2005 Past Paper Question and Solution
Discuss the costs and benefits of training staff.
Costs
Financial costs of courses
Working time is lost
Quality of work may be slower/poorer quality when staff are training
Resistance to the benefits of training
Benefits
Increased competence
Improves flexibility of staff
Increased motivation of staff
Increased production levels
Easier to introduce change
Image of organisation improves
Showing posts with label HRM. Show all posts
Showing posts with label HRM. Show all posts
Thursday, 19 February 2009
Thursday, 15 January 2009
Pupil Solutions to questions
HRM – Recruitment & Selection, Training
Please research and complete these questions in a different font and then print off your completed answers.
RECRUITMENT
Define the following terms:
Job Analysis
A job analysis is when they investigate what the job entails and all its duties.
Job Description
A job description is a document which outlines the roles and duties of the job, the title of the job, line managers and salary for possible interviewees to look at.
Person Specification
A person specification is a document which outlines the essential and desirable qualities that the candidate must possess to apply for the job. This includes skills and personality traits.
Explain the advantages and disadvantages of internal and external recruitment
Advantages Disadvantages
Internal o Cheaper;
o The candidate is already known to the organisation;
o Less time consuming;
o No new training needed. o No new ideas/skills are coming into the organisation;
o The candidate may not be capable of carrying out this role.
External o New person will be brought into the organisation that possesses new skills and ideas;
o There is a wider selection of candidates. o Very expensive;
o Time consuming.
o May not fit into the organisation;
o Will have to train new employee.
SELECTION
Discuss the various selection methods that can be used by an organisation.
o application forms, including letters of application and telephone applications;
o interviews;
o psychological tests;
o Aptitude tests.
Explain the importance of selection to an organisation.
Selection is important because there could be many candidates for the job, with very similar qualifications so an organisation must be able to choose one person who suits the position the best.
TRAINING
Describe the different methods of training available to organisations
Induction Training - designed for new employees to introduce them to company policies.
On-the-job Training - takes place while doing the work with someone watching and assisting you.
Off-the-Job Training - takes place away from the work place such as college courses or an ‘in-house’ training programme.
Discuss the advantages and disadvantages of developing and training your staff
Advantages Disadvantages
o They learn how to do their job to their optimum;
o Boost moral;
o Increases productivity. o Expensive;
o Time consuming;
o May be irrelevant and make no difference.
Explain what is meant by Staff Appraisal
A staff appraisal is a report on how well an employee is working and progressing. Usually carried out by line manager where they meet the employee for a regular meeting discussing how well the employee is progressing.
by Melanie
Please research and complete these questions in a different font and then print off your completed answers.
RECRUITMENT
Define the following terms:
Job Analysis
A job analysis is when they investigate what the job entails and all its duties.
Job Description
A job description is a document which outlines the roles and duties of the job, the title of the job, line managers and salary for possible interviewees to look at.
Person Specification
A person specification is a document which outlines the essential and desirable qualities that the candidate must possess to apply for the job. This includes skills and personality traits.
Explain the advantages and disadvantages of internal and external recruitment
Advantages Disadvantages
Internal o Cheaper;
o The candidate is already known to the organisation;
o Less time consuming;
o No new training needed. o No new ideas/skills are coming into the organisation;
o The candidate may not be capable of carrying out this role.
External o New person will be brought into the organisation that possesses new skills and ideas;
o There is a wider selection of candidates. o Very expensive;
o Time consuming.
o May not fit into the organisation;
o Will have to train new employee.
SELECTION
Discuss the various selection methods that can be used by an organisation.
o application forms, including letters of application and telephone applications;
o interviews;
o psychological tests;
o Aptitude tests.
Explain the importance of selection to an organisation.
Selection is important because there could be many candidates for the job, with very similar qualifications so an organisation must be able to choose one person who suits the position the best.
TRAINING
Describe the different methods of training available to organisations
Induction Training - designed for new employees to introduce them to company policies.
On-the-job Training - takes place while doing the work with someone watching and assisting you.
Off-the-Job Training - takes place away from the work place such as college courses or an ‘in-house’ training programme.
Discuss the advantages and disadvantages of developing and training your staff
Advantages Disadvantages
o They learn how to do their job to their optimum;
o Boost moral;
o Increases productivity. o Expensive;
o Time consuming;
o May be irrelevant and make no difference.
Explain what is meant by Staff Appraisal
A staff appraisal is a report on how well an employee is working and progressing. Usually carried out by line manager where they meet the employee for a regular meeting discussing how well the employee is progressing.
by Melanie
Thursday, 18 December 2008
Payment Systems
Payment systems
The search for a way to motivate, reward and even control labour has led managers to devise a variety of payment systems.
Time-rate payment systems
These are simple payment systems where the workforce receives a basic wage or salary. Workers are rewarded for the amount of time they spend at work, and for most workers in Britain this is the average working week of thirty-six hours. In addition, holidays with pay are usually included. The system is very common in many jobs from teachers to bank workers and shopkeepers. It provides a simple method of calculating payment for employees, whether they are paid hourly, weekly, or monthly. It also overcomes difficulties that might arise when trying to work out the exact value of an employee’s work, for example a doctor. From the employee’s point of view such a system guarantees income.
Overtime
There are instances where employers operate a time rate system, but also offer overtime payments when individuals work for more than their normal number of hours per week. Overtime payment systems are common in the construction industry, for example.
Piece-rate payment systems
In manufacturing industries the most common method of payment is some form of payment by results, or a productivity related scheme. In some instances this can simply be payment to the worker for each item he or she makes/produces. This system was very common in the soft fruit industry where workers would be paid by the weight of each basket of strawberries or raspberries they picked. It is also felt to offer the greatest incentives to employees to maximise their output – the more they produce the more they get paid. However, a system that only offers piece-rate payments may result in little or no income for employees, because of breakdowns in machinery or other unplanned stoppages.
Piece rates plus a basic or fixed pay element
To avoid the problems mentioned above, some employers calculate pay using a system made up of two elements. Firstly, they will pay a basic or fixed-rate wage calculated on a time rate basis, and then to this they will add a variable, piece-rate element, calculated on output.
Commission payments
When looking to establish payment systems for a sales force, it is very common to base this too on a flat-rate wage supplemented by some form of commission based on sales volume or value achieved. In some organisations the greatest part of the wage received by the sales force comes in the form of commission paid. This has led to complaints that such workers may use pressure tactics in order to achieve sales – and maintain their own income levels.
Fringe benefits and non-financial payments
This covers any payments other than wages and salaries that an employer might make. They include private medical insurance, subsidised meals, company cars or loan and mortgage facilities. Since the 1960s fringe benefits have increased in importance, particularly in the managerial and professional sectors.
Bonuses
Another common production payment system is one that operates with a flat rate of pay that is then supplemented by a bonus directly related to the output
each worker, or group of workers, achieves. Such bonuses might be related to setting targets for:
• volume of output,
• quality standards achieved,
• reductions of wastage,
• improved machine use,
• reduction in the loss of working days through workplace accidents. (This last example is very common in the North Sea oil industry.)
Incentives to professionals
It is generally accepted that professional employees, for example dentists, doctors and other health service specialists, receive a basic salary from their employing health authority, but can enhance this by undertaking private patient work for which they receive payment on an individual case basis. There has also been an increase in ‘no win no fee’ legal cases in recent years. Based on a system devised in the USA, and particularly common in civil law suits for damage claims, the client only pays the lawyer a fee if the outcome of the case is in his favour. The percentage rate of the fee will be set out and agreed before the legal action is started.
Contract employment
It is becoming more and more common for employers to hire staff on a contract basis. This may be for the completion of a job or project, for example the building of a new stretch of dual carriageway, or may be for a fixed time period of, say, one university academic year. The employer can make substantial savings using a contract basis for employment – it is unlikely that he will offer paid holidays, pay for days lost through sickness, maternity pay or a company pension scheme. From the employee’s point of view the rate of pay is often higher than for those on permanent contracts. But there is a high degree of uncertainty and risk of loss of income when the contract ends.
Profit-sharing schemes
Although not widespread in Britain, there has been a move in recent years for employers to use systems that include a share of pre-tax profits as part of the payment made to the workforce. Some employers feel that this system is likely to increase the commitment from the workforce, not only in terms of output, but also in overall terms to the organisation itself. However, others are less enthusiastic and feel that the relationship between daily output and annual profit-share payments is too remote to be an effective motivator.
The search for a way to motivate, reward and even control labour has led managers to devise a variety of payment systems.
Time-rate payment systems
These are simple payment systems where the workforce receives a basic wage or salary. Workers are rewarded for the amount of time they spend at work, and for most workers in Britain this is the average working week of thirty-six hours. In addition, holidays with pay are usually included. The system is very common in many jobs from teachers to bank workers and shopkeepers. It provides a simple method of calculating payment for employees, whether they are paid hourly, weekly, or monthly. It also overcomes difficulties that might arise when trying to work out the exact value of an employee’s work, for example a doctor. From the employee’s point of view such a system guarantees income.
Overtime
There are instances where employers operate a time rate system, but also offer overtime payments when individuals work for more than their normal number of hours per week. Overtime payment systems are common in the construction industry, for example.
Piece-rate payment systems
In manufacturing industries the most common method of payment is some form of payment by results, or a productivity related scheme. In some instances this can simply be payment to the worker for each item he or she makes/produces. This system was very common in the soft fruit industry where workers would be paid by the weight of each basket of strawberries or raspberries they picked. It is also felt to offer the greatest incentives to employees to maximise their output – the more they produce the more they get paid. However, a system that only offers piece-rate payments may result in little or no income for employees, because of breakdowns in machinery or other unplanned stoppages.
Piece rates plus a basic or fixed pay element
To avoid the problems mentioned above, some employers calculate pay using a system made up of two elements. Firstly, they will pay a basic or fixed-rate wage calculated on a time rate basis, and then to this they will add a variable, piece-rate element, calculated on output.
Commission payments
When looking to establish payment systems for a sales force, it is very common to base this too on a flat-rate wage supplemented by some form of commission based on sales volume or value achieved. In some organisations the greatest part of the wage received by the sales force comes in the form of commission paid. This has led to complaints that such workers may use pressure tactics in order to achieve sales – and maintain their own income levels.
Fringe benefits and non-financial payments
This covers any payments other than wages and salaries that an employer might make. They include private medical insurance, subsidised meals, company cars or loan and mortgage facilities. Since the 1960s fringe benefits have increased in importance, particularly in the managerial and professional sectors.
Bonuses
Another common production payment system is one that operates with a flat rate of pay that is then supplemented by a bonus directly related to the output
each worker, or group of workers, achieves. Such bonuses might be related to setting targets for:
• volume of output,
• quality standards achieved,
• reductions of wastage,
• improved machine use,
• reduction in the loss of working days through workplace accidents. (This last example is very common in the North Sea oil industry.)
Incentives to professionals
It is generally accepted that professional employees, for example dentists, doctors and other health service specialists, receive a basic salary from their employing health authority, but can enhance this by undertaking private patient work for which they receive payment on an individual case basis. There has also been an increase in ‘no win no fee’ legal cases in recent years. Based on a system devised in the USA, and particularly common in civil law suits for damage claims, the client only pays the lawyer a fee if the outcome of the case is in his favour. The percentage rate of the fee will be set out and agreed before the legal action is started.
Contract employment
It is becoming more and more common for employers to hire staff on a contract basis. This may be for the completion of a job or project, for example the building of a new stretch of dual carriageway, or may be for a fixed time period of, say, one university academic year. The employer can make substantial savings using a contract basis for employment – it is unlikely that he will offer paid holidays, pay for days lost through sickness, maternity pay or a company pension scheme. From the employee’s point of view the rate of pay is often higher than for those on permanent contracts. But there is a high degree of uncertainty and risk of loss of income when the contract ends.
Profit-sharing schemes
Although not widespread in Britain, there has been a move in recent years for employers to use systems that include a share of pre-tax profits as part of the payment made to the workforce. Some employers feel that this system is likely to increase the commitment from the workforce, not only in terms of output, but also in overall terms to the organisation itself. However, others are less enthusiastic and feel that the relationship between daily output and annual profit-share payments is too remote to be an effective motivator.
Workplace Legislation
Health and Safety at Work Act 1974
States employees’ and employers’ duties with regard to health and safety
Employers have a duty to take responsible care of their own health and safety as well as that of their employees
Office, Shops and Railway Premises Act 1963
States regulations which must be met by employers regarding working temperatures, toilet and washing facilities, first aid, space requirements, cleanliness
Equal Pay Act 1970
States that all employees should receive the same pay when work of equal value is undertaken
Race Relations Act 1976
Unlawful to discriminate on the grounds of race, colour, religion or ethnic origin regarding recruitment, training, promotion, conditions of service
Sex Discrimination Act 1975
Unlawful to discriminate on the grounds of sex or marital status regarding recruitment, promotion, training, conditions of service
Victimisation and sexual harassment are unlawful
Employment Rights Act 1996
States duties and rights of employer and employee
Includes the right to a written Contract of Employment within 2 months of starting work
The right to an itemised pay slip
Rights of employees regarding Sunday working
Rights of employees regarding maternity and termination of
employment
Data Protection Act 1998
Data must be obtained fairly and lawfully
The organisation must register the purpose for which the information is held
They must keep records for no longer than necessary
The information must be up to date and accurate
Employees have a right to request to see information held about them and have it changed if incorrect
The information should not be used for any other purpose than that for which it was collected
They must take appropriate security measures to keep the information safe
States employees’ and employers’ duties with regard to health and safety
Employers have a duty to take responsible care of their own health and safety as well as that of their employees
Office, Shops and Railway Premises Act 1963
States regulations which must be met by employers regarding working temperatures, toilet and washing facilities, first aid, space requirements, cleanliness
Equal Pay Act 1970
States that all employees should receive the same pay when work of equal value is undertaken
Race Relations Act 1976
Unlawful to discriminate on the grounds of race, colour, religion or ethnic origin regarding recruitment, training, promotion, conditions of service
Sex Discrimination Act 1975
Unlawful to discriminate on the grounds of sex or marital status regarding recruitment, promotion, training, conditions of service
Victimisation and sexual harassment are unlawful
Employment Rights Act 1996
States duties and rights of employer and employee
Includes the right to a written Contract of Employment within 2 months of starting work
The right to an itemised pay slip
Rights of employees regarding Sunday working
Rights of employees regarding maternity and termination of
employment
Data Protection Act 1998
Data must be obtained fairly and lawfully
The organisation must register the purpose for which the information is held
They must keep records for no longer than necessary
The information must be up to date and accurate
Employees have a right to request to see information held about them and have it changed if incorrect
The information should not be used for any other purpose than that for which it was collected
They must take appropriate security measures to keep the information safe
Costs and Benefits of Staff Training
People are an organisations greatest resource. But they have to know how to do their job. Skills have to be updated and renewed via training, which can be on-the job or off-the job.
But like everything there are costs and benefits. So again, taking this from the 2005 Higher solutions here are some short answers for your study!
Costs
Financial costs of courses
Working time is lost
Quality of work may be slower/poorer quality when staff are training
Resistance to the benefits of training
Benefits
Increased competence
Improves flexibility of staff
Increased motivation of staff
Increased production levels
Easier to introduce change
Image of organisation improves
But like everything there are costs and benefits. So again, taking this from the 2005 Higher solutions here are some short answers for your study!
Costs
Financial costs of courses
Working time is lost
Quality of work may be slower/poorer quality when staff are training
Resistance to the benefits of training
Benefits
Increased competence
Improves flexibility of staff
Increased motivation of staff
Increased production levels
Easier to introduce change
Image of organisation improves
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