...to ignore how this psychological aspect affects the workplace. In organisational settings, stress can generate very significant consequences on a number of different aspects, including employee motivation. For this reason managers and leaders must consider stress factors and provide effective stress management initiatives in the workplace (Nikkos et al., 2010). This paper will outline the main aspects of stress in the workplace and how it affect employers in organisational settings. The effect of stress in the workplace can have dramatic consequences within the workplace. Stress can affect the employee’s behaviour with other employees, Stress can significantly reduce employee concentration and even affect mood swings. Stress also reduces the likeliness of the success of any motivation techniques implemented by managers and leaders. Motivation plays a very important role in all organisations. Generally, high levels of employee motivation can have a positive effect for business entities, helping them to achieve success and organisational aims. Different experts have investigated the subject. The examination of the notion of motivation within work settings has become the focus of the work of several theories of management science. Employees must be motivated to work effectively and efficiently. Stress can lower the employee’s motivation levels. As Nikkos et al. indicated in their analysis of stress in the...
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...Organisational Behaviour in Hospitality Industry BY GORICA STANISIC NOVEMBER 20, 2013 Lashley and Morrison (2000) have produced definition of hospitality industry; which they see it as, compromises of commercial organisations that specialise in providing accommodation, food and drink through voluntary exchange, and highlighted that the issue of human exchange is a hart of the hospitality concept. Barrows and Powers (2009) have pointed out that hospitality industry includes hotels and restaurants and other kinds of institutions that offer shelter or food or both of them to people away from their homes. Research conducted by Hayes and Ninemeier (2009) have stated that hospitality industry has often been described as a people business. Hospitality industry is UK’S fifth largest employer and plays vital role in UK industry, employing more than 2.4 million people. Hilton Hotels Corporation is the leading global hospitality company with more than 3,000 hotels in over 74 countries (Hilton Worldwide; 2012). Understanding group behaviour in an organisational environment is a challenge and great managerial tasks. A leading author, Mullins (2007) has pointed out that organisational behaviour is concerned with study of the behaviour of the people within organisation. In his research Singh (2007) argued that organisational behaviour is a way of thinking and it is directly concerned with understanding, prediction, and control of human behaviour and application...
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...The key function of managers is 'getting things done' through employees. The following assignment looks at the role of motivation and why it is essential for managers to be aware of the various motivational theories and how the motivational theories could be implemented in a professional context to achieve organisation's goals and objectives. Motivation has been defined as: the psychological process that gives behaviour purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, & Lindner, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian, 1993). Organisations exist to achieve corporate objectives and employees working in those organisations aide in achieving those objectives by working towards their individual goals and targets. In an ideal world, if every individual was providing his best performance then organisational goals would be met sooner too; however in the real world it is often not the case. Organisations lag behind and more often than not the reason is a demotivated staff. An understanding of the basic human nature is important for effective employee motivation in the workplace and also for effective management and leadership. Struggling with your essay? We can help! We can help get your coursework back on track, take a look at our services to learn more about how we can help. Custom Written Work Guaranteed on Time ...
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...- the people working there, who individually and collectively contribute to the achievements of the objectives of the business. The term Human resource management is therefore also widely known as "Personnel Management" as a description of the process of managing people in organisations. In a constantly changing world, which requires flexible responses, with strong competition from nearly every continent, due to increased globalisation, it is important for organisations to have some kind of competitive edge. Especially in the service industry, but more generally spoken throughout every industry, the human leverage is the most contributing factor to being competitive and making a difference to customer satisfaction and general organisational performance. Other elements effecting HRM and increasing its importance are technological changes, increasing litigations due to changes in legislations worldwide (e.g. EU) and the changing characteristics of the workforce (e.g. diversity). That is why HRM is important for an organisation to improve the competitive advantage. Professor Pfeffer (cited by Bernadin, H.J., Chapter1, 2007) notes that "traditional sources of success (e.g., speed to market, financial, technological) can still provide competitive leverage, but to a lesser degree now than in the past, leaving organizational culture and capabilities, derived from how people are managed, as comparatively more vital." The main functions of HRM (Human Resource Management) are to employ...
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...Strategic Human Resource Management Student Name Student ID Table of Contents Introduction 3 LO: 02:1 Be able to develop human resource plans for an organization 3 2.2 Assess the human resources requirements in a given situation 5 2.3 Develop a human resources plan for an organisation 7 2.4 Critically evaluate how a human resources plan can contribute to meeting as organisation objectives 8 LO: 03: Understand human resources policy requirements in an organization 9 3.2 Analyses the impact of regulatory requirements on human resource policies in an organisation 10 4.1 Analyses the impact of an organisational structure on the management of human resources 11 4.2 Analyses the impact of an organisational culture on the management of human resources 12 4.3 Examine how the effectiveness of human resources management is monitored in an organisation 14 4.4 Make justified recommendation to improve the effectiveness of the human resources management in an organisation 15 Conclusion 15 References 16 Figure 1 HR Planning 4 Figure 2 HR Planning process 7 Figure 3 Balance score card in practical 15 Introduction Organisations within today’s labor markets cannot be pretermission on increasing position of managing human resources. It is appreciated that the ways in which human resources are accomplished in employing organisations is energetic for the employer. Human resource (HR) system encirclements all the policies and performs that will ensure that right personnel...
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...3) Critically discuss how knowledge of process theories of motivation should influence managing the performance of diverse teams within global organisations. Introduction Employee performance has commonly been shown as the function of ability, motivation and situational circumstances, with this one equation it can now be seen that although having talent within an organisation is important, without motivation employee performance can never be optimised. Motivation is considered the be the driving force behind the behaviours we carry out to achieve a goal, finding and creating the right motivational triggers for an employee can prove troublesome, but it is of the upmost importance if a business wants to become successful (Burford et al 1995; Nhat et al 2013). Theories surrounding the mechanism as to how motivation is precipitated within an individual or group are known as process theories of motivation (Ashleigh and Mansi, 2012). Process theories have been largely influential for organisations who are considering how they can optimise motivation; however with the growth and development of multinational organisations can they still be effectively applied? Hofstede’s (1980) work surrounding the pertinence of American motivational theories in different cultural settings identified several key cultural dimensions which should be taken into account. Of this the Individualism Dimension (IDV) was highlighted as having a prominent effect on how motivational theories could be applied...
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...criticism on key flexibility in the organisation behaviour that relates to employee productivity and motivation. The essay will study the fundamentals of employee motivation, to accomplish consequential productivity in a workplace. This essay is based on one aspect which is motivation in this case of organisational behaviour. The essay will demonstrate the relevance and significance of motivational aspect of organisational behaviour within the workplace. Lastly, the essay will provide recommendations for organisational effectiveness with concerns to motivation by applying the understanding of hypothetical theory. There are various theories about motivation that will be debated below. Though, it is not possible to identify a precise theory that delivers a single universal realism. Motivation is a compound perception influenced by many individual and situational variables. The basic procedure of motivational procedure is what takes to inspire people to work. According to Hellriegel & Slocum (2007) When deal with there are four different approaches they are as follows meeting the basic need of the employee, designing jobs that motivate people, rewards available when meet the expectation of the organisation and lastly treating people equitably. So, before we analyse the process of motivation it necessary to understand the definition of motivation. Motivation “is a process which starts or improves organisational behaviours, encourages an outgoing activity and directs activities towards...
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...Pfeffer’s set of best practises echo of Taylor’s “One Best Way” and scientific selection of people, and welfare theorists such as Robert Owen and Elton Mayo’s recognition of the need for, and benefits from, improved working conditions and motivation can be seen as the origins of organisational culture and motivation theory. Just as each theory reflected the influencing environment of its time, both internal and external, the political, social, economic and other changes of the past 20 or so years, has evolved people management to where human resources management (HRM) is today. Over this period, the global and local business environment has prospered and suffered, industry and organisations have grown and retrenched, and against these backdrops, ideas on what approach best yields superior employee/organisational performance has evolved, with HRM the widely supported approach in today’s business environment. The popularity of HRM rose from US theorists in the 1980’s such as Storey, whose “ideal type” of HRM pinpointed 27 differences (Appendixes 1) between the personnel management role, “essentially an administrative support function…perceived as being remote from business performance issues” (Storey, 2007, cited in Beardwell and Claydon, 2010, p. 21) to encompass, “all management decisions and action that affect the nature of the relationship between the organisation and its employees”. (Beer et al, 1984, cited in Armstrong...
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...Bangkok, established by local investors. The ownership of the hotel was later transferred to the American Hotel Chain. John Becker a man with a good history in organisational management became the General Manager. Becker introduced an empowerment strategy as an aspect that would increase employee motivation and satisfaction. The practice reduced the bureaucratic governance that was embedded in the past management. The employees were now able to get involved in decision making, creativity, and innovation. Interaction with top management was also encouraged. Becker's policy however did not improve the performance of the organisation, he spent a great deal of time solving employee problems, there was an increase in the number of complaints by customers and an increase in mistakes made by the employees. The performance of the organisation therefore deteriorated. Symptoms & Causes of Deterioration of Performance: Symptoms & Causes of Deterioration of Performance, Cultural factors, Communication factors, Staff performance: 1. Personality and organisational fit 2. Job design and role ambiguity 3. Espoused and enacted values Power hierarchy & decision making process 4. Stress 5. absenteeism, 6. high staff turnover and 7. Job satisfaction Major issues in the case: Major issues in the case Organisational change inadequately managed. • Following this, Becker did not employ a communication strategy that supported the dissimilarity between management and...
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...Executive summary The Main aim of this study is to show that the organisation culture actually influence the ability of a business in getting good outcomes by motivating the employees. INTRODUCTION TO ORGANISTION'S CULTURE It can be noticed that now organisation's culture have great importance in the management of human resources for having a growth in corporation or organisations performance and for the better achievements. In many developed countries organisation's culture has been recognised as main source of difference in performance practices. organisation's culture helps us to identify the organisation's beliefs, meanings, values, norms and rituals in which things are done in the organisation. The concept of culture is the environment and executions that organisation develop around their employees working, or to promoted values and statement of beliefs of an organisation (Schein, 2004). In short organisation's culture contains what it has been good at and what has worked in past. these executions and practices are easily accepted by the long term employees often called legends of organisation. these legends helps to new employees to learn things. apart from practices, norms have its own importance within organisation. A norm is a expected behaviour pattern that is part of culture. employees worked according these norms under a organisation. As personality and character shows a person's behaviour similarly, behaviour of a group through the shared norms of organisation...
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...credit has been acknowledged. Task 1 1.1 You are required to select any two companies from UK energy industry to compare and contrast the different organisational structures and culture with another company from the same industry. 1.2 Explain how the relationship between structure and culture can impact on business performance of the first organisation you have selected 1.3 Also discuss the factors which influence individual behaviour at your first organisation that you have chosen. Task 2 2.1 Compare the effectiveness of different leadership styles with another business organisation in the same industry. 2.2 Also explain how the management functions, managerial roles and management authorities will underpin their practice of this company management. 2.3 You need to evaluate the different approaches to management used by the both organisations concerned in this task. Task 3 3.1 You have to discuss the impacts on different leadership styles on organisational motivation throughout the change of periods in the first organisation you select in the task 1. 3.2 You need to compare application of two different theories within your work place in the same organisation. 3.3 Evaluate the usefulness of these motivation theories for the managers in your organisation concerned in this task. Task 4 4.1 Explain the nature of groups and group behaviour within the...
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...Wiley (2012:2) identifies employee engagement as: 'The extent to which employees are motivated to contribute to organisational success, and are willing to apply discretionary effort to accomplishing tasks important to the achievement of organisational goals'. In contrast to this Swarnalatha and Prasanna (2013:52) claim that: 'Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organisation that profoundly influences their willingness to learn and perform is at work'. This description opposes that engagement is distinctively diverse from employee motivation, organisational culture and employee satisfaction. The reality is that there is no one agreed definition of employee engagement as there are over 50 definitions that all have variations between them. Although recent reviews by researchers show that there is a similarity in the key components of the varied definitions, these common components that are acknowledged include employee association with organisational goals and a compliance to exert discretionary effort, commitment, enthusiasm for work and organisational pride (Schneider et al, 2009). In the recent years there has become a gradual interest in employee engagement. Firstly the reasons for this is the correlation with organisational performance. By improving employee engagement it can beneficial to companies in order to improves its organisational performance. McLeod and Clarke (2009) suggests...
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...When referring to a 'working person' what are the underlying models and frameworks influencing and guiding a person's behavior and actions in a professional environment and impact on one's work performance in the workplace. A working person is the one who, whether skilled or unskilled, earns his living at some manual or industrial work. The people who are able and likely to work between the age group of 20-65 years comes under the category of working person and who contributes to growth of an economy of a country. Each region may have different range of ages, but generally 20-65 are used. An individual and his/her behavior cannot be understand without considering various aspects of that individual's environment i.e. social, political, familial, temporal, spiritual, and economical. A working person's behavior may be affected by any of these aspects. A person-in-environment will provide more adequate framework for assessing an individual and his/her problems and strengths than an approach which focuses only on changing an individual's behavior, or that focuses only on environment conditions. There were a number of historical developments in the first two decades of the 20th century which leads to the more formal view of the concept in the emerging profession. A person working in an organisation is affected by many factors. Decisions about right or wrong permeate everyday life. Ethics concerns person's all levels of life...
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...HRM on organisational performance Anastasia A. Katou University of Macedonia (GREECE) akatou@uom.gr Received September 2008 Accepted December 2008 Abstract: The purpose of this paper is to measure the impact of HRM on organisational performance in the context of Greece. Data were collected from 178 organisations using a questionnaire survey in the Greek manufacturing sector, and analysed using the ‘structural equation modelling’ methodology. The results indicated that the relationship between HRM policies (resourcing and development, compensation and incentives, involvement and job design) and organisational performance is partially mediated through HRM outcomes (skills, attitudes, behaviour), and it is influenced by business strategies (cost, quality, innovation). Thus, the contribution of this study for academics and practitioners is that HRM policies associated with business strategies will affect organisational performance through HRM outcomes. Keywords: HRM policies, organisational performance, Greece 1 Introduction Over the last ten years significant steps forward have been made in identifying the HRM – performance relationship. However, serious gaps in our understanding still remain with respect to the causal ordering of the variables involved in the HRM – performance relationship (Purcell, Kinnie, Hutchinson, Rayton, & Swart, 2003; Wright, Gardner, Moyniham, & Allen, 2005). Specifically, in analysing the impact of HRM on organisational performance, each...
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...improving themselves in terms of operations and performance. This is not only vital for meeting their organisational objectives, but also for sustenance (Zheir et al, 2012). Previous researches and studies claim that leadership is the key factor for an organisation or business to survive, operate and perform in today’s competitive market (Ximane,2015);(Bass,1990);( Jung, 2002). Furthermore proper leadership is the strategic element in increasing and achieving organisational goals (Bass &Avolio, 1995) ;( Yousef, 1998). On the other hand, some researches and studies contend that organisational leadership is an embellished concept in that it is not necessary in attaining organisational performance since there are other internal and external factors that come into play ( Ismail et al,1998; (Bass& Avolio,2002;(Munjis,2011). A number of researches and studies have been carried out to demonstrate that leadership and organisational performance, commitment and innovation go hand in hand (Judge, Bono, Ilies and Gerhardt, 2002; Judge and Piccolo, 2004; Keller, 2006; McGrath and MacMillan, 2000; Meyer and Hepard, 2000; Purcell, Kinnie, Hutchinson and Dickson, 2004; Yukl, 2002). Conversely, some studies for instance, House and Aditya (1997) suggest that is not a key factor in achieving organisational performance, commitment and innovation. Due to the conflicting findings concerning the role of leadership and organisational performance, commitment and innovation, point out there is a...
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