People Management

Unit Level-5
Unit Code Y/503/7073
People
Management
PEOPLE MANAGEMENT
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Assignment
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PEOPLE MANAGEMENT
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Submitted
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PEOPLE MANAGEMENT...................................................................................................................................... 1
ASSIGNMENT........................................................................................................................................................ 2
ON.......................................................................................................................................................................... 2
PEOPLE MANAGEMENT...................................................................................................................................... 2
SUBMITTED........................................................................................................................................................... 2
TO........................................................................................................................................................................... 2
SUBMITTED........................................................................................................................................................... 2
BY........................................................................................................................................................................... 2
ACKNOWLEDGEMENT......................................................................................................................................... 6
EXECUTIVE SUMMARY........................................................................................................................................ 6
ABSTRACT............................................................................................................................................................ 6
INTRODUCTION.................................................................................................................................................... 6
TASKS-1 THE ORGANIZATIONAL STRUCTURE AND CULTURE AND ITS IMPACTS ON PEOPLE...............7
1. THE ORGANIZATIONAL STRUCTURE ................................................................................................................... 7
1.1.THE ORGANIZATIONAL CULTURE ...................................................................................................................... 7
1.2. AN ANALYSIS ON HOW ORGANIZATIONAL STRUCTURE AND CULTURE IMPACTS ON PEOPLE .................................8
TASKS-2 APPROACHES TO MANAGING ON THE DIFFERENCES BETWEEN INDIVIDUALS THAT IMPACT
ON THEIR PERFORMANCE AT WORK................................................................................................................ 8
2. APPROACHES TO MANAGING DIFFERENCE IN PEOPLE ......................................................................................... 8
2.1. PERSONAL DIFFERENCES AND ITS IMPACTS ON INDIVIDUALS BEHAVIORS AT WORK............................................9
2.2. THE MANAGEMENT STYLE REQUIRED TO DEAL THE DIFFERENCES IN BEHAVIORS................................................9
MATURITY LEVEL............................................................................................................................................... 10
APPROPRIATE LEADERSHIP STYLE............................................................................................................... 10
M1......................................................................................................................................................................... 10
LOW MATURITY.................................................................................................................................................. 10
S1......................................................................................................................................................................... 10
TELLING/DIRECTING.......................................................................................................................................... 10
M2......................................................................................................................................................................... 10
MEDIUM MATURITY AND LIMITED SKILLS ..................................................................................................... 10
S2......................................................................................................................................................................... 10
SELLING/COACHING.......................................................................................................................................... 10
M3......................................................................................................................................................................... 10
MEDIUM MATURITY, HIGHER SKILLS BUT LACKING CONFIDENCE............................................................10
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S3......................................................................................................................................................................... 10
PARTICIPATING/SUPPORTING......................................................................................................................... 10
M4......................................................................................................................................................................... 10
HIGHER MATURITY............................................................................................................................................ 10
S4......................................................................................................................................................................... 10
DELEGATING...................................................................................................................................................... 10
TASKS-3.............................................................................................................................................................. 11
3. THE ORGANIZATIONAL FACTORS THAT IMPACT ON PEOPLE PERFORMANCE..........................................................11
3.1. THE EFFECT OF LEADERSHIP STYLES ON INDIVIDUAL AND TEAMS....................................................................11
3.2. THE BENEFIT OF FLEXIBLE WORKING PRACTICES TO BOTH INDIVIDUAL AND ORGANIZATION...............................11
3.3. THE MOTIVATIONAL THEORIES AND HOW WORKING ENVIRONMENT IMPACT ON PEOPLE PERFORMANCE..............12
3.4. THE ETHICAL PRACTICES OF AN ORGANIZATION AND HOW IT IMPACT ON MOTIVATION LEVELS...........................12
3.5. THE SOCIAL CORPORATE SOCIAL RESPONSIBILITY AND HOW ORGANIZATIONS USE THIS AGENDA TO MOTIVATE
EMPLOYEES........................................................................................................................................................ 12
TASKS-4 METHODS FOR DEVELOPING HUMAN RESOURCES.....................................................................13
4. THE METHODS FOR DEVELOPING HUMAN RESOURCES.......................................................................................13
4.1. THE APPLICATION AND EFFECT OF MOTIVATION THEORIES TO DEVELOP PEOPLE IN ORGANIZATIONS..................13
.............................................................................................................................................................................. 16
4.2. THE VARIOUS USES OF COACHING AND MENTORING IN ORGANIZATIONS...........................................................16
4.3. THE BENEFITS OF TRAINING AND DEVELOPMENT TO BOTH INDIVIDUALS AND ORGANIZATIONS............................16
TASKS-5 HOW PEOPLE ARE MANAGED WITHIN AN ORGANIZATIONS......................................................17
5. A REVIEW ON HOW PEOPLE ARE MANAGED WITHIN ORGANIZATIONS...................................................................17
5.1. THE PEOPLE MANAGEMENT STRATEGIES USED IN AN ORGANIZATION...............................................................17
5.2. THE IMPACT OF PEOPLE OF MANAGEMENT STRATEGIES USED IN ORGANIZATIONS.............................................17
5.3. RECOMMENDED STRATEGIES FOR TO PROMOTE HIGH LEVELS OF PERFORMANCE.............................................18
THE OVERALL BUSINESS STRATEGY OF AN ORGANIZATION SHOULD BE BUILD HEALTHY
ORGANIZATIONS, SUCH AS IT SHOULD DISPLAY AUTHENTICITY, VALUE PEOPLE, DEVELOP PEOPLE,
BUILD COMMUNITY, PROVIDE LEADERSHIP AND SHARE LEADERSHIP (APPENDICE-2). MOREOVER IT
SHOULD BUILD INDIVIDUAL AND GROUP CAPACITY INDIVIDUAL AND GROUP SKILLS AND FULFILL
INDIVIDUAL AND GROUP POTENTIAL............................................................................................................. 18
FINDINGS............................................................................................................................................................. 18
CONCLUSION...................................................................................................................................................... 19
RECOMMENDATIONS........................................................................................................................................ 19
THE OVERALL BUSINESS STRATEGY OF AN ORGANIZATION SHOULD BE BUILD HEALTHY
ORGANIZATIONS, SUCH AS IT SHOULD DISPLAY AUTHENTICITY, VALUE PEOPLE, DEVELOP PEOPLE,
BUILD COMMUNITY, PROVIDE LEADERSHIP AND SHARE LEADERSHIP (APPENDICE-2). MOREOVER IT
SHOULD BUILD INDIVIDUAL AND GROUP CAPACITY INDIVIDUAL AND GROUP SKILLS AND FULFILL
INDIVIDUAL AND GROUP POTENTIAL............................................................................................................. 19
REFERENCES..................................................................................................................................................... 19
BIBLIOGRAPHY.................................................................................................................................................. 29
APPENDICES...................................................................................................................................................... 38
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APPENDICE-1...................................................................................................................................................... 38
APPENDICE-2...................................................................................................................................................... 39
APPENDICE-3...................................................................................................................................................... 39
APPENDICE-4...................................................................................................................................................... 41
APPENDICE-5...................................................................................................................................................... 41
APPENDICE-6...................................................................................................................................................... 43
APPENDICE-7...................................................................................................................................................... 44
APPENDICE-8...................................................................................................................................................... 45
APPENDICE-9...................................................................................................................................................... 46
APPENDICE-10.................................................................................................................................................... 47
APPENDICE-11.................................................................................................................................................... 48
APPENDICE-12.................................................................................................................................................... 48
APPENDICE-13.................................................................................................................................................... 49
APPENDICE-14.................................................................................................................................................... 50
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Acknowledgement
The senior managers and board of directors to be submitted this report on people management
strategies that used in various organizations in different industry sectors and the impacts of it
have on people those who works in them gratefully remembered for provided this research
opportunity, besides that those who interacted from various industry sector organizations and its
functional department heads to gather information to formulate views on people management
has been gratefully acknowledge.
Executive Summary
This report provides an analysis and evaluation of the motivational factors that exists in an
organization. The method of analysis used the historical research papers and results, information
from website, published books and journals and articles. The result found that, the greater
adoption of HR practices has a dynamic effect to reflect the productivity of people and clear
vision and integrated values can positively impact people and the association with HRM and
employee attitude also positively impact on people.
Abstract
There has been a lot of information collected and done the research to understand the
motivational factors that exists in organizations and how it impact on people and create value to
the organization. It shows that, the greater adoption of HR has a dynamic effect to reflect the
productivity and to obtain this, develop the organization as healthy and follow the strategy that
leading to healthy environment within an organization.
Introduction
The quality people management brings quality outcomes; therefore Human Resource has a
major role and contribution to shape the people. The line managers and leadership are main
players in facing the challenges in HRM and the macro factors also affect to shape the people,
besides that the employee and employer relationship, psychological contract, voice for securing
employee contract and engagement, breaching psychological contract and organizational culture
and structure are also influence the shaping of people to bring positive outcome such as
performance, skills development, accountability, productivity, financial performance, innovation
and overall performance and achievement of organizational goals. (Wilson Wong, 2009)
The multinational super market giant Tesco introduced a slogan every little
help in 1992 and a driving wheel discloses the vision, mission and strategy.
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This frame work shows the culture and structure up to an extent. The driving
wheel shows the overall culture such as no one tries to harder to the customers
and treat people how we like to be treated, besides that deals the community
with responsibility, fair and honest more over be a good neighbor. In addition,
the H.R will be treated with respect, managers will help people, make job
interesting and provide opportunities to get on work. The operations are
optimized with do right at first time, every day consistent delivery, make jobs
easier to do, and recognized significance of the job and always save time and
money. The customers are getting life time loyalty and good price and great
service from staff. These factors obviously lead to maximization of sales and
profit. (Appendice-4)
Tasks-1 The organizational Structure and culture and its

impacts on people
1. The organizational Structure
The organizational structure or the frame work is that the organization arranges the line of
authority and the communication process, besides that it allocation rights and duties. The
organizational structure decides the mode and degree to which roles, power and responsibilities
to be delegated and controlled, besides that it co-ordinate and how communicated among leads of
management. The structure based on the objectives of the organization and its strategy opted to
achieve the objectives. The centralized structure hold the decision making power in top layers of
management and control over departments, but in decentralized structure, the autonomy is
shared with departments. The organizational chart shows the organizational structure and the
objectives of the organizational structure and it consists of organizations performance, resource
utilization, accountability, co-ordination, flexibility and social satisfaction. The hierarchy
allocates the responsibility and it focused to meaningful implementation objectives by proper
allocation of resources, besides that proper control and co-ordination. (Business Dictionary,
2013)
The co-ordination, division of work, managing the activities and avoiding conflicts required a
well designed structure and it helps people for their interest and job satisfaction, The
organizational structure is in different nature with advantages and disadvantages and each
structure option based on industry size and aims, The commonly used structure are centralised
and decentralised structure, besides that entrepreneuraial structure, functional structure,
product, division, department and geographically structured and also matrix.(kotter 2006)
1.1. The organizational culture

According to Furnham.A and Gunter 1993, Cited by ( Amstrong 2006) Culture repesents the
social glue and generates a we-feeling, thus counteracting processess of differentiation
which are unavoidable part of organizational life. Organizational culture offers a shared system of
meaning which is the basis for communications and mutual understanding. If these functions are
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in a satisfactory way, culture may significantly reduce the efficiency of an
organization.
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The collaboration always has a supportive culture (Bellingham.R.2004). The organizational

culture is the sum of organizations both past and current assumptions, experiences,
philosophy and the values it hold together and expressed in self image, inner workings,
interaction with the outside world and the future expectations, besides that it is based on
shared attitudes, beliefs, customs, expressed or implied contracts and both written and
unwritten rules that it developed over period and it worked well and considered valid
(Business Dictionary, 2013)
To develop an ideal culture and the culture components, the organizational climate is vital and
to describe it in terms of values, norms, artifacts and style of management and if those are
ideal, it can build an ideal culture. The values reflects in its performance, competency,
innovative and creative nature, quality, customer service, team work and care and
consideration of people, besides that the leadership style also influence to mould the culture.
1.2. An analysis on how organizational structure and culture

impacts on people
The people are the precious resource of every organization and management of people make
difference in performance. The ideal structured and cultured organizations can make positive
impacts on people and it reflects in productivity, operations and overall performance. The
healthy organizations obviously display authenticity, value people, develop people, build
community, provide leadership and share leadership, meanwhile an individual in a healthy
organization build individual and group capacity, individual and group skills and fulfill
individual and group potential.(Appendice1 and 2) (OLA Group, 2013)
Tasks-2 Approaches to managing on the differences between

individuals that impact on their performance at work.
2. Approaches to managing difference in people
The organizations HR policy reveals values and it describes the behavior with people and
society, besides that it reflects the equity, consideration, organizational learning, performance
through people, work life balance, quality of working life and working conditions.
According to US Legal, HR policies are official guidelines and rules that are put into place by a
companys HR department to hire, train, evaluate and reward staff. Cited (Shehan, 2012)
The peoples in an organization differ individually in knowledge, skills,
experience, attitude, personality, perception, opinion, culture, beliefs and
religion. The HR activities (Appendices 5 and 6) will manage the external
environment and internal activities. The recruitment and selection process
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(Appendices 7 and 8) have different procedures and processes. The developed,
trained and experienced people team is an asset of the organization. The
knowledge, skills and abilities must compensate with tasks, duties and
responsibilities, besides that cultural and strategic fit is also a vital factor.
Therefore to develop the HR according to the standard way retains the people
and deals the HR as most precious and synchronize it with the strategy policy
of the organization and maintain the organization as reliable(Appendices-9).
Working with different people required to adopt a perspective such as finding

ways to work with different people within all types of situations to perform the
work effectively needs to shape the actions and responses to fit the individual
and organizations, therefore to develop self-management, co-operative
communication and social awareness.
2.1. Personal differences and its impacts on individuals behaviors

at work
The individual differences surely have an effect on behavior and people those who perceive the
matters differently behave differently with others, besides that people with different attitudes
respond different personalities interact differently with bosses, fellow peoples, subordinates and
customers. As a result of these individual variances, some people accept changes and some people
afraid of it, in addition some people required close supervision to present productivity and some
people not. Moreover some people adaptive to new tasks than some other. The people be
attracted by organizations and jobs based on their abilities, interests and personalities,
meanwhile the organizations select people on the basis of the following terms,
KSACS = knowledge, skills, abilities, cultural ground and strategy fit,
TDR
= tasks, duties and responsibilities
KSACS = TDR = Job success.

The effective managerial practices can identify the individual behavior differences.
2.2. The management style required to deal the differences in

behaviors
The proper management style promotes the continual growth by solving problems, enhance the
peoples satisfaction and loyalty and productivity and obviously it lead to customer satisfaction
and higher and higher returns on investment, Therefore the right management style required to
deal the differences in behavior of people. The policy makers of the organizations have a
significant part to address the strategic questions, but the leadership style is an approach to find
solutions to solve the needs of people and organizations. The ideal leadership style is that meets
the changing challenges in the business environment and the needs of the organization and
followers of the leader. The leadership styles are autocratic, transformation and democratic.
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Table 1 Leadership Maturity Level and leadership styles
Maturity Level
Appropriate leadership style
M1
Low Maturity
S1
Telling/Directing
M2
Medium Maturity and Limited skills
S2
Selling/Coaching
M3
Medium maturity, higher skills but

lacking confidence
S3
Participating/Supporting
M4
Higher maturity
S4
Delegating
Table 2 Leadership Theories
Great Man Theories
Great Leaders are born not made
Trait Theories
Cardinal Traits, central traits, secondary traits
Contingency Theories
Best suited leadership on situation
Situational theories
Authoritarian and democratic style
Behavioral theories
Behaviorism, great leaders are made not born
Participative theories
Input of others into account
Management theories
Transactional theories, transactional leadership
Relationship Theories
Transformational leaders
The Table-1 shows above the maturity level of leaders and appropriate leadership styles, besides
that the Table-2 shows the leadership theories. The transformational theory developed by MC
Gregor Burns (1970) got popularity and the elements of this theory are charismatic personality,
encouragement through motivation, intelligent inspiration and personalized attention.
Douglas Mc Greg ors xy theory reminds natural rules for managing people and theory x
authoritarian management style- describes that the average person dislikes work and avoid it,
besides that they required force and threat of punishment to work also they prefers to be directed
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, likes to avoid responsibility and to be un-ambitious and needs security for all. Theory y
participative management style people are liberating and developmental and providing
responsibility to people and have control over them, besides that gains achievements and
continuous improvements by enabling, empowering and providing responsibility. (Appendice-10)
(Gregor, 2013)
Tasks-3
3. The organizational factors that impact on people performance
The organizational and personal factors of people may cause the poor performance or
productivity, there are various factors that affect the performance of employees such as
knowledge and skills adequate to the nature of work required for each employee and the family
problems of the employee should affect the productivity, therefore the employee shows adequate
compassion on these problems to help employees function productively. The support from
superiors to understand the needs of employees is essential and frequent fault finding may affect
the productivity and lack of proper guidance and planning cause to lose the effectiveness. The
adaptability of change is also affect the effectiveness, therefore adequate training should be
provided to perform better. Social values, such as sense of compassion to a particular job and
those aggressive by nature may conflict in the situation may affect the performance and it may
from conflict in the situations may affect the performance or it may from conflict of values not
from lack of ability. Physical and mental health may also be affected the performance, moreover
work place, ethics also sensitive to employees and it cause poor performance. To avoid negative
performance, organizations are responsible to provide proper environment. (David, 2009)
3.1. The effect of leadership styles on individual and teams

The leadership styles affect everyone in the organization. The autocratic style
take decisions with no involvement or with little and this autocratic leaders
display less creativity and employees and groups feel to disconnect with this
leader, but the participative leader is opposite of autocratic leader and the
leader kept the authority for final decisions, but encourage others feedback,
ideas, suggestions and participative leaders have more content work force. The
declarative type leaders rarely make decisions, they delegated it to the group of
trusted team, and therefore it will confuse the line of authority, loss of
motivation and confusion of team members. (William Pirraglia, 2013)
3.2. The benefit of flexible working practices to both individual and

organization
The flexible working practices benefits both company and individual, such as
the company benefit to maintain trained and experienced staff and it increase
productivity and decreased absences. The individual may motivated more due to
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meet their individual needs and the company sees to support its diversity value
and access to talent pool and improving recruitment and allow employees to
develop and grow the career and natural cycle of family commitments. In
addition the individual may benefits the ability to balance work and home
commitments, quality of life, reduced stress, job satisfaction, desire to continue
work, access to interesting and better paid work, career development and
personal growth and enjoy can enjoy natural family life. (Hire Scores.com, 2013)
3.3. The motivational theories and how working environment

impact on people performance
Motivation is the driving force of all actions and motivated people are more
productive and creative and enjoy work and experience less stress. The
behavioral psychologists developed theories to motivate people. Frederick
Taylors theory of motivation states, most workers motivated by the pay for
their work and they do not enjoy the work and later the industrialists paid for
piece work and later gradually the production halted due to strike by
disgruntled employees. Mayos theory state that to consider the social needs of
workers to motivate them. Maslow and Herzbergs theory of human needs
states psychological forces drives human behavior, such as need for self
fulfilment.Appendice-11.
3.4. The ethical practices of an organization and how it impact on

motivation levels
The ethical practices of an organization have both positive and negative impacts
on employee job satisfaction. The organizations mission statement should be
aligned with the actual declared values and it is essential to follow for build an
honest reputation and long term smooth running of any organization. The
people choose the reputed organizations for work and it provide them job
satisfaction, better payment, good working atmosphere and continues with
organization provides a high retention rate the organization. The employees get
fair opportunities in promotion; training and can achieve self goals.
3.5. The social corporate social responsibility and how

organizations use this agenda to motivate employees
The corporate social responsibility (CSR) is the thoughts of the environment
and engaging with local community, shareholders, and issues of pollution to
fairness and ethics. The CSR policies motivated a range of motivation areas
such as helping disadvantaged, less fortunate and socially excluded. It used as
a tool to promote the employer brand to stake holder groups and improve
business performance. The CSR agenda benefits to the employees too and Hr
professionals influencing and delivering CSR agendas and employees may
also direct recipients of CSR agendas. (Linda barber, 2013)
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Tasks-4 methods for developing human resources

4. The methods for developing human resources
Michie and Sheehan (2005) define that strategic human resource management is the pattern of
scheduled HR tasks and development intended to enhance an organization to gain its aims.
Finally Batt (2007) described that the major strategic HRM theory premise is that successful
performance of organization relies on a close alignment or fit between HR strategy and
business (Dyne and Pierce(2004) and Batt(2007) cited in ( Armstrong 2008)
The overall HR development and function consists the need of Hr forecasting

and HR program planning. The needs of HR forecasting consider the analysis of
external conditions, future human resource requirements and future human
resource availability. The program planning considers forecast of human
resource needs, performance management and career management,
(Appendices 6). The HR recruitment and selection process explained in
Appendices- 5, 7 and 8.
4.1. The application and effect of motivation theories to develop

people in organizations
Motivational theories attempt to explain what motivates people to behave the way they do.
Motivational theories can be applied to workplace settings to shed light into why some employees
work harder or are more committed than others, which can lead managers to understand how to
motivate each employee to perform at peak levels. Understanding how to apply motivational
theories in the workplace can take your leadership skills to the next level. (David Ingram,
2013)
The Motivation Theories:

1. Acquired Needs Theory:
Greed for power, achievement, and affiliation.
2. Activation Theory:
, the arousal is used for keeping the people motivated.
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3. Affect Perseverance:
Reputation.
4. Attitude-Behaviour Consistency:
The alignment of attitude and behavior is used for motivating people.
5. Attribution Theory:
The urge people have to attribute is used as a motivational factor
6. Cognitive Dissonance:
The non-alignment to something could make people uncomfortable and eventually
motivate them to do the right thing.
7. Cognitive Evolution Theory:

. When we select tasks to complete, we chunk them down to be doable tasks. The person
is motivated to do the tasks as they as simply doable.
8. Consistency Theory:
This theory uses our internal values for keeping us motivated.
9. Control Theory:
Giving the control to someone is one of the best ways to motivate him or her.
10. Disconfirmation Bias:

People can be motivated by keeping them in an environment, which is in alignment with
what they believe.
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11. Drive Theory:
People's need to satisfy their needs is used in this theory.
12. Endowed Progress Effect:

This motivation theory uses the progress as the motivation factor.
13. Escape Theory:

Keeping the person in the wrong place may motivate that person to escape from that
place.
14. Extrinsic Motivation:

The employee is motivated through rewards.
15. Goal-Setting Theory:

Desire to achieve goals is the driving force behind this motivation theory.
16. Investment Model:

The organization gets the employees to invest on certain things. If you have invested on
something, you will be motivated to enhance and improve it.
17. Positive Psychology:

This way, employees are motivated by making them happy when it comes to
environment, rewards, personal space etc.
18. Reactance Theory:

Reducing the salary of a low performer and later setting goals to get the salary back is
one of the examples for this type of motivation.
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Table 3 Comparison of motivation theories.
4.2. The various uses of coaching and mentoring in organizations

The coaching and mentoring provides benefits to organizations and employees such as it let
employees to connect, learn and grow within the organization and their own career paths. It
provides loyalty to the company and it make employee comfortable with management and retain
employees and provide positive work experiences, besides that develops professionals and result
better efficiency. It reduces the retention rate, provides personal development and team
efficiency.
4.3. The benefits of training and development to both individuals

and organizations
The investment in training and development to employees has a numerous
benefits, such as:1. high job satisfaction and morale among employees
2. motivated and trained employees
3. more effective and efficient use of workers
4. more competency
5. new creative ideas, recommendations and suggestions from employee
6. low employee turnover
7. company image will increase as a good place to work, offers opportunity
to grow, values employees nurtures employees and let employees to grow
and let them to meet their individual goals
8. cross trained employees can use to fill the gap when arises
9. required only less supervision
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10 .employees are prepared to accept changes
(Michael C Dennis, 2013)
Tasks-5 how people are managed within an organizations

5. A review on how people are managed within organizations
The talented people are asset of the organization and worse are liability, therefore managing
people within the organization are vital and various factors that consider when managing people.
Those are competence, character, collaboration, communication and commitment, besides that
provide authority to people to make decisions for meaningful work and appreciate them for their
collaborations. Therefore communicate it with people for delivering quality at lower price with
high volume of customer service. To achieve the high performance through people, it is
significant to align with the vision and values, system, communication of priorities, support and
training, adjust and innovate and reward and punish, it will caused to increase reliability,
professionalism, empathy, responsiveness and ambiance.
5.1. The people management strategies used in an organization

Implementing the right people management strategies can help organizations optimize
their response to the economic crisis. The three main areas of focus should be to: build
effective two-way communication between managers and employees; strengthen employee
engagement; and ensure managers have the skills they need to lead through uncertainty.
(P.A Consulting group, 2013)
The overall business strategy and financial strategies such as IT, sales and marketing, operations
and finance are being a significant role along with people management strategy. To move the
business to organizational goals required people those meet the expectations. To achieve the
organizational goals through people required to incorporate the HR strategy to overall
organizational strategy, such as recruitment and selection, training and development,
performance management, employee engagement and rewards and recognition. Right person for
the right job , continuous development and training, managing performance and rewarding
people like wise incentives, bonus schemes, increments creates motivated people and as a result of
this the organizational performance, productivity and profitability will be increased.
5.2. The impact of people of management strategies used in

organizations
Refers to Esra NEMLi CALISKAN (KALISKAN, 2010) the HRM and organizational
performance has possitive impact on bottom level productivity (Appendices-12,13 and 14). The
various research results proof that, the graeter adoption of HR practices makes the HR effective
and the HR outcome will be competence, commitment and flexibility and it result in quality of
goods and services, productivity and achievement of organizational performance.(Table -4).
Table -4. HRM and Performance

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5.3. Recommended strategies for to promote high levels of

performance
The overall business strategy of an organization should be build healthy organizations, such as it
should display authenticity, value people, develop people, build community, provide
leadership and share leadership (Appendice-2). Moreover it should build individual and
group capacity individual and group skills and fulfill individual and group potential.
Findings
1. The greater adoption of HR has a dynamic effect to reflect the
productivity
2. Clear vision and integrated values can positively impact people
3. The association with HRM and employee attitude impact positively people
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Conclusion
To recapitulate , the high commitment of strategy , motivation of people, values to people,
performance system, association with HRM and employee attitude, greater use of HR practices,
clear vision with integrated values can impact positively people and it generate high performance
and productivity.
Recommendations
The overall business strategy of an organization should be build healthy organizations, such as it
should display authenticity, value people, develop people, build community, provide
leadership and share leadership (Appendice-2). Moreover it should build individual and
group capacity individual and group skills and fulfill individual and group potential.
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People
Management
Business Dictionary External Enviornment [Online] // businessdictionary.com. - March 08, 2013. March 08, 2013. - http://www.businessdictionary.com/definition/external-environment.html.
Business Dictionary investment appraisal [Online] // businessdictionary.com. - February 26, 2013. February 26, 2013. - http://www.businessdictionary.com/definition/investment-appraisal.html.
Business Dictionary market structure [Online] // businessdictionary.com. - April 27, 2013. - April 27,
2013. - http://www.businessdictionary.com/definition/market-structure.html.
Business Finance Online Internal Rate of Return [Online] // enwealth.com/BusinessFinanceOnline. 2002-2013. - February 25, 2013. - http://www.zenwealth.com/BusinessFinanceOnline/CB/IRR.html.
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civicus
Budgeting
[Online] //
civicus. -
2013. -
March
19,
2013. -
http://www.civicus.org/new/media/Budgeting.pdf.
CliffsNotes.com.
Leadership
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[Online]. -
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14,
2013. -
Mar
14,
2013. -
<http://www.cliffsnotes.com/study_guide/topicArticleId-8944,articleId-8913.html>. .
Crosby
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Quality
Management
The
Real
Thing
http://www.wppl.org/wphistory/philipcrosby/QualityManagementTheRealThing.pdf. http://www.wppl.org/wphistory/philipcrosby/QualityManagementTheRealThing.pdf.
20 | P a g e
[Online] //
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Management
David
Deena

Saching,com
[Online]. -
July
25,
People
2009. -
June
17,
2013. -
http://www.saching.com/Article/Factors-affecting-the-performance-of-employees-in-anorganization/3277.
David
Ingram
How
to
smallbusiness.chron.com/. -
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Chron,
Motivational
June
17,
Theories
2013. -
in
the
Workplace
[Online] //
http://smallbusiness.chron.com/apply-
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Dees J. Gregory partnerships.org.au [Online] // The Meaning of Social Entrepreneurship. - October

31,
1998. -
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18,
2013. -
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Department of Health Health Care Enviornment [Online] // webarchive.nationalarchives.gov.uk. March
09,
2013. -
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2013. -
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+/www.dh.gov.uk/en/Managingyourorganisation/Workforce/Leadership/healthcareenvironment/index.
htm.
Dictionary Business organizational politics [Online] // businessdictionary.com. - February 24, 2013. February 24, 2013. - http://www.businessdictionary.com/definition/organizational-socialization.html.
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ecommerce-now.com Budgets [Online] // ecommerce-now.com. - 05 25, 2001. - March 18, 2013. http://www.ecommerce-now.com/images/ecommerce-now/budgets.htm#BUDGETS%20DEFINED.
Encyclopedia Britanica Demography [Online] // britannica.com. - February 18, 2013. - February 18,
2013. - http://www.britannica.com/EBchecked/topic/157337/demography.
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21 | P a g e
Unit Level-5
People
Management
fao.org An introduction to the planning and evaluation of disease control policy [Online] // fao.org. February
21,
2013. -
February
21,
2013. -
http://www.fao.org/Wairdocs/ILRI/x5436E/x5436e06.htm#TopOfPage.
Farooq Umar Management of Process Quality [Online] // Study lecture notes. - July 23, 2011. - March
29,
2013. -
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management-of-process-quality.
Gregor Douglas Mc douglas mcgregor - theory x y [Online] // businessballs.com. - businessballs.com,

June 18, 2013. - June 18, 2013. - http://www.businessballs.com/mcgregor.htm.
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managementstudyguide.com. -
2013. -
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28,
2013. -
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Guide Management Study Leadership Styles - Important Leadership Styles [Online] //

2013. -
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01,
2013. -
http://www.managementstudyguide.com/leadership-styles.htm.
Health Knowledge Assessing the impact of political, economic, socio-cultural, environmental and
other external influences [Online] // http://www.healthknowledge.org.uk. - February 23, 2011. February
23,
2013. -
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management/5b-understanding-.
Health Knowledge Health service development and planning [Online] // healthknowledge.org.uk. 2013. - March 09, 2013. - http://www.healthknowledge.org.uk/public-health-textbook/organisationmanagement/5d-theory-process-strategy-development/health-service-development-planning.
Hire Scores.com flexible working corner [Online] // the benefits of flexible working. - Hire
Scores.com, June 17, 2013. - June 17, 2013. - http://www.hirescores.com/flexible-working-corner.php.
22 | P a g e
Unit Level-5
People
Management
HM Revanue and Customs HM Revanue and Customs [Online] // hmrc.gov.uk. - April 25, 2013. April 25, 203. - http://www.hmrc.gov.uk/manuals/blmmanual/blm11200.htm.
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2013. -
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26,
2013. -
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Ireland Peter LECTURE NOTES ON MACROECONOMIC PRINCIPLES [Online] // .bc.edu/peterireland/ec1. - 2013. - April 27, 2013. - https://www2.bc.edu/peter-ireland/ec132/ch04.pdf.
Jeroen De Flander The 5 stages of politics in an organisation where are you? [Online] // Abudi
Consulting Group L.L.C. - June 6, 2012. - February 25, 2013. - http://www.ginaabudi.com/the-5stages-of-politics-in-an-organisation-where-are-you/.
KALISKAN ESRA NEMLi The Impact Of SHRM on Organizational Performance [Journal] //

Journal of Naval Science and Engineering. - Istanbul : [s.n.], 2010. - pp. 100-116.
Krueger Norris F ENTREPRENEURSHIP- CRITICAL PERSPECTIVE ON BUSINESS AND

MANAGEMENT [Journal]. - [s.l.] : GOOGLE, 2002.
LD Purnell Health care managers' and administrators' roles, functions, and responsibilities. [Online] //
ncbi.nlm.nih.gov. -
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23,
1999. -
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28,
2013. -
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ies,
June
17,
2013. -
June
17,
2013. -
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studies.co.uk/news/131art2.php.
Management Study Guide Environmental Scanning - Internal & External Analysis of Environment
[Online] //
March
08,
2013. -
http://www.managementstudyguide.com/environmental-scanning.htm.
23 | P a g e
March
07,
2013. -
Unit Level-5
Management
Mark A. Lane

Ph.D.
Business
zenwealth.com/BusinessFinanceOnline. -
Finance
2002
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2013
People
Capital
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Budgeting
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Merchant Paul 5 Sources of Power in Organizations [Online] // Chron. - February 24, 2013. February 24, 2013. - http://smallbusiness.chron.com/5-sources-power-organizations-14467.html.
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2013. -
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Appendices
Appendice-1
38 | P a g e
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Appendice-2
Appendice-3
39 | P a g e
People
Unit Level-5
Management
Source (Wilson Wong, 2009)

40 | P a g e
People
Unit Level-5
Management
Appendice-4
Appendice-5
41 | P a g e
People
Unit Level-5
Management
42 | P a g e
People
Unit Level-5
Management
Appendice-6
43 | P a g e
People
Unit Level-5
Management
Appendice-7
44 | P a g e
People
Unit Level-5
Management
Appendice-8
45 | P a g e
People
Unit Level-5
People
Management
Informal
recruiting
Qualification
Evaluation
method
Group
discussion
Effective
follow up
action
Formal
recruiting
Targeting
References
Interview
revisited
Preparation of
interview
Interview
techniques
Work sample
Presentations
Graphology
Reports
Resourcing
decisions
Role playing
Selection and
training of
assessors
Pre
selection
Cv./resumes
Blank
application
form
Psychometric
tests (+/-)
Interviewing
Informal
interviews
Formal
interviews
Appendice-9
46 | P a g e
Assessment
centres
Program design
Unit Level-5
Management
Appendice-10
47 | P a g e
People
Unit Level-5
Management
Appendice-11
Appendice-12
48 | P a g e
People
Unit Level-5
Management
Appendice-13
49 | P a g e
People
Unit Level-5
Management
Appendice-14
50 | P a g e
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Unit Level-5

Unit Code Y/503/7073

Unit Code Y/503/7073

Unit Code Y/503/7073

Unit Code Y/503/7073

Unit Code Y/503/7073

Unit Code Y/503/7073

Unit Code Y/503/7073

Tasks-1 The organizational Structure and culture and its

1.1. The organizational culture

Unit Code Y/503/7073

The collaboration always has a supportive culture (Bellingham.R.2004). The organizational

1.2. An analysis on how organizational structure and culture

Tasks-2 Approaches to managing on the differences between

Unit Code Y/503/7073

Working with different people required to adopt a perspective such as finding

2.1. Personal differences and its impacts on individuals behaviors

= tasks, duties and responsibilities

KSACS = TDR = Job success.

2.2. The management style required to deal the differences in

Unit Code Y/503/7073

Appropriate leadership style

Medium Maturity and Limited skills

Medium maturity, higher skills but

Table 2 Leadership Theories

Great Man Theories

Great Leaders are born not made

Cardinal Traits, central traits, secondary traits

Best suited leadership on situation

Authoritarian and democratic style

Behaviorism, great leaders are made not born

Input of others into account

Transactional theories, transactional leadership

Unit Code Y/503/7073

3.1. The effect of leadership styles on individual and teams

3.2. The benefit of flexible working practices to both individual and

Unit Code Y/503/7073

3.3. The motivational theories and how working environment

3.4. The ethical practices of an organization and how it impact on

3.5. The social corporate social responsibility and how

Unit Code Y/503/7073

Tasks-4 methods for developing human resources

The overall HR development and function consists the need of Hr forecasting

4.1. The application and effect of motivation theories to develop

The Motivation Theories:

Unit Code Y/503/7073

7. Cognitive Evolution Theory:

10. Disconfirmation Bias:

Unit Code Y/503/7073

12. Endowed Progress Effect:

13. Escape Theory:

14. Extrinsic Motivation:

15. Goal-Setting Theory:

16. Investment Model:

17. Positive Psychology:

18. Reactance Theory:

Unit Code Y/503/7073

4.2. The various uses of coaching and mentoring in organizations

4.3. The benefits of training and development to both individuals

Unit Code Y/503/7073

Tasks-5 how people are managed within an organizations

5.1. The people management strategies used in an organization

5.2. The impact of people of management strategies used in

Table -4. HRM and Performance