Level 1 Level 3
Level 2

Section 2

42 words 0 ignored

Ready to learn       Ready to review

Ignore words

Check the boxes below to ignore/unignore words, then click save at the bottom. Ignored words will never appear in any learning session.

All None

the reason why employees want to work hard and effectively for the business
payment for work, usually paid weekly, can be in cash or in bank account
payment for work, usually paid monthly, into bank account
payment relating to number of sales made
Profit sharing
proportion of company’s profits are paid to employees
additional amount of payment above basic pay as reward for good work
Performance-related pay
pay which is related to effectiveness of employee where output can be measured
Share ownership
shares of company given to employees so they become part owners
method of assessing effectiveness of employee
Fringe benefits
non-financial rewards given to employees
Job satisfaction
enjoyment derived from feeling that you have done a good job
Job rotation
involves workers swapping round and doing a specific task for a specific time the changing again
Job enlargement
extra tasks of similar level of work are added to worker’s job description
Job enrichment
looking at jobs and adding more tasks that require more skill and/or responsibility
Organisational structure
refers to levels of management and division of responisbilities within an organisation
Chain of command
structure in an organisation which allows instructions to be passed down from senior management to lower levels of management
Span of control
number of subordinates working directly under a manager
Line managers
have direct responsibility over people below them in a hierarchy of and organisation
Staff managers
specialists who provide support, information and assistance to line managers
giving subordinate authority to perform particular tasks
Leadership styles
different approaches to dealing with people when in a position of authority - autocratic, laissez-faire or democratic
Autocratic leadership
where the manager expexts to be in charge of the business and to have their orders followed
Democratic leadership
gets other employees invovled in decision making
Laissez-faire leadership
makes broad objectives known to workers, they are left to make their own decisions and organise their work
Trade union
group of workers who have joined together to ensure their interests are protected
Closed shop
all members must be a member of the same trade union
: the process from identifying that the business needs to employ someone up to the point at which applications have arrived at business
Job analysis
identifies and records the responsibilities and tasks relating to a job
Job description
outlines the responsibilities and duties to be done by employee to do a specific job
Job specification
outlines requirements, qualifications, expertise, etc. for a specified job
Internal recruitment
vacancy is filled by someone who is an existing employee of the business
External recruitment
vacancy filled by someone who is not an existing employee and new
employment that is between 1 and 35 hours a week; less than full time workers
employees will work for 35 or more hours per week
Induction training
introduction given to new employee explaining firm’s activities, customs and procedures and introduce to other workers
On-the-job training
person is trained by watching more experienced worker doing the job
Off-the-job training
person being trained away from workplace, by specialist trainers
Workfore planning
establishing the number and skills of workforce needed by business for foreseeable future
employee is no longer needed, so loses his job; not because of unsatisfactory work
Ethical decision
decision taken by manager because of moral code observed by firm
Industrial tribunal
legal meeting considers workers’ complaints: unfair dismissal and discrimination
Contract of employment
legal agreement between employer and employee listing duties and responsibilities of workers