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Organizational performance has a significant impact on rewards, as it directly influences the number of resources available to allocate to employee compensation. A company that is performing well is more likely to have the financial means to offer competitive salaries, bonuses, and benefits. On the other hand, a company that is struggling financially may not be able to offer the same level of rewards, even if employees are performing at a high level.
Additionally, high levels of organizational performance often result in a positive organizational culture and higher employee morale, which can also impact rewards. For example, companies that have a strong sense of purpose and a positive workplace culture are more likely to attract and retain top talent, leading to increased productivity and performance (Muogbo, 2013). As a result, employees in these organizations may be more likely to receive recognition and rewards for their contributions.
The type of rewards offered can also impact organizational performance. For example, if a company primarily focuses on financial rewards, such as bonuses and stock options, it may not be effectively motivating employees in other areas, such as creativity, innovation, or teamwork (Ibrar and Khan, 2015). On the other hand, organizations that offer a mix of rewards, including recognition, opportunities for growth and development, and a supportive work environment, may see an improvement in overall performance.
It’s important to note that rewards should align with the goals and values of an organization. If a company’s rewards system is misaligned with its overall mission and objectives, it can actually hinder performance. For example, if a company values collaboration but primarily rewards individual performance, employees may be less likely to work together effectively. Organizational performance and rewards are closely linked, with high levels of performance often leading to increased rewards, and vice versa.
References
Ibrar, M. and Khan, O., 2015. The impact of reward on employee performance (a case study of Malakand Private School). International letters of social and humanistic sciences, 52, pp.95-103.
Muogbo, U.S., 2013. The impact of employee motivation on organisational performance (a study of some selected firms in Anambra state Nigeria). The international journal of engineering and science, 2(7), pp.70-80.
According to the Chartered Institute of Personnel and Development (CIPD), there are several key causes of employee grievances. These include:
- Communication: Poor communication or lack of transparency from management can lead to misunderstandings and dissatisfaction among employees.
- Poor management: Employees can become disgruntled with their immediate supervisor if they are perceived as unfair, unapproachable, or overly critical.
- Workload and pressure: Overloading employees with too much work or unreasonable deadlines can cause stress and frustration (Obiekwe and Eke, 2019).
- Lack of opportunities for growth and development: Employees want to feel valued and have a sense of purpose in their work. When they don’t feel like they are learning, growing, or being recognized for their contributions, they may become disengaged.
- Pay and benefits: Employees who feel that they are not being paid fairly or receiving adequate benefits may become disgruntled and look for alternative employment.
- Health and safety: An unsafe or unhealthy workplace can contribute to employee grievances, particularly if the employer is not taking adequate measures to address the issue.
- Discrimination: Employees who feel they are being treated unfairly or harassed on the basis of race, gender, age, or other personal characteristics may raise a grievance.
To address these issues and prevent employee grievances, organizations should prioritize open and effective communication, fair and transparent management practices, a healthy work-life balance, opportunities for growth and development, and a fair and competitive compensation package (Rachitha, 2019). Additionally, it’s important for organizations to have clear policies and procedures in place to deal with grievances and to provide training and support to managers on how to handle these situations. Addressing employee grievances is crucial to maintaining a positive and productive workplace culture. By understanding and addressing the key causes of employee grievances, organizations can foster a more engaged and motivated workforce.
References
Obiekwe, O. and Eke, N.U., 2019. Impact of employee grievance management on organizational performance. International Journal of Economics and Business Management, 5(1), pp.1-10.
Rachitha, D., 2019. A Study on Impact of Employee Grievance Management on Employee Productivity. Seshadripuram Journal of Social Sciences (SJSS), p.140.
Employment regulation is a set of laws and policies that govern the relationship between employers and employees in the workplace. The aims and objectives of employment regulation are to ensure that workers are treated fairly, that working condition are safe and healthy, and hat employees are able to perform their jobs effectively. One of the main aims of employment regulation is to protect the rights of workers. This includes ensuring that workers are paid fairly, are not subjected to discrimination or harassment, and are able to work in safe and healthy conditions (HSE, 2020). Regulations such as the National Minimum Wage Act and the Equality Act can help to ensure that workers are treated fairly, and are protected from exploitation and mistreatment. Another key objective of employment regulation is to promote efficiency and productivity in the workplace. Regulations such as the Working Time Regulations help to ensure that workers are able to take adequate rest breaks and have sufficient time off work to recharge, which can help to improve their performance and overall well-being. In addition, employment regulation plays an important role in protecting the public from unsafe or unhealthy working conditions.
Regulations such as the Health and Safety at Work Act set out the responsibilities of employers to provide safe working environment for their employees, and to take reasonable steps to prevent accidents and illness in the workplace (Factorial HR, 2022). Nevertheless, employment regulation can also have some drawbacks. For example, the cost of compliance with employment regulations can be high, particularly for small and medium-sized businesses. This can put pressure on companies to reduce their workforce, or to outsource work to countries with lower regulatory standards, which can have negative consequences for workers. Employment regulation plays a crucial role in shaping the relationship between employers and employees and in protecting the rights of worker
References
Factorial HR, 2022. UK Employment Laws – Everything You Need to Know. [online]. Factorial HR. Available at: https://factorialhr.co.uk/blog/uk-employment-laws/
HSE, 2020. Health and Safety at Work etc Act 1974 – legislation explained. [online] Hse.gov.uk. Available at: https://www.hse.gov.uk/legislation/hswa.htm#:
Workforce planning is a critical process for companies in the United Kingdom as it helps to ensure that they have the right number of employees with the right skills in the right number of employees with the right skills in the right place at the right time. There are a number of techniques that organisations can use to support their workforce planning efforts, each with its own strengths and weaknesses. One commonly used technique is trend analysis, which involves examining historical data to identify patterns and trends in workforce needs (Yang et al., 2017). This technique is particularly useful in organisations that have a clear understanding of their business operations and the factors that influence their workforce needs. The main strength of trend analysis is that it provides a good starting point for understanding the likely workforce requirements of an organisation in the future, based on its past performance. Nevertheless, its main weakness is that it can be difficult to accurately predict future workforce needs, especially in rapidly changing industries or businesses that are experiencing significant growth or transformation. Another technique employed in workforce planning is scenario planning, which involves considering a range of possible future scenarios and their impact on workforce needs. This approach is particularly useful for organisations that are uncertain about their future workforce needs and are looking for a way to plan for multiple possibilities (De Bruecker et al., 2015). The strength of scenario planning is that it allows organisations to consider a range of possible futures, rather than relying solely on historical data or assumptions. However, the weakness of this approach is that it can be time-consuming and complex, and may not provide a clear direction for workforce planning. Effective workforce planning requires a good understanding of both the internal and external factors that influence workforce needs.
References
De Bruecker, P. et al. 2015. Workforce planning incorporating skills: State of the art. European Journal of Operational Research, 243(1), pp.1-16.
Yang, G., Tang, W. and Zhao, R., 2017. An uncertain workforce planning problem with job satisfaction. International Journal of Machine Learning and Cybernetics, 8, pp.1681-1693.
Organisational strategies play a crucial role in determining the success of a business, and they are shaped by a combination of internal and external factors. The internal context of business refers to its own internal operations and decision-making processes, while the external context refers to the external context refers to the external environment in which it operates. Both of these contexts have a significant impact on the development and implementation of organisational strategies (Malik, 2022). One of the primary ways in which the business context shapes organisational strategy is through its own internal resources and capabilities. The available resources, including human capital, financial resources, and technological capabilities, will often dictate the types of strategies that a business can pursue. For example, a business with strong financial resources may choose to pursue a growth strategy, while one with limited resources may choose to focus on cost-cutting and efficiency.
The external context, including the competitive environment, economic conditions, and regulations, also plays a significant role in shaping organisational strategies. A highly competitive market will likely drive organisations to focus on differentiation and innovation in order to stay ahead of the competition. Conversely, a stable and predictable market may lead to focus on efficiency and cost-cutting. Economic conditions, such as a recession, may also force businesses to focus on cost-saving measures, while periods of growth may allow for a focus on growth strategies (Handayani et al., n.d.). Regulations and government policies also play a role in shaping organisational strategies. For example, businesses operating in heavily regulated industries may need to focus on compliance ad meeting regulations, while those operating in less regulated industries may have more flexibility in their strategy development. It is important to note that organisational strategies are not static and may need to be adapted over time in response to changes in the internal and external contexts. For example, a market conditions change, a business may need to pivot its strategy from a focus on growth to one of cost-cutting in order to remain competitive. In order to successfully navigate these changes, need to have a strong understanding of both their internal and external contexts.
References
Handayani, A.H., Purnamasari, W. and Patriya, E., n.d. A Study on the Role of Internal and External Factors in Consumer Buying Behaviour Through E-Marketplace.
Malik, A. ed., 2022. Strategic human resource management and employment relations: An international perspective. Springer Nature.
External factors and trends play an essential role in shaping the priorities of an organisation. In order to remain competitive and successful, organisations must be aware of an adapt to these factors and trends. Some of the most notable external factors and trends that currently impact companies include the following:
- Technological advancements: The rapid pace of technological change is having a profound impact on companies. From automation and artificial intelligence to cloud computing and the Internet of Things., businesses must stay abreast of these developments and adopt technology that can help them achieve their goals.
- Globalisation: The globalization of markets and the growth of multinational corporations is creating a more interconnected and interdependent business environment. Organisations must be able to navigate the complexities of international markets and be aware of cultural, economic, and political influences (Bombiak and Marciniuk-Kluska, 2019).
- Sustainability: The growing concern for environmental sustainability and social responsibility is driving companies to adopt more sustainable business practices. Businesses must be able to demonstrate their commitment to sustainability and take steps to reduce their impact on the environment.
- Changing workforce dynamics: The aging of the workforce and the intensifying diversity of the workforce is creating new challenges for organisations. Companies must be able to attract, retain, and develop diverse workforce that can help them achieve their goals.
- Customer demands: The growing demand for personalized and customized products and services is driving organisations to focus on delivering a high level of customer service. Businesses must be able to understand and respond to the needs and preferences of customers in order to remain competitive.
Given these external factors and trends, companies must prioritise a number of key areas in order to remain competitive and successful. Precisely, businesses must invest in technology that can help them achieve their goals, improve their operations, and remain competitive (Parida et al., 2019). Also, companies must develop a strategy for navigating the complexities of international markets and be able to compete in a global business environment. Businesses must also take steps to reduce their impact on the environment and demonstrate their commitment to sustainability. Moreover, firms must attract, retain, and develop a diverse workforce that can help them achieve their objectives, Finally, they must focus on delivering a high level of customer service and be able to respond to the needs and preferences of customers. Therefore, businesses must be aware of and adapt to these factors and trends to stay competitive and successful.
References
Bombiak, E. and Marciniuk-Kluska, A., 2019. Socially Responsible Human Resource Management as a Concept of Fostering Sustainable Organization-Building: Experiences of Young Polish Companies. Sustainability, 11(4), p.1044. Available at: http://dx.doi.org/10.3390/su11041044.
Parida, V., Sjödin, D. and Reim, W., 2019. Reviewing Literature on Digitalization, Business Model Innovation, and Sustainable Industry: Past Achievements and Future Promises. Sustainability, 11(2), p.391. Available at: http://dx.doi.org/10.3390/su11020391.
The problem outcome frame is a framework used in human resource management to address workplace issues and conflicts. The framework is based on the idea that resolving workplace problems requires a systematic approach to understand the root cause, gather relevant information, and identify the best possible solution. The framework is founded on various steps with the first step involving defining the problem clearly. This requires HR professionals to understand the nature of the conflict, the stakeholders involved, and the impact it is having on the company (Hermanto, 2021). Once the problem is identified, the next step is to gather information. This entails undertaking of interviews with relevant stakeholders, reviewing documents and data, and conducting research to gather additional insights. The third step is to analyse the information and identify the root cause of the problem. This requires HR professionals to use a systematic approach to identify the underlying factors that are contributing to the conflict.
The fourth step is to develop possible solutions. This requires HR professionals to brainstorm possible solutions, considering both short-term and long-term implications. Finally, the fifth step is to implement the solution and evaluate its effectiveness (Asana, 2022). This involves monitoring the implementation process to ensure that it is being carried out as planned and making any necessary adjustments to improve its effectiveness.
In conclusion, the Problem Outcome Frame is a useful tool for HR professionals to address workplace problems and conflicts. It provides a structured approach to understanding the root cause, gathering information, and identifying the best possible solution, thereby ensuring that the solution is effective and sustainable in the long term. By following the Problem Outcome Frame, HR professionals can effectively address workplace problems and conflicts, ensuring that solutions are effective, sustainable, and have a positive impact on the organization.
References
Asana, T. 2022, October 30. Use problem framing to help solve team inefficiencies. Retrieved from: https://asana.com/resources/problem-framing
Hermanto, A. 2021, April 26. Problem Framing: What it is and How to Write a Problem Statement. Retrieved from: https://alvinhermanto.medium.com/problem-framing-what-it-is-and-how-to-write-a-problem-statement-401720cd5a41
Evidence-based practice refers to a decision-making approach in entities which relies on critical thinking and evidence-based research to arrive at decisions. It encompasses using the best available evidence and considering alternative approaches’ potential benefits and risks besides applying sound judgement (Young, 2022). It considers the following models;
Models of decision making
The rational Model of decision making
The Rational Model of decision-making refers to a systematic approach toward problem-solving, which encompasses analysing and weighing alternatives available for a decision. It is commonly applied in evidence-based practice. Its basis is on the assumption that the best decisions are made when organisations consider, weigh and evaluate the best decisions. The Model is inflexible ad restrictive. It also needs to consider softer decision-making aspects such as personal preferences and values. Besides, it is hard to use real-world and complex circumstances as the available evidence to make an unreliable and limited decision (Mahapatro, 2022).
The bounded rationality model
This is a decision-making approach which is applied in evidence-based practice. It asserts that decision-making has limitations in their ability to make decisions based on all available evidence, that they could instead make decisions with limited resources, and that they could be impacted by heuristics and biases (Mahapatro, 2022). Besides, it assumes that decision-makers operate in an atmosphere where they cannot fully understand their decisions’ consequences.
Application of evidence-based practice in people professional practice
Selection and recruitment
People professionals can apply evidence-based practice when selecting job candidates. Through implementing an evidence-based approach, people professionals could apply scientific methods when selecting the best candidates for the entity. The approach could encompass assessing every candidate’s skills, experience, qualifications, and job suitability through tests, interviews, and other approaches. This can assist in ensuring that the entity selects the best individuals for the job and that their decisions are evidence-based (Mahapatro, 2022). For example, Google Company uses evidence-based practice in its recruitment procedure. Google applies a rigorous interview procedure encompassing technical interviews, behavioural interviews and coding challenges. This assists them in evaluating every candidate’s suitability and skills and ensuring that they select the appropriate individual for the job.
Use of analytics to measure employees’ performance
Analytics could be applied to measuring various metrics such as productivity, retention rates and employee engagement. This data could then be applied to informing people about professional decisions, such as creating better training and development strategies r offering more employee support (Mahapatro, 2022). For example, Walmart Company applied analytics for employee performance measurement and identification of improvement areas. The data is then applied to decision information concerning employee engagement, training and development strategies.
References
Mahapatro, B. B. (2022). Human Resource Management. Available at: https://portal.belesparadisecollege.edu.et:8080/library/bitstream/123456789/253/1/24%202010.pdf
Young, J. (2022). Evidence-based practice for effective decision-making | Factsheets | CIPD. CIPD. Available at:https://www.cipd.co.uk/knowledge/strategy/analytics/evidence-based-practice-factsheet#gref
Impact refers to a change or action’s effect on someone or something. On the other hand, value refers to something’s usefulness, worth or importance. In an organisation, value and impact are the outcomes of the organisation’s actions, stakeholders, and employees, besides the negative and positive effects they have on the entity and its environment (Stewart and Brown, 2019).
How people practice adds value to an organisation
Creating and maintaining a positive culture
People professionals could assist in establishing a positive organisational culture by creating practices, procedures and policies promoting mutual collaboration and respect (Stewart and Brown, 2019). They could also foster an inclusive atmosphere by promoting inclusion and diversity, besides encouraging employees to air their opinions and ideas.
Top talent attraction and retention
People professionals could assist organisations in identifying and recruiting the best candidates for vacant positions. Besides, they could establish and execute training and development programs which assist employees in enhancing and developing their roles (Stewart and Brown, 2019). This makes them more valuable to the entity and has a lower likelihood of leaving.
Methods organisations can use to measure the HR impact
Cost-benefit analysis
This approach measures the costs and benefits of a people practice to determine its impact. This encompasses looking at the costs linked with training, recruiting, and other people practice activities and comparing them to the benefits they lead to (Bailey et al., 2018). It assists people in practising departments and deciding the activities worth pursuing and those that are not.
Return on Investment (ROI)
It measures the total loss and gains a people practice activity generates compared to the invested amount. It looks at the costs linked with the activity before comparing them to the expected results or benefits (Bailey et al., 2018). This is a helpful tool for people practice departments since it assists in evaluating their investment’s value in terms of monetary and non-monetary returns.
Reasons for measuring people practice value
Improved employee relations
People practice could assist in building better associations between the employees and management, leading to a more motivated and productive workforce. People professional practices could assist in resolving conflicts, creating policies which support employee growth and offering guidance to managers on the best ways for their team management (Bailey et al., 2018). This could improve employee loyalty, engagement and trust and result in better performance from the two sides.
Increased efficiency
People practice can assist in streamlining procedures and processes within an organisation. This could include establishing training processes, recruiting and onboarding new staff, and giving policies and guidelines to handle employee grievances. By developing standardised processes, businesses could decrease costs and save time. Besides, people practices could ensure that the employees work efficiently with clear goals and objectives (Bailey et al., 2018). This could result in better general performance from the entity, increased productivity and improved performance.
References
Bailey, C. et al. (2018). Strategic human resource management. Google Books. Available at: https://books.google.co.ke/books?hl=en&lr=&id=ghFQDwAAQBAJ&oi=fnd&pg=PP1&dq=Human+resource+management-+book&ots=nSWWFsUQvm&sig=CBr7aiBeGCvK7UHKW6svYACsq3Y&redir_esc=y#v=onepage&q=Human%20resource%20management-%20book&f=false
Stewart, G. L., and Brown, K. G. (2019). Human resource management. Google Books. Available at: https://books.google.co.ke/books?hl=en&lr=&id=53eYDwAAQBAJ&oi=fnd&pg=PA2&dq=Human+resource+management-+book&ots=XFzIkip39r&sig=tMIegQ2vGZDoRT_GcPHNokFqD0A&redir_esc=y#v=onepage&q=Human%20resource%20management-%20book&f=false
The McKinsey Analysis tool
This refers to an analytical tool that organisations can use to identify and diagnose their current and potential issues, challenges and opportunities. It is applied to analyse and evaluate the external and internal elements which affect an entity’s performance. The 7S approach comprises seven categories: strategy, structure, systems, shared values, style, staff and skills. These categories are mutually reinforcing and interdependent, and each should be considered when evaluating the present and future organisation’s landscape. By evaluating each of the 7S categories, organisations could better understand their weaknesses and strengths and execute strategies for addressing any arising issues. The 7S model could be applied to identifying inconsistencies or niches between categories which could assist entities in reaching well-informed decisions to enhance their performance (KENTON, 2022). Hence, it is a helpful tool for entities to diagnose and identify their present and future opportunities, challenges and issues.
Observations analysis method
Observations are a vital method which organisations can use to recognise and diagnose current and future issues, challenges and opportunities. By observing the individuals and groups’ behaviour, organisations could acquire insight into their current performance and potential improvement. Organisations can conduct observations through interviews, surveys, focus groups and direct observation. Through direct observation, organisations could gain a deeper understanding of their employees’ present working environment and areas needing improvement (Choudhuri, 2022). For instance, by observing their employees’ associations, organisations could identify inefficient areas and areas needing improvement. Focus groups can assist organisations in gathering employee feedback and acquiring insight into what their employees feel and think concerning particular issues. This can give entities valuable information which could assist in identifying potential and current opportunities, challenges and issues. Additionally, surveys could also give entities valid data concerning their target audiences or customers, which could be applied to better understand the present market and opportunity identification.
References
Choudhuri, A. (2022). Advantages and limitations ‘Observation’ method for data collection. Your Article Library. Available at: https://www.yourarticlelibrary.com/social-research/data-collection/advantages-and-limitations-observation-method-for-data-collection/64507
KENTON, W. (2022, September 14). Understanding the McKinsey 7S model. Investopedia. Available at: https://www.investopedia.com/terms/m/mckinsey-7s-model.asp
Maslow’s hierarchy theory
This is a motivational approach in psychology, suggesting that individuals have particular needs which should be fulfilled to attain self-actualisation. According to the theory, physiological needs, such as shelter, water and food, is the most basic need. As needs are accomplished, more advanced requirements emerge, such as safety, love and belonging, self-esteem and self-actualisation as the final stage (Indeed Editorial Team, 2022).
The hierarchy theory supports ethical people practice by recognising the importance of giving employees their basic requirements. It recognises that employees require having their basic needs accomplished to be satisfied and productive with their jobs. Employers can show their ethical practices’ commitment by giving employees a safe working atmosphere, sufficient salaries, and job security. The theory also suggests that advanced-level requirements such as esteem, belonging, and love are critical for employee satisfaction. Employers recognise the importance of these needs and give employees recognition and a sense of purpose (Indeed Editorial Team, 2022). This creates a positive work atmosphere. Besides, by establishing such an atmosphere, employers can ensure that their employees are motivated and contented to work.
Business benefits of people at work feeling included, valued, and fairly treated.
An inclusive, positive working environment increases staff motivation and morale. In turn, this results in better quality products and services, enhanced customer service and higher productivity. Individuals who feel valued, included and fairly treated are more likely to take ownership of their work and could become more engaged in the business (Wong, 2020). This will lead to a more vital team spirit and enhanced collaboration.
Additionally, an inclusive working atmosphere helps attract and retain a committed, diverse, talented workforce. A team which reflects its stakeholders, clients, customers and suppliers’ diversity will assist in creating a more creative and open work environment which fosters innovation, makes better strategic decisions and results in high profitability. Additionally, a business that fairly treats its employees is more likely to be reputable in the broader community (Wong, 2020). This results in increased sales and customer loyalty.
Feeling included, valued and fairly treated encourages a sense of belonging, an individual’s primary need. When individuals feel part of something larger than themselves, it enforces their sense of motivation and purpose. The sense of belonging could result in increased job satisfaction, productivity and morale. Besides, it reduces employees’ feelings of stress, fear and anxiety. Individuals are more likely to feel secure and empowered in their work environment when they feel valued and respected. This could result in higher job satisfaction since individuals are more confident in their ability and abilities to contribute to the workplace (Wong, 2020). Also, this could increase employee commitment and loyalty since they are more likely to remain in the organisation should they feel supported and appreciated.
References
Indeed Editorial Team. (2022). Maslow’s Hierarchy of Needs: Applying It in the Workplace. Just a moment… Available at: https://www.indeed.com/career-advice/career-development/maslows-hierarchy-of-needs
Wong, K. (2022, August 29). Diversity and inclusion in the workplace: Benefits and challenges. Achievers. Available at: https://www.achievers.com/blog/diversity-and-inclusion/
Performance plays a critical role in an entity’s reward approach. It reflects on a person or team’s efforts and could be applied to measure their progress towards attaining goals and general efficiency within the entity.
People performance could be used as a direct influence on the rewards that an entity gives its employees. Excellent performing teams and people are usually rewarded with incentives and bonuses, such as extra vacation time and promotions. By rewarding individuals who register exemplary performance, organisations could encourage and motivate them to continue doing their best and ensure their efforts are recognised.
Besides, performance could also be applied to inform the growth of the entity’s reward system. By evaluating their employees’ performance, entities could pinpoint improvement areas and establish incentives to motivate and enhance performance. This could include creating improved or new benefits, such as flexible operating hours and extra training or developing recognition schemes that reward employees for their dedication and hard work (Armstrong, 2021). Hence, by applying performance to inform its reward systems, organisations could ensure that their employees are rewarded and recognised for their hard work and that they strive for excellence.
Similarly, organisational performance could significantly impact an organisation’s reward system. The organisation’s performance can be measured in various ways, and the rewards given to the employees must reflect their performance.
Performance-linked rewards could be applied to motivate employees to arrive at their targets. These rewards are associated with performance objectives which the organisation has set. By providing employees rewards for meeting their targets, the entity could ensure that they are motivated to operate and attain their goals (Armstrong, 2021). This could increase productivity, increase morale and enhance general performance.
Additionally, the organisation could apply rewards to reward employees for attaining organisational objectives. This can encompass bonuses for reaching monetary targets, incentives for attaining customer satisfaction ratings or rewards for finishing the projects on time. By rewarding employees for attaining organisational objectives, the entity could encourage an excellent culture and motivate employees to go further (Armstrong, 2021). This could generate positive outcomes for the entity, boosting productivity and encouraging the employees to strive to excel. Hence, by giving performance-based rewards and rewards for attaining organisational goals, the organisation could encourage an excellence culture and motivate the employees to accomplish their targets. This could enhance the organisation’s general performance.
Reference
Armstrong, M. (2021). PERFORMANCE MANAGEMENT: KEY STRATEGIES AND PRACTICAL GUIDELINES. Apache Tomcat/8.5.47. Available at: https://117.240.231.117:8081/jspui/bitstream/123456789/437/1/performance%20management%201.pdf
Organisations should ensure efficient outcomes via team collaboration, outcomes through goal setting, regular progress assessment and clear feedback and communication.
Decision-making processes;
De bono six hats
This is a tool developed by Edward de Bono, which encourages people to explore various perspectives and be open-minded in their problem-solving approach. The six hats encompass the blue hat (control and overview), black hat (negatives and risks), red hat (feelings and emotions), green hat (creative ideas), yellow hat (positive outlook) and white hat (information and facts). The six hats could be used in organisations to ensure effective outcomes. By encouraging people to embrace various views, the six hats assist in facilitating more productive conversations and identifying solutions that could have been overlooked. This could be useful when the team faces a challenging challenge to address (Channell, 2021). The various hats stimulate the team’s thought procedures and generate ideas that may not have been considered. For example, a company could attempt to come up with a way of increasing profits. The team could begin by using the white hat to discuss the facts and analyse the present financial situation. They can then use the red hat to consider the feelings and emotions of their staff and customers. The yellow hat can be used to look at the solutions’ aspects and discover ways of making them work. The black hat could pinpoint any negatives and risks of the proposed solutions. The organisation can use the green hat to develop creative ideas and think outside the box. Lastly, the blue hat could be used to review the ideas and decide the best action.
Action learning
This approach to learning and problem-solving is applied in a group setting. The approach encourages people to work together to pinpoint and solve challenges while learning from the procedure. It is a cyclical procedure encompassing four primary steps: action, reflection, learning and action. The action-learning approach could ensure that effective outcomes are achieved in entities by offering a platform for employees to collaborate and share their unique perspectives on a challenge. It encourages critical thinking and allows for various ideas and solutions to be explored. Besides, it could assist in fostering relationships between employees and building trust (Indeed Editorial team, 2022). This could result in increased creativity, innovation, and collaboration. Consequently, this could result in enhanced organisational outcomes and better problem-solving.
An example of action learning can be used in a software start-up company who required to create a new product. The action-learning approach can bring together a group of employees from various departments to work together to identify and solve the challenge. The group could collaborate to brainstorm solutions and ideas while reflecting on their learning and action from the process. This will allow the group to develop a better understanding of the challenges and come up with more creative solutions.
References
Channell, M. (2021, April 12). The six thinking hats: How to improve decision making, with examples. TSW Training. Available at: https://www.tsw.co.uk/blog/leadership-and-management/six-thinking-hats/
Indeed Editorial Team. (2022). What Is Action Learning? (And How To Use It at Work). indeed. Available at: https://www.indeed.com/career-advice/career-development/action-learning
The term professional is a word applied to describe an individual with high skills in a specific area, who has had appropriate training and who conducts themselves in an acceptable way proper to the field. Professionalism is critical to workplace success since it shows job dedication and commitment. Professionalism includes qualities such as being honest, trustworthy, reliable, organised and respectful (Pattanayak, 2020). It also encompasses possessing an excellent attitude, taking responsibility, and strong communication skills.
What it means to be a people professional
Being a people professional means being responsible for people support and management. They are responsible for employee recruitment, training and development, employee relationship association, providing professional guidance and advice to employees and management, and promoting a positive workplace atmosphere. The CIPD Professional Map refers to a framework applied by people professionals to understand their responsibilities and roles. It offers an overview of behaviours and knowledge that people professionals require to demonstrate to be successful. This encompasses understanding regulatory and legal needs, engaging with stakeholders, driving a culture of performance, organisation and people development and supporting business culture and strategy. As a people professional, it is critical to maintaining professional values such as evidence-based decision-making, valuing others, professional integrity and inclusivity (Peters, 2020). This means that people professionals should strive to be objective and impartial during decision-making and ensure that everybody is respected and included regardless of their ability, experience and background. Besides, people professionalism encompasses a powerful understanding of the industry and organisations they operate and the ability to offer strategic support and guidance to the organisation.
References
Pattanayak, B. (2020). Human resource management, sixth edition. Google Books. Available at: https://books.google.co.ke/books?hl=en&lr=&id=Lif4DwAAQBAJ&oi=fnd&pg=PP1&dq=organisational+strategy-+book&ots=UYiSad4-0G&sig=bpq5dIXa6IalnC-4HwjkARzVCHY&redir_esc=y#v=onepage&q=organisational%20strategy-%20book&f=false
Peters, R., 2020. Why we call it the people profession | CIPD. [online] CIPD People Profession. Retrieved 28, January 2023 https://peopleprofession.cipd.org/insights/articles/why-people-profession#gref
People practices play a critical role in supporting and aligning with wider organizational and people strategies. These practices can include talent management, culture and engagement, diversity and inclusion, performance management, and reward and recognition. By connecting these practices with the organization’s wider goals, it helps to create a supportive work environment that drives employee engagement and contributes to overall business success. For example, a strong people culture can drive engagement and motivation, while diversity and inclusion initiatives can foster creativity and innovation. Additionally, performance management and reward and recognition practices can motivate employees and support their development.
In conclusion, people practices are essential for supporting and aligning with wider organizational and people strategies. By connecting these practices with the organization’s wider goals, it helps to create a supportive and inclusive work environment that drives employee engagement and business performance.
References
Dwyer, J., 2012. Communication for Business and the Professions: Strategies and Skills. Pearson Higher Education AU.
Taylor, S. and Woodhams, C., 2022. Human resource management: People and organisations. Kogan Page Publishers.