Resource Handbook for Real Learning in a Virtual World Business Unit 4 Human Resources (Advanced) Swindon Marriott Hotel

Overview The purpose of this handbook is to help the reader become familiar with the programme Human Resources prior to its use with groups of students or new employees. It is envisaged that this resource will have a variety of applications and may be used in areas as diverse as the Careers Service, Business studies and Work Experience preparation. Primarily this resource was written as a way of meeting the OCR course specification for the advanced Business AVCE. Details of the AQA, OCR and Edexcel course specifications can be found at their web sites http://www.aqa.org.uk http://www.ocr.org.uk http://www.edexcel.org.uk Whilst the specifications are broadly similar it should be noted that Edexcel specify a business with more than 250 employees. OCR specify 50 and AQA make no comment on numbers. The Swindon Marriott Hotel has just over 100 employees. The activities presented will provide students with a general introduction to the World of Business. The setting is the Virtual Swindon Marriott Hotel which is based on the real Marriott hotel in Swindon Wiltshire. The Marriott hotel group is a part of the Whitbread PLC. The work has been designed to provide students with an overview of human resource management. Subjects covered include Human Resource Planning, Recruitment and Selection, Training and Development and Performance Management. Registration details The Web site address for this resource is http://www.swgfl.org.uk When you arrive at this web site you should select Real Learning in a Virtual World followed by Enter project. To select the Unit of work you wish to work on move the mouse over the title and click once. All students have to individually register as a new user. Thereafter they log on as an existing user giving their username and password. The students name then appears in the programme. For example in Task 1 the employee Jordan Miller says Hello (students name) I am Jordan Miller. I work in the Human Resources department and I have been here for just over a year Navigation and Arrival It is possible to move around the programme from task to task although users should to be aware that the programme attempts to discourage students rushing through by refusing them access to the next task until a response has been made. How successful this will be remains to be seen as any entry in the answer boxes even a single letter will allow them to move forward to the next task. In one way this may prove helpful in that the student will be able to print the contents of their electronic notebook. If the assessor asks students to meet an interim deadline the student will be able to collect the data they need and pull it off the computer before the completion of all the tasks.

It is not possible to return to the task where you left off at the end of a lesson. Students will have to log on, and go through the previous tasks as quickly as the programme allows by selecting the next button. In this way they can get back to the task they were last working on. Patience is required. Students cannot jump backwards and forwards in the programme, it is therefore important that they work carefully through each task collecting all the information they need before they progress. Be forewarned it takes time to handle the controls competently as they are very sensitive and can propel you at great speed! A car delivers you to the Marriott Hotel entrance; you begin by walking up to the front entrance. The resource The resource is as it says a virtual world. The physical layout and dcor have all been carefully reproduced to the point where a student would not feel they were in unfamiliar surroundings should they ever visit the hotel themselves. The photographs of the staff are employees who work there at present. The photographs of the actual hotel also provide students with valuable information and these too should be carefully studied. The tasks carried out by the students are designed to be largely interactive. Students acquire information from a range of sources including the Internet, spreadsheets, employees, documents, and posters. They will take part in a performance review and in the production of key recruitment documents. The students will also be required to manipulate numerical data and draw conclusions. All the materials presented should be evaluated for their usefulness. These materials can be found on desks, inside drawers, on walls and magazine racks, filing cabinets or folders. Students investigate Human Resources from the perspective of a new employee. As they move around they collect the information they need by cutting and pasting into their own electronic notebook. They also answer questions by typing into their electronic notebook. The electronic notebook automatically retains this information from session to session. The contents of the electronic notebook can be printed at the end of the unit. It is possible to copy and paste answers into word. Students may wish to have a note pad next to them as they work. Students can also print documents directly from the screen once they have been opened. Words written in blue in the text will take students to the glossary, or to spreadsheets or other documents such as the recruitment document in task 4. A help file can be accessed from anywhere in the programme and video clips and photographs are also available for careful consideration. Students must decide how best to use the information they have gathered in fulfilling the requirements of the examining boards. The challenge This resource offers students and teachers a wealth of information. The reader is therefore encouraged to familiarise themselves with its contents prior to use. To illustrate, in task 2 students have to manipulate data sets and construct graphs. They then have to answer questions and provide evidence to support their opinions. Some students will find this work particularly challenging and may need individual help. The challenge is to decide how best to manage the learning environment. Some students will rush to find the documents but in turn will be reluctant to study their contents or do little more than write a superficial response to a question before they move on.

Some questions you may wish to consider as you prepare to use this resource Unit Planning and Assessment Will you produce a scheme of work? Will you work sequentially through this programme? Will you use all the tasks or selected activities? How long will it take to deliver this unit? Will you use information for the other virtual world, Unit 1 Business at Work to help you deliver this unit? How will you assess the work - interim deadlines or final report? Will you develop a mark scheme or how will you integrate this resource into your current mark scheme? Does the package allow you to assess and deliver work in other curricular areas such as Key Skills, Careers, Work Experience or PSE? Technical/Resource Management Issues Should the IT technicians be on hand when you first use the programme? Do you have enough computers for each student? How will the staff and student technophobes cope with this resource? Lesson Planning Do you need lead lessons to introduce students to activities? Do you need to provide supplementary materials for your students? Will you use elements of this handbook with students? How will you draw out the learning from each activity? Will students be encouraged to work through the programme at their own speed? Differentiation Will you expect the least able and most able to use the resource in the same way? Will some students use only the evidence from this resource to write their final report? Will some students use this resource to develop a general understanding of Business at work and then go on to study a company of their choice? Handbook Did the handbook aid or hinder your understanding of the Unit How could the handbook be improved?

Future Development Work

What is the greatest strength of this resource? What is its greatest weakness?

On balance do you consider this virtual resource to be a valuable addition to your bank of teaching resources? Are there other units and curricular areas that you think lend themselves to this type of development? The handbook has been divided into sections please note that where possible screen and text pages have been used in an attempt to help the user become familiar with the resource as quickly as possible. The guidance given in section 3 is intended to identify the documents the students will need to complete the tasks. The user or student may well decide that other documents are equally useful.. It is also anticipated that the user will deliver this resource in a way which best suits the needs and resources of their own organisation.

Section

Contents

Page Number

Overview Introduction to the Unit Hints and tips

1-5

Task outlines and Guidance Source documents containing many of the documents students will use in each task. These documents could be printed to create preparatory or alternative classroom resources

6-19

20-58

Task outlines and Guidance notes

Task 1 The objective of this activity is to ensure that the student can accurately describe the responsibilities covered by the human resources function within the business, showing a thorough understanding of the importance of these resources to the business. Activity and question number if relevant Evidence Title of the document Handbook reference if available Location in the Programme or other resource Guidance notes/ideas

The student is given information from Jordan Miller Questions 1. What is the role of the Human Resource Department? Answers given as text 2. Is the term Human Resources the same as Personnel? 3. If so, which personnel do you look after? 4. Are the personnel in a company the companys greatest asset? 5. In what ways do you look after the personnel in the company? 6. How do you help the company to meet their objectives? 7. Why is managing human resources effectively so important to the business?

N/A

Task 2 The objective of this activity is to explain how external labour market information is used to plan human resources within the business. Activity and question number if relevant The student completes a number of numerical and statistical activities using various data sets. Employment Trends Tasks/Questions 1. Produce a graph offline and Employment trends compare 3 industries with hotels & spreadsheet 1979-1999 restaurants. Describe the trends you see. 2. How many extra people are employed in hotels and restaurants between ..? 3. What % increase has there been in 4. Name and industry which has had a higher and another a lower % increase 5. Is the hotel and restaurant industry growing faster than other industries?
Hyperlink to this resource

Evidence Title of the document

Handbook reference if available

Location in the Programme or other resource

Guidance notes/ideas

It is assumed that students know how to manipulate Excel spreadsheets. If they cannot it may be wise to improve their IT skills before they proceed further. The answers can be saved in the electronic notebook by cutting and pasting or typing in directly. Later the student can print these out as they can all the information they put into their electronic notebook.

Task 2 contd. Activity and question number if relevant National Wage Trends 1. What does 1990=100 mean? Does it mean that education and health workers are paid less than hotel workers? 2. Offline produce a graph that compares wages in various industries. Describe the trends. 3. Why is it useful to use indexes to describe wage trends? National Gender Employment Trends 1. Offline produce a graph which compares male and female employment in the Distribution sector. Explain the trends. 2. Why is it useful to compare male and female employment?

Evidence Title of the document National Wage Trends

Handbook Location in the reference Programme or if available other resource Hyperlink to this resource 2

Guidance notes/ideas

National Gender Employment Trends

Hyperlink to this resource

Hotel and Catering figures are included with Distribution.

Task 2 contd. Activity and question number if relevant

Population Trends 1.Describe the major population trends that you see. 2. Why might a hotel be aware of population trends? General Local Statistics General Local Statistics 1. Which statistics would be of use to a Hotel Manager? 2. Write a memo to a Hotel Manager stating factors that should be considered when constructing a Human Resource plan. Local Gender Statistics 1. Use graphs to illustrate, write a report to the Hotel Manager explaining the trends you see. What could mean for the Hotel and their Human Resource plan? 2 Hyperlink to this resource

Evidence Title of the document

Population Trends

Handbook reference if available

2

Location in the Programme or other resource

Hyperlink to this resource

Guidance notes/ideas

Female Wages Trends Male Wages Trends Female Employment by Region 1997

2 2 2

Hyperlinks to theses resources

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Activity and question number if relevant

Evidence Title of the document

Handbook reference if available

Location in the Programme or other resource

Guidance notes/ideas

Local Reports 1. Read both documents and list any essential information that has not already been reported in the previous graphs and analysis that you have already completed. 2. Put together all the labour market information you have produced n a logical order. Provide a summary statement that highlights the most important features of the labour market for a hotel in Swindon, such as the Marriott.

Wiltshire Employment

Hyperlink to this resource

Links to other useful sites are given in order that students can conduct their own comprehensive research in this area.

Skills and Industrial Change in the South West

Hyperlink to this resource

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Task 2 contd Activity and question number if relevant

Summary Task respond to the following
1. What local and national statistics do you analyse? Where do you get your information? 2. Do any of your main competitors tempt your employees to join them by offering better rates of pay? 3. How do you set your wage rates? 4. In which areas are there skill shortages and recruitment difficulties? 5. In what situation would you use agency labour? 6. How many full time and part time workers do you typically employ at any one time? 7. Can you comment on your employment turnover? 8. How do you manage absence from work? 9. What records do you keep on the skills and training the workers have received? 10. Is there any compulsory training that some workers must have annually or biannually?

Evidence Title of the document

Handbook reference if available

Location in the Programme or other resource

Guidance notes/ideas

The answers are given to the student

N/A

12

Task 2 contd Activity and question number if relevant

Briefing the department 1.Prepare a summary of the problems you might face in the labour market. Cover Attracting the right personnel Covering absence from work Providing training Benefits/Problems of full and part time staff etc etc 2. Produce a Human Resource plan for the next year.

Evidence Title of the document

Handbook reference if available

Location in the Programme or other resource

Guidance notes/ideas

N/A

13

Task 3 The objective of this activity is to identify the features of key recruitment documents and to describe the factors to be considered when planning to fill a vacancy and carrying out Interviews. Activity and question number if relevant
The student finds and reads the briefing paper. They then design a set of recruitment documents offline. The documents they design and create are Job Advert Job Description Application Form Person Specification 12 Possible Interview Questions

Evidence Title of the document

Handbook reference if available

Location in the Programme or other resource

Guidance notes/ideas

1. Designing job adverts 2. Job Description 3. Application forms

3 3 3

On the desk Right hand drawer of the desk Right hand filing cabinet

You may decide to consider their content as a classroom activity.

Get the key first from the drawer in the desk

4. Advertising the job 5. Selection 6. Tests as a part of the recruitment procedure 7. Interviews and their effectiveness

3 3 3

On the desk Magazine rack On the drawer unit After the students have completed the 5 documents and when they next move forward in the programme, a set of Marriott recruitment documents become available to them. Students then complete an evaluation activity comparing their work and ideas to that of the professionals.

On the bookcase in the office

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Task 4 The objective of this activity is to analyse key recruitment documents and to evaluate the quality of the information in relation to the purpose of each. Activity and question number if relevant Students complete an evaluation of their own recruitment documents and the documents made available by the Students make their observations on pre-prepared templates. Templates 1. 2. 3. 4. 5. Job Advert Job Description Application Form Person Specification Interview questions Marriott Hotel Documents 1. Job Ad. Receptionist Supervisor 2. Job Description 3. Application Form 4. Person Specification 5. Interview questions to be asked of all candidates 4 4 4 4 4 The students should select these titles that will appear in blue on the left of their screen. Students may find comparison easier if they print the documents and then compare the hard copies prior to completing the templates. Evidence Title of the document Handbook reference if available Location in the Programme or other resource Guidance notes/ideas

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Task 5 The purpose of this activity is identify key aspects of the business training and development programme and to explain its importance to the performance of the business. Activity and question number if relevant The student walks around a recently vacated training room. The thoughts and ideas of the staff are still on the wall written on sugar paper. The student has to extract the information they need and categorise it under two headings. 1. List the key aspects of training and development. 2. Give some examples of improved business performance that can result from on going training. Evidence Title of the document Posters Handbook Location in the reference Programme or if available other resource 5 On the walls of the training room Guidance notes/ideas

Some students may need help in understanding the terms Key aspects and in recognising examples of improved Business performance.

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Task 6 The objective of this task is to develop a students understanding of Performance Management Activity and question number if relevant
The student is asked to conduct a Performance Management Review with an employee called Adam Grundy. The student must plan for the interview and as a result of the interview produce a Performance Management Plan for the employee. The student has a number of papers to read and has to listen to Adams point of view before the plan is drawn up.

Evidence Title of the document

Handbook reference if available

Location in the Programme or other resource

Guidance notes/ideas

Papers 1. Understanding motivation and Job satisfaction 2. Off the Job Training 3. Dissatisfaction at work 4. Quality Circles Student briefing paper 6 6 6 6 6 On the desk in a folder When the student is ready to start the interview they push a buzzer on the desk. The buzzer is next to the phone. On the desk in a folder Scroll down the bottom of the and select next, this will reveal the other documents

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Task 6 contd.. The objective of this task is to develop a students understanding of Performance Management Activity and question number if relevant
The employee Adam Grundy appears and the interview begins The questions Adam will be asked are 1. How long have you worked here? 2. Do you feel stressed at work? 3. Do you enjoy your job? 4. How do you feel about promotion? 5. What would you say are your training needs? The answers are given as text and spoken 6 Students are encouraged to identify and plan to resolve 6 problems

Evidence Title of the document

Handbook reference if available

Location in the Programme or other resource

Guidance notes/ideas

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Task 7 The purpose of this activity is to make students aware that conflict and potential occurs within organisations. The question always is how best to manage it. Activity and question number if relevant The student is invited to think back over the work or go back through the work and this time identifies areas of conflict or potential conflict. Evidence Title of the document Adam Grundy interview is a good starting point. Handbook Location in the reference Programme or if available other resource N/A Various examples Guidance notes/ideas

Some examples are given to the student at the start of this task.

This is the end of the student activities. he next screen takes students to a Review Work screen and Summary page. Students can print the contents of their electronic notebooks and then begin to organise its content into a final report.

Glossary

19

Source documents

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These documents will be used by students when they complete the tasks Task 1 Questions Jordan will respond to 1. What is the role of a human resources department? 2. Is the term human resources the same as Personnel? 3. If so, which personnel do you look after? 4. Are the personnel in a company the companys greatest asset? 5. In what ways do you look after the personnel in the company? 6. How do you help the company to meet their objectives? 7. Why is managing human resources effectively so important to the business? 1. What is the role of a human resources department? The main role of the human resources department is to look after and manage the company personnel. We look after 70 full time staff and approximately 60 part time staff at any one time. Two full time members of staff make up the department. We keep detailed records of all the employees. We arrange training courses, here is an out line of an induction courses that I will help to run next week. Staff training records are held on a database so we can access information very quickly.

2. Is the term human resources the same as Personnel? Yes 3. If so, which personnel do you look after? Everyone Kitchen staff, maids, cooks, cleaners, office staff, caretakers etc, etc, I will leave you to think of others 4. Are the personnel in a company the companys greatest asset? Yes without a doubt. To succeed in Business Employers need to have a committed and trained staff. A work force like this means that the company is more likely to achieve its objectives and annual targets and in this way be successful. 5. In what ways do you look after the personnel in the company?

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a. b. c. d. e. f. g. h. i.

We look after things like staff recruitment and selection induction and training promotion and transfer appraisal and termination of employment discipline reward and conditions of employment working conditions career development health and safety

6. How do you help the company to meet their objectives? It is the responsibility of the human resource department to ensure that the organisation recruits the correct staff and that the staffs are trained to ensure that the business meets its aims and annual targets. Our function is absolutely central to the success of the business. Sometimes in human resources we have to discipline staff and terminate contracts. What is important is that we treat all staff fairly and in line with company policy. The human resource department has four main functions, these are human resource planning, recruitment and selection, training and development and performance appraisal. 7. Why is managing human resources effectively so important to the business? It is important because The business needs to employ the right number of staff, the hotel has to balance its costs and providing excellent customer service, with the need to make a profit The hotel must have a stable workforce, it is very costly and inefficient of time if we have a high turnover of staff The hotel needs to recruit the right sort of people who have got people skills The hotel must make sure they are properly rained so they can carry out their duties to the best of their ability The business has to comply with the law of the land this includes things like employment law and health and safety regulations. If the business doesnt comply with the law we could be prosecuted

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Task 2 1. What local or national statistics do you analyse? Where do you get your information from? General employment statistics from nationally published figures or local Chamber of Commerce. We make use of similar surveys that you have been given in your links. 2. Do any of your main competitors tempt your employees to join them by offering better rates of pay? No 3. How do you set your wage rates? We benchmark against other local Hotels and position ourselves competitively. 4. In which areas are there skill shortages and recruitment difficulties?

there is a shortage of Chefs and Food and Beverage managers Nationally within Swindon it is difficult to recruit for any operational jobs (I am sure you have found out that Swindon has a booming economy). We make use of HND/Degree placement students from the UK and abroad

5. In what situations would you use agency labour? Very rarely, but we do make use on the switchboard as it is easy to pick up, and banqueting as it is something we do not do every day. 6. How many full time and part time workers do you typically employ at any one time? It does vary, we generally have more than 70 full-time and up to 60 part-time staff. There are some seasonal variations, but not as much as in a seaside hotel.

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7. Can you comment on your employment turnover? Our labour turnover is stable at 36%. Some positions need to be filled 3 or 4 times a year, some positions could be every 2 or 3 years. 8. How do you manage absence from work? Absence is tracked and if a worker reaches a high percentage it will be investigated. Departments and each individual have their absence figures. 9. What records do you keep on skills and training the workers have received? Individuals have records and a plan. Every new employee has "New Higher Training" a 3 month induction period. I keep a database that I can search for information by key word. 10. Is there any compulsory training that some workers must have annually or bi-annually? Yes for example health and safety and fire training take place for every member of staff every year. Food workers need basic food hygiene training, and we need a certain percentage of First Aiders whose certificate only lasts for 3 years.

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Task 3 Student brief Recruitment Documents (students name if possible) We need to appoint a receptionist supervisor. We will need him/her from May 16th on a part time basis for a minimum of 25 hours per week. They will have to be prepared to work shifts. Mornings and late afternoon early evenings should do it. I will leave you to draw up all the documents and advertise the job in the newspaper etc. I will ask Andrew Mitchell to conduct the Interviews. As you know he doesnt have a great deal of experience so could you provide him with all the necessary paperwork and guidance you can? Can I leave you to draw up the Job advertisement job description to go to candidates personal specification to go to candidates Application form to go to candidates 12 questions Andrew could ask the interviewees. (If he wants you to draw up other selection tests such as aptitude tests, Attainment tests, Intelligence tests, Personality tests or psychometric tests I am sure he will contact you) General guidance notes to go to Andrew covering the purpose of the forms and interviewing tips. (Just to be on the safe side can you remind him about the legal side of things -The Sex Discrimination Acts 1975 and 1986, the Race Relations Act 1970, the Disability Act 1995 and the Equal pay act. p.s If you root around in the office you will find some useful papers. There are 7 in total. I have made my office as secure as I can so you will have to answer various questions to access my files and find the documents. If you have any difficulty you should find the answers on the Marriott web site. The papers you need to collect are 1. Selection

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2. Designing a job advert 3. Advertising the job 4. Job description and Person specifications 5. Application forms 6. Tests as a part of the recruitment procedure 7. Interviews and their effectiveness I am sure these papers will help you to get started. In anticipation of all your hard work! thanks

Selection Selection is important because it is more cost-efficient if staff stay with the business for a longer period. If the hotel makes a wrong choice, then the business will suffer due to poor performance. The business will also have the extra cost of recruiting, selecting and training a replacement, when that employee leaves. Equal opportunities legislation has also helped businesses realise that candidates should be chosen because of ability, skill and knowledge rather than race or sex. Effective selection should lead to the best candidate being employed, which should reduce the costs of selection. Personnel managers play an important role in the selection process, as they help decide on the job analysis, person specification and job description as mentioned before, as well as the nature of application forms, and how the shortlist should be created, how tests should be conducted and interviews done. Their final job is deciding how to evaluate the information and what decisions should be made about candidates Equal Opportunities Policy Recruitment issues Legal factors The Sex Discrimination Acts (1975 and 1986) the Race Relations Act (1970) and the Disability Discrimination Act (1995) make it illegal for a business to specify sex, marital status, colour, race, nationality or disability in any job advertisement.

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These issues should not be mentioned at the interview or taken into account when a vacancy is filled. Anyone who applies for job and feels that they have been discriminated against could take the case to an Industrial Tribunal. Such a tribunal may award damages if it feels that there has been some unfair discrimination. Such a bad press would not be good for business. The Equal Pay Act (1970) means that men and women must receive equal pay and have equal conditions if they are carrying out the same or similar work. Other Discrimination Apart from the obvious discrimination that is legislated against (Sex and Race), other less clearly defined discrimination may inadvertently take place. Ageism is not yet legislated against. More recently cases regarding discrimination against employees on the basis of sexual preference have emerged. Organisations where benefits enjoyed by heterosexual couples have not been extended to homosexual couples (e.g. BBC, British Rail), particularly when an Equal Opportunities Policy exists a company may face breach of contract claims by employees. Employers who discriminate against transsexuals face added complications. A European Court of Justice ruling in 1996 found in favour of P, a transsexual, who claimed that her employer, had discriminated against her by dismissing her as she underwent a sex change operation from male to female

Designing a job advertisement Make sure the job title is prominent and recognisable Give a brief job description and state that applications are required Give an indication of the type of person who would be suitable, and what special attributes, talents, skills, qualifications he/she

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should possess State the salary, or at least the salary range, and outline any conditions you feel are beneficial (e.g. luncheon vouchers, four weeks holiday, company car, etc.) Specify what method of application is required ( CV, application form etc) and to whom applications should be made Give a reference of some kind for the post e.g. RECP 1 State clearly the closing date for applications Include the Company name, address and telephone number, if appropriate Incorporate the Company logo Use any display techniques with which you are familiar to emphasise particular points. E.g. bold, italics

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Advertising the job

St John 's Hospital an Almshouse Charity situated in Bath is seeking an enthusiastic, unflappable, flexible Receptionist/Office Assistant for the General Office of the Surveyor's Department, working within St John's sheltered housing complex in the city centre. Monday to Friday, 9.00am-5.00pm. The successful applicant will deal with enquiries from a variety of sources, both on the telephone and in person. A friendly, efficient and helpful manner are essential. You must be able to handle interruptions and perform a variety of tasks. Basic computer/word processing skills essential and further training will be given. You will be required to operate a small digital telephone switchboard, training will be provided. Applicants should have a practical, patient nature and a mature and responsible attitude. Application form and job specification can be obtained from Carol King, Admissions Officer, St Edwards Hospital,

You will have considered the job and the type of person required, and you now have to consider how best to get the right person to apply for the job! Any advertisement will be fairly specific in content because it will be aimed at a particular audience, i.e. those people who meet the criteria

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established for the post and who want to apply. The aim of an advertisement is to get as large a response as possible from suitable candidates. If the organisation is big enough, some posts might be advertised internally.

EXTERNAL

Press local national specialist publications magazines media

Agencies Job Centres School notice boards Careers Advisory Service, colleges, universities private recruitment agencies

notice boards, newsletters. house journal, internal circulation/news sheet. Inter branch circulation

INTERNAL

Job descriptions and Person specifications A job description stresses job content, i.e. the duties and responsibilities involved in a job, sometimes extending to the skills and knowledge needed to perform the stated task. There are many different formats for job descriptions, and some are more detailed than others.

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An example of a job description; Job Description Job title Further Information and contact person Responsible to Responsible for Job Location

Catering Supervisor Personnel officer

The Deputy Manager / Mr Simon Keen Catering staff Marriott hotel (Swindon) Main Duties

Staff rotas Stock taking Ringing/faxing through orders to the suppliers, negotiating best prices Dealing with problems as they arise Liasing with other departments To complete all paperwork in relation to the purchase and if necessary return of stock Previous experience and knowledge working with people and suppliers handling and managing people in sometimes demanding situations applicants must have an appreciation of the Catering industry

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The organisation This organisation has many outlets nationally and internationally. It is one of the most successful hotel chains in the UK Pay and conditions Working hours 8.30 am to 5 pm Monday to Friday. Salary is negotiable but substantial to reflect the importance of the job.

The job description allows the person interested to know what is expected of him/her if they join the company. Once the skills and knowledge required to perform a particular job have been outlined in the job description, they are often reworded and used to create a person specification. This shows a profile of the person needed to do the job. The person specification is sometimes used as a way of judging candidates during the interview During the selection process, personnel will try to get proof of each of these points either from the application form, the interview or from references. The examples below show some of the qualities that are considered important. Obviously the type of job and degree of responsibility determines the person specification.

Qualities/requirements Should have qualifications to Level 3 (NVQ, A level or GNVQ Advanced) Previous catering experience is essential Previous supervisory experience desirable. Good general health Smart appearance. Good communicator with words and numbers Should be able to mix with other

Grade 1-10 1= Poor

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people - essential Show skills of self-reliance and leadership essential Should be able to cope under pressure Lives within easy travelling (commuting) distance Prepared to work overtime Able/prepared to use their own initiative

Notice that some qualities are essential and some desirable

Application Forms The use of application forms is growing as they have many benefits for a business. All applicants give details in a standard format which makes sorting and short listing the applications much easier. An application form can be used as the basis for interview. An application form usually covers: Personal details (name, address, nationality, Tel no. D.O.B. etc) Educational qualifications (Where, When, qualifications gained) Hobbies and interests Past job experience (part time-full time, dates, reasons for leaving, name of employer, salary) Reasons for wanting to join the company References usually 2, from professional people and their previous employer

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Responsibility (at school, further higher education, at work) The format allows the personnel department to match the applicant to the person specification. It also allows the applicant to present him or herself in a positive light. When designing an application form remember Handwriting is often larger than type, so the boxes/areas should give sufficient room for the applicant to fill in the information required of them The form should only ask for information relevant to the job.

Tests as a part of the recruitment procedure There are strong arguments for and against the use of tests in selection. Those in favour believe that interviews do not really allow a business to predict performance. They argue that test data offers greater accuracy and objectivity. Those against dispute the objectivity and argue that prediction from test results can mislead: does a high score mean high performance? Some people think it is an invasion of privacy, but if a test is to be used it should be valid and reliable for the purpose. The tests should as a minimum be conducted by a person who is competent, trained and qualified in their use and interpretation of the data. They should measure what they are supposed to, consistently when they are completed. The use of a highly trained person will increase the recruitment bill. Different types of test can be used in selection. Tests in addition to interviews tend to be used for senior appointments.

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Aptitude tests - measure how well a candidate can cope when faced with a business situation or problem. They are often used to select people with no past experience, eg new apprentices. Attainment tests - measure an individual's ability using skills they have already acquired. People applying for a secretarial job may be required to do a typing test or teachers may be asked to teach a lesson. All candidates that achieve the correct standard in the test are considered further, for example, typing so many words a minute, those who fail are rejected. Intelligence tests - aim to give an indication of overall 'mental' ability - 'IQ'. A variety of questions are asked in tests covering numeracy, literacy and general knowledge. People whose scores fall below known minimum IQ required for a particular job would not be interviewed or they might be offered a less demanding job - Brain surgeon to theatre assistant. Personality tests - examine the candidates emotional make up. They attempt to predict an individual's behaviour in different circumstances. There are problems with these tests, as you cannot assume that there is a standard personality profile of the ideal employee. One of the most popular personality tests is the 'Cattell Sixteen Personality Factor Test'. The candidate completes a questionnaire. The analysis of the results show/indicates whether the candidate is outgoing, emotional, very dominant etc. Interviews and their effectiveness Interviewers often decide to accept or reject a candidate within the first three or four minutes of the interview, and spend the rest of the time finding evidence to confirm their decision. Interviews seldom change the initial opinion formed by the interviewer. The interviewer often develops their opinion from the paperwork the candidate submits prior to interview and their appearance on the day. Interviewers place more stress on evidence that is unfavourable than on evidence that is favourable, this can be visual or written. E.g. arriving late, spelling mistake When interviewers have made up their minds very early in the interview, their behaviour betrays their decision to the candidate. E.g being less inclined to make eye contact

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Some questions prospective employees might ask Why has the vacancy arisen? What opportunities are there for promotion? Will I be given any training? Is there an induction programme? How many people are in the department I could be working in? When do I start? When will you let me know if I have been successful?

Typical Employers questions might centre on Reason for wanting the job What qualities and skills do they have Ambition Working with others team work

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Hobbies Most satisfying aspects of their present job? Frustrations with their present job? Strengths weaknesses of the people they work with

Interviewing guidelines/tips Interviewers must aim to conduct the interviews in a way that is fair to all candidates. The interview should be conducted so that candidates will feel that they have had an opportunity to answer all questions and to ask any questions that they have about the job or the company. Each candidate should be asked the same core questions The interview should be conducted in a suitable place e.g, in a warm, quiet, room. The interviewer should also ensure that the interviewees reception is friendly. Report on FT conducting a very bad interview (Part of Performance Management review) (Training paper) FT failed to introduce himself to the candidate and invited them to sit down by pointing at the chair. His notes were disorganised and he kept the candidate waiting because he spent 4 minutes writing up his notes from the previous candidate. FT then rushed through the questions because he was already behind and did not give the candidate sufficient time to answer the questions. This must have appeared very rude and been off putting for the candidate. If that wasnt enough 15mins into the interview his secretary walked in and asked him to sign some papers,

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which he did. The questions were in no way probing and FT found out little more about the candidate than was stated on application forms. The candidate was not asked if they had any questions. When she did manage to ask when would she know if she had got the job she was told soon, soon During the interview FT failed to refer to the personal specification sheet and mark the candidate as the interview progressed. Recommendation That FT does not conduct other interviews until his style has improved FT would benefit from both in house and off the job training courses

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Document type Job Advertisement

Evaluation of the Recruitment paperwork produced by me and the Marriott hotel Evaluation prompts My designed document Marriott hotel designed document Layout Attractive Cramped Busy Detailed Muddled Style Modern Easily understood Colour Quality of the information Too much Too little Too complex Too simple Just right Images None / some used Humorous/serious Gave a message

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Suitable Use of colour

Document type Application form

Evaluation of the Recruitment paperwork produced by me and the Marriott hotel Evaluation prompts My designed document Marriott hotel designed document Layout Attractive Cramped Busy Detailed Muddled Style Modern Easily understood Colour Quality of the information Too much Too little Too complex Too simple Just right Images None / some used Humorous/serious Gave a message

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Suitable Use of colour

Document type Job specification

Evaluation of the Recruitment paperwork produced by me and the Marriott hotel Evaluation prompts My designed document Marriott hotel designed document Layout Attractive Cramped Busy Detailed Muddled Style Modern Easily understood Colour Quality of the information Too much Too little Too complex Too simple Just right Images None / some used Humorous/serious Gave a message

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Suitable Use of colour

Document type Job description

Evaluation of the Recruitment paperwork produced by me and the Marriott hotel Evaluation prompts My designed document Marriott hotel designed document Layout Attractive Cramped Busy Detailed Muddled Style Modern Easily understood Colour Quality of the information Too much Too little Too complex Too simple Just right Images None / some used Humorous/serious Gave a message

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 Task 5 Training

Suitable Use of colour

I especially liked being able to go to different departments because I learned so much about the whole business. I think this type of training was called on the job I was really pleased when my Head of Department asked me to mentor a new employee. Jordan talked to me about any problems he had and I helped him because I had a bit more experience than him in the job. Things that were an enormous worry to him were quite minor really I was able to leave the shop floor and spent a week getting my head around ways of building a sound team I got a nationally recognised qualification its an NVQ (National Vocational Qualification) in Catering My French is better, which is good for me and good for the Marriott I would really like to learn Spanish, especially as I work on reception, I will ask my line manager if I can be added to the ongoing language programme I was so disappointed because although I had attended junior management training courses they appointed another internal candidate and not me Being trained as the Health and Safety representative is good because you feel responsible and able to do something to help others, guests or staff if you need to

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I hate going on courses, I feel threatened because I dont know whats coming. I like to be in control Its good when you meet people from other departments and share your ideas with them. Often you just think of them as your rivals which is wrong because we are all suppose to pulling in the same direction After a two day course on customer care I now feel far more confident dealing with people Being able to access the database at last has brought me up to speed with everyone else. I now feel I do my job better and dont have to run for help. I could tell that some guests got rather frustrated having to wait Knowledge is a wonderful thing My CV is looking good If I can get the right sort of training I should have an excellent chance of promotion Promoting well trained staff who you know will do a good job saves money I like on the job training most because you learn from people you know and trust Well trained staff should be more productive which in turn will help the business to achieve its objectives and targets. This should translate into increased profits Well trained staff mean greater flexibility for the organisation staff are more inclined to go with an idea than not business has to be forward looking if it is to stay ahead of the competition Companys have to keep up with the latest innovation and developments in technology Training costs the company a great deal of money

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I just like a break from work every now and again Specific training in areas like technical services and catering reduce the number of accidents My course on handling very difficult customers really came in useful last week Time out with your colleagues makes you feel more involved and part of a team. It refreshes you and you come back motivated and raring to go

Task 6 Briefing paper for Adam Grundy Adam has worked on reception for three years. He has always been a reliable member of staff with an excellent attendance record. He is cooperative and readily suggests ideas to his line manager. His appearance is smart and he has always dealt with guests in a helpful and professional way. Regrettably Adams performance over the last two months has deteriorated. The odd sick day is beginning to creep in and there have been complaints from the guests about the way he has spoken to them. He also seems far more reluctant to help junior colleagues or to talk to directly to his line manager. Adam is a good member of staff and the hotel does not want to lose him. (Students name) can you please meet with Adam, find out what is bothering him and get him back on track. I always thought Adam was someone we might consider for promotion. I hope this is just a temporary problem that you can put right. I leave it up to of course, but I would have thought 4/5 strategies over a 3 month period might be about right. You will have to review the plan with Paul fairly regularly. I find the template below usually works for me. We can look at what you and Adam have agreed when we meet on Friday. I will want you to explain why you chose these strategies. As well as the plan can you write up a justification of your ideas I suggest you put this in the notes section for the time being.

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Understanding Motivation and Job Satisfaction Work is more than the amount of money brought home at the end of the week or month. If money was the only goal, most millionaires would finish working, but they dont e.g. Richard Branson It is a combination of factors such as pay, holiday entitlement, availability of training and relationships with colleagues and management, not to mention relationships outside work which can increase or reduce our job satisfaction. It is actually very difficult to separate the various factors, which influence job satisfaction into neat little compartments. This is because in reality most of them overlap. All of us at some stage in our careers ask ourselves the question, 'Is this the right job for me?' If an employee feels dissatisfied in work, he or she should ask himself or herself the following questions about what would make their job better. . More money? . Longer holidays? . Better contractual terms? . More recognition for efforts? . An office or a bigger office? . More challenging tasks? . More responsibility? . More variety of work? . Less travelling? . Better refreshments? The task of analysing and focusing on individual needs is central to an understanding of yourself and your employees. It is important to remember the wide range of personalities, which make up an organisation. ANALYSE NEEDS To be an effective manager it is important to understand that job satisfaction requires change. What might be a stimulating activity one year, may become a boring duty the next. In the mid 1950s, Maslow, a pioneer in management psychology, put forward the theory that there are five basic needs which people aim to satisfy:

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1. 2. 3. 4. 5.

Physiological need: food, clothing, shelter. Safety need: the need for security. Social need: the need to belong and feel accepted in a social situation. Esteem need: the need to have status and respect from other people. Self-fulfilment need: the need to feel fulfilled through the creative use of one's natural aptitudes.

What is important is that management does not make assumptions alone about what increases job satisfaction and motivation. It is vital that staff are encouraged to make suggestions and provide feedback to management. Generally speaking you will find that boring and repetitive jobs e.g. egg packing are least likely to stimulate employees. Job satisfaction may be increased through: . Being valued and stretched to make the most of your potential . Supportive management . Workplace facilities such as canteens . Working as part of a team . Pay and other rewards like share schemes . Availability of training . Relationships with colleagues and boss . Healthy working environment . Opportunities to learn and try out new ideas . Good promotion prospects . Worthwhile job . Likelihood of training . Regular staff appraisals . Variety in the working day An individual's needs change and are influenced by other pressures outside the working environment; his or her satisfaction with particular working conditions also changes. e.g. the birth of a child

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MAJOR FACTORS WHICH INFLUENCE JOB DISSATISFACTION . Stress caused by overwork or under work . No flexibility . Poor morale in the workforce . Repetitive or monotonous work . Over strict management . Dangerous or unhealthy working environment . Discrimination because of being female or a minority ethnic worker or due to a disability . Sexual harassment . Passed over for a pay rise that was deserved . Overlooked for promotion . Low pay . Few perks or incentives . Little recognition from management . Too much unhelpful interference from management Another complaint often heard amongst professional people and those with formal qualifications is that they are no longer doing the job they have been trained to do. The higher up the ladder they climb the more they move away from face-to-face contact with people. They can instead be swamped under a mountain of paper work and planning tasks. e.g. many teachers often make this comment. Ironically although many people would welcome promotion and feel certain that it would increase job satisfaction, in reality the reverse can also happen. Sometimes you can be promoted beyond your capabilities and then stress rather than satisfaction results. A person who feels valued is more likely to value the organisation compared to one who feels undervalued. Similarly a person who feels that his/her career development and progress is being taken seriously is more likely to remain loyal and stay with the organisation compared to one who feels that his/her development is being overlooked. The higher the number of employees who experience job satisfaction, the greater the chance the organisation has of achieving higher productivity, company success and profits. In order to improve morale you have to increase motivation.

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Methods of improving morale and, in the long run, performance and productivity are known as motivators. But remember, what motivates one person to arrive early, work hard, increase his or her output, might differ greatly from what motivates another HERZBERG'S TWIIN FACTOR THEORY: MOTIVATORS AND HYGIENE FACTORS An American management specialist, Frederick Herzberg, published in the mid 1960s a paper which stated that there are two sets of factors related to job satisfaction and the lack of it. Based on a large number of interviews, Herzberg was able to draw up a table which identified the major satisfiers as: . Achievement in the job . Recognition for doing a good job . Satisfaction deriving from the work itself . Being given responsibility for an area of work . Receiving advancement at work The factors identified as dissatisfiers were: . Dissatisfaction with company policy . Supervision and technical conditions . Salary rate . Interpersonal relationships with colleagues . Working conditions Herzberg related the satisfiers to the job the employee does and the dissatisfiers with the environment. His theory was that the presence of the former would provide a source of motivation, while the presence of the latter - excellent pay, great colleagues and a superb office - while avoiding job dissatisfaction would not in themselves motivate and were therefore only 'hygiene factors' For example, a manager who receives a brilliant pay rise and a new office might work much harder for a couple of weeks. However in time they l soon become used to his or her higher living standards and revert to former work patterns. Companies, which are people-friendly and not just product-friendly, have a higher chance of market success than others. Nowadays however, many firms are recognising that what an employee's life outside work is like has a direct impact on job performance. This is only common

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sense, since few of us can switch between work and home roles easily

QUALITY CIRCLES (QCs) Since the late 1970s the use of quality circles has increased. A typical quality circle consists of a group of between five and eight volunteers from the same workplace. The group meet for an hour or so each week and attempt to solve work-related problems in their departments. Participating in quality circles helps encourage employees to accept responsibility, identify with company aims and participate in company life. In general, TRAINING INTERNAL AND EXTERNAL TRAINING RESOURCES A well-trained workforce is one of a company's best assets, since it has been proved that training is one of the main methods of achieving success On-going training is important both from the employer's and employee's point of view. In our modern economy the nature of work is constantly changing. New technology appears annually, which means that new work skills are constantly required. To succeed in work, people will need to be more flexible about how and where they work, and be ready to learn new skills or to adapt the range of skills they already have to cope with the demands of new products and processes. Far fewer people in the future will finish their working lives in the same industry or career in which they started. NVQs, AND AVCEs NVQs, and AVCEs are qualifications about work. They are based on standards of competence set by industry and education NVQs are available to over 80 per cent of the workforce. They provide employers with the confidence that an individual holding a specific qualification can do a specific job. O N - T H E -J O B T RA I N I N G This is where employees and trainees develop and improve their skills and knowledge while actually performing the job in question. Certain

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jobs are ideally suited to on-the-job training, for example, anything to do with computing. On-the-job training has been a major feature of most government training schemes introduced over the past decade. It is based largely on learning through building up a range of practical skills by actively participating in the job itself. OFF-THE-JOB TRAINING This type of training generally occurs outside the normal working environment. Increasingly, employers are encouraging employees to develop their skills. Training depends on the organisation's willingness to release staff, as well as on the availability of suitable local training facilities. Day release courses at local further education colleges have been a major source of off the-job training for many years. Several occupations have in fact had their entire workforces trained to national qualification standards through the day-release method: hairdressing, construction, electrical work, plumbing, clerical, banking etc Off-the-job training, perhaps more so than training undertaken on the job, is an excellent way of ensuring employees keeps up to date within their field. It also helps organisations and individuals to plan company goals and personal career goals. Finally, it encourages an organisation to assess its future more precisely. TRAINING NEEDS AUDIT (TNA) In general terms, a TNA is a simple means of measuring the gap between skills available and skills required in the workforce, and making recommendations to bridge the gap. In view of the importance of maximising human potential through training, all companies should undertake a TNA at the point of recruitment planning or new product preparation. A training analysis must not be seen as an isolated event, just as staff move to new appointment so the needs of the company will change. The Government in 1990 introduced the Investors in People standard. The aim was to encourage employers to plan, act on and review the training needs of all their employees in order to achieve their business objectives. Investors in People is about helping members to realise the value of their most important investment - their own people. A company who adopts the Investor in People standard will develop the skills and talents of their staff by training them. The training will be regularly monitored as will the progress made by the member of staff.

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Adam Grundys Interview Questions the student can ask 1. How long have you worked here? 2. Do you feel stressed at work 3. Do you enjoy your job? 4. How do feel about promotion? 5. What would you say are your training needs? Answers 1. 3 years 4months 2. I do feel stressed sometimes especially when some of the guests are rude to me. I try to be polite to them. Its unfair that the newer members of staff always push the really difficult guests towards me. They say its because I have been in the job longer than them. I dont know why I am suppose to do a better job than them they are, Sam for example has been on a course on how to deal with difficult guests, I havent. I know some guests have complained about me. The line manager always has a word with me. I get the difficult guests, they complain, the manager speaks to me. I cant win. 3. Yes on balance I do. There are some repetitive things to do but when you are dealing with people you never know what is going to happen next. Rarely are two days the same. 4. Dont talk to me about promotion, I doubt if I will get promotion. I was really annoyed when they asked Daniel to ask as a mentor to a new employee. I deal with the difficult guests, I have been here for 3 years and he is asked to join the In house training programme. I asked to do a junior management course three months ago and I am still waiting. I suppose if things dont get better I will have to look for a job elsewhere 5. I would like to do a language course maybe French or Spanish. I did a bit of Spanish at school and was quite good. Still I suppose French would be more sensible as we get more French guests. In view of the 11 complaints made about me, I should go on a handling

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difficult guests course. Then there is the junior management course I told you about, I would like to do that. I would also really like to see what happens in all the other departments Glossary Aims are the long-term intentions of the company or organisation. Measurable objectives come from aims. An aim could be to provide excellent customer service. An objective to achieve that aim would be that all staff attends a customer care training course as a part of their induction course when they join the company. Aims are usually expresses qualitatively, sometimes in the form of a mission statement. A typical corporate aim might be to produce the finest quality chocolate in Europe. Annual Targets the process which involves the employee and their boss where annual performance targets are agreed. Such targets give the individual a clear idea of what they should aim to achieve in the next 12 months. Targets often form a part of an annual appraisal review. Appraisal is the process of assessing the effectiveness of a member of staff. Goals and outcomes are often used as the basis for discussion and assessment. Appraisal usually takes the form of a face-to-face discussion with a manager/supervisor. In this meeting salary increases and training needs may be decided. Asset anything providing a flow of benefits to an organisation. Assets can be people as well as machinery etc Benefits something which is good or an advantage to a company Budget a forward financial plan which is set within the context of the companies objectives. Budgets can be used as a discipline, a motivator, a monitoring or control device. Disciplinary procedure the formal procedure used by employers to take employees to task for failure to meet their contractual obligations. Verbal warnings may be followed by written and final warnings prior to dismissal. Grievance a method where an employee can raise a serious complaint about his or her treatment in their place of work. The procedure is usually set out in the staff handbook.

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Human Resource Management (HRM): the responsibility of using and developing the organisation's personnel in the most productive way. Induction programme this is a training programme, which is designed to provide new employees with knowledge about the company. Topics covered might include, company policies, health and safety, security, layout, emergency procedures etc Industrial tribunal: an informal courtroom where legal disputes over unfair dismissal or discrimination can be settled. Each tribunal comprises of three members, a legally trained chairperson plus one employer and one employee representative. The worker with the complaint can present his or her own case at little or no cost to themselves. A union representative can be in attendance. However, they may find themselves at a disadvantage if the employer has hired a solicitor. Job description a detailed statement, which covers the nature of the job. It will clearly state the precise tasks the employee must undertake. It will clearly state the employees responsibilities. It will in all probability form a part of the individuals employment contract. Job satisfaction: the degree to which an employee feels positively towards his or her present job. The term is both hard to define and measure. Job dissatisfaction can lead to absenteeism, high labour turnover and poor industrial relations. Job specification: a statement or listing of the characteristics required to do a job successfully. Whereas the job description describes the job, the job specification specifies the person. Drawing up a 'job spec' is one of the first stages in the recruitment process. It provides a yardstick against which the job applicants can be measured. Typical elements in a job specification include: educational qualifications, experience, impact on others, and special aptitudes (such as speed of thought). Morale is a measurement of the degree of confidence and pride held and exhibited by the work force. High morale leads to motivated workers who are more likely to produce and provide high quality products and services. Low morale means the opposite and is a challenging situation for any manager to face.

Each theory stated below tries to explains what managers need to do if they want to motivate their workers so they perform to the their of their ability Maslow's Hierarchy of Needs

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Maslow believed that the same things motivate all people. The three lower needs at the bottom of the pyramid have to be achieved before the two higher needs can be met . SELF-ACTUALISATION people want to feel they are achieving something. Managers should help staff set and reach their own personal targets. SELF ESTEEM people want to feel valued by others. Managers should praise and encourage, and give financial rewards for good performance. LOVE AND BELONGING people enjoy the company of others. Managers should encourage team work and social contact SAFETY people want to feel safe and secure from harm. Managers should give their workers job security. PHYSICAL SURVIVAL people need food, water, shelter, clothing and warmth. These should be met by a basic wage Herzberg's Hygiene Factors Herzberg's ideas are much more straightforward than Maslow's. Herzberg believed all the needs of workers can be put into two groups. 1. Hygiene factors are the things a business has to provide to keep workers contented. These include clean, quiet and safe working conditions - as well as adequate rest breaks. 2. Motivating factors are the things that will encourage workers to do their best such as praise from managers, career advancement for good workers and more responsibility. If the hygiene factors are poor then the motivating factors won't work. McGregor's Theory X and Theory Y McGregor believed that there are two types of manager. They motivate workers in different ways.

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Theory X managers believe... Workers are only motivated by money. Workers are selfish, lazy dislike work and lack ambition. Workers need to be controlled and coerced by managers.

Theory Y managers believe... Workers are motivated by many needs. Workers can take should trust their workers and help them achieve their pride and responsibility in doing a good job. Management best.

Objectives can be described as the medium to long term employee, teams of employees who may focus on the be realistic, achievable and measurable. An improvement department will aim to work harder and achieve more.

targets that can give a sense of direction to the individual same project and the wider organisation. Objectives must in performance of 1% is very much better than the

Performance appraisal is a means of judging the effectiveness of an employee's contribution over a period of time. It might be conducted every quarter, every six months or, most commonly, every year. A fellow employee carries out the appraisal. They are often the immediate superior (line manager) A performance appraisal could be as follows: . at the start of the year, discuss the appraisee's personal objectives, i.e. hoped-for achievements and developments. . towards the end of the period, ask the employee to complete a self appraisal form . use the latter as the basis for discussion of the employee's achievements, strengths, weaknesses, training needs, career intentions and future objectives

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The process is intended to provide employees with feedback on their performance and therefore be motivating. However it can be stressful if the appraisal is used to judge performance-related pay awards. (see performance indicators) Performance Indicators are ways of measuring achievement in relation to an objective. The form of measurement is likely to be quantitative, such as sales figures, speed of response e.g. telephone, or the quality reject rate e.g. product. Performance Management managing others to get the best out of them. (see performance appraisal and performance indicators) Policy another term for strategy, an agreed way of completing a doing something Productivity this is a measure of a companies ability to turn inputs into outputs. E.g. Flour, water, salt, yeast into bread. A common measure is output per employee. High productivity is vital to the competitiveness of every company. Recruitment is the process of identifying the need for a new employee, defining the job and the appropriate person for it, attracting a number of suitable people, then selecting the best person for the job. Training is the provision of work-related education. It can be done either on the job or off the job and may involve college Strategies are medium to long term plans which identifies how to achieve an objective. The plan would cover what exactly has to be done and the resources necessary to achieve the plan. (financial, manpower etc) Structure A useful definition of structure is the patterns of work people adopt. Systems and processes add to the likely and successful administration of the organisation. This in turn means that in spite of staff turnover the organisation enjoys a degree of stability on a day to day basis. The organisation's structure is very important. A clear and effective structure will enable the organisation to meet its objectives; a poor structure will lead to failure to meet objectives

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Trade Unions an organisation representing the interests of their members (working people) Members pay a subscription and in return the Union bargains collectively on their behalf (wages) shop stewards deal with day to day difficulties and represent the workers views to management, unions provide their members with help and advice.

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