Activity 1
The organizational structure can have profound effects on the employees ranging from employee morale, performance and internal communications. Communication among employees and departments, which is vital for the success of any company, depends on the rigidity of the organizational structure (Watson, 407). A company with a stiff structure may have trouble concerning access to information necessary for completing certain tasks. Having a flexible structure ensures that employees from different departments can communicate with each other enabling exchange of information (Watson, 409). A rigid organizational structure is likely to stifle the creativity of employees. It is because of bureaucracy that may result from having a rigid structure. As such, creative ideas of the employees are likely to get lost along the chain of command. It is likely to lead to a company’s stagnation and low staff morale because their ideas never materialize (Watson, 410). Organizations with tall organizational structures also suffer from strained communication due to the number of channels information goes through, as opposed to a flat organization (Watson, 413).
An organizational culture that incorporates the employee’s voice makes them committed towards the company (Ashkanasy, Celeste and Mark, 213). It is because each individual employee aligns their goals and objectives with those of the company (Ashkanasy, Celeste and Mark, 213). Thus, the effect is that an employee’s success can only mean success of the whole organization. An organization's culture that reinforces managers as taskmasters rather than facilitators forces employees to work under fear and distrust. In such an environment, employees are not involved in the development of organizational goals and objectives. Therefore, the personnel will feel distanced from the organizational goals resulting in a lack of cooperation among the employees and departments (Ashkanasy, Celeste and Mark, 213). The lack of cohesion of efforts can have detrimental effects on the organization.
Employees come from different backgrounds and cultures with varying beliefs, values, attitudes and customs. This process results into personal differences in the workforce. Personal differences translate to diverse individual behaviors (Parikh and Rajen, 20). The behavioral diversity affects workers’ productivity, creativity, and performance. For instance, people react differently to change. People, who are averse to change, will resist change while those seeking change will be receptive of the change. Thus, the person averse to change is likely to play a withdrawn role from the activities of the organization while the change seeker is likely to promote the activities that accompany that change (Beerel, 142).
The autocratic style of management may be suitable when effecting change where the employees are averse to change. If this change is deemed mandatory, but faces substantial resistance due to the attitude of the people towards change, then the autocratic management style is best suited (Beerel, 143). The democratic management style is suited in environments where people are receptive of other people’s ideas (Beerel, 143). In cases where change needs to be effected, the people’s input on how the change needs to be effected is crucial. However, the democratic system has proved far more efficient in dealing with behavioral differences. However, managers in order to provide different dimensions in view of the different ideological perspectives of the human resources use both styles interchangeably.
Activity 2
The autocratic style of leadership does not allow for the participation of team members in decision-making. The leader bears the sole responsibility of decision-making, goal determination, and strategy formulation (Beerel, 146). The team leader is motivated because they bear the responsibility of success or failure. The subordinates will have no morale as they were not involved, and this may lead to resistance. Under a participative leadership style, each staff members' input is important, though the final decision is reserved for the leader. Employees are motivated because they set the goals for themselves and are involved in decision-making (Beerel, 147). In this leadership style, team members are contented with their respective roles and each work towards performing these roles. They are likely to perform better due to the cohesion in their efforts. The fact that members set the goals, both individually and collectively means there are few instances of conflict. Moreover, there will be increased efficiency due to avoidance of duplication of efforts. The laissez-faire leadership approach leaves decision making to the team members. It often leads to a lot of confusion due to a blurred chain of command (Beerel, 149). It leads to low motivation levels to both individuals and the team.
Employees seek convenience in the performance of their tasks. Flexible work practices increase an employee’s motivation towards work. Employees understand their own strengths and weaknesses (Jackson, Randall, Steve and Susan 90). Consequently, an employee is better suited to use, flexible work practices to their advantage by maximizing on their strengths and minimizing weaknesses. This process results in greater performance and increased productivity. The organization, thus, benefits from the improvement in employee performance (Jackson, Randall, Steve and Susan 90).
The workplace environment plays a major role in the motivation of staff members, and consequently, their performance. The work environment entails an employee’s interaction with the organization, especially their immediate surroundings (Jackson, Randall, Steve and Susan 90). It includes their relationships with supervisors and team members. If employees perceive themselves as integral part of the organization, then they are likely to be highly motivated and committed. Staff commitment means low levels of turnover, which is key for any organization (Jackson, Randall, Steve and Susan 90). Whereas, if an employee feels left out, they will perceive themselves outsiders. An employee can determine this through the manner they interact with other people within the workplace environment.
An organization’s ethical practices are likely to influence an employee’s perception of the company’s adherence to policies concerning fairness and equality. An organization should adhere to such policies when performing human resource functions, specifically, recruitment and promotion (Reilly, Sirgy and Gorman, 200). Employees of an organization that adheres to its ethical standards will believe in the appraisal process. They will feel satisfied that employees are rewarded based on merit (Reilly, Sirgy and Gorman, 201). It will have a great effect on the amount of effort employees will put in realizing goals and objectives. For instance, in a company that has a history of unethical practices; employees will develop distrust on the company’s staff appraisal and subsequently its recruitment and promotion processes. It can have a negative effect on the amount of effort put in by the workers. They believe that even if they work hard, their efforts will not be rewarded (Reilly, Sirgy and Gorman, 201).
Employee involvement in the corporate social responsibility is another way companies are using to motivate their employees (Benn and Dianne, 167). The staffs come from diverse backgrounds and they want to give back to the society. Corporate social responsibility programs give employees this chance. Furthermore, it strengthens the bonds between workmates, as they work together towards a great course (Benn and Dianne, 167). It accomplishes this through the informal nature of their engagements during the programme. In addition, because it involves workers of a company, it enables acceptance of other people’s cultures leading to the creation of an inclusive and harmonious environment. This process leads to a better workplace environment conducive for achieving organizational goals (Benn and Dianne, 167).
Activity 3
The theories of motivation reveal the factors that motivate employees. Moreover, consider the factors that cause satisfaction, and not those that cause dissatisfaction. The theories further highlight the sequence in which these needs must be fulfilled in order to bring about motivation and satisfaction (Holman, 156). Maslow’s hierarchy of needs is used in the development of human resources, workers have varying needs and different priorities of fulfilling their needs. Therefore, the personnel department should identify the position of each employee in the hierarchy and motivate them by rewarding their performance with the successive needs in the hierarchy (Holman, 157). Each employee will work towards the organizational goal and derive satisfaction because their effort is rewarded. Herzberg’s two-factor theory helps organizations focus on those factors that contribute to their worker motivation. In doing so, it ensures each member of staff is happy in contributing towards organizational goals (Holman, 160).
Mentoring can be used as a way of ensuring a smooth transition of leadership during succession of a company’s leader (Baron and Michael, 143). Having a mentor, the successor is familiarized with the demands of the position. Mentoring is also used for creating a bond in the company as it employs the use of organizational role models. Giving each employee a chance to work with their role model fosters the feeling of belonging among the employees (Baron and Michael, 144). Getting a chance to interact with them helps ease tensions among employees and improve communication. It is important because it improves employee retention since they feel that they belong in the organization (Baron and Michael, 145). Open and free communication can spur creativity, which is mandatory for growth.
Coaching and mentoring are used in the induction of newly recruited personnel. The coaches and mentors help them settle in and adapt to the company (Baron and Michael, 153). They introduce them to the values, principles, policies, organizational culture, and most importantly to their colleagues. How an employee is incorporated into the organization determines their feeling of belonging (Baron and Michael, 155). It is also imperative that new employees settle early without complications. The coaches and mentors are charged with these responsibilities.
Coaching and mentoring also help in enhancing team efficiency in the company at an organizational level (Baron and Michael, 162). Mentors and coaches are better placed to identify the strength and weaknesses of the individual employees. Hence, strategies developed take into account the different abilities of employees (Baron and Michael, 163). It enables teams to function smoothly increasing their efficiency.
Training and development increases worker's capabilities with regards to adopting new technologies (Buckley and Caple, 287). This process enables an employee to take advantage of the new technology to improve their performance of tasks. It also prevents the employee from being redundant. New technologies may render the previous skills-set inappropriate and may result in personnel layoffs (Buckley and Caple, 287). Providing the staff with an opportunity to avoid potential layoffs may lead to increased motivation and commitment, which is beneficial to the organization. Every company, craves for the stability of their workforce, and training and development accomplishes this objective.
Employees are, usually, motivated for training and development programs to increase their chances of promotion (Buckley and Caple, 290). Training and development leads to increased innovation among employees. The staffs are taught about emerging trends and issues in their industry. This situation helps them anticipate the opportunities and threats that come with them (Buckley and Caple, 290). As a result, the employees are better placed to develop strategies and products that look to exploit these opportunities while neutralizing the potential effects of the threats. Innovation is necessary for the continuity and growth of the organization.
Activity 4
Recruitment and selection are used to identify the candidates who fit the organization because they have the needed skills, knowledge, and competencies (Buckley and Caple, 297). This way, an organization ensures that the staff members are compliant with the goals and objectives of the company. Companies provide employees with a chance to enhance their performance through training and development. It also allows for succession planning. The employee’s performance is also assessed to gauge whether the employee is performing according to expectations (Buckley and Caple, 300). It highlights areas where the employee needs to improve. It allows for the investigation of the reasons why an employee’s performance is not satisfactory. Engaging employees offer direct feedback on their views concerning satisfaction. Staff appraisal is concluded by rewarding effort. This process serves to encourage other workers to put in similar effort (Buckley and Caple, 302). Companies offer their workers various rewards ranging from increased pay to holiday trips. Their achievements are also recognized in the company’s annual events. All these strategies are meant to keep the staff motivated in their work.
Recruitment policies have been effective in helping companies acquire the personnel that are in line with goals and aspirations of the organization (Jackson, Randall, Steve and Susan, 130). Thus, these employees have no problem identifying with the company due to the alignment of their goals with those of the company. Training and development have played a pivotal role in facilitating employee retention, as well as maintaining motivation levels (Jackson, Randall, Steve and Susan, 132). Employees are more loyal to companies that offer training and development than those that do not. It also helps keep the employee motivated because training and development prepare them for future promotion. Performance measurement has been key in ensuring that staff performs to the best of their abilities. Employee engagement is rather difficult to evaluate, but has had a profound effect on employees feeling of belonging (Jackson, Randall, Steve and Susan, 130). Reward and recognition also impact performance measurement.
Companies should incorporate strategies that foster inclusiveness in a diverse workforce. Diversity is integral in ensuring constant innovation by employees of an organization. Team members need to appreciate and accept diversity and realize growth with increased innovation (Reilly, Sirgy and Gorman, 220). Inclusiveness reinforces collaboration among team members, reducing conflicts. This proves results in increased efficiency and subsequently productivity.
Work Cited
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