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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.
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.
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.
References
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.
Unfair dismissal is when an employer terminates an employee’s employment without a valid reason. In the UK, the principle of legislation relating to unfair dismissal is governed by the Employment Rights Act 1996. The principles of legislation relating to unfair dismissal protect employees from unjust treatment by their employer and ensure that any termination of employment is based on valid reasons and follows a fair procedure (Howe,2016). Some of the principles relating to capability and misconduct present in the UK Employee Rights Act 1996 are:
Capability
An employer must have a reasonable reason to fire an employee, such as the employee’s ability or qualifications for the job. In addition, an employer must conduct a fair and reasonable evaluation of the employee’s ability to carry out their role. An employer must consider any disabilities that an employee may have and make reasonable arrangements to support their performance. Before being fired, an employee must be allowed the opportunity to improve their performance through training and support (Howe, 2016).
The case of London Borough of Hackney v Clarke is one out of capability principle. In this case, the employee, Mrs. Clarke, was a school cleaner and was absent from work for several months due to a knee injury. Her employer dismissed her after she returned and refused to accept a less exerting job, however the employer won since he had dismissed her fairly.
Misconduct
An employer must have a legitimate reason to fire an employee, such as their behavior.
An employer is required to conduct a fair and reasonable investigation into alleged misconduct.
Before making a decision, an employee must be given the opportunity to respond to any allegations of misconduct. The misconduct must be serious enough to warrant dismissal and not be a minor or isolated incident. In both cases, if an employee believes that their dismissal was unfair, they have the right to bring a claim for unfair dismissal. This can be done by bringing a case to an employment tribunal. The tribunal will consider the facts of the case and the applicable legislation and make a decision on whether the dismissal was fair or not. If the tribunal finds that the dismissal was unfair, it may order the employer to pay compensation to the employee. (Howe, 2016).
Stringer v HM Revenue and Customs is a case of misconduct. Mr. Stringer, the employee in this case, was fired for breach of trust and confidence after disclosing confidential information to a third-party contrary to The Employment Rights Act of 1996.
Howe, J. (2016). Rethinking job security: A comparative analysis of unfair dismissal law in the UK, Australia, and the USA. Routledge.
Customers
Organisational strategy denotes a plan outlining way an entity intends to attain its objectives and goals. The plan’s basis is long-term, and its design ensures the entity is successful and remains competitive in future. It is the decision-making blueprint and summaries the entity’s competitive advantages, capabilities and resources (Johnson et al., 2020). The organisational strategy has the following core areas;
Strategy analysis
This refers to evaluating an organisational strategy’s performance and identifying improvement areas. It comprises studying the organisation’s objectives, market share, position and resources, besides assessing the current strategy’s success in attaining these goals (Johnson et al., 2020). It assists in the identification of the current strategy’s strengths and weaknesses and pinpointing improvement opportunities.
Strategy development
This is when an organisation develops a plan for attaining its objectives. This encompasses defining the entity’s objectives and goals, analysing the competitors and the environment and creating an action plan to arrive at the objectives and goals (Johnson et al., 2020). The strategy should be clearly defined to ensure the entity is on track to attain its objectives.
Strategy implementation
It is the procedure of putting the strategy into action. It encompasses establishing the relevant resources, processes and systems to ensure strategy adherence. Besides, it involves communicating the strategy to every stakeholder, encompassing the customers and employees (Johnson et al., 2020). Hence, the strategy’s implementation should be keenly monitored to ensure its success.
The connection between organisational strategy and products
Products refer to the goods which a business sells and produces. The connection between products and organisational strategy comes from how the organisation utilises products to attain particular objectives. Organisational strategy directs product growth, sales and marketing. Products should be designed to align with the entity’s strategy (Pattanayak, 2020). For instance, should the organisation’s strategy focus on cost efficiency, the products should be manufactured to minimise costs and maximise efficiency. Products also require marketing and selling in ways consistent with the organisation’s strategy. For example, if the organisation’s strategy targets a particular niche market, the products should be advertised in ways appealing to the market. Hence, this connection is a critical part of any business’s success.
Organisational strategy and services
Services are processes or activities which organisations perform to give their customers value. The services an entity gives should align with its objectives and goals. The services should be tailored to the entity’s mission and vision and must be developed in ways considering the customers. The connection between services and organisational strategy is that an excellent strategy should have a back of effective operations and services for success. The absence of services would make the strategy remain on paper and never be actualised (Pattanayak, 2020). Besides, lacking a sound strategy would make the services inefficient or ineffective. Together, services and strategy form the basis for a successful entity.
Organisational strategy and customers
Organisational strategy and customers are connected since customers are a key part of any entity’s strategy. An organisation’s customers are the most critical stakeholders and should be at the core of the entity’s strategy. Organisations should design their strategy in ways maximising customer loyalty and satisfaction. A robust understanding of customer preferences and needs should underpin the organisational strategy. Companies should know their customers’ wants and ways they could meet them. Their focus should be on offering a service or product, meeting the customers’ expectations and that they can easily access. Besides, an organisational strategy should encompass building and maintaining customer associations. Organisations should understand their customers’ values, wants and needs and apply this knowledge to create a stronger customer experience. Organisations should engage actively with customers via in-person, social media, phone and email channels. Additionally, an organisational strategy should encompass a customer retention plan. Companies should ensure that customers have a positive encounter with them and are content with their services and products (Pattanayak, 2020). Hence, organisations should progressively strive to improve their services and products to meet customer expectations and needs.
Johnson, G. et al. (2020). Exploring strategy. Google Books. Available at: https://books.google.co.ke/books?hl=en&lr=&id=ieksEAAAQBAJ&oi=fnd&pg=PT25&dq=organisational+strategy-+book&ots=XDH71gIfd9&sig=gsJeGpoW0dNptNCRy9jPHLM0WX8&redir_esc=y#v=onepage&q=organisational%20strategy-%20book&f=false
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
Analyse Connections between Organisational Strategy Products Services and Customer
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.
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
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
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#:
Recruitment
The first step in the process is recruitment, which entails advertising job openings and attracting a pool of qualified applicants. This can be accomplished through a variety of means, including job advertisements on corporate websites, social media, and job boards, as well as employee referrals and employment agencies (Balasubramanian, 2014).
This process is important because:
It shows the path the organization should take since it is the first step in staffing before selection, induction, or retention (Balasubramanian, 2014).
It Increases the number of job candidates at a minimal cost.
Helps raise the success rate of the selection by reducing the number of underqualified or overqualified job applicants (Das, 2018).
Minimizes the chances that job applicants, once recruited and selected, will leave the organization after a short period.
It meets the organization’s legal and social obligations regarding the composition of its workforce (Das, 2018).
It is a process of identifying and preparing potential job applicants who will be great candidates (Das, 2018).
To Increase the individual’s short-term and long-term organizational effectiveness
Evaluate the effectiveness of various recruiting techniques and decide which ones to use and which ones to avoid (Das, 2018).
Selection
This includes assessing applicants’ experiences through interviews, reference checks, background checks, and other evaluation methods. The selection process’s objective is to ensure that the candidates selected have the skills needed, abilities, and ability to perform well in the role (Petersen, 2019).
It is important to select because:
A good employee needs to be hired so as to deliver high-quality and professional work
A new employee impacts the rest of the staff, they can either be motivated or demotivated (Petersen, 2019).
Employee turnover is expensive so the right applicant needs to be elected to save the organization the hustle of dismissing them (Petersen, 2019).
Induction
The final step in the process is induction, which involves introducing new employees to the organization’s culture, policies, and procedures. A well-designed induction program can make new employees feel appreciated and valued, as well as provide the guidance and assistance they need to succeed in their roles (Baddapuri, 2016).
It is necessary to induct because:
It saves a lot of money and time since an employee is guided on how to work and adapts to the new job quickly
It reduces employee turnover since the new employees are provided with information about the organization (Baddapuri, 2016).
It guarantees efficiency in work since the new employee has been introduced to the culture of the organization
It provides the necessary information to the newcomer in case of any queries (Baddapuri, 2016).
It makes the newcomer to be respected and the other employees attempt to make him feel welcome.
Baddapuri, D., 2016, Induction Training – How Does It Benefit the Company and the New Hire? Available at: https://blog.commlabindia.com/training-solutions/induction-training-benefits (Accessed: February 10, 2023).
Balasubramanian, K. (2014). The significance of recruitment in an organization. Global Journal of Finance and Management, 6(8), 735-738.
Das, N., 2018, What is the Purpose and Importance of Recruitment? Available at: https://www.ilearnlot.com/what-is-the-purpose-and-importance-of-recruitment/50071/ (Accessed: November 10, 2023).
Petersen, L., 2019, Why Is the Human Resource Selection Process Important? Available at: https://smallbusiness.chron.com/human-resource-selection-process-important-14399.html (Accessed: February 10, 2023).
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
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:
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.
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 relationship between employee voice and organizational performance is complex and multi-faceted. Employee voice refers to the methods and channels through which employees can express their opinions, ideas and concerns to their employer, such as through employee surveys, suggestion boxes, and employee representative committees. The concept of employee voice is closely linked to employee engagement, as it provides employees with the opportunity to influence their workplace and contribute to decision-making processes. It is a critical component of employee engagement and can have a significant impact on organizational performance (Wilkinson et al. 2020). A workplace culture that values and encourages employee voice can lead to increased employee engagement, motivation, and commitment, which can translate into improved performance outcomes such as increased productivity, reduced absenteeism and turnover, and enhanced customer satisfaction. However, the relationship between employee voice and organizational performance is not always straightforward.
On the one hand, employee voice can have a positive impact on organizational performance. When employees feel heard and valued, they are more likely to be engaged, motivated, and committed to their work. This can lead to higher levels of productivity, lower levels of absenteeism and turnover, and improved customer satisfaction. Moreover, employees often bring a unique perspective to the workplace and can provide valuable insights into areas for improvement. By allowing employees to voice their opinions, organizations can benefit from new ideas and suggestions that can drive innovation and performance (Cheng et al. 2022). On the other hand, there are some potential negative effects of employee voice on organizational performance. If employees feel that their opinions are not being taken into account, or if they perceive that their input is not valued, this can lead to disengagement, low morale and reduced commitment. Additionally, the process of giving employees a voice can be time-consuming and resource-intensive, particularly if it involves consultation and decision-making processes.
While employee voice can have a positive impact on organizational performance, the relationship is complex and context-specific. To effectively leverage the benefits of employee voice, organizations need to create a supportive and inclusive workplace culture that values employee input and provides meaningful opportunities for employees to express their opinions. Additionally, organizations need to strike a balance between the potential benefits and costs of employee voice, and ensure that processes for consultation and decision-making are effective, efficient, and transparent.
Cheng, J., Bai, H. and Hu, C., 2022. The relationship between ethical leadership and employee voice: The roles of error management climate and organizational commitment. Journal of Management & Organization, 28(1), pp.58-76.
Wilkinson, A., Barry, M. and Morrison, E., 2020. Toward an integration of research on employee voice. Human Resource Management Review, 30(1).
Leadership and management development programs are critical in assisting individuals in growing and developing their abilities to lead and manage teams. The progress of these programs can be measured using a variety of indicators, including:
Improved Decision-Making Capabilities
Effective leadership and management necessitate individuals’ ability to make rational decisions that positively affect the direction of their teams and organizations. Decision-making skill enhancement programs can assist individuals to become more efficient problem solvers by making well-informed, data-driven, and strategic choices. For example, an organization’s decision-making quality may improve, resulting in more favorable outcomes and improved bottom-line performance (Zahid, 2019).
Employee Performance Improvement
Improving employee performance serves as one of the primary goals of management and leadership development programs. A well-designed program, for example, may result in fewer errors on a production line, increased customer satisfaction, or increased employee engagement. This can be seen in productivity increases, higher work quality, and higher job satisfaction (Zahid,2019).
Communication and collaboration have improved
Clear, effective communication and collaboration among team members are essential for leadership and management success. Individuals who participate in development programs that focus on these skills can improve their ability to communicate effectively and collaborate more effectively. A company, for example, may notice fewer conflict resolution incidents, improved team cohesion, and a more positive organizational culture as a result of these programs (Zahid,2019).
Measurable Outcomes
One of the most important indicators of success for leadership and management development programs is measurable outcomes. This includes both tangible outcomes like increased sales, enhanced customer satisfaction, and lower costs, as well as intangible benefits like greater employee engagement and motivation. Setting clear, measurable goals and tracking progress over time is critical to the success of these programs. As a result of their leadership and management development programs, a company may see an improved performance in key performance indicators such as sales growth, customer satisfaction, or employee engagement surveys (Creighton, 2019).
Leadership and managerial development programs are essential to the success of businesses and individuals. Investing in these programs increases the likelihood of an engaged and motivated workforce, better decision-making skills, enhanced communication, and a positive influence on bottom-line performance (Creighton,2019)
Creighton, K.,2019, How to Measure the Impact of Your Leadership Development Programs – HR Daily Advisor. Available at: https://hrdailyadvisor.blr.com/2019/08/21/how-to-measure-the-impact-of-your-leadership-development-programs/.
Zahid, A.,2019, Indicators of Successful Leadership Management Programme. Available at: https://www.linkedin.com/pulse/indicators-successful-leadership-management-programme-arsalan-zahid.
