1. Human Resources
By Connor Santel, Thomas Kobuke, Daniela Acuna, Samira Khadar, Caroline Wilcock

2. 2.1 Reasons For Reduction in WF
Termination
Layoff: a termination of an employee due to various factors
Buyout: a company being purchased by another
Early Retirement: retirement that occurs before the age of 55
Redundancy: when a company has more workers doing the job than needed, eliminates extras
Expiration of Contract: when the duration of has been served

3. Types of Workers Core workers
The employees that are necessary to the success of the company
Flexible workers
Workers that are part of the company, but are part time or perform replaceable skill
Peripheral workers
Contractors who are exterior to the company, and brought in to perform specific tasks

4. Types of Training Orientation
An initial training that educates about the company, and often how to approach and perform in the job
On-the-job training
Training that occurs during the work day and is often paid by the company. Like job shadowing
Off-the-job training
Classes or trainings that occur outside of the work day/environment

5. 2.1 Continued
Workforce Planning: looking at factors to determine what employees the company may need, and creating profiles to be able to pursue prospects
Occupational & Geographical Mobility: Being willing to move where they live or what job they perform
Homeworking: Workers who work from their place of residence
In-house: Doing tasks inside the company rather than contracting exterior companies
Contracts:
Factors that affect labour supply

6. 2.2 Organizational Structure & Communication
Levels of Hierarchy
Chain of Command- line of authority and responsibility along which orders are passed in a formal organization
Delegation- passing authority to a subordinate
Subordinate- a person under the authority or control of another within an organization

7. 2.2 Continued Organizational Chart
Visual representation of how a business intends authority, responsibility, and information to flow within its organizational structure
Span of Control
number of subordinates that a manager/supervisor can directly control

8. 2.2 Continued: Structure Vertical (tall) Structure
multiple levels of management
standardized procedures & rigid hierarchy
bureaucratic structure
Horizontal (flat) structure
few levels of management
encourages employee participation
ims to create close relationships to the customer and identify and respond to external and internal business changes

9. 2.2 Continued
Outsourcing- when an organization gets a subcontractor to undertake part of its production process
Offshoring- the practice of basing some of a company’s processes or services overseas, to take advantage of lower costs

10. 2.2 Continued: Communication
Formal Communication
verbal presentation or document intended to share info & conforms to established professional rules & standards
Informal Communication
often occurs through casual conversations, text messages, and phone calls
Forms of Communication: memos, reports, etc.

11. 2.2 Continued: Communication
Barriers to Effective Communication
Language
Overload
Noise
Emotion
Sensitivity to Receiver
Specialist Knowledge
Inconsistent Messages
Gap

12. 2.3 Leadership and Management
Autocratic Leadership style
Hold on to as much power and decision making as they possibly can
Minimal consultation and little employee input
Most likely used when subordinates are unskilled, not trusted and their ideas are not valued.
Accompanied with very detailed instructions and close supervision
Democratic leadership style
Employees are involved in the making of decisions
Consultation is a central idea but the leader is the ultimate decision maker
Gives employees a lot of trust and sense of belonging

13. 2.3 Leadership and Management (Cont.)
Laissez-faire leadership style
Managers gives considerable freedom in how they do their work.
Employees are allowed to set their goals make their own decisions and resolve problems as they see fit.
Need trusted employees that are motivated skilled and educated.

14. 2.4 Motivation Intrinsic Motivation
This occurs when someone gets satisfaction from an activity itself withouts threats or rewards from the outside. Examples include:
Can see their success is a result of something they have done
Freedom and control over their results
They are interested in the work they are doing
Extrinsic Motivation
This occurs when rewards are granted- in other words, motivation that comes from outside the individual. Examples include:
Pay
Benefits

15. 2.4 Motivation ~ Types of Pay
Wages(time rates)
Paid at an hourly rate/number of hours per week. The main benefit is likely to be the security of receiving a regular income and the opportunity to receive overtime pay.
Wages(piece rates)
Paid per unit (or batch) produced. The main motivator is likely to be the fact that increased output will bring a measurable benefit.
Salary
Paid with a sum of money per month. The main benefit is likely to be the security of receiving a regular income.
Commission
Paid by results such as a flat fee or a percentage for each item sold. The main motivator is likely to be the fact that employees will be rewards by results.

16. 2.4 Motivation ~ Pay Continued
Performance Related Pay
Pay is linked to the performance of the employee, usually assessed by a line manager. The recognition that this system provides can be motivating.
Profit Related Pay
Pay is linked to the amount of profit that the business makes. Sharing the financial rewards of a business may encourage a sense of belonging and desire to contribute to its success.
Fringe Benefits
Receiving benefits such as subsidized transportation, education, housing or health care. The status and security that result from these schemes may be motivating.
Employee Share- Ownership Schemes
Issued shares/ offered the opportunity to buy them at a discounted rate. Owning a part of the business may encourage a sense of belonging and a desire to contribute to its success.

17. 2.4 Motivation ~ Theories Maslow’s Hierarchy of Needs
A theory in psychology proposed by
Abraham Maslow that
describes the pattern that human
motivations generally move
through
Scientific Management (Taylorism)
A theory of management developed by Frederick Winslow Taylor that has the main objective of improving economic efficiency, especially labor productivity. This method attempts to apply scientific methods of measurement under controlled circumstances to maximize output.

18. 2.4 Motivation ~ Theories Continued
Theory X and Y
Developed by Douglas McGregor, these are two contrasting theories of workforce motivation that discuss perceptions that managers hold of their employees, which in turn influences their management style. Theory X assumes that employees are lazy/ dislike work and therefore need a disciplined work environment, supervision and rewards. Theory Y assumes employees enjoy their work and will seek opportunities for advancement; therefore they can be trusted.
Herzberg Theory (Two- Factor Theory)
A motivational theory developed by psychologist Frederick Herzberg that states there are factors in the workplace that cause job satisfaction and dissatisfaction. Demotivational factors fall under the category of “hygiene needs” and include work conditions, company policy, relationships with workers, and personal life. Motivational factors are called “true motivations” and include achievement, recognition, responsibility and advancement.

19. 2.4 Motivation
Herzberg thought that in order to eliminate causes of dissatisfaction, it is necessary to address the hygiene needs. This can be achieved through Job Enlargement and Enrichment.
Job Enlargement
Increase in the range of tasks a worker has to do.
Job Enrichment
Assigning employees additional responsibility/ giving employees opportunities to make use of the different skills they have.

20. 2.4 Motivation Empowerment
This term describes the level of economic, political, and spiritual power that an individual holds.
Teamwork
The success of teams can be crucial to organizations’ performance, so an organization will strive to have high performance teams.