Managing Employees in an Organization - Essay Example

Running header: Managing People Your Introduction Managing employees in an organisation necessitates managers to be more than mere ‘bosses’ within the establishment. Contemporary managers in effect assume the responsibilities of a therapist, guide, organizer, taskmaster, trainer and adviser to the workforce. The foremost test for corporations nowadays is keeping their workers motivated and performing their duties properly. As people constantly interact with each other, they unconsciously mange each other in their transactions and thus learn how to relate with diverse people in addition. Nevertheless within a workplace environment, managing people is a deliberate act that has to be cultivated and enhanced through leadership skills and training. Contrary to expectations, people like to be managed! Individuals feel more secure, supported and appreciated when they judge that somebody is ‘looking out’ for their interests, development and is at hand to assist in case of problems. However managing people has challenges, “a managers most important and often most difficult job is to manage people.” (Welch, 2008) Most managers either clings to tasks that they should delegate to line staff while others just dump duties on subordinates without due process, ‘instead of giving orders, a smart manager gives instructions’ (About.com, 2009). One of the main tasks of a manager is assisting an employee through the life cycles processes within the organisation described as HIAR or Hire, Inspire, Admire, and Retire. The manager must be less ‘manager’ and more ‘leader’, hence inspires and motivates those entrusted to lead. Former Chrysler Inc. CEO Lee Iacocca asserts that,’ management is nothing more than motivating other people.’ (University of California, 2008) Organisations always strive to ensure the effectiveness of their production process to the satisfaction of their customers and shareholders. This is entirely dependent on the output of all their employees. Unfortunately many workers continuously underperform or merely generate just the expected output while avoiding hard work. This has mainly been attributed to poor people management hence leading to lack of incentives in the workplace motivating the workers. Managing people effectively is epitomized by an inspired workforce serving as the medium for growth. Motivation is acknowledged as the catalyst for enhanced production; however solely lacks within many firms due to ineffective people management and minimal inducements for the staff coupled with many discouraging practices that further de-motivate them (Sorensen, 2002). There is no secret formula or set of rules in managing people, however it takes personal style plus some unyielding dedication to succeed. Nonetheless a manager must always be conscious of the adage that, ‘By failing to plan you plan to fail’, hence the need to establish long and short term objectives. The planned objectives have to be S.M.A.R.T.E.R, i.e. Specific, Measurable, Attainable, Realistic, Timely, Ethical, and Relevant (Blair, 2006). A manager must additionally be consistent or predictable in own actions and reactions rather than erratic hence generating ambiguity to other employees. Nevertheless the manager must likewise be flexible which does not mean that they are inconsistent. This means the manger is decisive on big and small matters while communicating effectively proposed expectations. Leaders must ensure that they maintain the confidence of all other staff by not betraying their confidence or any confidential company data. By been friendly and witty, a manager will appear accessible while helping themselves unwinds rather than inflexible and rigid. Since everyone has personal affairs, families, opinion and struggles, all employees should be treated equally regardless of position within the organization (Bright, 2009); (Weightman, 2004). Personal communication or face-to-face meetings have been identified as the finest form of communication (BusinessTown.com, 2003). The current trend of using remote contact has been criticized; either email, intranets, faxes, voice mail or other electronic communications asserting that they cannot be a substitute for personal contact. Even if a manager or rank staff doesn’t approve an issue; face-to-face contact is able to convey through pitch, bearing, smile, and eye contact the massage that, ‘I value and respect your opinion and enjoy working with you . . . even though I disagree with you on this point’ (Franz et al, 2008). As an employee or manager, you should take responsibility of your job by really ‘owning it’ rather than ‘just doing the job’. Paretos Principle or Paretos Law states that you should focus ‘80 percent of your time on the 20 percent of your work that really matters’ to better manage yourself (The 80-20 Rule) (Koch, 2007). Avoid obsequiousness, ‘disagree without being disagreeable’ to better assist yourself, your boss, and you company. Most analysts concur in the veracity of the effectiveness of people management for sustained organisational development. Clifton and Harter (2003) allege that an organization’s success is largely a function of employee’s contentment. Patterson et al (2004), nevertheless assert that managing people in organisations is principally a function of an individual’s character and the environment resident. Conventional studies maintain that well crafted organizational traditions lead to progressive development of a company’s performance index by facilitating internal behavioural uniformity (Sorensen, 2002). According to Maher (2008), you should not expect teamwork if you have don’t have team sport. Maher asserts that though contemporary business management advocates a more coordinated collaboration effort, it’s common to find that many employees don’t consider themselves part of the team. He argues that firms ‘extol teamwork then set up situations that destroy any possible team spirit’ (Maher, 2008, p. 1). Maher proclaims three pragmatic principles in management: It’s unfeasible to have employees who have a more superior vision for the corporation than that demonstrated by the manager. When workers consider the firm is taking advantage of them, majority of them will likewise try to exploit the company and may succeed. Employees generally emulate the behaviour their boss. An unethical boss will similarly elicit comparable unethical behaviour from line staff; a slack manager will likewise induce lazy employees etc. Maher surmises that ‘vision without substance is not vision, its illusion’. Thus by not actively incorporating all the people in the organisation, the firm’s visualisations or goals will just remain mere dreams that cannot be fully achieved (Maher, 2008). HRM is enhanced when the prevailing cultural and management practises within the organisation are more developed. Outlaw (2005) argues that when a manager spawns confidence, enthusiasm and affirmative altitude, it automatically leads to an improved performance in the organization; and the opposite is true where gloomy, mistrustful, and negative altitudes in the workplace are predominant, hence performance suffers. McNamara (2008) nevertheless insists that the most important motivational tool should be self-motivation, arguing that it is more effective in recognizing what motivates you and how your job is aligned or configured to sustain your motivations. Managing diversity means recognizing employees divergence as distinguishing these disparities is crucial; it augments excellent management practices by averting intolerance and encouraging comprehensiveness. Superior HRM by itself will not automatically facilitate efficiency but rather need managerial astuteness (University of California, 2008).The traditional way of management where the leader made decisions in lofty and lonely isolation is no longer in vogue as commerce has become too intricate and focused for any single individual to handle. Teamwork and sensitive handling of personal issues is critical as well as enhancing equality and fairness in decision making. Heller (2006) stressed that, ‘if leaders dont pay close attention to their team members, they will fail: and attention is by definition personal’ (pg.4). Goffee et al (2007) stress that an efficient HRM administration; necessitates a thorough consideration of incentives, work arrangement, recompense schemes, and group demands. As part of strategic planning and managing people, Baldwin (2009) argues that a manager should ensure that they groom employees to take up other duties other than the accustomed ones. This guarantees the avoidance of the ‘Peter Principle’s’ whereby once an employee is promoted to an elevated position fails due incidences that lack preparation or inability to meet the responsibilities required. To avoid such scenarios, Baldwin suggests that a leader or the company should first assess the skills and knowledge needed to succeed in the post by identifying the correct attributes for the right candidate. This includes the strengths and weakness of the potential candidates hence may need to mould the individual staff to conform to the required standards of the position (Baldwin, 2009). Though most companies recognize that the importance of the workforce for the organisation to succeed, managing the people within the firm entails greater perspicacity by the executive. Lindner (1998) advocates for a blend of systematic bundling of benefits, including career enhancement, progression, internal and external stipends, and non-financial rewards. Gamez, el at (2006) describe managing people as a multiple-step process a manager undertakes towards achieving the desired objective. These are voluntary choices and cannot be enforced though may be inspired by the employee’s executive by properly infused performance management systems. The lack of a positive attitude has been attributed to generating negative emotions within the organizations, leading to employees becoming de-motivated hence causing massive absenteeism and illnesses that impact negatively on many lost working hours and medical insurance expense (Fredrickson, 2003). In Ken Blanchard (2000) The One Minute Manager, the ten major items listed as necessary in HRM are: delegating duties to subordinates using the ethic Ask for forgiveness, not for permission hence avoiding micromanaging your employees thereby instilling confidence and ownership of duties; managing or developing the best teams by grouping together special talents, which are then cemented into a winning team; motivating teams that are focused on delivering measureable outcomes rather than concentrating on vision only; expecting feedback by learning to listen at what the other employees are saying/suggesting; evolving a succession plan through the development of capable employees and directing them to their ‘natural paths’; cultivating amicable interactions with all employees; developing or emphasising clear accountability while avoiding deflecting blame to ‘lesser’ employees rather than accepting the that the ‘buck stops with me’ as a responsible leader; there must be minimum standards to be adhered to by all employees within their duties, dress, and ethics; must be consistent, determined to follow the set path or vision of the company always; and must be trustworthy by always sticking to ethically sound, reasonable and candid hence ensuring a culture of egalitarianism, even-handedness and transparency (coaching-businesses-to-success.com, 2006); (Butterworth, 2009). One of the most important functions in an organisation is dealing with those employees deemed as ‘difficult’. Lever (2009) observes that it’s possible for the individual termed as difficult to be seen differently by others, and similarly the same individuals behave differently to diverse persons. The leader must design ways of adapting to divergent people to understand their temperaments and moods thus get the best from each individual or help change their attitude. Lever indicates people with a difficult conduct depict: Insensitive or disproportionate focus Overly detail focused extremely negative vacillating altitude irritability and grumpiness Belludi (2009) however lists four behavioural aspects of unhappy employees in an organisation: Lethargic: The unhappy employee is characterised by late arrivals, departures, vagueness, cagey and absenteeism. Contemptuous: The unhappy employee can be cantankerous, complaining, or remarkably belligerent. Inclined to be prickly, sulky, and cynical, or blames boss. Apathy: The unhappy employee lacks focus on his tasks and subsequently his work is likely to be incompetent and incomprehensible. The worker is slow on assignments while resisting new duties. Remoteness: The unhappy employee is disposed to be reserved from other workers. He is likely to be difficult and decline to put up others workers wishes. A manger must strive to manage the hypothetically difficult people within the organisation. This requires identifying a fitting approach to communicate the company’s policies or department’s performance aspirations are comprehensible (Lever, 2009); (Rayner & Adam-Smith, 2009). Another aspect in managing people is assisting employees deal with changes within the organisation. Reh (2009) asserts that, ‘managing change means managing peoples fear...change is natural and good, but peoples reaction to change is unpredictable and irrational’ (pg. 1). The fear of the unknown results in opposition from employees who are apprehensive of what to expect from changes on their personal welfare. The leader/manager is therefore obligated to address these fears by assuaging the concerns reducing them to a minimum or manageable level. The manager must understand the reasons fro the resistance and similarly make the people understand the reasons for the changes hence avoid rationalising their behaviour without appreciating why (Arnold & Silvester, 2005); (McIntyre, 2008). Most often changes are resisted due to the non-involvement of the other people or employees in the organisation as management ignores or disregards the contribution of junior staff. According to General Electric‘s CEO Jeffrey Immelt, the four most important words in business are ‘What do you think?’. This means that a manager must be open and amenable to subordinates rather than forcing down decisions without considering their opinions. People who discern that there opinion is not required often withdraw their support or participation since they are not consulted hence making the planned decision not succeed. The contrary is true as by incorporating there views, the people will be enthusiastic, defending the planned changes (Belludi, 2009). The Office of Industrial Relations (2004) propagates a flexible technique that involves inspiring employees in a five step stratagem requiring a checklist. MindTools.com (2009) prescribes the use of a Stakeholder Management technique as an effective method of managing all the people affected by your decisions. This enables you win their support by first analysing the stakeholders and then planning on how to cultivate the support; thus applying a stakeholder-based approach (See Table 1). Table 1: Probable Stakeholders Your boss Shareholders Government Senior executives Alliance partners Trades associations Your co-workers Suppliers The press Your team Lenders Interest groups Customers Analysts The public Prospective customers Future recruits The community Your family Although stakeholders are either corporations or individuals, eventually direct communication is limited to a single person. The stakeholders concept recommends classifying your stakeholders on a Power/Interest grid (See Figure: 1), hence identifies how you relate with different stakeholders to have an equilibrium relationship that advances your interests. The specific location on the grid therefore depicts the actions you take with the person. The individual’s position on the grid shows you the actions you have to take with them: High power, most interesting individuals: the people you are mostly occupied with, and hence strife to please. High power, less remarkable persons: just engage them slightly o keep them contented. Low power, interesting individuals: engage them sufficiently keep informed on activities as may be helpful. Low power, less engrossed persons: keep check on them but not fully informed of all activities Figure 1: Power/Interest Grid for Stakeholder Prioritisation Source: MindTools.com The University of Colorado (2008) HR Guide to Motivating Employees emphasize that organization’s HRM must distinguish that human beings differ only in those intrinsic factor(s), which drive each individual; hence, all persons are the same as the same intrinsic features are fundamental to all. This is especially true in the principle factors that characterize contentment: achievement, appreciation, appealing labour, liability, progression and development (CU-Boulder, 2008). It is therefore important to note that an employee’s job satisfaction is not a guarantee to amicable relations with the organization. Success for success sake is no foundation for an individual’s motivation - an individual’s quality of life must benefit too (McNamara, 2008). The research firm BusinessTown.com has equated operating a business to the conception of the three rules of real estate: location, location, location! Thus in business the three principle rules are: communication, communication, and communication! The three communication lines are: Communication with employees Communication with executive team Communication with customers Thus a business or the employee needs to communicate all aspects of its dealings to every stakeholder. Prominent management analysts Jack & Susan Welch affirmed that, the HRM function in an organisation should be allotted a ‘position of power and primacy’. The HRM should evolve a thorough, non-bureaucratic appraisal scheme that is scrutinized for veracity; efficient methods of remuneration, acknowledgment, and training that inspire and therefore maintain employees; involve the ‘common’ employees in decision-making; design a level organisation chart that has logical reporting links and duties (Welch, 2008). According to Vana Bulbon, CEO UOB Asset Management (Thai), a company that controls 56 billion baht in assets through 78 funds, argued that leaders should focus on people to ensure success. He asserts that, ‘regardless of rank, people should be treated equally and with respect and care. Only when you have the commitment of your employees, can you move the organization forward.’ (Silva, 1998, p. 17) The three main obstacles to a team’s fulfilment and triumph are change, lack of control and mistrust (Flores, 2003). Silva (1998) writing for the International Labour Organisation (ILO) contended that, ‘managing people in a way so as to motivate them to be productive is one important objective of human resource management (HRM)’ (pg. 8). The importance of the HRM function in modern organisations has now gained prominence as firms take cognizance of the significance of employees as the major drivers in corporation’s growth. Managing people has consequently been acknowledged as crucial to company’s development rather than just a mere and minor function of the organisation assets. The conventional altitude that people are a variable cost has now changed as HRM ascertain that to gain a competitive advantage in modern industry, a well educated and skilled, inspired and dedicated workforce is needed at every point of the organisation. Storey, (1991) observed that ‘the existence of policies and practices designed to realize the latent potential of the workforce at all levels becomes the litmus test of an organizations orientation’ (pg. 10). Silva (1998) therefore observed that, ‘a discernible trend in management is a greater individualisation of the employer-employee relationship, implying less emphasis on collective, and more emphasis on individual relations’ (pg. 17). The role of HRM has emerged from its peripheral role of mere recruitment to that of ‘selection, review, rewards and growth. It now encompasses a set of strategies intended to capitalize on managerial assimilation, employee dedication, flexibility and quality of labour (Tichy et al, 1982). Guest (1987) identified several factors that accounted for mounting interest in people management within the human resource management (HRM) function: The managing people better, including employee development, hence gaining a competitive advantage over their competitors. The numerous instances of merit in HRM have created an interest in such models. The traditional functions of personnel managers were unable to fully utilise the potential benefit of effectual management of people The decline of the industrial relations or trade unions influence led to more involvement of the management in their employees’ welfare. The appearance of enhanced sophisticated labour forces with enhanced aspirations, improved technology and the evolving nature of need for more expandable vocation have seen the HRM take a more fundamental role in management strategy. Several significant elements of HRM like loyalty and motivation stem from the aspect of managerial performance, and put prominence on management approach. HRM was revolutionised by the advent of the human resources approach of management that led to the demise of the previously predominant paradigm of the scientific model as advocated by Fredrick Taylor. The Hawthorne Studies conducted at the Hawthorne Works of the Western Electric Company in Chicago from 1924 to 1932 led by Elton Mayo introduced the Human Relations Approach to management, spawned the hypothesis of Douglas McGregor’s Theory X and Theory Y; Frederick Herzberg’s dual factor Motivation-Hygiene Model Of Management; Abraham Maslow’s Hierarchy of Needs model (theory z); and John Stacey Adam’s Equity Theory. These theories emphasised the importance of taking a more humanistic approach to organisational development rather than a scientific or mechanical approach that dehumanised people to the level of machines within a firm. Maslow’s assertion of taking care of the lower basic needs sequent to attaining higher levels of needs and Herzberg’s dual model motivational-hygienic factors all illustrate the factors that motivate/satisfies frustrated employees as opposed to the dissatisfying hygienic factors (negative motivational forces within the firm) (Goffee et al, 2007); ); (Dickson, 1973); (Carrell & Dittrich, 1978). Managing people must be reflected in having a fair method of remuneration and rewards. Adam’s Equity Theory illustrates the frustration by employees when they discern some sort of discrimination or bias. Adams (1965) affirmed that employees generally seek to sustain equality between the inputs or efforts and the outcomes or outputs they receive in an organisation when measured against similar inputs and outputs of others. McGregor, in his motivation theory assumed two distinct types of managers or angles. In Theory X, one type of manager envisions pessimistic outlook of employees as unreliable and lazy while in contrast, the other manager (Theory Y) has an optimistic view of the employees as trustworthy and reliable. Managing people will require a manager to adopt Theory Y to evolve a better working relationship with line employees (Chirino-Klevans, 2008); (Carrell & Dittrich, 1978). In managing people, motivation has been identified as the principal driving force that enhances business growth. Maccoby (1992) asserted that, ‘markets change, new competitors emerge, new products and methods are created; but organizations still depend on motivated people’ (p.2). The importance of motivation is exemplified in the adverse effect it has on organizations profitability when employees lack enthusiasm for their jobs. The upshot resonates on every facet of an organization and permeates to her customers who discern the negativity exhibited hence avoid transacting with the firm. It is estimated that 2.8 million workdays are lost due nonattendance annually in the United States from dishearten staff. Employee non-attendance has also been quantified in negative organizational expenditures of an estimated $40 billion annually by U.S. firms. These expenses are in lost revenue occasioned by the cost of replacing absentee staff, health insurance, lost working hours, among other detrimental impediments (Gaudine and Saks, 2001). The Excel Team Development (2008) outlines seven strategies sufficient in managing people that can motivate employees: Constructive reinforcement / lofty outlook imparted on employees Competent control and retribution for your actions Fair treatment of all employees Rewarding employees requirements Clear employee objectives at workplace Reorganization of tasks to suit capabilities Employees rewarded according to their performance Managing people in HRM can also be developed by evolving motivation strategies. However many organizations often hasten to implement undeveloped expensive workplace methods that eventually fail to achieve their intended targets while leaving employees even more dissatisfied. The CANE (Commitment and Necessary Effort) model recommends two stages in the implementation of motivation schemes: determining a goal to pursue; and the effort required to achieve the goal. The model is derived from the human performance system advocated by Stolovitch and Keeps (1992) who proposed a practical system that is ‘specific and measurable’ to achieve business or organizational goals. This was after their estimation of the benefit of training in corporations as generating only 12 percent of their expenditure (Clark, 1999). The perspective of quantifying the impact of managing people is better illustrated by a study on the effect of motivation to an organization’s stock return as conducted by the Workplace Research Foundation in conjunction with the University of Michigan led Morrel-Samuels. This survey conducted over a seven year period (2001-2007) covered 3,490 employees from 841 publicly listed firms at the Wall Street Journal’s 1,000 (covers 98 percent of U.S. GDP) which clearly established a link between the listed stock trading companies performance that reported higher employee motivation as subsequently performing better at the bourse than those with less motivated staff (Serchuk, 2009). Conclusion Managing people better is therefore essential to an organisation as it has a direct impact on the individuals and corporation. Although not an easy task, managing people entail establishing their individual motivation to conform to the firm’s vision hence generating enhanced productivity to the company. The task will necessitate getting the best from all employees whether those considered as difficult, indolent, or hyperactive to the satisfaction of all the stakeholders. The main focus should be improving communication lines within the organisation, other employees and never disregarding their opinions and feelings as fellow human beings. Managers must therefore get really involved in the lives of their workers both personal and work related. The managers must learn to delegate duties to enhance trust while rewarding appropriately those deserving and punishing the wayward employees. This means that equity and reward are practised concurrently thus evoking loyalty and sense of belonging for all staff while admonishing favouritism nepotism prejudice and all forms of bias. Case Study: LG Electronics LG Electronics a Korean based multinational Six-Sigma technique that emphasize on quality enhancement The LG Way’ is the company’s concentration on the human aspect whereby emphasis is on both customers and staff improvement. The company which relies on a change oriented on an innovative organization strategy that encompasses constant change as a viable strategy to further her market niche. LG Electronics President Africa and Middle East K. H. Kim pointed out that, “Our business relies on relationships. We might have the best products in the world but unless we can communicate effectively and deal with people in a positive manner, we will not create good employees and generate good customers. That is the LG Way.” Spread across 39 countries, it employs over 82,000 workers and had recorded revenue of US$ 47.6 billion in 2007. The company uses effective change management which includes training and educating its employees in new management and work processes that enhance their capacity and that of the organization. LG human resources managers are inducted into project mentoring, team building among other management change theories and techniques. Needing constant innovation to maintain a competitive edge, LG encourage independence in decision making as the branches become semi-autonomous. LG has recognized that the best change management system must therefore include proper communication to the employees as well as the customers hence clear communication channels for the flow of ideas and reduced implementation time are maintained. Employees are rewarded for short term and long term managerial innovations to employees rather than relying on externally sponsored schemes. Worren et al (1999) assert that change management is hampered by poor direction from top management, erroneous data or methods used, incorporating unnecessary redundant processes in the new scheme, having overrated or unrealistic expectations, insufficient preparation and instruction on the new methods, the natural predisposition to resisting changes, selecting the wrong system, tendency to perceive the new system as just another IT project, and serious technical hitches. LG Electronics has carved itself a unique niche in the world of household, information technology, entertainment, and cellular phones through its innovative and change driven techniques that has ensured it continues to enjoy a competitive edge over most of its rivals. Its stated aim of Vision 2010 is therefore already a reality as it has almost surpassed its objectives. The company’s change management program has guaranteed her a highly talented and royal staff that is at the core of its visionary programs. References: About.com. (2009) Manage People. [Accessed on 30 October 2009] Accel-Team Development. (2008) Employee Motivation: Theory and Practice. [Accessed on October 30, 2009, from Accel-Team.com] http://www.accel-team.com/motivation/intro.html> Arnold, J. and Silvester, J. (2005) Work Psychology: Understanding Human Behaviours in the Workplace (4’’ Ed.} Harlow and Prentice Hall Australia: NSW Department of Commerce (2006) Managing People: Checklist. Darlinghurst, NSW, Australia: Department of Commerce, NSW. Belludi, Nagesh (2009) Right Attitudes - Ideas for Impact. [Accessed on 31 October 2009] at Bevan S, Barber L, Robinson D. (1997). Keeping the Best: A Practical Guide to Retaining Key Employees, Report 337, Institute for Employment Studies. Blair, Gerard M. (2006) Starting to Manage: The Essential skills - The Human Factor. Chartwell-Bratt (UK) Ltd, London Blanchard, Kenneth H. (2000) The One Minute Manager. London: HarperCollins Business; Rev. Ed. Bright, Paul (2009) How to Manage People. [Accessed on 30 October 2009] at . BusinessTown.com (2003) Managing People - Communications Skills. [Accessed on 30 October 2009] . Butterworth, Andy (2009) Professional Team Management Tips For Creative Folks. [Accessed 31 October 2009] at . Carrell, M R & Dittrich J E (1978) Equity Theory: The Recent Literature, Methodological Considerations, and New Directions. The Academy of Management Review. 3; 2: 202-210. Clark, R. E. (1999) The CANE Model of Motivation to Learn and To Work: A Two-Stage Process of Goal Commitment and Effort.  Lowyck, J. (Ed.) Trends in Corporate Training. Leuven Belgium, University of Leuven Press. Chirino-Klevans, I. (2008) Motivating Employees: Raising the Bar on Performance HireDiversity.com, Duke Corporate Education. Dickson W J (1973) Hawthorne experiments. In C. Heyel (ed.), The Encyclopaedia Of Management, 2nd ed. (pp. 298-302). New York: Van Nostrand Reinhold. DirectoryM.com (2009) Employee Management. [Accessed on 30 October 2009] at . Flores, Robert C. Solomon and Fernando (2003) Building Trust in Business, Politics, Relationships, and Life. London: Oxford University Press. Franz, Nancy, Joe Hunnings, Dan Goerlich, Carl Estes, & Belinda Carroll (2008) Tips for Connect Meetings Heathfield, Susan M. (2009) Twelve Tips for Team Building: How to Build Successful Work Teams. [Accessed on October 31, 2009] at . Guest, David E. (1987). Human Resource Management and Industrial Relations. Journal of Management Studies Vol.24 pp. 504-505. Hackman J R & Oldham G R (1976) Motivation through design of work Organizational Behaviour and Human Performance Vol. 16, pp. 250–79. Heller, Robert. (2006) Effective Leadership, Team Management, Team Morale: Mike Brearleys Team Management. [Accessed on 30 October 2009] . Herzberg F, Mausner, B. & Snyderman B (1959) The Motivation to Work. New York: John Wiley & Sons. Herzberg, Frederick (1966) Work and the Nature of Man World Cleveland Publishing. Cleveland Jordan-Evans, Sharon and Beverly Kaye (2002). Love Em or Lose Em: Getting Good People to Stay, 2nd Edition. Berrett-Koehler Publishers IDC. (2008) People Management Skills for Technical Professionals. Koch, Richard (2007) The 80/20 Principle: The Secret of Achieving More with Less. New York: Nicholas Brealey Publishing Ltd; 2nd Revised. Kew, John and John Stredwick (1998) Business Environment; Managing in Strategic, Leopold, J (2002) Human Resources in Organization Harlow, Prentice Hall Lever, Roger (2009) Managing People with Difficult Behaviour to Get Better Performance. Suite101.net Lindner, J. R. (1998) Understanding Employee Motivation. Extension Journal, Vol 36 No. 3. McNamara, C. (2008) Basics About Employee Motivation. [Accessed on October 31, 2009] from Authenticityconsulting.com: http://www.managementhelp.org/guiding/motivate/basics.htm#anchor160017 Maccoby, M. (1992) Why Work? Motivating The New Workforce. Alexandria: Miles River Press; 2nd Ed. Maher, Barry (2008) 11 Simple Management Tips and 3 Truths from Filling the Glass [Accessed on 30 October 2009] . McIntyre, Marie G. (2008) Building an Effective Management Team [Accessed on 30 October 2009] . Molloy, Jim (2009) Management tips: How to manage people [Accessed on October 31, 2009] . Office of Industrial Relations (2004) Managing People - Managing staff in a small business requires an employer to be more than just the boss in the workplace. Darlinghurst, NSW. Outlaw, W. D. (2005) Motivating and Training Your Employees. [Accessed on October 30, 2009] from Precisetech.com: Rayner, C and Adam-Smith, D (2009) Managing and Leading People (2nd Ed) London CIPD Reh, F. John (2009) Change is natural and good. Reaction to change is unpredictable, but manageable. [Accessed on 30 October 2009] . Goffee, Rob, Robin J. Ely, and Jean-Francois Manzoni (2007) Managing People Harvard Business Review: pp. 21-27. Russell R.N, Patricia (1999) Managing the Stress of Workplace Change [Accessed on 30 October 2009] . Rowley, Robin; Joseph Roevens (2007). Organize with chaos. Cirencester: Management Books 2000. De Silva, S.R. (1998) Human Resource Management, Industrial Relations and Achieving Management Objectives.. [Accessed on 31 October 2009] . Sorensen, J. (2002). The strength of corporate culture and the reliability of firm performance. Administrative Science Quarterly, 47, 70–92. Stein, Cheryl. (2009) Managing People during a Recession [Accessed 31 October 2009] . Storey, John (1991). Introduction: From Personnel Management To Human Resource Management Routledge, London, U.K. pp. 55-66 Taylor, Tracy, Alison Doherty and Peter McGraw (2007) Managing People In Sport Organizations. Butterworth Heinemann London Tichy, N., Fombrun, C & Devanna, M. A. (1982). Strategic Human Resource Management Sloane Management Review Vol. 23.2 pp. 47-61. Turgeon D (2004) Organizational Motivation [Accessed October 31, 2009] from The International Development Research Centre (IDRC): University of California (2008) Guide to Managing Human Resources. [Accessed on 31 October 2009] . University of Colorado at Boulder, C.-B. (2008). HR Guide to Motivating Employees. Colorado Springs: University of Colorado at Boulder. Welch, Jack and Suzy (2008) Management in Action - Managing People. [Accessed on 30 October 2009] . Weightman, J., (2004) Managing people (2nd Ed) London CIPD Worren, N. A. M., Ruddle, K. and Moore, K. "From Organizational Development to Change Management: The Emergence of a New Profession," The Journal of Applied Behavioral Science. 1999. 273-286 Read More