The Way People Are Managed Is Vital for the Performance of Any Organisation - Coursework Example

Running Head: Human Resource and Performance Student’s Name: Instructor’s Name: Course code: Date of Submission: Introduction Human resource management is an integral part in determining the performance of an organization (Hollensen, 2004). In addition, the manner with which an organization’s human resource development manages its people plays an important role in determining the effectiveness of employees and the entire organizational performance (Legge, 2005). At this point of the value chain, it is important for organizations to develop strategic human resource management to ensure that there is adequate knowledge about employee abilities and understanding the processes involved in the operations. The human resource has therefore developed strategies such as employee development to improve skills and employee motivation to ensure improved organizational performance. In addition, there are a number of several ways with which how human resource management of people would contribute to organizational performance. Such ways include the introduction of better job structure, motivation of staff, and giving them a better knowledge for the betterment the working environment and the organizational culture. In fact, human resource management emphasizes that employees play an important role in the realization of the organization’s strategic objectives and goals (Janssens & Steayaert, 2009). Therefore, it is important for human resources to strategically put forward some measures to ensure that employees are always put first to ensure that they are concerned about the achievements of the organization’s goals and objectives. Human resource management also emerges with careful selection of decision-making strategies that link the management of people with business strategy. Understanding Organizations and People The membership of any organization comprises employees, owners, stakeholders, and customers who are players of different cultural, social, and economic backgrounds. It in perspective that organizations are urged to be acting in a dynamic environment (Mullins, 2005). In some organizations, it is usually compulsory that the success of predetermined goals and objectives is achieved without any complexity of structures. This is even more so when the businesses scale does not require such complexity in their general operation. In most cases, the formation of businesses is based on a combination of various sub-activities and thus becomes difficult for organizations and businesses to achieve. It is always required that any organization display an upward flow and positive values in its activities. It has been discovered that many different structures have the capacity to be successful and that the best construction for any given business or the organization should have a unique structure which reflects its general operation of the organization. Therefore, it is quite important for managers , workers and those within the organization to bring the meaning of the organizational discussions as the first priority instead of analyzing, managing the increasing doubts associated with the facts of the other external competitive environment. According to Mullins (2005), although there are differences in cultural diversity there are also three common elements in each organization that can be seen. These elements include people, objectives, and structure. Discussion on this Mullins (2005) suggests that people achieve organizational objectives within an interactive format or structure which either positively supports the value-added process or conversely is against the success of the process. It is a fact that employees are key players in realization of organizational objectives. It is for this reason that most organizations regard their employees as important in realization of goals and objectives and thus regard their management as important in achieving this realization. However, realization of culture and organizational objectives can prove difficult in the event where employees are not in a position to dispense knowledge and skills as required. Finally, considering changes and advancements in technology, it is necessary to equip people with knowledge and understanding that meet the demands and needs that necessitate organizational and personal development (Mullins, 2005). This calls for organizations to develop measures and strategies and orient themselves towards a learning culture. There has been an increasing understanding that of organizations that success is achieved through continued learning and appreciation of changes in technology and advancements in the management of people who are viewed as the most crucial part of achieving organizational performance. Job satisfaction and work performance In understanding the impact of managing people and understanding its importance in organizational performance, it is vital to develop ways that enable employees to work more effectively. However, an organization that views employees as a unified resource rather than human beings will always face some dangers that are likely to affect the effectiveness of employees and therefore, their performance. Therefore, understanding effective management of people is a great tool that provides organizations with a deeper understanding of employees from a psychological perspective. This idea allows room for employee development and thus their effective performance. According to Mullins (2005), it is also vital to understand the relationship between employee performance and job satisfaction since it is attached to individual feelings as well as their sense of personal achievement. All employees of an organization are more likely to have different kinds of abilities, attitudes, and skills. However, they all determine the overall productivity of the organization and the quality of the value of the entire processes. According to organizational theorists, the performance of people working in an organization depends on four major points that include situational contingencies, motivation, ability, and the general role perception (Noe & Winkler, 2009). In essence, these factors determine the general behavior of performance of people working in an organization. However, how the management of such organization can handle motivation, efforts to develop employee ability and role perception has the greatest impact. Firstly, ability is the basic knowledge and understanding that enables an employee to complete the job as expected. The acquisition of such knowledge is easily achieved through training programs organized by the management under employee development. In a broader perspective, this understanding will also include the knowing of the organizational environment, culture, and the network involved in the production processes. This knowledge therefore becomes important for employees in improving work performance by providing employees with the basis for committing their efforts to the organization. However, as human beings, everyone has weaknesses and strengths. Based on such weaknesses and strengths, having a clear knowledge on how to manage people and their performance is of great importance. According to Brooks (2003), people work jointly in a network to help each other improve the strengths and reduce their weaknesses, thus achieving performance. Secondly, in broader terms, motivation is important in determining the level of work performance of an employee and may include employee level of effort, employee persistence, and the direction with which their careers are inclined to (Brooks, 2003). Although it is not a simple task within an organizational context, it is important for management to keep employees motivated at all times. As Mullins (2005) puts it, organizations that are able to motivate their employees are far much better in achieving their objectives. Therefore, an employee motivation is crucial in driving the work performance of an employee in organizations. Thirdly, perception is another important factor that determines employee performance. It however brings out issues such as individual differences within an organization. This therefore means that employees need to understand the feelings and behavior of one another since individual feelings are unique and may bring in differences that can affect the effective productivity of an organization. Mullins (2005) argues that this sensory awareness can be perceived as psychological and entails information relayed from one end of a production process, then translated on the other end as an action. However, since people may have different ways of perceiving things, misunderstanding within networks may arise in the name of how people perceive and interpret information. This will clearly affect the effectiveness of working and hence affect job performance. Therefore, an organization that creates a favorable working environment and sets the stage for positive perception will most definitely benefit in achieving employee performance. However, individuals with skills usually perform their tasks according to the expectations of an organization yet their respective teams or management control job allocation among the employees (Armstrong, 2003). This therefore would be a disadvantage in ensuring maximum productivity. Conclusion In conclusion, there is a strong argument for addressing the importance of seeing the environment as a factor in HR strategy, a factor that reflects the importance of knowing as well as understanding the organizations relation and interactions of their past discussions. The environment of human resource strategy or business strategy is the key determinants of the ability of any organization to achieve their corporate strategic goals. However, there are other arguments that do not support the role of human resource management in determining performance of an organization. Reference List Armstrong, M 2003, A Handbook of Human Resource Management Practice, London, Kogan Page. Brooks, I 2003, Organisational Behaviour: Individuals, Groups and Organisation 2nd edn, London, Prentice Hall, Pearson Education Limited. Capon, C 2004, Understanding Organisational Context: inside and outside organisations 2nd edn, London, Financial Times Prentice Hall. Janssens, M & Steayaert, C 2009, HRM and performance: A plea for reflexivity in HRM Studies, Journal of Management Studies, vol. 43, no. 1, p. 143-155. Legge, K 2005, Human Resource Management: Rhetorics and Realities, London, Palgrave Macmillan Ltd. Mullins, L 2005, Management and Organisational Behaviour 7th edn, New York, Pearson Education Limited. Noe, R & Winkler, C 2009, Employee training and development: For Australia & New Zealand, North Ryde, N.S.W.: McGraw-Hill Australia Pty Ltd. Read More