People Management
People Management
People Management
People
Management
PEOPLE MANAGEMENT
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Assignment
On
PEOPLE MANAGEMENT
Submitted
To
()
Submitted
By
()
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PEOPLE MANAGEMENT...................................................................................................................................... 1
ASSIGNMENT........................................................................................................................................................ 2
ON.......................................................................................................................................................................... 2
PEOPLE MANAGEMENT...................................................................................................................................... 2
SUBMITTED........................................................................................................................................................... 2
TO........................................................................................................................................................................... 2
SUBMITTED........................................................................................................................................................... 2
BY........................................................................................................................................................................... 2
ACKNOWLEDGEMENT......................................................................................................................................... 6
EXECUTIVE SUMMARY........................................................................................................................................ 6
ABSTRACT............................................................................................................................................................ 6
INTRODUCTION.................................................................................................................................................... 6
TASKS-1 THE ORGANIZATIONAL STRUCTURE AND CULTURE AND ITS IMPACTS ON PEOPLE...............7
1. THE ORGANIZATIONAL STRUCTURE ................................................................................................................... 7
1.1.THE ORGANIZATIONAL CULTURE ...................................................................................................................... 7
1.2. AN ANALYSIS ON HOW ORGANIZATIONAL STRUCTURE AND CULTURE IMPACTS ON PEOPLE .................................8
TASKS-2 APPROACHES TO MANAGING ON THE DIFFERENCES BETWEEN INDIVIDUALS THAT IMPACT
ON THEIR PERFORMANCE AT WORK................................................................................................................ 8
2. APPROACHES TO MANAGING DIFFERENCE IN PEOPLE ......................................................................................... 8
2.1. PERSONAL DIFFERENCES AND ITS IMPACTS ON INDIVIDUALS BEHAVIORS AT WORK............................................9
2.2. THE MANAGEMENT STYLE REQUIRED TO DEAL THE DIFFERENCES IN BEHAVIORS................................................9
MATURITY LEVEL............................................................................................................................................... 10
APPROPRIATE LEADERSHIP STYLE............................................................................................................... 10
M1......................................................................................................................................................................... 10
LOW MATURITY.................................................................................................................................................. 10
S1......................................................................................................................................................................... 10
TELLING/DIRECTING.......................................................................................................................................... 10
M2......................................................................................................................................................................... 10
MEDIUM MATURITY AND LIMITED SKILLS ..................................................................................................... 10
S2......................................................................................................................................................................... 10
SELLING/COACHING.......................................................................................................................................... 10
M3......................................................................................................................................................................... 10
MEDIUM MATURITY, HIGHER SKILLS BUT LACKING CONFIDENCE............................................................10
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S3......................................................................................................................................................................... 10
PARTICIPATING/SUPPORTING......................................................................................................................... 10
M4......................................................................................................................................................................... 10
HIGHER MATURITY............................................................................................................................................ 10
S4......................................................................................................................................................................... 10
DELEGATING...................................................................................................................................................... 10
TASKS-3.............................................................................................................................................................. 11
3. THE ORGANIZATIONAL FACTORS THAT IMPACT ON PEOPLE PERFORMANCE..........................................................11
3.1. THE EFFECT OF LEADERSHIP STYLES ON INDIVIDUAL AND TEAMS....................................................................11
3.2. THE BENEFIT OF FLEXIBLE WORKING PRACTICES TO BOTH INDIVIDUAL AND ORGANIZATION...............................11
3.3. THE MOTIVATIONAL THEORIES AND HOW WORKING ENVIRONMENT IMPACT ON PEOPLE PERFORMANCE..............12
3.4. THE ETHICAL PRACTICES OF AN ORGANIZATION AND HOW IT IMPACT ON MOTIVATION LEVELS...........................12
3.5. THE SOCIAL CORPORATE SOCIAL RESPONSIBILITY AND HOW ORGANIZATIONS USE THIS AGENDA TO MOTIVATE
EMPLOYEES........................................................................................................................................................ 12
TASKS-4 METHODS FOR DEVELOPING HUMAN RESOURCES.....................................................................13
4. THE METHODS FOR DEVELOPING HUMAN RESOURCES.......................................................................................13
4.1. THE APPLICATION AND EFFECT OF MOTIVATION THEORIES TO DEVELOP PEOPLE IN ORGANIZATIONS..................13
.............................................................................................................................................................................. 16
4.2. THE VARIOUS USES OF COACHING AND MENTORING IN ORGANIZATIONS...........................................................16
4.3. THE BENEFITS OF TRAINING AND DEVELOPMENT TO BOTH INDIVIDUALS AND ORGANIZATIONS............................16
TASKS-5 HOW PEOPLE ARE MANAGED WITHIN AN ORGANIZATIONS......................................................17
5. A REVIEW ON HOW PEOPLE ARE MANAGED WITHIN ORGANIZATIONS...................................................................17
5.1. THE PEOPLE MANAGEMENT STRATEGIES USED IN AN ORGANIZATION...............................................................17
5.2. THE IMPACT OF PEOPLE OF MANAGEMENT STRATEGIES USED IN ORGANIZATIONS.............................................17
5.3. RECOMMENDED STRATEGIES FOR TO PROMOTE HIGH LEVELS OF PERFORMANCE.............................................18
THE OVERALL BUSINESS STRATEGY OF AN ORGANIZATION SHOULD BE BUILD HEALTHY
ORGANIZATIONS, SUCH AS IT SHOULD DISPLAY AUTHENTICITY, VALUE PEOPLE, DEVELOP PEOPLE,
BUILD COMMUNITY, PROVIDE LEADERSHIP AND SHARE LEADERSHIP (APPENDICE-2). MOREOVER IT
SHOULD BUILD INDIVIDUAL AND GROUP CAPACITY INDIVIDUAL AND GROUP SKILLS AND FULFILL
INDIVIDUAL AND GROUP POTENTIAL............................................................................................................. 18
FINDINGS............................................................................................................................................................. 18
CONCLUSION...................................................................................................................................................... 19
RECOMMENDATIONS........................................................................................................................................ 19
THE OVERALL BUSINESS STRATEGY OF AN ORGANIZATION SHOULD BE BUILD HEALTHY
ORGANIZATIONS, SUCH AS IT SHOULD DISPLAY AUTHENTICITY, VALUE PEOPLE, DEVELOP PEOPLE,
BUILD COMMUNITY, PROVIDE LEADERSHIP AND SHARE LEADERSHIP (APPENDICE-2). MOREOVER IT
SHOULD BUILD INDIVIDUAL AND GROUP CAPACITY INDIVIDUAL AND GROUP SKILLS AND FULFILL
INDIVIDUAL AND GROUP POTENTIAL............................................................................................................. 19
REFERENCES..................................................................................................................................................... 19
BIBLIOGRAPHY.................................................................................................................................................. 29
APPENDICES...................................................................................................................................................... 38
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APPENDICE-1...................................................................................................................................................... 38
APPENDICE-2...................................................................................................................................................... 39
APPENDICE-3...................................................................................................................................................... 39
APPENDICE-4...................................................................................................................................................... 41
APPENDICE-5...................................................................................................................................................... 41
APPENDICE-6...................................................................................................................................................... 43
APPENDICE-7...................................................................................................................................................... 44
APPENDICE-8...................................................................................................................................................... 45
APPENDICE-9...................................................................................................................................................... 46
APPENDICE-10.................................................................................................................................................... 47
APPENDICE-11.................................................................................................................................................... 48
APPENDICE-12.................................................................................................................................................... 48
APPENDICE-13.................................................................................................................................................... 49
APPENDICE-14.................................................................................................................................................... 50
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Acknowledgement
The senior managers and board of directors to be submitted this report on people management
strategies that used in various organizations in different industry sectors and the impacts of it
have on people those who works in them gratefully remembered for provided this research
opportunity, besides that those who interacted from various industry sector organizations and its
functional department heads to gather information to formulate views on people management
has been gratefully acknowledge.
Executive Summary
This report provides an analysis and evaluation of the motivational factors that exists in an
organization. The method of analysis used the historical research papers and results, information
from website, published books and journals and articles. The result found that, the greater
adoption of HR practices has a dynamic effect to reflect the productivity of people and clear
vision and integrated values can positively impact people and the association with HRM and
employee attitude also positively impact on people.
Abstract
There has been a lot of information collected and done the research to understand the
motivational factors that exists in organizations and how it impact on people and create value to
the organization. It shows that, the greater adoption of HR has a dynamic effect to reflect the
productivity and to obtain this, develop the organization as healthy and follow the strategy that
leading to healthy environment within an organization.
Introduction
The quality people management brings quality outcomes; therefore Human Resource has a
major role and contribution to shape the people. The line managers and leadership are main
players in facing the challenges in HRM and the macro factors also affect to shape the people,
besides that the employee and employer relationship, psychological contract, voice for securing
employee contract and engagement, breaching psychological contract and organizational culture
and structure are also influence the shaping of people to bring positive outcome such as
performance, skills development, accountability, productivity, financial performance, innovation
and overall performance and achievement of organizational goals. (Wilson Wong, 2009)
The multinational super market giant Tesco introduced a slogan every little
help in 1992 and a driving wheel discloses the vision, mission and strategy.
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This frame work shows the culture and structure up to an extent. The driving
wheel shows the overall culture such as no one tries to harder to the customers
and treat people how we like to be treated, besides that deals the community
with responsibility, fair and honest more over be a good neighbor. In addition,
the H.R will be treated with respect, managers will help people, make job
interesting and provide opportunities to get on work. The operations are
optimized with do right at first time, every day consistent delivery, make jobs
easier to do, and recognized significance of the job and always save time and
money. The customers are getting life time loyalty and good price and great
service from staff. These factors obviously lead to maximization of sales and
profit. (Appendice-4)
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According to US Legal, HR policies are official guidelines and rules that are put into place by a
companys HR department to hire, train, evaluate and reward staff. Cited (Shehan, 2012)
The peoples in an organization differ individually in knowledge, skills,
experience, attitude, personality, perception, opinion, culture, beliefs and
religion. The HR activities (Appendices 5 and 6) will manage the external
environment and internal activities. The recruitment and selection process
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(Appendices 7 and 8) have different procedures and processes. The developed,
trained and experienced people team is an asset of the organization. The
knowledge, skills and abilities must compensate with tasks, duties and
responsibilities, besides that cultural and strategic fit is also a vital factor.
Therefore to develop the HR according to the standard way retains the people
and deals the HR as most precious and synchronize it with the strategy policy
of the organization and maintain the organization as reliable(Appendices-9).
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Table 1 Leadership Maturity Level and leadership styles
Maturity Level
M1
Low Maturity
S1
Telling/Directing
M2
S2
Selling/Coaching
M3
S3
Participating/Supporting
M4
Higher maturity
S4
Delegating
Trait Theories
Contingency Theories
Situational theories
Behavioral theories
Participative theories
Management theories
Relationship Theories
Transformational leaders
The Table-1 shows above the maturity level of leaders and appropriate leadership styles, besides
that the Table-2 shows the leadership theories. The transformational theory developed by MC
Gregor Burns (1970) got popularity and the elements of this theory are charismatic personality,
encouragement through motivation, intelligent inspiration and personalized attention.
Douglas Mc Greg ors xy theory reminds natural rules for managing people and theory x
authoritarian management style- describes that the average person dislikes work and avoid it,
besides that they required force and threat of punishment to work also they prefers to be directed
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, likes to avoid responsibility and to be un-ambitious and needs security for all. Theory y
participative management style people are liberating and developmental and providing
responsibility to people and have control over them, besides that gains achievements and
continuous improvements by enabling, empowering and providing responsibility. (Appendice-10)
(Gregor, 2013)
Tasks-3
3. The organizational factors that impact on people performance
The organizational and personal factors of people may cause the poor performance or
productivity, there are various factors that affect the performance of employees such as
knowledge and skills adequate to the nature of work required for each employee and the family
problems of the employee should affect the productivity, therefore the employee shows adequate
compassion on these problems to help employees function productively. The support from
superiors to understand the needs of employees is essential and frequent fault finding may affect
the productivity and lack of proper guidance and planning cause to lose the effectiveness. The
adaptability of change is also affect the effectiveness, therefore adequate training should be
provided to perform better. Social values, such as sense of compassion to a particular job and
those aggressive by nature may conflict in the situation may affect the performance and it may
from conflict in the situations may affect the performance or it may from conflict of values not
from lack of ability. Physical and mental health may also be affected the performance, moreover
work place, ethics also sensitive to employees and it cause poor performance. To avoid negative
performance, organizations are responsible to provide proper environment. (David, 2009)
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meet their individual needs and the company sees to support its diversity value
and access to talent pool and improving recruitment and allow employees to
develop and grow the career and natural cycle of family commitments. In
addition the individual may benefits the ability to balance work and home
commitments, quality of life, reduced stress, job satisfaction, desire to continue
work, access to interesting and better paid work, career development and
personal growth and enjoy can enjoy natural family life. (Hire Scores.com, 2013)
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2. Activation Theory:
, the arousal is used for keeping the people motivated.
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3. Affect Perseverance:
Reputation.
4. Attitude-Behaviour Consistency:
The alignment of attitude and behavior is used for motivating people.
5. Attribution Theory:
The urge people have to attribute is used as a motivational factor
6. Cognitive Dissonance:
The non-alignment to something could make people uncomfortable and eventually
motivate them to do the right thing.
8. Consistency Theory:
This theory uses our internal values for keeping us motivated.
9. Control Theory:
Giving the control to someone is one of the best ways to motivate him or her.
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11. Drive Theory:
People's need to satisfy their needs is used in this theory.
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Table 3 Comparison of motivation theories.
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10 .employees are prepared to accept changes
(Michael C Dennis, 2013)
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Findings
1. The greater adoption of HR has a dynamic effect to reflect the
productivity
2. Clear vision and integrated values can positively impact people
3. The association with HRM and employee attitude impact positively people
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Conclusion
To recapitulate , the high commitment of strategy , motivation of people, values to people,
performance system, association with HRM and employee attitude, greater use of HR practices,
clear vision with integrated values can impact positively people and it generate high performance
and productivity.
Recommendations
The overall business strategy of an organization should be build healthy organizations, such as it
should display authenticity, value people, develop people, build community, provide
leadership and share leadership (Appendice-2). Moreover it should build individual and
group capacity individual and group skills and fulfill individual and group potential.
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Management
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P.A Consulting group Identifying effective people management strategies for uncertain times
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2013. -
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26 | P a g e
Unit Level-5
People
Management
Ryszard Barnat LLM. DBA, Ph.D. STRATEGIC MANAGEMENT [Online] // introduction-tomanagement. - 2005. - March 1, 2013. - http://www.introduction-to-management.24xls.com/.
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27 | P a g e
February
28,
2013. -
Unit Level-5
Management
Value Based Management
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The
BCG
March
matris
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product
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portfolio
2013. -
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March9
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Westbrook Stevens Types of Changes Found In Organizations [Online] // westbrookstevens.com. February 28, 2013. - February 28, 2013. - http://www.westbrookstevens.com/Types_of_Change.htm.
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31 | P a g e
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33 | P a g e
Unit Level-5
People
Management
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34 | P a g e
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People
Management
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35 | P a g e
of
quality
management
April
[Online] //
2013. -
Unit Level-5
People
Management
Research and Forecasting U.K Care Homes Review [Online] // colliers.com. - March 26, 2013. March 26, 2013. - www.colliers.com/uk/healthcare.
Rick Torben 12 reasons by people resist change [Online] // torbenrick.eu/blog/change-management. May 23, 2011. - February 28, 2013. - http://www.torbenrick.eu/blog/change-management/12-reasonswhy-people-resist-change/.
Ryszard Barnat LLM. DBA, Ph.D. STRATEGIC MANAGEMENT [Online] // introduction-tomanagement. - 2005. - March 1, 2013. - http://www.introduction-to-management.24xls.com/.
Salisbury Dr C. Do NHS walk-in centres in England provide a model of integrated care? [Online] //
ncbi.nlm.nih.gov. -
2003. -
March
10,
2003. -
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1483943/.
Scot PHO The Scottish Public Health Observatory [Online] // scotpho.org.uk. - September 21, 2012 . September 21, 2012 . - http://www.scotpho.org.uk/life-circumstances/social-environment/introduction.
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studymode Consequences of Competition for the Pricing and Output Decisions of Firms [Online] //
studymode.com. -
April
27,
2013. -
April
27,
2013. -
http://www.studymode.com/course-
notes/Consequences-Of-Competition-For-The-Pricing-1198450.html.
The National Academies Press The Impact of Social and Cultural Environment on Health [Online] //
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36 | P a g e
Unit Level-5
People
Management
The National Archieves Healthcare environment [Online] // webarchive.nationalarchives.gov.uk. March
09,
2013. -
March
09,
2013. -
http://webarchive.nationalarchives.gov.uk/
+/www.dh.gov.uk/en/Managingyourorganisation/Workforce/Leadership/healthcareenvironment/index.
htm.
Urban Health Partnership, Primary Care Group, Kings Fund, London W1M 0AN
ncbi.nlm.nih.go [Online] // Urban Health Partnership, Primary Care Group, Kings Fund, London
W1M
0AN. -
June
9,
1998.. -
February
28,
2013. -
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1113462/.
Value
Based
Management
valuebasedmanagement.net/. -
The
BCG
March
matris
product
09,
portfolio
2013. -
method
[Online] //
09,
2013. -
March9
http://www.valuebasedmanagement.net/methods_bcgmatrix.html.
Weinberg Kersti Krug & Charles B. Strategic decision Making By Non-Profit Managers [Online] //
icom-portugal.org. -
March
07,
2013. -
March
07,
2013. -
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portugal.org/multimedia/File/V%20Jornadas/MissionMoneyMerit.pdf.
Westbrook Stevens Types of Changes Found In Organizations [Online] // westbrookstevens.com. February 28, 2013. - February 28, 2013. - http://www.westbrookstevens.com/Types_of_Change.htm.
WHO Funding health care Options for Europe [Book Section] // Funding health care Options for
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William
Pirraglia
The
smallbusiness.chron.com. -
Effects
Demand
of
Leadership
Media,
Styles
June
18,
on
the
Organization
2013. -
June
http://smallbusiness.chron.com/effects-leadership-styles-organization-10387.html.
37 | P a g e
18,
[Online] //
2013. -
Unit Level-5
People
Management
Wilson Wong Alexandra Albert, Marianne Hugget, Jane Sullivan Quality People Management for
Quality Outcomes [Journal]. - London : The Work Foundation, 2009. - 1 : Vol. 1.
Zwilling Martin 10 Ways to Build a Business Culture Like Apple [Online] // forbes.com. - March 12,
2012. - February 24, 2013. - http://www.forbes.com/sites/martinzwilling/2012/03/03/10-ways-to-builda-business-culture-like-apple.
Appendices
Appendice-1
38 | P a g e
Unit Level-5
Management
Appendice-2
Appendice-3
39 | P a g e
People
Unit Level-5
Management
People
Unit Level-5
Management
Appendice-4
Appendice-5
41 | P a g e
People
Unit Level-5
Management
42 | P a g e
People
Unit Level-5
Management
Appendice-6
43 | P a g e
People
Unit Level-5
Management
Appendice-7
44 | P a g e
People
Unit Level-5
Management
Appendice-8
45 | P a g e
People
Unit Level-5
People
Management
Informal
recruiting
Qualification
Evaluation
method
Group
discussion
Effective
follow up
action
Formal
recruiting
Targeting
References
Interview
revisited
Preparation of
interview
Interview
techniques
Work sample
Presentations
Graphology
Reports
Resourcing
decisions
Role playing
Selection and
training of
assessors
Pre
selection
Cv./resumes
Blank
application
form
Psychometric
tests (+/-)
Interviewing
Informal
interviews
Formal
interviews
Appendice-9
46 | P a g e
Assessment
centres
Program design
Unit Level-5
Management
Appendice-10
47 | P a g e
People
Unit Level-5
Management
Appendice-11
Appendice-12
48 | P a g e
People
Unit Level-5
Management
Appendice-13
49 | P a g e
People
Unit Level-5
Management
Appendice-14
50 | P a g e
People