Summary of 1.4 - Managing People

Approaches to Staffing Topic 1.4 Managing People
 The owners/leaders within a firm may see their workforce as assets or Employee Representation  DIRE
as a cost which will determine the decisions they make around the ultima
 TRADE UNIONS – an organisation established to protect and improve
management of the workforce. of dir
the economic and working conditions of workers.
EMPLOYEES AS ASSETS EMPLOYEES AS A COST  Focus on negotiations through collective bargaining.  MAN
 Focus on pay and conditions. the fi
Provide good remuneration Pay workers the minimum
 Represent members at industrial tribunals and give workers advice on depar
packages
employment issues.  SUPE
Give reasonable holiday and sick Provide the minimum legal sick have
pay and holiday pay  Prominent in public sector.
 Decline of trade unions membership over past 20 years.  TEAM
Invest in the working conditions Provide basic working conditions the w
 WORKS COUNCILS – a forum within a firm where workers and managers
Provide workers with job security Maximise output while minimising effect
meet to discuss issues relating to conditions, pay and training.
staff costs  Members elected from the workforce by the workforce. Categori
See training as an investment See training as unnecessary  Builds cooperation with managers.  PROF
Delegate responsibility Centralise decision-making  Allows the workforce to be heard without trades union representation. Posts
Take care in developing policies Give thought to employee  EMPLOYEE COMMITTEES – a group of employees meeting together to archit
that motivate staff motivation focus on specific issues within the workforce.  OPER
 Employees may be dismissed from work for failing to meet the  Informal groups set up by workers to focus on a aspect of work. produ
 Typically focus on issues such as employee social events, safety and mana
required standard or through misconduct. Employees may also be
working conditions.  GENE
dismissed unfairly and this might result in an industrial tribunal.
 Employee committees influence decisions made at works councils. These
 Redundancy applies where there is no work, not enough work or the
position no longer applies. Sometimes employees will be offered
voluntary redundancy where they receive a pay-out. Recruitment
 The process of finding and hiring a person for a specific job role that  Organ
needs filling within a firm. how a
Flexible Working  INTERNAL RECRUITMENT – when a role is filled by promoting one a
 In order to adapt to the changing demands of the business employees from within the organisation.  CHAI
environment, a firm may want to adopt a flexible approach to its  Cheaper than external recruitment. with m
workforce. This may involve approaches other than employing  Managers know their employees so there is less risk – it is hard to natur
workers on a permanent fixed-term contract. foresee how an external recruit will perform.  SPAN
 Approaches to flexible working  May require less training. is dire
 Promotion opportunities are good for staff motivation and retention. encou
 Part-time and temporary contracts.
 EXTERNAL RECRUITMENT – involves bringing new employees in from  DELE
 Flexible hours and homeworking
outside the organisation. Potential employees may be found using job lighte
 Outsourcing – getting other firms (specialists) to complete a
adverts, employment agencies, government training scheme, etc. a key
particular task or business function, e.g. payroll. of sta
 May attract a wider number of applicants.
 Multi-skilling employees so that they can carry out multiple roles.  Brings in new skills and ideas. emplo
ADVANTAGES DISADVANTAGES  Helps increase the capacity within the firm.  CENT