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It is an overall management approach that aims to boost effective employee involvement and commitment in order to achieve high levels of results.
High-performance working (HPW) focuses on creating a culture of trust, openness, and open communication. It entails stripping away the traditional hierarchical structure that many businesses still rely on. Instead, it involves having a flatter structure in which employees are involved, satisfied, motivated, and fully comprehend the organization’s values, behaviors, and shared purpose (Caruso, 2020).
HPW focuses on human capital creation and application. This involves offering employees the skills, knowledge, and tools required to do their jobs efficiently and effectively through training, coaching, and development programs, as well as offering workplace flexibility such as telecommuting and flexible work schedules (Caruso, 2020).
HPW also fosters a positive organizational culture that values and rewards the contribution of employees and promotes collaboration, innovative thinking, and continuous improvement, resulting in a helpful and engaging work environment. To increase employee comfort, the physical working environment can be well-designed in terms of lighting and temperature (Caruso, 2020).
In the UK several organizations have adopted high-performance working. The John Lewis Partnership, a retail company focuses on employee engagement and development. It offers extensive training, development opportunities, and working arrangements for employees, as well as a range of benefits and flexible working arrangements (Bishop, 2019) Santander has also emphasized employee development and engagement and offers great working arrangements. The company places a strong emphasis on employee development and engagement. In the public sector, the National Health Service (NHS) has implemented HPW practices to improve the performance of healthcare workers (Bishop, 2019).
Bishop, C., 2019, Eight London companies that are revolutionizing work-life balance. Available at: https://www.wework.com/ideas/professional-development/management-leadership/eight-london-companies-that-are-revolutionizing-work-life-balance.
Caruso, D., 2020, What is High-Performance Working? – Beagle HR Outsourced HR Support Consulting. Available at: https://beaglehr.com/2020/05/29/what-is-high-performance-working/.
The human resources (HR) service delivery model is a balanced approach that describes how HR functions and processes are provided to employees in an organization. This model defines how HR products are offered, delivered, and managed to help achieve the goals and objectives of the organization. It is an important component of HR strategy because it assists organizations in aligning HR services with their business needs and increasing the efficiency and effectiveness of HR service delivery (Corona,2022). The following elements are typically included in the HR service delivery model:
HR service design: The HR department designs and implements HR services that are aligned with the organization’s goals and objectives based on an assessment of HR needs (Harrop, 2017).
Continuous enhancement: The HR department makes decisions based on the results of monitoring and evaluation.
HR services delivery: They are delivered to employees through a variety of channels, including HR portals, self-service tools, and HR call centers (Harrop,2017).
HR service monitoring and evaluation: HR department constantly monitors and evaluates the HR service delivery process to ensure its effectiveness, efficiency, and meets the needs of employees.
HR needs assessment: Entails assessing the organization’s current HR service delivery processes, identifying areas which can be improved, and determining the changes that are needed to support the organization’s goals and objectives (Harrop, 2017).
Examples of HR service delivery models:
HR service delivery model that is more centralized
HR services are highly centralized and delivered through a centralized HR department in this model. This model is appropriate for organizations with a large number of workers that need to standardize their HR processes (Harrop, 2017).
HR service delivery model that is decentralized
HR services are decentralized in this model and delivered by HR representatives who work in various departments throughout the organization. This model is appropriate for organizations with a decentralized structure that require HR services to be tailored to the particular needs of different departments (Harrop, 2017).
HR service delivery model that is outsourced
In this model, HR services are outsourced to a third-party provider. This model is suitable for organizations that lack the resources or expertise to deliver HR services within the organisation (Harrop,2017)
Corona, K., 2022, HR Service Delivery: Definition & Examples | Pipefy. Available at: https://www.pipefy.com/blog/hr-service-delivery/.
Harrop, J. J. (2017). Assessment and recommendations for effective HR service delivery model implementation for organizations. Middle East Journal of Business, 12(1), 23-27.
Blended learning is the method of combining traditional training methods with eLearning content to create a more flexible user experience. it provides learners with the assistance and interaction of an in-class experience as well as flexible and dynamic learning opportunities outside of the classroom. The classroom allows for role-playing with instantaneous face-to-face feedback (Quigley,2019).
Online learning provides personalized, self-paced learning through eLearning components that lend themselves to interactive media such as games, videos, tutorials, quizzes, and social media components, all of which are accessible from the learner’s home page in the Learning Management System (LMS) — and accessible from the learner’s smartphone or tablet (Quigley, 2019). Some examples of blended learning are:
The Use of Flipped Classrooms
Students in a flipped classroom watch recorded lectures or read designated materials online before class, then use class time to participate in hands-on activities, group discussions, and problem-solving exercises (Quigley, 2019).
Hybrid Courses
They combine online and in-person instruction, with students attending a set number of traditional classes while completing the remainder of their coursework online (Quigley, 2019).
Personalized Education
Personalized learning allows students to work through material at their own pace and concentrate on areas where they need extra help. Online assessments, learning management systems, and adaptive learning software can help with this (Quigley, 2019).
Blended learning is important because it:
Provides adaptability
Blended learning allows students to attend traditional classes, conduct online coursework, and access digital resources at times that are advantageous for them, which can be especially beneficial for working students, parents, and people with other responsibilities (Kolinski,2022).
Increases Participation
Blended learning can create a more fun and engaging learning experience by integrating interactive online activities with traditional classroom instruction, which can assist in boosting student curiosity and motivation.
Improves Student Outcomes
Because blended learning personalizes the educational experience and allows students to focus on areas where they need extra help, it can help to improve student performance such as test scores, grades, and overall comprehension of the subject matter (Kolinski,2022).
Saves Time and Money
Blended learning can be a cost-effective solution for schools and institutions because it reduces the need for physical classroom space, as well as save time and resources for instructors, who no longer have to spend as much time preparing for in-person classes (Kolinski,2022).
Kolinski, H., 2022, What is Blended Learning? Types, Examples & Tools. Available at: https://www.ispringsolutions.com/blog/blended-learning-a-primer.
Quigley, E., 2019, What is Blended Learning? Available at: https://www.learnupon.com/blog/what-is-blended-learning/.
Functional design
It divides employees into departments based on their work areas of expertise. Each department has an assigned leader who is well-versed in the job functions of each employee they supervise. Tesco in the UK uses functional structure (Gordon, 2022).
Matrix design
Team members submit to multiple managers at the same time in a matrix organizational structure. Having several supervisors allows for greater company interaction and faster project completion. When responding to functional and project managers, employees can learn skills outside of their team. While functional managers can assist in the resolution of job-specific issues, project managers can bring in knowledge or talents from other departments. BP, a multinational oil and gas company uses this design (Gordon,2022).
Divisional design
Employees are organized around a common product or geographical location. Divisional organizations have teams that specialize in a particular market or product line. The entire organization is divided by location so that strategies can be tailored to audiences from various markets. Top management determines company culture, but each division makes operational decisions independently. Unilever, a multinational consumer goods company uses divisional design (Gordon,2022).
Network design
This entails combining the efforts of two or more organizations in order to deliver a single product or service. Typically, a network organization will outsource the job to contract employees or vendors. The teams are made up of both full-time employees and freelance specialists, allowing in-house employees to spend the majority of their time concentrating on the work in which they specialize (Olmstead, 2022). Uber, a ride-hailing company uses network structure in UK
Flat design
There are few middle managers between employees and top managers which means that little or no supervision is required. This increases employee involvement and improves trust in the workplace (Olmstead, 2022). Skyscanner, a travel search engine company uses this design.
References
Gordon, J., 2022., Common Types of Organizational Design or Structure. Available at: https://thebusinessprofessor.com/en_US/management-leadership-organizational-behavior/common-types-of-organizational-design-or-structure.
Olmstead, L., 2022., 7 Types of Organizational Structures +Examples, Key Elements – Whatfix. Available at: https://whatfix.com/blog/organizational-structure/.
A professional describes someone with high job skills and expert knowledge in their field. The term describes a person who is dedicated to their work and takes their responsibilities and roles seriously (Indeed Editorial Team, 2021). They possess professionalism, which encompasses excellent communication skills and work ethics.
What it means to be a people professional
A people professional is a person with the responsibility of managing an entity’s human resources. They are responsible for staff recruitment besides their training and development. They also administer benefits and payroll. The CIPD Professional Map posits that a people professional is an influencer and leader who partners with stakeholders to ensure that the entity’s people strategy aligns with the business strategy. People professionals are expected to follow values such as transparency and fairness to ensure that all employees are respectfully and equitably treated (Peters, 2020). This insinuates that people professionals should ensure that all employees access similar opportunities for development and growth ad that any disciplinary action is objectively and fairly taken. They should also ensure that the entity’s procedures and policies are clear and all employees easily understand them.
Additionally, they should demonstrate their commitment to the entity’s respect for diversity, ethical behaviour, and values (Peters, 2020). They should strive to develop an atmosphere where all employees are valued and respected regardless of their personal beliefs or background. The role of people professionals also dwells on providing strategic focus in people management. This enables the entity to attain its objectives.
Indeed Editorial Team. (2021). What Is a Professional? (Definition, Standards and Types). Indeed. Available at: https://ie.indeed.com/career-advice/career-development/what-is-professional
Peters, R. Why we call it the people profession. [online]. Available at: https://peopleprofession.cipd.org/insights/articles/why-people-profession#gref
Organisations should effectively handle grievances to avoid facing adverse effects from not doing so. They can consider the following skills for effective grievance and discipline-handling procedures;
Active listening
Active listening is an essential skill for effective grievance and discipline handling procedures. It encompasses actively engaging the individuals talking with openness and empathy. It focuses on giving the speaker full attention, maintaining eye contact and applying body language to demonstrate interest. Active listeners strive to understand the speaker’s presentation while evading criticism and judgment. Besides, active listening encompasses restating what others say to ensure that all parties clearly understand the situation (Folger, Poole and Stutman, 2020). This assists in creating a trusting atmosphere and is advantageous in addressing grievances and disagreements. It can also assist in creating an understanding and safety sense in the organisation, decreasing the potential conflict. Furthermore, active listening assists in building a respectful and constructive association between the involved parties. It is a vital skill to possess when addressing grievances and disciplinary matters since it fosters a constructive conversation, promotes resolution and understanding and builds trust between all the involved parties.
Questioning
It is a critical skill for effective discipline handling and grievance procedures. Through questioning, managers could acquire a deeper understanding of the employee’s situation and grievances. It permits the manager to access the root of the concern and come up with available solutions to deal with the challenges. Additionally, questioning permits the manager to test the employee’s understanding of the circumstance and the recommended solution (Folger, Poole and Stutman, 2020). This ensures that the manager arrives at informed decisions as they consider the disciplinary action. Moreover, questioning could assist the manager in remaining impartial since they are not taking the employee’s word as a fact. This assists in ensuring that organisations take just and fair actions. Hence, all managers should possess and apply questioning skills when effectively dealing with grievances and disciplinary handling processes since they will better understand the situation before making informed decisions.
Investigation
Investigation is a vital skill for effective and discipline-handling processes. It encompasses collecting evidence and information to determine the situation’s facts. An investigator should be able to pose appropriate queries, remain impartial and evaluate witnesses’ credibility. Additionally, they must be able to document and analyse the facts to arrive at a proper conclusion (Folger, Poole and Stutman, 2020). Investigation is a vital section of any grievance and discipline-handling procedure as it permits organisations to embrace proper action and make informed decisions.
Reference
Folger, J.P., Poole, M.S. and Stutman, R.K., 2021. Working through conflict: Strategies for relationships, groups, and organizations. Routledge. Retrieved 20, January 2023, from https://www.taylorfrancis.com/books/mono/10.4324/9781003027232/working- conflict-joseph-folger-marshall-scott-poole-randall-stutman
The Chartered Institute of Personnel Development, CIPD, recognises the significance of effective grievance handling for employees and employers as follows;
Stress reduction
Handling grievances effectively could assist in reducing stress for employees and employers. When organisations effectively handle grievances on time, they can decrease anxiety and frustration feelings among employees (Consult HR, 2018). This could enable them to dwell on their tasks and roles and the employers to dwell on other core tasks.
Increased productivity
When organisations promptly handle grievances, they ensure that the employer maintains their work focus and productivity. Prompt grievance resolution also shows employees that the organisation takes their concerns seriously and values them (Consult HR, 2018). As a result, their motivation and engagement levels rise, leading to increased productivity. This can see them receive rewards, and the entity earns more profits.
Enhanced employee relations
Effective grievance handling is critical in assisting with the maintenance of healthy working associations between employees and employers. When organisations handle grievances fairly and timely, they show the employees that they respect their issues and take them seriously (Consult HR, 2018). This is vital in building trust between employees and employers. As a result, employee loyalty and engagement increase.
Consequences of not handling grievances effectively
Organisations’ failure to handle grievances effectively could result in expensive legal action being taken against the entity. This could encompass claims of constructive r unfair dismissal and discrimination, which could be highly expensive to defend. Additionally, ineffectively handled grievances could decrease employee morale, which could negatively affect productivity and performance. This could result in a general reduction in customer satisfaction and quality, adversely affecting the entity’s bottom line. Besides, I t could destroy the entity’s reputation, resulting in a decline in customer loyalty and trust (Consult HR, 2018). Hence, organisations need to implement effective ways of addressing their employees’ grievances while complying with the law to guard their financial well-being and reputation.
Consult HR. 2018. 10 Tips for effectively managing discipline and grievances in the workplace Retrieved 2, February, 2023 from https://www.consulthr.co.uk/10-top- tips-effectively-managing-discipline-grievances-workplace/nnbb
Elisabeth Kubler-Ross created the Kubler-Ross Change Curve alongside David Kessler. It is a model applied to describe the five phases of grief that individuals pass through when encountering major change. The five phases that organisations and individuals could use encompass denial, anger, bargaining, depression and acceptance. In the denial phase, individuals could be in disbelief and shock that the change is happening and refuse to accept it. In the anger phase, individuals could feel frustrated and air their opinions in anger. The bargaining stage is when individuals seek to negotiate a better result and try to find a way of change avoidance. The depression stage encompasses individuals feeling helpless, overwhelmed and unmotivated. Lastly, accepting change involves individuals coming to terms with the change and moving on (Malik, 2022).
Organisations could apply the framework to understand the various change response, plan for the various reactions and needs and ensure that the employees get sufficient support to transit. The managers could use it to identify the phases employees could encounter when responding to change, develop a supportive environment, and understand their needs. In addition, it could assist in creating a sense of empowerment since employees could learn ways of understanding their responses to the change and establishing initiatives for managing them. The Curve is an effective tool for entities to understand the phases of grief which could be encountered when an entity is changing. It could be applied to establish a supportive and understanding environment, besides developing initiatives for supporting organisations and people when transiting.
Malik, P. 2022. The Kubler Ross Change Curve in the Workplace (2023). Available at: https://whatfix.com/blog/kubler-ross-change-curve/#:~:text=What%20is%20the%20Change%20Curve,bargaining%2C%20depression%2C%20and%20acceptance.
Surveys
Surveys are a method that employers apply to gather feedback from their employees concerning their perspectives, opinions and experiences (Wilkinson et al., 2020). They could be applied in measuring employee engagement, collecting feedback about job satisfaction and identifying areas that require improvement.
Pros
Applying surveys in employee engagement measurement provides a chance to gather feedback from several people quickly, the ability to quantify feedback and trends identification, and the ability to get unbiased and honest feedback.
Cons
The disadvantages of using surveys to measure employee engagement encompass the potential for bias in the survey queries, the effort and time required for creating and administering the survey, besides the potential of the employees to feel their feedback is taken unserious (Wilkinson et al., 2020).
Suggestion schemes
Suggestion schemes refer to programs organisations design to encourage employees to air their ideas toward enhancing products and processes. They can be in the form of suggestion boxes. By giving a platform for the employees to give their perspectives and receive rewards for contributing toward the entity’s decisions, the schemes develop a sense of ownership and assist the employees in feeling engaged and valued (Ray, 2022).
One advantage of using suggestion schemes to improve employee engagement is that they could give a platform for the employees to share their feedback and ideas (Ray, 2022). They can assist in creating a collaborative atmosphere and give an avenue for the entities to be valued and feel heard.
Using suggestion schemes to improve employee engagement could be hard to ensure that all perspectives are fully assessed. It could take the managers much time to review the employees’ suggestions and ensure they properly implement them. Besides, employees could become disappointed if their opinions go unimplemented (Ray, 2022).
Team meetings
Team meetings are crucial to gather employees together and discuss common objectives and goals. They could be applied in fostering enhanced employee engagement by offering a forum for the employees to voice their ideas and opinions, besides developing solutions to challenges (Wilkinson et al., 2020).
Team meetings could be an excellent way to keep employees connected to their co-workers. Regular meetings assist in establishing trust and relationships between the team members. This could result in improved communication and increased productivity (Wilkinson et al., 2020).
Team meetings can be time-consuming. It could take up valuable time, which could be applied to tasks or project completion. Besides, team meetings could encompass difficulties in organising and keeping on track if the team is too big or if members are unprepared (Wilkinson et al., 2020).
Ray, L. 2022. Weighing the Pros & Cons of the Employee Suggestion Box. [online]. Available at: https://smallbusiness.chron.com/weighing-pros-cons-employee- suggestion-box-33254.html [Accessed 2 February 2023]
Wilkinson, A. et al. 2020. Handbook of research on employee voice. Edward Elgar Publishing. Available at:https://books.google.co.ke/books?hl=en&lr=&id=4yXsDwAAQBAJ&oi=fnd&pg=P R1&dq=employee+voice+and+engagement- +book&ots=7FTbTpX4gR&sig=KpqkySVPEY3iXz2zD-oGqLi7mQ4&redir_esc=y
False accusations against managers are serious in the UK jurisdiction. Depending on the accusations’ grounds, the consequences could range from disciplinary action to employment termination and likely criminal charges. False accusations mean that one party makes an assertion that is deemed untrue after investigations.
False accusations could encompass various conducts, including sexual harassment, discrimination, harassment or other improper behaviour types. Notably, any false accusations are viewed as misconduct and could result in disciplinary action against the employees (Employment Team, 2023).
The initial steps in dealing with false accusations involve investigating the claims. The employer should investigate the allegations before determining if there is proof to back them up. Should the allegations be seen as false, the employer should discipline the employee with a warning and suspend or dismiss them. Besides, the employer should embrace steps to protect the manager against any further false accusations by the employee (Employment Team, 2023). These could encompass enhancing the monitoring of the employees’ behaviour, giving extra training for the managers to handle false accusations and executing an official reporting policy.
If the employer finds the employee guilty of making false claims, the employer could choose to pursue further action. Depending on the false accusations’ severity, this can range from a warning to dismissal. If the false accusations are specifically serious, the employer could pursue charges against the employee. Notably, should the employee feel that the disciplinary action was disproportionate or unfair, they could challenge it through an employment tribunal (Employment Team, 2023). Hence, since false accusations are a serious concern in the UK, employers should consider embracing the right steps for the allegations’ investigation, manager protection and embracing disciplinary action should the accusations be false.
In addition, if an employer has an ongoing grievance process, the employee should apply them in reporting any allegations before the employer thoroughly investigates the claims. The employer could pursue a defamation claim if a third party, such as a professional regulatory body, makes the allegation. This could encompass an injunction or damage claim to prevent the employees from repeating those false claims. The employer can also pursue a contract breach against the claim should the employee have breached their contract’s terms through their false accusations (Employment Team, 2023). In all situations, the employer should take quick action to respond to the situation and guard their reputation.
Employment Team. (2023, January 20). False accusations at work (HR help). DavidsonMorris. Available at: https://www.davidsonmorris.com/false-accusations-at-work/
Organizational structure refers to the formal system of authority, communication, and roles that determine how work is divided and coordinated within an organization. The Chartered Institute of Personnel and Development (CIPD) recognizes several types of organizational structure, including:
To determine the most appropriate organizational structure, organizations should consider their goals, culture, and available resources, and should be prepared to adapt their structure.
Chión, S.J., Charles, V. and Morales, J., 2020. The impact of organisational culture, organisational structure and technological infrastructure on process improvement through knowledge sharing. Business Process Management Journal, 26(6), pp.1443-1472.
Taylor, S.P., 2019. Organisational structures. International Journal of Housing and Human Settlement Planning, 5(2), pp.28-33.
Misbehaviour in the workplace refers to any behaviour that violates established norms, policies, or ethical standards within an organization. Misbehaviour can take many forms, including but not limited to harassment, bullying, discrimination, theft, insubordination, and unethical conduct. Misbehaviour can have a significant impact on workplace morale, productivity, and overall organizational performance. It can create a toxic work environment and can lead to high levels of employee turnover and a negative reputation for the organization. It is important for organizations to have clear policies and procedures in place to address misbehaviour in the workplace (Thomas et al. 2019). This may include formal procedures for reporting and investigating incidents of misbehaviour, as well as training for employees on what constitutes misbehaviour and how to report it.
It is also important for organizations to take a proactive approach to preventing misbehaviour in the workplace. This may include promoting a positive organizational culture, encouraging open communication, and providing regular training and development opportunities to help employees understand what is expected of them (Thompson and Ackroyd, 2022). It can have a significant impact on workplace morale, productivity, and overall organizational performance. Organizations should have clear policies and procedures in place to address misbehaviour and take a proactive approach to preventing it.
Thomas, R., Anitha, S. and Joseph, I.N., 2019. Employee Misbehaviour in The Workplace-Strategies to Prevent Misbehaviour and Make Employees Satisfied with The Job. IJRAR-International Journal of Research and Analytical Reviews (IJRAR), 6(2), pp.268-273.
Thompson, P. and Ackroyd, S., 2022. Organisational misbehaviour. Organisational Misbehaviour, pp.1-100.
Both coaching and mentoring are similar in several ways:
The main difference between coaching and mentoring is the focus of the relationship. Coaching tends to focus on specific performance goals and addressing specific challenges, while mentoring is more focused on longer-term personal and professional development. However, both approaches can be highly effective in helping individuals to grow and develop, and organizations are often best served by using a combination of both.
Al Hilali, K.S. et al. 2020. Coaching and mentoring. Concepts and practices in development of competencies: A theoretical perspective. International Journal of Academic Research in Accounting, Finance and Management Sciences, 10(1), pp.41-54.
Koopman, R. et al. 2021. The Chronological Development of Coaching and Mentoring: Side by Side Disciplines. International Journal of Evidence Based Coaching & Mentoring, 19(1).
Here are the steps that organizations can take to implement a successful coaching and mentoring programme:
In conclusion, a well-implemented coaching and mentoring programme can provide significant benefits to organizations, including the development of a strong pipeline of leaders and managers and the cultivation of a positive organizational culture.
Al Hilali, K.S., Al Mughairi, B.M., Kian, M.W. and Karim, A.M., 2020. Coaching and mentoring. Concepts and practices in development of competencies: A theoretical perspective. International Journal of Academic Research in Accounting, Finance and Management Sciences, 10(1), pp.41-54.
Koopman, R., Englis, P.D., Ehgrenhard, M.L. and Groen, A., 2021. The Chronological Development of Coaching and Mentoring: Side by Side Disciplines. International Journal of Evidence Based Coaching & Mentoring, 19(1).
Developing leaders and managers is a critical aspect of organizational success. There are various approaches that organizations can take to achieve this, including classroom training, on-the-job learning, coaching and mentoring, action learning, and leadership development programmes. Each approach has its own strengths and weaknesses and can be tailored to meet the specific needs and goals of the organization (Sousa and Rocha, 2019). The choice of approach will depend on the desired outcomes, available resources, and the organizational culture.
In conclusion, organizations have a range of options for developing their leaders and managers. The best approach will depend on the specific needs and goals of the organization, and may involve a combination of different approaches. Ultimately, a successful leadership and management development programme should provide a comprehensive understanding of leadership and management principles and build practical experience, and should be tailored to meet the specific needs and goals of the organization.
Moldoveanu, M. and Narayandas, D., 2019. The future of leadership development. Harvard business review, 97(2), pp.40-48.
Sousa, M.J. and Rocha, Á., 2019. Leadership styles and skills developed through game-based learning. Journal of Business Research, 94, pp.360-366.
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