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2. Human resource management (AS levels)

front 1 Human resource management (HRM)	back 1 The strategic approach to the effective management of employees so that they help the business gain a competitive advantage. Assign workers to the correct job.
front 2 Workforce Planning	back 2 Forecasting the numbers of workers and the skills that will be required by the organisation to achieve its objectives. (plan before the time) HR needs to know exactly what the business needs. i.e. skills, how many workers needed
front 3 Workforce Audit	back 3 A check on the skills and qualifications of all existing workers/managers. Evaluate workers + managers in the current business.
front 4 Labour Turnover equation	back 4 number of employees leaving in 1 yr/average number of people employed x 100

front 5 Costs of High Labour Turnover	back 5 costs of recruiting, selecting + training poor output levels + customer service (less staff = less products) difficult to establish customer loyalty due to a lack of regular, familiar contact difficult to establish team spirit
front 6 Potential benefits of high labour turnover	back 6 low-skilled and less-productive staff might be leaving + could be replaced with more carefully selected workers new ideas + practices brought into an organisation by new workers high labour turnover can help a business plan to reduce employee numbers, as workers who leave will not be replaced
front 7 Redundancy	back 7 When a job is no longer required, the employee doing this job becomes unnecessary through no fault of their own.
front 8 Employee Morale	back 8 Overall outlook, attitude and level of satisfaction of employees when at work

front 9 Employee Welfare	back 9 Employees' health, safety and level of morale when at work
front 10 Work-life Balance	back 10 A situation in which employees are able to allocate the right amount of time and effort to work and to their personal life outside work
front 11 Equality Policy	back 11 Practices and processes aimed at achieving a fair organisation where everyone is treated in the same way without prejudice and has the opportunity to fulfil their potential
front 12 Diversity Policy	back 12 Practices and processes aimed at creating a mixed workforce and placing a positive value on diversity in the workplace

front 13 Employee Appraisal	back 13 The process of assessing the effectiveness of an employee judged against pre-set objectives
front 14 Piece Rate	back 14 Payment to a worker for each unit produced.
front 15 Self-actualisation	back 15 A sense of self-fulfilment reached by feeling enriched and developed by what one has learned and achieved.
front 16 Hygiene Factors	back 16 Aspects of a worker's job that have the potential to cause dissatisfaction, such as pay, working conditions, status and over-supervision by managers

front 17 Time-based Wage Rate	back 17 Payment to a worker made for each period of time worked
front 18 Share-ownership scheme	back 18 A scheme that gives employees shares in the company they work for or allows them to buy those shares at a discount
front 19 Fringe Benefits	back 19 Benefits given, separate from pay, by an employer to some or all employees
front 20 Job Rotation	back 20 A scheme that allows employees to switch from one job to another.

front 21 Job Enlargement	back 21 An attempt to increase the scope of a job by broadening or deepening the tasks undertaken
front 22 Paternalistic Management	back 22 A management style based on the view that the manager is in a better position than the workers to know what is best for an organisation.