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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.
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.
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.
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.
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.
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.
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
A talent pool refers to individuals with the skills and potential to occupy future job responsibilities within an entity (Billet, 2020). It is an employer’s source to draw on when an opening pops up, assisting them in quickly occupying the role with the appropriate individual.
Approaches
Learning and development initiatives
Entities could apply learning and development initiatives to build and support talent pools. The initiatives could encompass online courses, mentoring, coaching, leadership growth and on-the-job training (Billet, 2020). Each initiative has pros and cons depending on the organisation’s environment, resources and goals.
Mentoring
The initiative encompasses giving employees guidance and support from an expert mentor. It is advantageous as it could assist employees in gaining valuable experience and insight and could assist in identifying and developing future leaders. However, mentoring is linked with time consumption, and finding suitable mentors could be challenging (Billet, 2020). This means some organisations might need a different method to use.
Online courses
An organisation can build and support its talent pool by sponsoring or investing in its online courses. The courses allow employees to acquire learning at their pace and can be accessed from any location. The advantages of these courses encompass their cost-effectiveness and convenience and could be tailored to an entity’s particular learning requirements. However, online courses, like in-person training, may need more effectiveness since the employee does not get direct guidance or feedback (Billet, 2020). This might mean unaccomplished organisational goals through the method.
Analytical tools
These are approaches organisations could take to build and support different talent pools. The tools allow entities to gather and analyse data concerning present employees and potential hires to create efficient and effective staffing. Through analytics, organisations could acquire insights into the present and prospective employees’ experiences, competencies and skills (Joos, Burbach and Ruël, 2021). This could then be applied to creating a talent pool tailored to their particular requirements.
Analytical tools enable organisations to quickly identify the best talent and evaluate their experiences and skills. This allows entities to make informed hiring decisions, leading to successful and more productive staffing. Besides, the tools give organisations a better understanding of their employees’ present capacities and capabilities (Joos, Burbach and Ruël, 2021). This enables them to understand their weaknesses and strengths better and develop targeted training and development programs to satisfy their needs.
Nonetheless, using analytical tools has cons. For instance, the collected data could be inaccurate or incomplete, which can result in drawing inaccurate conclusions. Besides, the collected data may lack the appropriate context and be biased. This can result in decision-making based on wrong information. There is also a risk that the gathered data could be applied to discriminate against particular individuals or groups (Joos, Burbach and Ruël, 2021). This can result in a negative organisation’s perception.
Billett, S., 2020. Learning in the workplace: Strategies for effective practice. Routledge. Retrieved 28, January 2023, https://www.taylorfrancis.com/books/mono/10.4324/9781003116318/learning-workplace-stephen-billett
Jooss, S., Burbach, R. and Ruël, H., 2021. Examining talent pools as a core talent management practice in multinational corporations. The International Journal of Human Resource Management, 32(11), pp.2321-2352. Retrieved 28, January 2023, https://www.tandfonline.com/doi/abs/10.1080/09585192.2019.1579748
Rewards are incentives which organisations give to employees as motivation to attain their outcomes. They encompass offering meaningful recognition, offering rewards proportional to performance, allowing workers to select rewards and applying various rewards to meet various requirements (Rudman, 2020). Rewards should be consistent and transparent.
Consistency
This principle asserts that rewards should be consistently administered. This insinuates that all employees should get similar rewards for similar performance levels. This principle ensures that the rewards and fairly offered without favouring any employees. This encourages the employees to strive for greater performance since they know that the organisation will recognise and reward their efforts. Consistency also assists in building organisational trust since employees know they will receive fair treatment regardless of their seniority or position (Rudman, 2020). This assists in developing a positive work environment which encourages productivity and collaboration.
Transparency
The transparency principle refers to the idea that employees should understand the reward system, the reward-receiving criteria, and the reward’s value. According to the principle, organisations should communicate the reward system and the criteria to employees clearly and openly. This ensures that all employees understand the criteria, the systems and the reward they could receive (Rudman, 2020). Transparency also ensures that rewards are fairly distributed and that employees are appreciated and valued. This results in higher trust between the organisation and employees and assists in motivating employees and increasing their engagement.
Importance of principles of rewards to organisational culture and performance management
Consistency and transparency in rewards are critical to organisational performance and culture. Consistency ensures that employees receive fair treatment and rewards, while transparency allows the employees to understand ways they will reward. Consistency and transparency can assist in creating an engaged and positive work atmosphere, driving organisational performance.
Consistency in rewards assists in creating a sense of fairness among employees. When all employees get rewards for exemplary work equitably and fairly, it boosts their engagement and motivation. This is because employees feel appreciated and valued for their efforts, encouraging them to continue working harder and remain committed to the entity. Besides, consistency assists in eliminating any likely inequality feelings, which could result in workplace resentment and conflict.
Transparency assists in creating understanding and trust among employees. When employees clearly understand the reward system, such as ways their performance is measured and allocated, they can better plan and set their career goals. This ensures that the employees know about all actions and plans that the organisation is making. This ensures that all employees are on the same page and that the team members operate in unison towards common objectives. It also makes employees feel valued because they know their hard work will be noticed and appreciated (Rudman, 2020). This could create a positive work atmosphere and foster commitment and loyalty to the entity.
Generally, transparency and consistency as reward system principles are critical to creating an atmosphere where employees feel respected and valued and can succeed and contribute to the organisation’s success.
Rudman, R. (2020, August 10). Performance planning and review | Making employee appraisals work | Ri. Taylor and Francis. Available at: https://www.taylorfrancis.com/books/mono/10.4324/9781003116684/performance-planning-review-richard-rudman
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
Analyse Connections between Organisational Strategy Products Services and Customer
The reward for performance and contribution in organisations refers to incentivising employees to give better performance and more contribution to the organisation. This could be accomplished through financial bonuses, promotions, recognition, and others (Mone and London, 2018). It is a good method of motivating employees to give their best, resulting in better organisational performance.
Advantages
The major pro of reward for performance and contribution in organisations is that it assists in fostering a high-performance and excellence culture. Through giving tangible rewards for exemplary performance, employees are incentivised to strive to improve and do their best continually. In addition, rewards for performance and contribution could assist employees in feeling appreciated and valued (Mone and London, 2018). This results in increased loyalty, job satisfaction and morale.
Moreover, reward for performance and contribution could assist top talent attraction and retention. Top performers often seek rewards and recognition for their efforts, and giving these could ensure that the brightest and best stay within the entity. Besides, giving rewards for performance could also assist in motivating non-performing individuals and putting in more effort since they will get rewards for it (Mone and London, 2018).
Disadvantages
Reward for performance and contribution could result in an entitlement sense among the employees. Knowing they will receive rewards for their efforts, they could become complacent and fail to work as hard as they would have done earlier. Also, it could result in inequality within the entity, as some employees could be rewarded more than others, even if their performance is not as better.
Moreover, reward for performance and contributions could be expensive for entities since the cost of giving rewards can quickly add up. Also, it could be hard to execute rewards equitably and fairly since it can be difficult to measure performance and contribution consistently (Mone and London, 2018). Hence, organisations should understand these pros to utilise them for maximisation. Similarly, they should consider the drawbacks when implementing rewarding policies and plans before evading the inconveniences.
Mone, E. M., and London, M. (2018, January 8). Employee engagement through effective performance management | A Pract. Taylor and Francis. Available at: https://www.taylorfrancis.com/books/mono/10.4324/9781315626529/employee-engagement-effective-performance-management-manuel-london-edward-mone-edward-mone-manuel-london
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