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Buss3 A2 Key Terms

Human Resource

Making the best use of all employees to achieve corporate goals. Human resource management (HRM)
Targets the HR management hopes to achieve by implementing HR strategies, so that the business can achieve its corporate objectives. HR objectives
Concerned with communication and motivation. People are led rather than managed. They are involved in determining and realising strategic objectives. ‘Soft’ HR management
Emphasises costs and places control firmly in the hands of management. Their role is to manage numbers effectively, keeping the workforce closely matched with requirements in terms of both bodies and behaviour. ‘Hard’ HR management
Getting ‘the right number of people with the right skills, experiences, and competencies in the right jobs at the right time’. A comprehensive process that provides managers with a framework for making staffing decisions based on an organisation’s corpora Workforce planning
Details of how the business will implement its HR management policies. Workforce plans
Where the decision-making authority is concentrated amongst a small number of senior managers at the top/centre of the organisational structure. Centralisation
Where the authority for decision-making is delegated to subordinates in the organisational structure. Decentralisation
Removing levels in the organisational structure. Delayering
Part-time, temporary and self-employed workers brought into the businesses as and when needed. Peripheral workers
Where a significant percentage of employees are on part-time and temporary contracts rather than the vast majority being on permanent, full-time contracts, and/or where employees are multi-skilled and work wherever needed in the organisation. Flexible workforce
Full-time, permanent employees, with business-specific skills and knowledge, performing tasks key to the success of the business, often rewarded with high salaries and excellent working conditions. Core workers
Where business functions are provided by external specialist organisations rather than provided in house. Outsourcing
Where business functions are provided by external specialist organisations rather than provided in house. Homeworking
Forums made up of employee representatives from selected areas of the business and representatives of the employers. Employee groups
An organisation of employees, which acts collectively in dealings with management for mutual protection and assistance and is often concerned with wages and conditions of employment. Trade union
A committee representing the employer and elected employee representatives of a plant or business meeting to discuss working conditions, grievances and pay. Works council
A disagreement between employers and employees and employees/employee representatives over an employee-related issue. Industrial dispute
An independent and impartial organisation established to avoid and resolve industrial disputes and build harmonious relationships at work. Acas
Sanctions imposed by workers to put pressure on a business during an industrial dispute, including overtime ban, work to rule, go slow and ultimately strike action. Industrial action
An independent third party encourages continued discussion between those in disagreement to reach a compromise and resolve their dispute. Conciliation
Where no agreement can be found between parties in dispute, they agree to accept the judgement of an independent third party. Arbitration
Created by: carole appleton