1. Human Resources How do people contribute to business?

2. Why do people work? There are 5 levels. Maslow believed that people start at the bottom of the hierarchy: when they have achieved the 1 st level such as food and shelter, these needs are no longer as pressing and they become aware of needs at the next level. The American psychologist Abraham Maslow developed a model of human needs to show how people are motivated to work. This model is called a hierarchy of needs because it starts with basic needs at the bottom and climbs to higher needs at the top.

6. Employment Trends Businesses want as flexible a workforce as possible which has resulted in changes to working practices. More organisations are operating a flexitime system. Flexitime allows employees the option to start work early and finish early, so long as they have worked the core hours for that day (eg 10am – 12 noon, and 2pm – 4pm). Also if the employee builds up extra hours by working late, they may be able to take this time off at a later date in lieu of (instead) payment. Another working practice adopted by many organisations is job-sharing where two or more employees share a full time job between them, and receive wages/salary in proportion to the amount of hours worked.

7. Employment Trends (continued) Having a flexible workforce means that organisations will be able to react quickly to changes in the market place and in technology. This need for flexibility has led to an increase in the amount of part-time workers, temporary workers, people working form home, job sharing and casual work. Flexibility in the workplace has also resulted in there being more women working. It also gives single parents the opportunity to work at times convenient to them, eg part-time evening work, flexi-time arrangements and job-sharing. There has been a major increase in people working for tertiary sector organisations, at the expense of primary and secondary sectors, such as farming, shipbuilding and car manufacturing.

8. Rewards for working Pay is the reward for working. It is part of the reason why everybody works. Workers receive either a wage or a salary . Wages Manual or “ blue collar ” workers are usually paid weekly wages . These are calculated according to the number of hours worked eg 36 hours per week. If more hours are worked, the worker is paid overtime . Fringe Benefits These are rewards given to workers that aren’t included in their pay packet. These benefits are often known as perks . They may include a company car, company pension scheme, private health care, subsidised cafeteria, or discounts on goods and services. These are often seen as a good way of motivating workers. Salaries Non-manual workers or “white collar” workers are usually paid a salary. A salary is a fixed amount per year divided into 12 equal monthly payments regardless of the number of hours worked eg if you are contracted for 40 hours per week and you work 50 hours, then you are not paid for the extra 10 hours you have worked.

9. Payment Systems Different types of payment systems are used to reward workers doing different types of jobs. If employees reach production/sales targets they may receive an additional payment. This is used an an incentive to increase sales and productivity. Bonus Payments/ Commission When employees work a set number of hours, overtime may be offered for them to work extra hours. Their normal hourly rate usually rises for any overtime worked (eg, double-time) Overtime Many workers are paid an hourly rate (eg £4.85 per hour). This method rewards employees for the amount of time they spend at their work. It does not add incentive to produce quality work. Time Rate Workers are paid according to the number of items they produce. Usually used in factories to encourage increased output. It is important to ensure that quality is not sacrificed for quantity. Piece Rate Description Payment System

10. Functions of Human Resource Management Recruitment & Selection Training & Development Maintenance of Personnel Records Legislation Employee Relations Grievance & Discipline

11. Recruitment & Selection

12. The Recruitment Process (the process used by an organisation to find applicants for a job vacancy) IDENTIFY A JOB VACANCY CONDUCT A JOB ANALYSIS (Identify tasks, duties, skills and responsibilities of the position) PREPARE A JOB DESCRIPTION PREPARE A PERSON SPECIFICATION ADVERTISE THE VACANCY INTERNALLY EXTERNALLY

16. Each candidate should be asked the same questions so that the process is fair . An interview can help a firm assess how confident a candidate is and if they will fit in with the corporate culture within the organisation. INTERVIEWS Shortlisted candidates are invited for interview. Interviews can be one-to-one (one interviewer conducts all the interviews), panel interviews (several people will conduct each interview) or successive (where each candidate has more than one interview, possibly with different interviewers).

18. Training & Development

22. Maintenance of Personnel Records

24. Employee Relations

29. Advisory, Conciliation and Arbitration Service ACAS is an organisation funded by Central Government. It will assist in disputes where an agreement between employees and employers cannot be reached. It offers: ADVICE – to employers and employees and trade unions on any work related issue CONCILIATION – it tries to encourage a settlement that both the employees and employers are happy with. ARBITRATION – ACAS assesses a dispute and recommends a solution to the dispute that both parties must abide by. For more details visit the ACAS website ( http://www. acas .org. uk / )

30. Legislation Sex Discrimination Act 1975 Race Relations Act 1976 Equal Pay Act 1970 Office, Shops and Railway Premises Act 1963 Health & Safety at Work Act 1974 Minimum Wage Act Employment Rights Act 1996 Disability Discrimination Act 1995

31. Employment Legislation Covers a wide range of duties and rights of an employer and employee. It includes the right of an employee to a Contract of Employment , itemised pay slips and rights of employees regarding Sunday working, maternity and termination of employment. Employment Rights Act 1996 This states that all employees should receive the same rate of pay where work of ‘ equal value ’ is undertaken. Jobs do not need to be identical but require the same skills, qualifications and expertise etc to be regarded as of ‘equal value’. Equal Pay Act 1970 This makes it unlawful to discriminate on the grounds of race , colour , religion or ethnic origin regarding recruitment, training, promotion or any other work related matter. Race Relations Act 1976 This makes it unlawful to discriminate on the grounds of sex or marital status regarding recruitment, training, promotion or any other work related matter. Victimisation and sexual harassment are also unlawful. Sex Discrimination Act 1975

32. Employment Legislation (cont) This states some basic health and safety regulations that employers must meet regarding minimum working temperatures , toilet and washing facilities , first aid , cleanliness and storage space . Office, Shops and Railway Premises Act 1963 This law added to the OSRP Act 1963 by stating that employees’ duties with regard to health and safety as well as those of employers. Employees now have a duty of care to take reasonable care of their own health and safety as well as other employees’. Health and Safety at Work Act 1974 This details the minimum rate of pay that employees should receive. There are different rates depending on age. Minimum Wage Act This provides disabled people at work protection from discrimination. This means that employers must not treat a disabled person less favourably because of their disability and are required to make reasonable adjustments to working conditions or the workplace where that would help to accommodate a particular disabled person. Disability Discrimination Act 1995

33. Employment Legislation For more information on employment rights visit the ACAS website by clicking here

34. Grievance & Discipline