Human resources

Table of Contents

1. Topic pack - introduction
2. 2.1 Human Resource Planning - Notes
   1. Human resource planning
   2. Supply of human resources
   3. Workforce Planning
   4. Recruitment and selection
   5. Appraisal
   6. Training and development
   7. Internal and external training
   8. Benefits of good training
   9. Dismissal and redundancy/lay-off
   10. Legal employment rights
   11. Legislation on employment rights
   12. Achieving workforce planning targets
   13. Changing employment patterns and practices
   14. Analysing changes
   15. Handy's Shamrock
3. 2.1 Human resource planning - questions
4. 2.2 Organisational structure - notes
5. 2.2 Organisational structure - questions
6. 2.3 Communication - notes
7. 2.3 Communication - questions
8. 2.4 Leadership and management - notes
9. 2.4 Leadership and management - questions
10. 2.5 Motivation - notes
11. 2.5 Motivation - questions
12. 2.5 Motivation - simulations and activities
13. 2.6 Organisational and corporate cultures - notes (HL only)
14. 2.6 Organisational and corporate cultures - questions
15. 2.7 Employer and employee relations - notes (HL only)
16. 2.7 Employer and employee relations - questions
17. 2.8 Crisis management and contingency planning - notes
18. 2.8 Crisis management and contingency planning - questions
19. Printable version

Handy's Shamrock

Management theory - Handy's Shamrock Organisation

The advantage of a flexible organisation is that it can react quickly to a change in its external environment. Since the 1990s, firms have examined their value chain and tried to reduce their workforce to a multi-skilled core, which is concerned with the creation or delivery of a product or service. All other supporting, non-central functions are outsourced wherever possible to the periphery.

Charles Handy suggested, however, that organisations do not consist of just the Core and the Periphery, since the periphery can be subdivided. He calls this a shamrock organisation:

• The first leaf of the shamrock represents the multi-skilled core of professional technicians and managers, essential to the continuity of the business
• The second leaf Handy calls the contractual fringe, because non central activities are contracted out to firms specialising in activities such as marketing, computing, communications and research
• The third leaf consists of a flexible workforce made up of part-time, temporary and seasonal workers.

For more details on Charles Handy and his work, follow the previous link.

1

Flexible workforce Using a flexible workforce enable a business to: a) React effectively to changes that take place outside the business b) Build greater staff loyalty for the future c) Employ more people d) Increase staff morale Yes, that's correct. Well done. The flexible workforce makes the business more responsive to change.No, that's not right. The correct answer is A as the business is more responsive to change. B is possibly the most obvious negative reaction of the modern drive for more flexible workforces and C does not usually feature in a flexible environment. D is also not normally a very obvious feature of the flexible workforce.Your answer has been saved.

2

Learning organisation What is meant by the term a 'learning organisation'? a) A business which has used the same systems for many years b) The business which is run by its owner c) The business which absorbs knowledge, acquires skills and changes its attitudes d) The business which employs outside experts Yes, that's correct. Well done. This is a learning organisation as the firm which finds solutions to problems increases its own knowledge.No, that's not right. The correct answer is C. This is a learning organisation as the firm which finds solutions to problems increases its own knowledge. A is the not one which will be obviously looking for ways of moving forward. B is probably a paternalistic organisation and unlikely to be highly thought of in the 'learning' league. D is hoping that outsiders will somehow bring them up to date!Your answer has been saved.

3

Knowledge management Which of the following is the best definition of a firm that uses 'knowledge management'? a) One which identifies, assesses and shares knowledge amongst all employees b) One which acquires new ideas etc but keeps them for top management only c) One which believes that all employees are firmly in the 'X' category d) One which seldom holds workshops etc Yes, that's correct. Well done. This is just what a firm using knowledge based management does.No, that's not right. The correct answer is A as this is just what a firm using knowledge based management does. B is the opposite and C is one rooted in McGregor speak. D is also a characteristic of a business unlikely to be known for its knowledge led management.Your answer has been saved.