by a domineering and possibly tyrannical approach. It is strong and rule oriented
    - - benefit
        
        builds strong loyalty and trust – employees feel valued and supported
      - drawback
        
        can limit employee independence – may lead to resentment if staff feel overprotected or patronised
      - definition
        
        this type of leadership looks after the organisation's interests and its employees as if they were family
    - - benefit
        
        increases engagement, job satisfaction, and buy-in from the team
      - drawback
        
        slower decision-making process – may be ineffective in emergencies or with very large groups
      - definition
        
        the opposite of autocratic, this leadership style values inclusiveness and employees' input
    - - benefit
        
        highly flexible – allows the leader to respond effectively to changing circumstances
      - drawback
        
        can be inconsistent – team members may feel uncertain about how the leader will act
      - definition
        
        this leadership style defies easy definition. The best way to think of it is as a style that one adopts for a particular situation
  - - - directing and motivating staff
      - coordinating activities
      - organisation of resources to meet objectives
      - controlling and measuring performance against targets
      - setting objectives and planning
    - - the use of strategic and creative thinking that inspires people to meet challenges and accomplish defined goals
      - it is inspirational
    - - the work of directing a business organisation’s resources (physical and non physical) to achieve a businesses objectives
      - it is functional
- - - - workforce planning is the method used by a business to forecast how many and what type of employees are needed now and in the future
    - - short term planning aims to fulfil the more immediate needs of the organization, such as filling current vacancies that result from maternity leave or retirement
      - long term workforce planning aims to accommodate any strategic changes such as the expansion of the organisation or different locations
    - - promotion of employees - If employees are recruited internally, new ones will be needed to fill vacancies
      - flexitime - where employees have some flexibility over how their role is performed. This includes job sharing, home working etc. All of these practices will require businesses to consider how employees work
      - budget - how much money exists to recruit staff?
      - motivation - if employees are unmotivated, how can this be corrected?
      - size - larger organisations will be more complex due to number of employees
      - organisational structure - How many positions on each layer need filling?
    - - the economy - recessions v. booms - will affect how many employees a business needs. This also includes the gig-economy - where workers will do a selected job for a limited period of time before moving on to their next role
      - labour mobility - Immigration means that there may be more potential employees available, but could also make it complicated in terms of procedure for HR managers
      - sociocultural factors - changes to population size, education levels of potential employees. Anything regarding the shape and structure of society can change
  - - - self interest – employees may believe that any change may be negative in relation to their own personal wellbeing
      - low tolerance – employees like stability. Any changes to their schedules or work life maybe seen to be negative in consequence
      - misinformation – a lack of understanding as to why changes are needed
      - interpretation of circumstances – employees may have a different perspective on an issue to management, or simply may not agree with them
    - - definition
        
        Involves employees in the planning and decision-making process
      - advantages
        
        increases buy-in, uses staff expertise, reduces resistance
      - disadvantages
        
        time-consuming, risk of groupthink, employees may push for weaker solutions
    - - definition
        
        carefully designing the change process step-by-step, anticipating resistance
      - advantages
        
        reduces surprises, builds logical case for change, allows risk management
      - disadvantages
        
        can be rigid, may miss unanticipated emotional reactions
    - - advantages
        
        builds trust, reduces rumors, helps people understand benefits
      - disadvantages
        
        needs a lot of time, may not work if trust is already low
      - definition
        
        clearly explaining the reasons for change and answering questions
    - - advantages
        
        can resolve specific objections, maintains relationships
      - disadvantages
        
        can be expensive, may be offered early retirement or redundancy incentives
      - definition
        
        offering incentives or concessions to those resisting change
    - - advantages
        
        fast, less expensive and time consuming
      - disadvantages
        
        manipulation can be viewed as unethical
      - definition
        
        selectively using information or structuring events to influence support
    - - advantages
        
        fast, certain outcome
      - disadvantages
        
        can be unethical or even illegal
      - definition
        
        using threats or force to impose change
- - - - vertical communication pathway
        
        information flows up and down between different levels of authority
        
        managers
        
        subordinates
      - horizontal/lateral pathway
        
        information moves from between individuals or departments at the same hierarchical level within an organisation
      - diagonal communication
        
        information flows between individuals in different departments and at different organizational hierarchy levels
    - - minimizes misunderstandings and errors
      - maintains authority and structure
      - provides clear records and accountability
    - - time consuming to draft and approve
      - slow decision making due to rigid chains
      - lacks flexibility and personal touch
  - - - cluster chain
        
        information is shared with a select group of trusted individuals, who then pass it to others
      - probability chain
        
        information is randomly passed from one person to another without any set pattern
      - single strand
        
        information is passed sequentially from one person to another in a single line
      - gossip chain
        
        one central person actively passes information to everyone else around them
    - - rapid speed and quick feedback
      - motivates worker and teamwork
      - flexible and encourages communicating
    - - risk of spreading rumors and misinformation
      - lack of official record
      - potential to undermine authority
    - - emotional barriers
        
        workers may feel uncomfortable sharing or giving their opinions
      - physical barriers
        
        layout of the office, location of different managers may make it physically difficult to communicate
      - linguistic barriers
        
        communication with external stakeholders who may be all over the world brings challenges
      - organisational barriers
        
        organisations with a long chain of command may make it difficult for communication to pass effectively
      - cultural barriers
        
        people come from different diverse backgrounds, and may have problems fitting in and communicating with peers and the overall culture of the business
      - perception barriers
        
        people often have different perceptions of the same issue. May make it difficult to find a consensus
- - - - conducted while the employee is performing work activities, without leaving the workplace
      - specific approaches
        
        job rotation
        
        moving an employee through different departments or roles to gain a variety of skills
        
        mentoring or coaching
        
        pairing a trainee with an experienced colleague who guides them and offers feedback
        
        shadowing
        
        observing an experienced worker closely to learn how they perform daily tasks
      - benefits
        
        practical
        
        cheaper
      - drawbacks
        
        reduces overall workplace productivity
        
        inconsistency
    - - training that takes place away from the employee’s normal workplace
      - specific approaches
        
        using mock environments to practice without real-world risk
        
        external courses
        
        sending staff to universities, technical colleges, or professional conferences
        
        classroom-based presentations used to teach theoretical concepts to large groups
      - drawbacks
        
        more expensive
        
        unfamiliar to culture and organisation
      - benefits
        
        networking
        
        new skills
    - - it introduces the business, the job role, policies etc
      - induction training makes it easier for a new employee to adapt to their work environment. New employees can get their questions answered and become familiar with work processes, the people in the organisation and its culture
      - this is training given to new employees when they first start working in the organisation