CH2 people in business

2.1 Motivating employees 2.1.1 The importance of a well-motivated workforce: 2.1.2 Methods of motivation: • Why people work and what motivation means • The benefits of a well-motivated workforce: labour productivity, reduced absenteeism and labour turnover • The concept of human needs, e.g. Maslow’s hierarchy • Key motivational theories: Taylor and Herzberg • Financial rewards, e.g. wage, salary, bonus, commission and profit sharing • Non-financial methods, e.g. job enrichment, job rotation, teamworking, training, opportunities for promotion • Recommend and justify appropriate method(s) of motivation in given circumstances 2.2 Organisation and management 2.2.1 Draw, interpret and understand simple organisational charts: 2.2.2 The role of management: 2.2.3 Leadership styles: 2.2.4 Trade unions: 12 • Simple hierarchical structures: levels of hierarchy, span of control, chain of command e.g. tall/short • Roles and responsibilities of directors, managers, supervisors, other employees in an organisation and inter-relationships between them • Functions of management, e.g. planning, organising, coordinating, commanding and controlling • Importance of delegation; trust versus control • Features of the main leadership styles, e.g. autocratic, democratic and laissez-faire • Recommend and justify an appropriate leadership style in given circumstances • What a trade union is and the effects of employees being union members 2.3 Recruitment, Selection and Training of Employees 2.3.1 Recruitment and Selecting Employees Recruitment and Selection Methods • Recruitment: Process of attracting suitable candidates to apply for a job. • Selection: Choosing the most suitable person from the applicants. Internal vs External Recruitment Internal Recruitment External Recruitment Hiring from within the organisation Hiring from outside Cheaper, quicker, familiar with company Brings new ideas, wider pool Limited candidates, possible resentment More costly, longer process Main Stages in Recruitment & Selection 1. Job analysis – identifies duties and responsibilities 2. Job description – outlines job title, duties, location, etc. 3. Person specification – lists qualifications, experience, skills 4. Job advertisement – internal or external 5. Receive applications – CVs or application forms 6. Shortlisting – narrow down candidates 7. Interviews/tests – assess suitability Part-Time vs Full-Time Employees Part-Time Full-Time More flexible, cheaper for employer More available, committed Less committed, harder to manage Higher cost, less flexibility Application: Recommending Who to Employ • Depends on: Job type, cost, urgency, skill level required. • E.g. Short-term customer service → part-time employee; senior manager → external, full-time candidate. 2.3.2 The Importance of Training and Methods of Training Why Training is Important • • For the Business: o Increases productivity and efficiency o Reduces accidents and mistakes o Improves quality and customer satisfaction For Employees: o Builds confidence and motivation o Enhances skills and career development Methods of Training Type Description Benefits Limitations Introductory training Induction for new employees Familiarises employee with company policies, culture Basic, short-term; doesn’t teach specific skills On-theJob Training while doing the job Cheap, relevant, immediate feedback May reduce productivity; mistakes can happen Off-theJob Training outside the workplace Expert-led, higher quality Expensive, may not be job-specific 2.3.3 Downsizing the Workforce Dismissal vs Redundancy Dismissal Redundancy Fired for poor performance or behaviour Job no longer needed Employee at fault Not employee’s fault E.g. gross misconduct E.g. company downsizing Reasons for Downsizing • Automation (machines replacing labour) • Reduced demand for products • Cost-cutting needs Business closure or relocation • Application: Who to Make Redundant Based on: • o Performance o Length of service (seniority) o Skills o Disciplinary record o Not discriminatory (e.g. based on age, gender) Justify with fair and legal reasoning • 2.3.4 Legal Controls Over Employment Issues Key Legal Protections Area Explanation Impact Employment Contracts Legal agreement of job terms Ensures clarity, protects both sides Unfair Dismissal Employee cannot be fired without valid reason Protects employee rights Discrimination Illegal to treat someone unfairly due to Promotes equality and age, gender, race, etc. diversity Health & Safety Safe working environment required Reduces accidents, increases morale Legal Minimum Wage Employers must pay at least a set minimum Protects workers from exploitation Impact on Employers Impact on Employees • Must comply with laws • Greater job security • May increase costs • Equal treatment Avoids legal action and improves reputation • Better working conditions 2.4 Internal and External Communication 2.4.1 Why Effective Communication is Important & Methods Used What is Effective Communication? • The clear exchange of information between sender and receiver, with message understood and acted upon as intended. Importance to Business • Ensures employees understand tasks and expectations • Improves efficiency and productivity • Helps decision-making and coordination • Builds positive relationships with customers and staff • Reduces mistakes and confusion Methods of Communication Method Description Benefits Limitations Verbal (spoken) Face-to-face, phone, video calls Quick, immediate No record, may be feedback, misheard, hard to reach personal large audiences Written Emails, letters, memos, Clear record, can Slower, may be ignored or reports be detailed misunderstood Visual Charts, graphs, posters Easy to understand data May not convey full message Electronic (IT-based) Emails, messaging apps, video conferencing, intranet Fast, wide reach, recordable Technical issues, less personal Internal vs External Communication • Internal: within the business (e.g. manager to staff) • External: with stakeholders outside the business (e.g. customers, suppliers, banks) Choosing the Right Method (Justification Examples) Situation Recommended Method Why? Giving urgent instructions Verbal (face-to-face or phone) Fast and direct Sending contracts Written (email or post) Formal and provides proof Team update to remote workers Video call or email Efficient and inclusive Training new staff Face-to-face or visual aids Clear and engaging 2.4.2 Communication Barriers What Are Communication Barriers? Anything that prevents the message being received and understood correctly. Common Communication Barriers Barrier Type Examples Language Use of jargon, foreign language Technical Poor internet connection, unclear audio Information Overload Too much information at once Cultural Differences Misunderstood gestures, tone Emotional Factors Stress, fear, lack of trust Physical Barriers Noise, distance, poor layout Wrong Medium Complex message sent by text Problems Caused by Ineffective Communication • Mistakes in production • Missed deadlines • Low morale and motivation • Customer dissatisfaction • Conflict within teams How to Overcome or Reduce Barriers • Use simple, clear language • Choose appropriate method and time • Provide training in communication tools • Encourage feedback and clarification • Use reliable technology • Promote a positive working environment • Adapt message to audience's needs