This term is used to describe an organisations employees; more usually its describes the department or function within an organisation that is focussed on activities related to employees.
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Hard HRM strategy
Treats employees as a resource, just like any other resource, to be monitored and used in an efficient manner in order to acheive the strategic objectives of the organisation.
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Soft HRM strategy
Views employees as valuable assets, a major source of competitive advantage and of vital importance in achieving strategic objectives.
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Labour turnover
The proportion of employees leaving a business over a period of time- usually a year.
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Retention rate
The proportion of employees with a specified lemgth of service as a proportion of the total workforce.
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Labour Productivity
A measure of the output per worker in a given time period.
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Labour cost per unit
A measure of the average labour cost involved in producing one unit of output in a given time.
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Job design
'The process of deciding on the content of a job in terms of its duties and respensabilities, on the methods to be used in carrying out the job, in terms of techniques, that should exist between the job holder and his superiors'
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Organisational design
The process of shaping an organisations structure so that it meets the organisations purpose and helps to deliver its objectives.
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Span
The number of subordinates a manager is required to supervise directly.
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Organsational hierarchy
The vertical division of authority and accountability in an organisation.
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Delegation
The process of passing authority down the hierarchy from a manager to a subordinate.
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Centralisation/decentralisation
The degree to which authority is delegated within an organisation. A central structure has a greater degree of central control, while a decentralised structure involvesa greater degree of delegated authority to the subordinates or regions.
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Human resource flow
The flow of employees through an organisation, including the inflow
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Human resource plan
Often known as the workforce plan, this is the process that links the human resource needs of an organisation to its strategic plan to ensure that staffingis sufficient and qualified enough to acheive the organisations objectives.
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Recruitment
Identifying the need for new employees, trying to attract the 'best' candidates for thr joba nd appearing most suitable for the organisation.
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Engagement
Feeling positiveky about doing a good job, thinking hard about the job and how to do it better, and actively taking opportunities to discuss work- related to improvements.
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Piece-rate system
Payment based on the number of items each worker produces.
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Commission
A sum of money paid to an employee upon completion of the task.
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Trade Union
A group of employees who join together to maintain and improve their conditions of employment.
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Works Council
A committee of management and workforce representatives that meet to diccuss company-wide issues, e.g. training
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Other cards in this set
Card 2
Front
Treats employees as a resource, just like any other resource, to be monitored and used in an efficient manner in order to acheive the strategic objectives of the organisation.
Back
Hard HRM strategy
Card 3
Front
Views employees as valuable assets, a major source of competitive advantage and of vital importance in achieving strategic objectives.
Back
Card 4
Front
The proportion of employees leaving a business over a period of time- usually a year.
Back
Card 5
Front
The proportion of employees with a specified lemgth of service as a proportion of the total workforce.
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