Long Report

Table of Contents
1. Introduction:..................................................................................................................................2
2. Literature review:..........................................................................................................................4
2.1 Benefits of teamwork:............................................................................................................5
2.2 Motivation theory:.................................................................................................................5
2.3 Various motivational techniques:...........................................................................................5
2.4 Different kinds of teams:.......................................................................................................5
2.5 Behavior of employees towards the teamwork:.....................................................................6
2.6 Training required in teams:....................................................................................................7
2.7 Leadership within the team:...................................................................................................7
2.8 Team empowerment:.............................................................................................................8
2.9 Coordination within the team:................................................................................................8
2.10 Rewarding techniques used within the team:.........................................................................9
2.11 Various motivational techniques in different scenarios:.......................................................10
2.12 Performance of the team work during crisis:.......................................................................10
2.13 Teamwork when facing different cultural issues:.................................................................10
2.14 Traditional Human Resource Management Model:.............................................................11
3. AEHN’s HR Strategy Framework:..............................................................................................13
3.1 Achievement of Contextual Clarity:....................................................................................13
3.2 Embedding Core Values:.....................................................................................................14
3.3 Enriching Work:..................................................................................................................15
4. Methodologies:............................................................................................................................16
4.1 Aims and objectives:............................................................................................................21
4.2 Recruitment procedure:........................................................................................................22
4.3 Planning for development:...................................................................................................22
4.4 Training:..............................................................................................................................22
4.5 Communication and coordination:.......................................................................................22
4.6 Performance appraisals:.......................................................................................................22
4.7 Rewards:..............................................................................................................................22
4.8 Motivation and engagement for employees:........................................................................23
5. Conclusion and recommendations:..............................................................................................23
5.1 Leadership and communication within the team:.................................................................24
5.2 Reward systems:..................................................................................................................24
6. References...................................................................................................................................27
7. Appendix.....................................................................................................................................30
7.1 . Questionnaire.....................................................................................................................30
1
1. Introduction:
Human resource management includes some essential theories which also involves
‘Motivation Theory’. Organizations try to hire those employees, who are aware of utilizing
their skills in a way, that helps the organizations in achieving its objectives [ CITATION Arm011
\l 1033 ]. There are so many ways and techniques that encourages employees to work
efficiently, in order to achieve the business goals, such as rewards in the form of bonuses,
promotion, training etc. At times, punishments are also treated as a source of motivation.
Employees, in order to avoid any sort of punishments work hard and try to be on the good list
of the managers.
A major reason behind the resource management is to make investment in it, in order to store
the skillful capabilities and utilize them according to the needs of the company. If the human
resource uses its behavior in a correct way, and utilizes all its skills, it is considered to be the
real assets of the business. Therefore, the strategies implemented by the management shall
provide the company with an appropriate human resource, in right amount, during the right
time.
One of the major responsibility of Human Resource is to work on the improvement of the
organization’s ability and focus more towards Software Project Management. In order to
drive ability, it is suitable to create some HR techniques that leads to innovative ideas,
competitive advantages, collaborative environment and speed for the management of
software projects.
The thesis includes certain key words such as motivation, leadership qualities, teamwork,
reward, coordination.
Organizations main aim is to achieve efficient work from the employees. Managers put in a
lot of efforts to achieve high quality of performance from the entire staff [ CITATION Arm011 \l
1033 ]. With the developing world, it is required by the employees to work in a strong
coordinated environment. The new methods include team work, which helps in facing tough
challenges. It has been reported that there are 82% companies with 100s of employees that
encourages team work in the organization [ CITATION Gor921 \l 1033 ] . Teamwork leads to
friendly environment along with training the staff. Different ideas are given by different
employees which leads to innovative planning in the organization. This eventually benefits
the organization in many ways. The training cost is reduced, research and development also
decrease and people with different cultural background come along together, brining in new
2
culture and ideas [ CITATION Bea034 \l 1033 ]. The thesis involves different motivational
techniques for employees which leads to a healthy environment in the organization.
Teamwork has been a very prominent and useful method amongst the managers. It is widely
spread in different organizations which proves that how effective it is. China is flourishing at
a very fast pace and when compared to UK, teamwork has been newly introduced there. It is
a country where individual work has always been encouraged but now the team work opens a
new era in the organization. In order to manage a strong healthy organization, along with the
understanding of management, teamwork and motivation, both play a huge role.
3
2. Literature review:
There are sudden changes coming in the environment. With the innovation in technology,
there are very unexpected and continuous changes coming up in the surrounding. Due to
constant changes, huge competitions are going around. Companies face great challenges.
Strong competitors can be seen in every industry. Every business shall analyze its
effectiveness and the regions where it lacks. In order to be in a leading position in the overall
industry, an organization shall work on the motivational methods, shall bring in innovative
ideas through the existing employees in the business. A business shall make the best use of
the available resources in order to make the business successful [ CITATION Sam021 \l 1033 ].
Human resource tends to be the most valuable asset of the organization. If properly managed,
it can play a major role in achieving all the objectives of the business. Moreover, the business
performance is very essential in order to achieve growth. In order to achieve the long-term
goals, a business shall research on the motivational techniques and work on its personnel.
Human Resource Management is a very important area of to focus upon. It shall be ensured
by the management that the best results, the most efficient performance is being obtained by
the staff, aiming to carry on with the sustainable growth of the business. With the growing
challenges in this world, it is very difficult to encourage employees towards effective work,
so it is essential for the management to research about the motivation tactics, something other
than that of monetary benefits.
Teamwork has been really supported by the organization in recent days and great benefits are
being obtained through this practice.
A team includes some individuals who are ready to share their duties, act responsibly, and
who consider themselves or are considered by others as a socialized person who can adjust
himself in any sort of environment and who are aware of how to manage their relationships in
the organization [ CITATION Coh971 \l 1033 ] . On the other hand, it has also been seen that
people working in a team are not enthusiastic and are not ready to cooperate. They might not
feel interested in team work which may result in demotivation. This creates a negative effect
on the business and may create hurdles for the growth of the business. Therefore, it is the
responsibility of the management to find solutions to such problems and take maximum
benefits of the team work.
4
2.1 Benefits of teamwork:
Teamwork is a major factor behind the success of human resource [ CITATION Bea034 \l 1033 ] .
If utilized properly, it can end up being the smartest strategy implemented by the
management [ CITATION Kro031 \l 1033 ]. It may bring in new innovative ideas along with the
sharing of responsibilities, thus leading to a cooperative and understanding environment. This
leads to amazing performances by the employees, thus helping the business in achieving its
objectives [ CITATION Bro951 \l 1033 ]. If managed efficiently, the same team work can create
trust amongst the co-workers, thus improving relations [ CITATION Jin932 \l 1033 ].
Teamwork creates a sense of responsibility; the employees feel that it is their duty to help in
achieving business aims. They work towards same goals in order to achieve the same targeted
results. It also leads to increased productivity for the business, thus making it more profitable
[ CITATION Bea034 \l 1033 ].
2.2 Motivation theory:

As said by Armstrong, everyone needs a motive to work for something. The way people
behave towards a certain task mainly depends upon the motivational rewards they are being
provided with. Motivation theory involves the entire motivation procedure and the reason for
why the employees react in a certain way. It also enables the management to analyze ways
through which people can be kept encouraged towards their work and play a major role in
achieving the long term goals of the business by utilizing their skills to the best [ CITATION
Arm011 \l 1033 ].
2.3 Various motivational techniques:

There are different methods for every work to perform. With the advancement in this world,
the methodologies are also advancing with the same pace. Ways to encourage employees
includes leadership, assigning responsibilities, equality, trust, feedback, learning, team-based
rewards etc. [ CITATION Kif032 \l 1033 ].
5
2.4 Different kinds of teams:
Team can be of various types, which includes a parallel team, a management team (a group of
members that manage the organization), project teams (a collection of people working for the
same project together), work teams etc. Motivation methods depends upon the team being
focused on [ CITATION Coh971 \l 1033 ] . Other types of team being preferred these days
includes autonomous team work. The better the performance, the more autonomy given to the
team members [ CITATION Coh971 \l 1033 ]. An employee shall be well motivated and satisfied
from the job in order to achieve autonomy [ CITATION Kif032 \l 1033 ]. The autonomous team
work and self-managed work teams make the members more responsible towards their work
and make them analyze that how to fulfill human needs [ CITATION Mar951 \l 1033 ].
If we compare the work teams who have been formed voluntarily are well motivated towards
their better performances, whereas the work team with the members being assigned tends to
be demotivated, they might think they have been forcefully allocated to a specific team.
Because it is a voluntarily formed team, they work spontaneously, pan a gather during their
leisure time which creates more understanding within the team members. The members tend
to improve the organization by working on the productivity, both qualitatively and
quantitatively. It also welcomes a very pleasant environment where all the members interact
with each other in a very friendly behavior, complement and appreciate each other on small
little things and guide each other when facing small issues. Members feel motivated when
they are complimented by other team members. It boosts up their confidence level and
eventually leads to innovative ideas within the organization [CITATION Jin933 \l 1033 ].
However, the group who has been assigned with members are relatively less motivated, less
committed towards work and do not tend to cooperate much. They do not actively take part in
decision making or share their ideas with the management [ CITATION Jin933 \l 1033 ].
6
2.5 Behavior of employees towards the teamwork:
If employees feel reluctant when participating in team work, it means they will not put much
effort for the success of the business, thus creating hurdles for the management. The benefits
of the teamwork will not be availed. Employees are only willing to work in teams when they
are sure that they can adjust in that particular environment, a trust factor can be developed
within the co-members. Management needs to take care of such factors in order to get better
outcomes [ CITATION Kif032 \l 1033 ]. If an individual is ensured that he will have a better
learning experience when working in a team, will be provided with different career
opportunities and will get a chance to utilize their skills, they will have a more positive
behavior when working in a team [ CITATION Kif032 \l 1033 ].
Employees tend to follow their cultural values. It depends upon their preferences whether to
work in a collectivist environment or move towards an individualistic environment. China
believes in collectivism. People there tend to work in groups, share responsibilities, cooperate
with each other and tend to create a trustworthy relationship with other members. They want
harmony and tend to work in a peaceful environment. On the other hand, Americans believe
in individualistic approach. They prefer being independent and work on their own [ CITATION
Jin933 \l 1033 ].
If an employee anticipates that a particular team work may result in injustice or unfair
approach, they will never work in that environment. If they observe that employees are being
made redundant and there is no proper job security, they will never prefer such environment.
If they are forced to do so, as a result they may leave the job or switch to any other job.
Therefore, inequality may result in demotivation. However, in every organization, in every
team work, a certain percentage of injustice is always expected [ CITATION Sha991 \l 1033 ].
2.6 Training required in teams:

As stated by Armstrong, training is required by every employee and enhances a positive
behavior in the team. Training leads to the advancement in education, enables the employee
to follow instructions, helps in career development and gives an amazing training experience
[ CITATION Arm011 \l 1033 ].
Lawler believes that organizations need intelligent and responsible employees who are ready
to utilize their skills sensibly. People who have knowledge and are ready to be motivated
when performing task are highly in demand [ CITATION Law032 \l 1033 ].
7
If a team includes all the talented and skillful people, it creates a very learning experience for
the members, it creates a learning process throughout the journey. Training is mainly needed
to meet the overall objectives of the organization. It shall allow equal opportunities to all the
team members, to play a major role in achieving the planned targets. When taking active part
in giving ideas and planning business objectives, the employees feel part of the business and
understand the goals more clearly. Moreover, they feel encouraged when they are asked to
put in effort and use their skills for business survival [ CITATION Bea034 \l 1033 ].
2.7 Leadership within the team:

As stated by Jin, employees might feel really uncomfortable under specific leaders and they
might be willing to choose leaders according to their own choice [ CITATION Jin932 \l 1033 ].
Leadership plays a major role when leading a specific team. Manager tends to be the leader
whose main responsibility to impress the employees. He should be inspiring enough for the
employees that they would wish to follow him. If there is a positive and close relationship
developed between the employees and the managers, it will be more convenient for the
managers to give feedback over the work performance. This feedback makes the employees
realize that in which areas do they actually lack. This leads to high performances, thus
resulting in the success of the business [ CITATION Tjo001 \l 1033 ].
2.8 Team empowerment:

Employees need empowerment. They want more task to be delegated to them, which makes
them feel a member of the organization. This leads to job satisfaction and employees actively
take part in improving the productivity of the business. The task related decisions are in the
hands of the team members which is also a factor of motivation. Empowerment leads to the
growth of the business as well as employees’ self-actualization [ CITATION Mar951 \l 1033 ].
Through empowerment, employees feel as if the ownership is in their hands and that is why
they take things more seriously, thus creating a cooperative environment and make proper use
of their abilities, leading towards innovative ideas. They keep themselves involved in all the
organizational work.
2.9 Coordination within the team:

A strong communication method is needed when coordinating employees, in order to make
things clear to them. They get to know that what is actually expected from them which
motivates them to take on more responsibilities. They also try to work on their skills in which
they lack so that they could make the best use out of it. Managers use various form of
8
communications such as appraisals, conduct meetings within various departments, emails or
information chats etc. in order to make them clear about the task and goals of the
organization. Employees are appreciated on their strengths through which the organization is
benefitted but they are also informed about the weak areas where they have to work. The
feedback process helps them to enhance their skills for future task [ CITATION Bea034 \l 1033 ].
Positive feedback is a major source of motivation for all the employees [ CITATION Jin932 \l
1033 ].
Armstrong says; Performance management has added a new feature of feedback which tends
to have a positive impact on the organization [ CITATION Arm011 \l 1033 ]. 360-degree
feedback includes feedback from all the areas, such as the supervisors, managers, customers,
subordinates etc. [ CITATION Kha00 \l 1033 ]. The appraisal procedure becomes much easier and
more effective, thus leading to a strong communication. This process helps in identifying the
developing areas where training is needed. As the employees get a chance to analyze their
strengths and weaknesses, it leads to increased productivity and boosting of confidence
[ CITATION Kha00 \l 1033 ].
In case of remuneration decisions, 360-degree feedback method is not appropriate as

employees may favor each other and give wrong grades for promotion and high salaries
[ CITATION Kha00 \l 1033 ].
2.10 Rewarding techniques used within the team:

Armstrong says that in order to make every employee serious in their work, it is necessary to
introduce some reward strategies. This can lead to strong and cooperative team work.
The reward system leads to changes in the organization, encourage the employees to adjust
themselves accordingly and enhance different skills [ CITATION Law032 \l 1033 ]. Management
works really hard on the reward strategies in order to motivate the employees, increase
productivity and bring efficiency in the business. This is the key strategy implemented by
every organization. It also leads to a positive behavior by every individual as well as the team
[ CITATION Law92 \l 1033 ] . Employees take active participation in the decision-making process
and put in serious efforts to meet the targets of the business.
Compensation is an important type of reward, which every organization tries to link with the
team work [ CITATION Ker021 \l 1033 ] . This includes team-based rewards as well as individual
based rewards. In case of team-based rewards, a peaceful environment along with a
cooperative structure is required. in individual based reward, the rewards are based on the
9
performances and the skills an employee acquires. It is known as performance related pay
and skill-based pay [ CITATION Ker021 \l 1033 ] . There are around 20 to 25 percent of the
organizations in UK which encourage team-based rewards whereas 25% of the individuals’
plan, working in a shop floor are replaced by the schemes of the team. In comparison with
UK, US focusses more on the incentives of the small group [ CITATION Bro951 \l 1033 ]. It
shows that team-based rewards, if managed efficiently are more beneficial for the business. It
has a positive impact on the performance of the organization, the competition level and how
effectively the management is working. It also enhances the employee adherence,
involvement and the motivation level [ CITATION Ker021 \l 1033 ].
The individual based rewards and the team- based rewards may not be as efficient, if used
separately as it could be when a combination of both the strategies are implemented by the
management. It may lead to an increase in the motivation level on an individual basis as well
as a peaceful and cooperative environment on a team basis [ CITATION Ker021 \l 1033 ]. The
management shall avail the benefits of both the methods. However, team-based rewards lead
to a higher competition level which supports the team members to analyze their own
performance as a team rather than transferring information to other teams. This leads to self-
efficiency and increased productivity of the business [ CITATION Moh92 \l 1033 ].
2.11 Various motivational techniques in different scenarios:

Organizations shall always have prior planning for any sudden scenario that may arise such
as crisis, bankruptcy etc. [ CITATION Obe971 \l 1033 ] and shall observe different cultures
followed by various employees, when using motivational techniques under various situations
[ CITATION DeV041 \l 1033 ] Managers shall conduct a deep research on how to deal with such
situations. Proactive tends to be a preferable approach for the managers rather than
implementing reactive approach, they shall be ready for any situation and its circumstances,
so that it may not surprise the existing staff and affect the motivation level of the employees,
thus keeping the learning procedure and productivity level same.
2.12 Performance of the team work during crisis:

Team work provides various advantages to the organization but there is a possibility that
while facing the tough challenges, the organization faces some problems with the same team
work. During crisis, the team work may halt the success of the business as the members may
not be prepared for such situation and accept the reality. This creates hurdles in the success of
10
the business, leads to demotivation and frustration and reduced profits [ CITATION Obe971 \l
1033 ].
When analyzed, a company facing crisis has short term problems but if already prepared, may
easily make long term improvements through insight gains, learning procedures etc. The
learning procedure tends to solve the crisis problems faced by the business. The obtained
results shall be effectively analyzed. If the leaning process and examining the results is
seriously taken, the team work can achieve the targets set by the business [ CITATION Obe971 \l
1033 ].
2.13 Teamwork when facing different cultural issues:

Different cultures are followed by different people, different countries. Therefore, depending
upon the culture, the managers understanding of motivating the staff and performance
appraisals varies. There are two kinds of motivation, intrinsic and extrinsic motivation
[ CITATION Her571 \l 1033 ]. Moreover, according to McGregor motivational theory, the
managers can be split into Theory X manager and Theory Y manager [ CITATION McG601 \l
1033 ]. Both the theories can be treated as intrinsic or extrinsic to employees. Managers from
different countries such as Asia, North America, Latin America etc. have different
understanding of motivation, due to the differences in the culture they follow.
The managers in North America may believe that their employees are more extrinsically
motivated than being intrinsically motivated. However, there is a possibility that the staff is
more intrinsically motivated than being extrinsically motivated. North American follows a
culture where the pay norms lead to market orientation within the relations. The culture does
not include any socio-emotional feature within the organization [ CITATION DeV041 \l 1033 ].
Asian managers believe more in a collectivist approach rather than individualistic approach
because of the culture followed there. Asian culture takes into consideration all the intrinsic
and extrinsic causes when discussing and analyzing the behavior of others. From both the
sides, it may be considered that motivation is acquired through intrinsic factors as well as
extrinsic factors [ CITATION DeV041 \l 1033 ].
In case of managers in Latin America, they maybe more aware of their employees’
perception, thus both the managers and employees consider motivation as being more
intrinsically obtained than extrinsically obtained [ CITATION DeV041 \l 1033 ] . It is concluded
that due to different places following different cultures, the motivational methodologies vary.
11
Agile methods are extensively used in most of the communities where it is very difficult for
the companies to ignore the agile wave [ CITATION Hir12 \l 1033 ]. Agile methods are becoming
extremely popular in today’s world and is considered to be the mostly adopted method of the
companies [ CITATION Sch05 \l 1033 ]. Organizations are working more towards rigorous
approaches in order to carefully manage HR to handle critical business-related cases and
returns on the investments made.
It has been proved by research that traditionally implemented HR techniques are not well
managed and equipped to handle the fast changing world of agile software project
management, so some drastic changes are made in agile approach which has lead towards the
creation of new era, since 2010 till the current year, proving that it is now a priority to review
and innovate the traditional techniques of Human Resource Management in order to work
towards agile approaches. The main objective behind this approach is to achieve efficiency,
excellence and effectiveness.
2.14 Traditional Human Resource Management Model:

This approach works more towards the personnel functions which includes planning,
recruitment procedure, selection, socializing, performance based appraisals, initiatives for
employee development which involves training, development and some motivation
techniques [ CITATION Ner05 \l 1033 ].
As per the article of Scheid in 2011 [ CITATION Ber12 \l 1033 ], the traditional Human
Resource Management models include:
2.14.1 Industrial model:

It determines the rules and procedures of the workplace, that is mainly associated with the
factory workers, that contains a rigid definition of the job. It demonstrates that there is no
individual job security and it is entirely controlled by unionism, as providing a position of
seniority.
2.14.2 Salaried model:
There are less fixed rules and terms of employment in this model, as compared to industrial
model, mainly focusing on white collar jobs. In this case, only top management is allowed to
take important decisions. The definition of job is broadly elaborated, job security is greater in
this case and it is mostly considered to be a non-union. When deciding for promotions, merit
is more focused as compared to the seniority.
2.14.3 Agile model for Human Resource Management:
12
In the world of software project management, Agile model is being adopted really fast.
Organizations are being more attentive towards HRM strategies that are proactive and
incorporate great expertise. Moreover, there main focus should be on creating flexibility and
scalability that may lead to the creation of high business value.
Agile Human Resource Management strategies are created to focus more towards the
organizations that are working for software management projects, as per the organization
Bersin and Associates [CITATION Ber121 \l 1033 ], in the ways mentioned below:
It shall be ensured that all the senior managers should be trained like hand-on coaches instead
of being senior managers.
In order to create better productivity, employees shall be restructured into smaller teams and
manage it themselves.
3. Effective and frequent communication shall be ensured within the stakeholders. A clear
and brief mission, vision and values shall be communicated to everyone.
5. Clear and transparent information (more concerned towards the goals of the projects and
the involvement of the stakeholders) shall be communicated.
In order to implement an efficient team work, proper planning shall be made along with
correct information sharing and effective management of the project between the team
members.
7. A continuous learning procedure shall be implemented within the organization. A good
image of the business shall be created, in order to engage talented people. Recruitment of
skillful professional, talented and knowledgeable people shall be ensured.
10. In order to gain a positive and genuine feedback, smart motivational techniques shall be
implemented. Programs for career development and rewards shall be created for the
employees. Programs, in order to create team diversity shall be implemented.
13
3. AEHN’s HR Strategy Framework:
In order to create certain capabilities within the organization AEHN [ CITATION Sha00 \l 1033 ]
got the five most important Human Resource initiatives that shall be implemented. This led to
the development of AEHN’s agility-oriented human resource strategy framework as
mentioned below:
3.1Achievement of Contextual Clarity:

AEHN’s opinion is to ensure that at all the levels, employees:
a) Understand the dynamics, risky and uncertain situations that may occur within the
organization.
b) Completely grasp the mission and vision of the company.
c) Keep a regular check on the progress of the organization.
d) Monitor a connection between the individualistic approach and collective actions and the
overall performance of the organization. Few strategies maybe created such as clear
coordination, workshops, training and development etc.
3.2Embedding Core Values:

In order to adjust in an agile environment, the core values mentioned below shall be followed
[ CITATION Amb02 \l 1033 ]:
3.2.1 Communication:
Strong coordination shall be implemented between the share holders and the team members
as well as team developers.
3.2.2 Simplicity:
Easy methods shall be implemented, in order to make things clear such as the use of diagrams
rather than line of codes.
3.2.3 Feedback:
14
All the ideas shall be communicated and shared with the employees in order to gain a genuine
feedback.
3.2.4 Courage:
Management shall be confident enough to take risk and make appropriate and correct
decisions.
3.2.4.1 Humility:
Management shall be understanding and cooperative enough that not every individual has
understood everything.
Shafer et al conducted a research in 2000, which revealed that Albert Einstein Healthcare
Network forecasted a huge unpredictable period by implementing the procedure of
converting a stable organization into an agile one. AEHN’s main focus was towards the HR
strategy in order to achieve a successful organizational agility [ CITATION Sha00 \l 1033 ].
The core values include:
 Compassionate members shall be included in the team.

 Professionalism shall be implemented.
 High quality shall be one of the main objectives of the team members.
 Team members shall be dependent upon each other.
According to AEHN, sustainability of the core values should be one of the central HR
initiative.
3.3 Enriching Work:

The following three principles shall always be followed by the Human Resource of every
organization:
 Core values shall be followed.

 Efficient enough to utilize all the opportunities.
 Shall incorporate three major qualities, i.e. initiate, adapt and deliver.
Promoting Personal Growth:
15
This initiative enabled AEHN, to reach to that specific point where the entire Human
resource was ready to take on the responsibilities for their personal development, not only to
bring improvement in their current performances. It let to the creation of future-oriented
environment.
Providing commensurate returns:
According to AEHN, the more the contribution from employees, towards the organization,
the more they shall be intrinsically and extrinsically rewarded. In order to enhance the agility
of the organization, fair and equal treatment shall be given to all the employees.
Techniques Comparison:
Several surveys were conducted during 2005 to 2008 in order to adopt agile processes. As
said by Schwaber and Fichera, there are 14% of the North American and European
businesses who have adopted agile policy with even 19% of the organizations interested to
implement this procedure in future [ CITATION Sch05 \l 1033 ].
The research conducted by Ambler in 2007 revealed that there 69% participants out of 600
people who have implemented agile procedure with moreover 7.3% people interested in
adopting the same procedure within the upcoming year [CITATION Con09 \l 1033 ]. In 2008, it
was even confirmed through Vijayasarathy and Turk’s survey that there are around 60% of
the people amongst 98 respondents who utilize this agile procedure in more than 75% of their
projects [ CITATION Vij08 \l 1033 ]. It is proved through these results that organizations are
adopting agile processes on a fast pace.
Research questions:
The thesis is more concerned towards the benefits that can be availed through employee
motivation and the required methods that can effectively perform these procedures. In order
to examine this research question, the situational factors need to be considered when
motivating and encouraging the team members.
16
3. Methodologies:
Methodology that was implemented for this thesis includes secondary research, acquiring
information through different sources such as the Journal on the Development of Leadership
and Organization, Journal of Organizational Change Management, Human Resource
Management International Journal, Personnel Review, Review on Development of
Management, Journal on the management and its related issues.
A secondary research tends to be stronger, easy to conduct, simple to understand and time
effective. Students usually have to complete their projects within few months, in the DME
programs, thus this methodology tends to be a very suitable source of gathering data.
On the other hand, the same methodology has some drawbacks as well, such as the data used
in this thesis is not the original one. It does not lead to the creation of innovative ideas.
Therefore, in order to take advantage of this method, something different or new shall be
researched in order to enhance our knowledge for that particular subject.
The thesis talks about the motivation techniques implied on the work teams. When
conducting primary research, questionnaires shall be in use in order to collect qualitative and
quantitative data. Before conducting this survey, it shall be made sure that proper questions
are researched and created in order to prevent any such consequences such as unclear
questions or incorrect responses etc. [ CITATION All751 \l 1033 ].
A pilot study is required in order to achieve the goals of the business. Common information is
acquired from the questionnaire along with real life examples by the respondents [ CITATION
All751 \l 1033 ]. The questionnaires are also distributed to multinational companies employees
covering certain elements such as employees behavior towards team work, rewards based on
the team work, communication between employees and managers, empowerment within the
team, rewards based on individual performances, feedback procedure, cultural differences,
17
equality etc. A subjective question would be also asked at the end of the questionnaire
analyzing the behavior of every individual towards the team work whether it has a positive
impact or negative impact on the business.
Other methods may include interviews which involves simple random sampling as a major
research tool [ CITATION All751 \l 1033 ]. The results may be very uncertain and correct and if
these methodologies are utilized properly, it can come up with very surprising results. Before
the survey is conducted, different employees, with distinctive jobs would be randomly chosen
and private interviews would be taken, in order to get the required results. The entire
interview would be fully recorded, in order to enhance knowledge and be utilized for future
studies. This can also be used for further intense and informative research.
For instance, the interview maybe conducted with the employees of different organizations
along with the leaders of the same organization or different organizations too. The interview
would be conducted in a way that the content may hide the real question by involving the
third person and some random techniques. The interview may also include sensitive and
insensitive questions, in order to get a true fair response from the interviewee [ CITATION
All751 \l 1033 ]. The interviewee may feel confident but on the other hand he maybe nervous
too. If they are unable to understand the question or if the interview includes unclear structure
of questions, the interviewee may also feel embarrassed. It is to be ensured that the
interviewee is confident enough to give true answers to all the questions. An interview shall
contain easy to understand questions and feasible enough to get the results required or else
inaccurate results may occur, thus resulting in the collection of wrong data.
In certain business cases, some conflicts arise when opting either traditional strategies or
adopting agile processes, as said by Boehm and Turner. It is outlined that how the team
members of agile development often require more time, skills and experience to adjust in a
particular environment and perform adequately [ CITATION Boe05 \l 1033 ].
Human Traditional Agile Human Agile

Resource Human Resource Framework of
Management Resource Management as AEHN
Techniques Management per Bersin
factors
Aims and Communication A system All the aims
objectives within the HR, through which shall be
by following the the coordinated in
18
hierarchy, in a collaboration such a manner
traditional style, takes place that it becomes
thus resulting in within the HR. easy for the
silo effect. Projects are to employees to
be managed in understand the
an appropriate dynamics and
manner and the uncertain
transparent events that may
information occur. The
shall be shared. mission and
A continuous vision of the
learning organization
environment shall be
shall be created grasped, and
within the regular tracking
organization. of the progress
shall be
ensured.
Recruitment The recruitment The focus is A half day
strategy process takes more towards session was
place in hiring right, added by
accordance to knowledgeable AEHN, which
the schedule and skillful includes an
planned. people rather orientation
than ordinary session for the
managers. newly hired
employees, in
order to make
them
understand the
core values of
the business.
Planning for In order to Decision It encourages
development boost up the making personal
confidence procedure leads development in
19
level, certain to high order to
team activities motivation level continue with
are conducted. and unity within the learning
the team. Own procedure. In
targets set leads technical
to better competencies,
performances the need of
by the team development is
members. recognized
through
tracking
proficiency.
Training Various training It is preferred to Workshops are
sessions are train the conducted in
conducted, in managers as order to help
order to boost hands on coach employees to
up the rather than keep a check on
confidence really acting as the recent
level. managers. developments
being emerged.
Communication Strong Agile Surround
and coordination framework communication
coordination shall be leads to is brought into
developed by continuous use which
frequently improvement in includes
interacting with team work as it bulletin boards,
the team encourages special forums,
members. strong workshops,
communication training
and sharing of sessions etc.
transparent
information.
Performance Assessments are Feedback is It is important
appraisals conducted on encouraged for the
annual basis, in where people employees to
20
order to analyze can guide each follow the core
team other, in order values and
performance. to encourage demonstrate the
self- managerial and
improvement. technical
competencies in
a better way.
Feed back
procedure is
encouraged in
this case.
Rewards It is analyzed Team members In the appraisal
whether the and managers method, some
employee shall have a marginal
performance socializing changes were
has been above nature and made. If
or below the together following the
project observe the core values
expectation, areas where thoroughly, it is
accordingly the improvement is easy for the
rewards are needed. employees to be
paid. promoted
towards a
supervisory and
managerial
position.
Motivation and Motivation can Feedback leads A process for
engagement for be in the form to motivation. career planning
employees of rewards, Moreover, is initiated
recognition and frequent through various
punishment. customer tools such as
interactions are coaches, in
encouraged that order to provide
delivers focused clear career
mission and paths to the
21
gives value to employees. This
the employees. leads to the
creation of
development
plans.
Comparison of Diverse Approaches to HRM:
The eight techniques of Human Resource Management have been broadly elaborated into
various criteria, depending on the information as mentioned above.
The eight categories and its criteria are described below:
4.1Aims and objectives:

 Collaborating with stakeholders
 Sharing information
 Managing the project
 A continuous learning procedure
 Vision of the organization
 Detailed information about the uncertain threats
4.2Recruitment procedure:
 Depending on the demand, the staff is recruited.
 Recruitment right and knowledgeable staff.
 Ensure that core values of the organization shall be followed.
4.3Planning for development:

 Activities leading to team building.
 On hand coaches.
 Training for critical development.
 Main focus shall be towards quality.
 Personal growth shall be one of the priorities.
 In technical competencies, proficiency shall be tracked.
4.4Training:
 Various exercises are conducted, in order to enhance team work.
 Sessions are conducted for training and development.
22
 Workshop.
 Brown bag sessions.
4.5Communication and coordination:

 Interacting on regular basis
 Involvement of stakeholder
 Flow of transparent and clear information
 Bulletin boards, training sessions shall be used, in order to make communication strong
4.6Performance appraisals:
 Assessments to be conducted on annual basis
 Feedback shall be given frequently
 Coaching shall be provided for development process
4.7Rewards:
 Awareness regarding the rewards shall be made in advance
 Employees shall be socially recognized
 Effective promotion procedures shall be implemented.
4.8Motivation and engagement for employees:

 Employee shall be motivated through rewards, recognition and punishments.
 Feedback shall be given frequently
 A platform shall be provided for career paths which may lead to development plans.
In order to carry on with future research, the above-mentioned methodologies are used as a
part of initial thinking. It helps in gathering quantitative and qualitative information, mostly
qualitative and adds new features to the primary research as well new findings and research
to the current thesis.
23
4. Conclusion and recommendations:
It has been discussed that motivation methods are used by different managers with different
perspectives. These methods are interlinked and interacted too. The motivation methods that
integrate with practice, in order to encourage the team members are as follows:
Equal opportunities provided in objective based team training:
The teams working on the achievement of business targets shall be trained, along with the
opportunities equally provided to them. The team members get a chance to analyze their own
goals as well as the business goals, through objective based team training. Individuals work
on their own task, provided them on an individual basis as well as the team work and its
objectives. This leads to team spirit as well as the individuals realize how important they are
for the team and for the organization. They also get to know about the skills they possess and
how much capable they are to help the business in achieving its objectives through working
in a team. This makes the achievement of goals much easier as the contribution level by all
the individual team members becomes high [ CITATION Ker021 \l 1033 ].
During the ongoing learning process, the teams are formed voluntarily:
As mentioned by Jin, groups formed voluntarily tends to create a peaceful and cooperative
environment, team members have a very friendly behavior with each other and give
compliments on good performances. This motivates employees to work in a team rather than
on individual basis [ CITATION Jin932 \l 1033 ].
When a team is formed voluntarily, it empowers the members and makes them feel apart of
the organization. Their interest level increases. Team members try to learn new skills from
each other and lessons from everyone’s’ experiences. They share all the information and try
to boost up each other’s confidence level.
Usually it is preferred by the management to perform groups according to the people who
share same cultural backgrounds. This creates mutual interest and all the members work for
the same objectives of the business [ CITATION Pra02 \l 1033 ]. The skill to pick and understand
things quickly is enhanced and with the work going on, the learning process also continues,
which enables the team members to perform various tasks. The learning procedure leads to a
learning organization [ CITATION Arm011 \l 1033 ].
24
5.1 Leadership and communication within the team:
Managers tend to be the leaders of the business and it is their responsibility to inspire the
employees. The closer the managers and the employees are, the better it is for the
organization. this brings a positive impact on employees’ attitude and makes the
communication system strong.
Moreover, it is easy for the managers to monitor the teamwork and solve the issues
immediately. They can directly take the feedback and manage things timely. The feed back
procedure makes it convenient for the employees to maintain their strengths and work hard
on their weaknesses for future tasks.
Employees, through these motivational techniques, feels encouraged towards listening the
instructions of the managers. They work for the success of the business and tries to achieve
team excellence. The more strengthened the team is, the more it is easy to solve the business
issues.
5.2 Reward systems:

It is stated by Krotz, when the organizations realize that which tangible reward system would
motivate the employees, the productivity increases and it becomes easy for the managers to
retain its staff [ CITATION Kro031 \l 1033 ].
In order to encourage the team members, it is preferred by the managers to use mixed reward
system, which includes individual reward system, team-based reward system and pay based
upon the skills [ CITATION Arm011 \l 1033 ] . Different rewards methods are adjusted according
to various situations.
For example, if the employees perform well, they maybe rewarded on individual basis as well
as their cooperation towards team may give them the reward on work-team basis. This would
motivate the employees to take the team work more seriously. If the team gets successful in
achieving its objectives, they are then rewarded accordingly, which results in sharing tasks
and responsibilities as well as leads towards a cooperative environment. The skill-based
rewards play a major role in retaining skillful employees which creates a training and
learning opportunity within the organization by guiding other team members and motivating
them towards learning [ CITATION Arm011 \l 1033 ].
In this thesis, the secondary research was implemented. Though the time was limited, and the
journals used were of highly paid, the utilization od this research was also to a certain limit.
25
The information shall be easily accessed, and enough time shall be provided to conduct both
the primary as well as secondary research for future studies.
While conducting the research, two major questions arose which included that which
motivational techniques shall be used when facing cross-cultural scenarios and how to
encourage a cooperative environment in the team. The questions needed a wide variety of
research, therefore more journals should be utilized to cover this area, for future studies. In
order to examine the research questions, primary research methods such as interviews and
questionnaires would be the most appropriate methods to be implemented.
The main objective of Agile software development is to initiate a working software, in spite
of the changes in environment, at a fast pace. It is one of the top priorities for human
resource, a strong asset of the organization, in order to fulfill the organization task and
achieve its major objectives. Few of the lessons that have been learnt are mentioned below:
 Everything is not emerging when it comes to a dynamic environment.

 The agility process needs effort to initiate, it does not suddenly just take place.
 If proper models are made, they maybe used as a source of guidance, leading to the
creation of agility-oriented HR strategy.
 There are a certain number of initiatives, taken by integrated human resource, in order to
explain the agility-oriented HR strategy.
 It creates options and guidance for HR programs and practices.
The methodology used by the management plays a great role to manage an agile software
project efficiently. There are certain issues in the traditional models, therefore these
shortcomings needs to be replaced by the use of iterations that may bring improvement on a
continuous basis, in case for both, human resource and the project. In agile, the traditional
human resource management is not completely eliminated, instead it has been tweaked a little
bit, in order to give its best performance in an agile working environment.
For instance, it has been showed in the technical comparison that frequent feedbacks by the
HR is encouraged in an agile organization, when making comparison with the traditional
appraisal system.
It can be seen that AEHN’s framework tends to be one of the most suitable methodologies in
this rapidly changing environment, as almost all the Bersin and Associates’ Agile HR factors’
strategies are included in it.
26
Organizations usually hesitate when it comes to adopt new HR management techniques, in
terms of agile software project as there is already a wide spread usage of traditional Human
Resource Management. In order to gain a competitive advantage in market, it is preferable to
make changes in the organizational management techniques, by adopting latest Human
resource management techniques such as agile Human resource practices. However, it is
advised that before adopting or implementing such methodologies, some proves and
successful cases shall be heard, in order to make this method beneficial for the organization.
If the experts really think that this methodology has been really successful in the past few
years, in agile software project management, then organizations might be more interested
towards adopting this methodology. It may take time to transform and implement it, as the
research work is still going on and there is also a possibility that during this time period, other
latest methods may be created and create a challenge for this paradigm.
The success of Human Resource agile adoption depends upon the introduction of the new
methodologies. However, certain strategies regarding the efficient human resource
management needs to be created.
27
6. References
Allen, G. (1975). The Graduate Students’ Guide to Theses and Dissertations, A Practical Manual for
Writing and Research. Jossey.
Ambler, S. (2002). Agile modeling: effective practices.
Armstrong, M. (2001). A Handbook of Human Resource Management Practice.
Beal, B. (2003). Teamwork – The Key to Staff Development. Career Development International.
Bersin, J. (2012). Building a Competitive Talent Analytics Function–The Four Stages of Maturity.
Bersin, J. (2012). The Agile Model comes to Management, Learning, and Human Resources.
Boehm, B. a. (2005). Management challenges to implementing agile processes in traditional

development organizations.
Brown, D. (1995). Team-based Reward Plans. An International Journal.
Cohen, S. a. (1997). What Makes Teams Work: Group Effectiveness Research from the Shop Floor
to the Executive Suite. Journal of Management.
Conboy, K. C. (2009). People Over Process: The Implications of Agile for IS Skills and Human
Resource Management.
DeVoe, S. a. (2004). Managers’ Theories of Subordinates: A Cross-cultural Examination of Manager

Perceptions of Motivation and Appraisal of Performance. Organizational Behavior and
Human Decision Processes.
Gordon, J. (1992). Work Teams: How Far Have They Come? Training.
Herzberg, F. M. (1957). The Motivation to Work. Wiley.
Hirani, K. (2012). Project Human Resources Management.
Jin, P. (1993). Work Motivation and Productivity in Voluntarily Formed Work Teams: A Field Study
in China. Organizational Behavior and Human Decision Processes.
Jin, P. (1993). Work Motivation and Productivity in Voluntarily Formed Work Teams: A Field Study
in China. Organizational Behavior and Human Decision Processes.
28
Kerrin, M. a. (2002). Collective and Individual Improvement Activities: The Role of Reward
Systems. Personnel Review.
Khanna, P. (2000). India: The ‘360-degree’ Appraisal, Businessline. Islamabad.
Kiffin-Petersen, S. a. (2003). Trust, Individualism and Job Characteristics as Predictors of Employee

Preference for Teamwork. The International Journal of Human Resource Management.
Krotz, J. (2003). Reward Your Employees for Teamwork in 2003. Marketing Intelligence.
Lawler, E. (2003). Managing Change. Vision to Venture: Work Team Coaching Bi-weekly.
Lawler, E. a. (1992). Designing Pay Systems for Teams. ACA Journal.
Margulies, J. a. (1995). New Designs of Work Groups: Applications of Empowerment.

Empowerment in Organizations.
McGregor, D. (1960). The Human Side of Enterprise.
Mohrman, A. M. (1992). The Performance Management of Teams, in Bruns, W.J. Jr (Ed.),

Performance Measurement, Evaluation, and Incentives.
Nerur, S. R. (2005). Challenges of migrating to agile, Communications of the ACM.
Ober, S. Y. (1997). . Perspective: Is Teamwork Holding Back Your Firm? Management

Development Review.
Prat, A. (2002). Should A Team Be Homogeneous? European Economic Review.
Samson, D. a. (2002). Patterns of Business Excellence. Measuring Business Excellence.
Schwaber, C. a. (2005). Corporate IT leads the second wave of agile adoption.
Shafer, R. D. (2000). Crafting A Human Resource Strategy To Foster Organizational Agility.
Shapiro, D. a. (1999). Employees’ Reaction to the Change to Work Teams, The Influence of
“Anticipatory” Injustice. Journal of Organizational Change Management.
Tjosvold, D. a. (2000). The Leadership: Building Teamwork with and among Employees. Leadership
& Organization Development Journal.
Vijayasarathy, L. E. (2008). Agile software development .
29
7. Appendix
7.1. Questionnaire
1- Have you worked in a project setup which have multiple people? If yes, then in which
Country and with how many numbers of people?
2- Have you had difficulties running with group individuals with demotivation? If yes, kindly
elaborate the problem. What were the traditions and what kind of situations?
3- Did any those situations advance to results like delay, low aggregation performance,
project failure?
4- If yes, what measures you take in order to handle those challenges? Or what as per your
opinion you think would have helped well?
5- Did those solutions to the arisen situation worked?
6- Do you have any common agreed work guidelines or communication style when you are
working in such environment? Which have a team member/members who aren’t that
motivated or feel demotivated due to any of the reasons? If yes, how did it worked for
you?
7- Have you witness project management related things such as delay, knowledge/data loss
during execution of project life cycle etc.?
7b- If yes, then when you witnessed this most or in which stage of the project life cycle was
it?
7c- What are some unique characteristics/attributes of the people that you came across or
dealt with during your time of work with them? Can you quote some examples which may
help to analyze that if someone is not giving their 100% especially due to something
bothering them?
7- What factors do you anticipate is pivotal when you proceed with a concealing of a
demotivated team member?
30
7.2Interviews
1. Mohammad Atiq (Project Manager)
Name: Muhammad Atiq
Position: Project Manager
Nationality: Pakistani
Industry: Software Development
Years working in PM: 3
Yes, In Pakistan and have worked with around a team of 20 to 30 People.
There few common issues or difficulties which I faced in working with people. The most
common of them are as below.
 Growth Stopped Or Don’t see further growth

 Not motivated by any means and just kept working
 Mostly annoyed by bad managers.
project failure?
Yes, Almost any of the above mentioned can result in any of the mentioned manner and this
is something that happens in daily life or any of the manager can be able to relate to it
specially project manner as they keep close track of the tasks and things. That such situation
results in project delay, low aggregation performance & sometimes the result are catastrophic
like project failure.
31
I have mostly tried to handle the situation in a friendly manner and try to help the person who
is going through such condition or phase.
 Hear out the concern and point of the concerned person and manage/reply it in an
appropriate manner helping him to resolve his concern. Also, once back to work you
should do the needful if required in order to fix that concerned Issues.
 Try to send them on a leave or try to make them do stuff which they feel good doing
this may help him perform better and give him some relief.
Yes, it worked for me and it helped resolve the issue which the team was facing or being
through we can try to coach them mentor them and help them resolve the problems which
they face not just as a manager but as a Person.
you?
No, we were not provided by any of the agreed guidelines or communication style from the
company or upper management which we can adhere to and follow in order to keep the
employees motivated and keep them bucked up so they can work in a better way with better
mental health and stability. Which can help them work in better way.
Yes, I have witnessed this.
it?
Yes, it can’t be specific to any phase this situation may arise in any time whenever a resource
is not in a good state this kind of situations arises.
32
bothering them?
Yes, I can recall one accident when we are working on a project that has a short timeline and
has to be delivered at our earliest. I can remember one of my key resource that use to work
very well and in all situations but this time it wasn’t the case. I could feel that he is being
annoyed by other team members, he didn’t seem happy doing what he do, he seems to be
bothered every now & then. All this was making his work & his work quality suffer.
However, I had a word with him and get to know that he had worked on one pressure project
previously for 4 months after that he was allocated on this project and with all this there was
no good words are dedicated to him or any motivation factor for him even after his this much
investment in his work.
1- Calm & Compose.

2- Hear out the person first before giving your input.
3- Try to resolve the issues after hearing them and do the need full to comfort them and
resolve the issue.
2. Saeed Alam (Project Manager)
Name: Saeed Alam
Position: Sr. Project Manager
Truly, In Dubai & Pakistan. Have worked with around a group of 20 to 30 People.
33
There couple of normal issues or challenges which I looked in working with individuals. The
most widely recognized of them are as underneath.
• Growth Stopped Or Don't see further development
• Not propelled using any and all means and simply continued working
• Mostly irritated by awful supervisors.
project failure?
Truly, Almost any of the previously mentioned can result in any of the referenced way and
this is something that occurs in day by day life or any of the supervisor can most likely
identify with it extraordinarily venture way as they monitor the errands and things. That such
circumstance results in venture delay, low conglomeration execution and now and then the
outcome are disastrous like task disappointment.
I have for the most part endeavored to deal with the circumstance in a well-disposed way and
attempt to help the individual who is experiencing such condition or stage.
• Hear out the worry and purpose of the concerned individual and oversee/answer it in a
fitting way helping him to determine his worry. Additionally, once back to work you ought to
do the needful whenever required so as to fix that concerned Issues.
• Try to send them on a leave or endeavor to cause them to do stuff which they feel
great doing this may enable him to perform better and give him some help.
34
you?
No, we were not given by any of the concurred rules or correspondence style from the
organization or upper administration which we can hold fast to and follow so as to keep the
representatives persuaded and keep them kicked up so they can work in a superior manner
with better emotional wellness and steadiness. Which can enable them to work in better
manner.
it?
Truly, it can't be explicit to any stage this circumstance may emerge in whenever at whatever
point an asset isn't in a decent express this sort of circumstances emerges
bothering them?
35
 Calm and Compose.

 Hear out the individual first before giving your information.
 Try to determine the issues in the wake of hearing them and do the need full to comfort
them and resolve the issue.
3. Adeel Siddiqui (Project Manager)
Name: Muhammad Atiq
Yes
There couple of basic issues or challenges which I looked in working with individuals. The
most well-known of them are as underneath.
• Not spurred using any and all means and simply continued working
project failure?
36
you?
37
it?
bothering them?
4- Calm & Compose.

5- Hear out the person first before giving your input.
6- Try to resolve the issues after hearing them and do the need full to comfort them and
resolve the issue.
4. Mustafa Raza (Project Manager)
Name: Mustafa Raza
38
Truly, In Dubai & Pakistan. Have worked with around a group of 20 to 30 People.
There couple of normal issues or challenges which I looked in working with individuals. The
most widely recognized of them are as underneath.
• Not propelled using any and all means and simply continued working
project failure?
Truly, Almost any of the previously mentioned can result in any of the referenced way and
this is something that occurs in day by day life or any of the supervisor can most likely
identify with it extraordinarily venture way as they monitor the errands and things. That such
circumstance results in venture delay, low conglomeration execution and now and then the
outcome are disastrous like task disappointment.
I have for the most part endeavored to deal with the circumstance in a well-disposed way and
attempt to help the individual who is experiencing such condition or stage.
• Hear out the worry and purpose of the concerned individual and oversee/answer it in a
fitting way helping him to determine his worry. Additionally, once back to work you ought to
do the needful whenever required so as to fix that concerned Issues.
• Try to send them on a leave or endeavor to cause them to do stuff which they feel
great doing this may enable him to perform better and give him some help.
39
you?
No, we were not given by any of the concurred rules or correspondence style from the
organization or upper administration which we can hold fast to and follow so as to keep the
representatives persuaded and keep them kicked up so they can work in a superior manner
with better emotional wellness and steadiness. Which can enable them to work in better
manner.
it?
Truly, it can't be explicit to any stage this circumstance may emerge in whenever at whatever
point an asset isn't in a decent express this sort of circumstances emerges
bothering them?
40
 Calm and Compose.

 Hear out the individual first before giving your information.
Try to determine the issues in the wake of hearing them and do the need full to comfort them
and resolve the issue.
5. Mohammad Zia (Project Manager)
Name: Muhammad Zia
Position: Project Manager
Yes, In Pakistan and have worked with around a team of 20 to 30 People.
There few common issues or difficulties which I faced in working with people. The most
common of them are as below.
 Growth Stopped Or Don’t see further growth

 Not motivated by any means and just kept working
 Mostly annoyed by bad managers.
project failure?
41
you?
42
it?
bothering them?
Calm & Compose Try to resolve the issues after hearing them and do the need full to
comfort them and resolve the issue.
43

Long Report

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Long Report

Uploaded by

Copyright:

Available Formats

Table of Contents

2.2 Motivation theory:

2.3 Various motivational techniques:

2.6 Training required in teams:

2.7 Leadership within the team:

2.8 Team empowerment:

2.9 Coordination within the team:

In case of remuneration decisions, 360-degree feedback method is not appropriate as

2.10 Rewarding techniques used within the team:

2.11 Various motivational techniques in different scenarios:

2.12 Performance of the team work during crisis:

2.13 Teamwork when facing different cultural issues:

2.14 Traditional Human Resource Management Model:

2.14.1 Industrial model:

3.1Achievement of Contextual Clarity:

3.2Embedding Core Values:

The core values include:

 Compassionate members shall be included in the team.

3.3 Enriching Work:

 Core values shall be followed.

Promoting Personal Growth:

Providing commensurate returns:

Human Traditional Agile Human Agile

The eight categories and its criteria are described below:

4.1Aims and objectives:

4.3Planning for development:

4.5Communication and coordination:

4.8Motivation and engagement for employees:

Equal opportunities provided in objective based team training:

5.2 Reward systems:

 Everything is not emerging when it comes to a dynamic environment.

Ambler, S. (2002). Agile modeling: effective practices.

Armstrong, M. (2001). A Handbook of Human Resource Management Practice.

Boehm, B. a. (2005). Management challenges to implementing agile processes in traditional

Brown, D. (1995). Team-based Reward Plans. An International Journal.

DeVoe, S. a. (2004). Managers’ Theories of Subordinates: A Cross-cultural Examination of Manager

Herzberg, F. M. (1957). The Motivation to Work. Wiley.

Hirani, K. (2012). Project Human Resources Management.

Khanna, P. (2000). India: The ‘360-degree’ Appraisal, Businessline. Islamabad.

Kiffin-Petersen, S. a. (2003). Trust, Individualism and Job Characteristics as Predictors of Employee

Lawler, E. a. (1992). Designing Pay Systems for Teams. ACA Journal.

Margulies, J. a. (1995). New Designs of Work Groups: Applications of Empowerment.

McGregor, D. (1960). The Human Side of Enterprise.

Mohrman, A. M. (1992). The Performance Management of Teams, in Bruns, W.J. Jr (Ed.),

Nerur, S. R. (2005). Challenges of migrating to agile, Communications of the ACM.

Ober, S. Y. (1997). . Perspective: Is Teamwork Holding Back Your Firm? Management

Prat, A. (2002). Should A Team Be Homogeneous? European Economic Review.

Samson, D. a. (2002). Patterns of Business Excellence. Measuring Business Excellence.

Schwaber, C. a. (2005). Corporate IT leads the second wave of agile adoption.

Shafer, R. D. (2000). Crafting A Human Resource Strategy To Foster Organizational Agility.

Vijayasarathy, L. E. (2008). Agile software development .

5- Did those solutions to the arisen situation worked?

Name: Muhammad Atiq

Position: Project Manager

Industry: Software Development

Years working in PM: 3

Yes, In Pakistan and have worked with around a team of 20 to 30 People.

 Growth Stopped Or Don’t see further growth

5- Did those solutions to the arisen situation worked?

Yes, I have witnessed this.

1- Calm & Compose.

Name: Saeed Alam

Position: Sr. Project Manager