HUMAN RESOURCE PLANNING
Human resource management (HRM)
The strategic approach to an organization’s workers so that they help the business gain a competitive advantage.
Human resource or workforce planning
Analysing and forecasting the number of workers and their skills, which will be required by the organization to achieve its objectives.
Occupational mobility of labour
Extent to which workers are willing and able to move to different jobs requiring different skills.
Geographical mobility of labour
Extent to which workers are willing and able to move from one region to another, to take up new jobs.
A check on the skills and qualifications of all existing employees.
Thinking ahead and establishing the number and skills of the workforce required by the business to meet its objectives.
Process of identifying the need for a new employee, attracting candidates for the job and selecting the best one.
A detailed list of the key points about the job, stating the key tasks and responsibilities of it.
A detailed list of the qualities, skills and qualifications that a successful applicant will need to have.
APPRAISAL AND DEVELOPMENT OF STAFF
Work-related education to increase workforce skills and efficiency.
Instruction at the place of work on how a job should be carried out.
All training undertaken away from the business.
Introductory training programme to familiarise new recruits with the systems used in the business and the layout of the business site.
The process of assessing the effectiveness of an employee judged against pre-set objectives.
DISMISSAL OF EMPLOYEES
Being removed from a job due to incompetence (lack of skill) or breach of discipline.
Ending a worker’s employment contract for a reason that the law regards as being unfair.
When a job is no longer required, the employee becomes redundant through no fault of his or her own.
EMPLOYEMENT PATTERNS AND PRACTICES
Temporary employment contract
Contract that lasts for a fixed time period, e.g. six months.
Part-time employment contract
Contract that is for less than the normal full working week of, say, 40 hours and work for 8 hours a week.
Contract that allows staff to be called in at times most convenient to employers and employees.
Not employing staff directly, but using an outside agency or organisation to carry out some business functions.
Staff working from home but keeping contact with the office by means of modern IT communications.
The working pattern of following several simultaneous employments at any one time rather than working full-time for one employer.
The internal, formal framework of a business that shows the way in which management is organised and how authority is passed through the organisation.
KEY PRINCIPLES OF ORGANISATIONAL STRUCTURE
Level of hierarchy
A stage of the organisational structure at which the personnel on it have equal status and authority.
Chain of command
The route through which authority is passed down an organisation.
Span of control
The number of subordinates reporting directly to a manager.
DELEGATION AND ACCOUNTABILITY
Passing authority down the organisational hierarchy.
The obligation of an individual to account for his or her activities. Taking responsibility for any action or decision made on behalf of the business.
Removal of one or more of the levels of hierarchy from an organizational structure....