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Managing and Leading People

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Introduction

CONTENTS 1. INTRODUCTION 3 2. HIGH PERFORMANCE WORKING 3 3. MANAGEMENT V LEADERSHIP 4 3.1 Leadership Approaches 5 4. MOTIVATION 5 4.1 Motivation Theories 6 4.1.1 Maslow Theory 6 4.1.2 Herberg's Theory 7 5. COMPANY'S HR DEPARTMENT 7 5.1 Performance Appraisal Scheme 8 6. CONCLUSION 9 7. RECOMMENDATIONS 9 8. REFERENCES 11 9. APPENDICES 12 9.1 Appendix A 13 1. INTRODUCTION Talent management can be seen as a young person's domain, with advice and assessment reserved for up and coming employees at the expense of more experienced staff. (People Management Magazine 29 November 2007). However, this can be argued and can fall into a trap which some employers believe an employee somehow becomes less talented and less motivated as they progress through their career. This report evaluates leadership, managing people and focuses on talent management of my current employer. I will analyse how employers can inspire their staff and what motivates an employee at work. My employer Company International plc (Company) is a leading Japanese financial services group with Partners and Clients all around the world in 30 different countries. Company's mission is enriching society by delivering superior investment services. This requires a culture that nurtures the best talent and allows outstanding individuals to thrive. Throughout this report I am going to be focusing on one area of my organisation that I am most familiar in, which is the Human Resources department. About three months ago, Company's HR department was restructured, making managers and support staff interact more with each other and working as a service centre hub rather than individually. This restructure was also to make the support for the business stronger and more effective, making employees more knowledgeable but reducing the size of the department. ...read more.

Middle

At the level of Self Actualisation, the individual is continuously concerned with self fulfilment so continues to be motivated. It is believed that Maslow created this theory to apply in an ideal situation, but an ideal situation is hardly found in organisations. Individuals, in practice do not pursue their needs in an orderly way as Maslow suggests, but trade off needs according to the circumstances they find themselves in. 4.1.2 Herzberg's Theory Herzberg in a bid to examine the suggestions made by Maslow, conducted an experiment. Employees were asked to describe times when they felt satisfied or dissatisfied with their jobs. It was shown that in situations where the individual has a high level of self control and which is an integral part of the work itself was seen as sources of satisfaction, but were rarely mentioned as a source of dissatisfaction. He called these situations satisfiers (or Motivators) and they include the following work attributes: * Achievement * Responsibility * Advancement * Recognition * Incidents involving the work itself Herzberg found that situations which were controlled externally were seen as sources of dissatisfaction, but rarely mentioned as sources of satisfaction. He called these situations dissatisfiers (or Hygiene factors) and they include the following work attributes: * Working Conditions * Pay * Supervision * Security * Safety * Company Policy * Incidents involving interpersonal relationships These attributes satisfy Maslow's lower needs level. He agrees that the dissatisfaction stems from unmet lower needs, but gratified lower needs do not produce satisfaction, but merely remove dissatisfaction. 5. COMPANY'S HR DEPARTMENT It could be argued that Company restructured their HR department due to the fact that employees were not motivated in their position. ...read more.

Conclusion

Group appraisals may be advantageous for such employees as they would probably be more forthcoming to state their views during team work. Senior management should ensure that performance appraisals at junior levels ie for staff who are in the forefront of service delivery, involve greater staff involvement in target setting. Even they can be motivated through job design which according to Herzberg, builds motivators such as responsibility, recognition and advancement of opportunities into their job content. It is a widely held belief, that most people are not motivated by pay, especially in organisations such as Company, where pay is not linked to performance but to other criteria such as the employee's length of service. At Company, staff pay is determined by national terms and conditions, and regardless of employee performance. The expectancy theory, performance resulting in reward, is relevant here. Staff, especially those at the top level would see no reason to work harder as this will not give them the reward of extra pay. Herzberg classifies pay as a dissatisfier or hygiene factor, especially when it is very low. Pay might only motivate when it is seen as a merit award in recognition (Herzberg's motivator) of work achieved. Even though money does not motivate most people, it does help to keep them satisfied in work as it reflects basic personal needs outside the workplace, according to Maslow's lower levels of need. Due to the restructure, Company is now working towards improving the remuneration scheme, which will help to motivate staff and improve service delivery. Attaining the Improving Working Lives (IWL) standard will ensure that the company embraces their best employment practices, where human resource management is integral to the workforce delivery plan, the company's business plan and service delivery strategies and for all members of staff. 8. ...read more.

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