TABLE OF CONTENTS
Introduction 1
Discussion 2
Talent Management 2
Theoretical Underpinnings 3
TGI Fridays Organisation (For Profit) 5
Wales & West Housing Association (Not For Profit) 5
Compare and Contrast 6
Reviewing Two Schools of Thought 9
Conclusion 11
REFERENCES 12
Organisational Behaviour
Introduction
In recent years due to globalisation, there have been major shifts observed in business activities of both profit and not for profit organisations. To face global and competitive challenges, organisations are now operating in a different manner as compared with the past trends and records. The competitive advantage that a company gets is through its client services. The cost of attracting a potential client is five times bigger when compared with the cost of retaining an existing client. When an organisation fails to provide the desired level of satisfaction to clients, the client becomes dissatisfied and may spread negative word-of-mouth. In order, to retain customers and develop long term relations with them, it is of paramount importance that people of an organisation must be aligned with the corporate goals and values. Today’s employers ensure to encourage workforce that their individual interests compatible with the organizational objectives.
It has been asserted by many authors that a happy employee will give happy client. (Hellriegel et al, 2004) contended that in today’s competitive business setting, organisation has to give more than high income to win its people’s trust and loyalty (p.70). This is the most appropriate way to manage people and motivate them. It has been rightly explained by Latham and Locke (2004) that the most difficult part of being a manager is to motivate...
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...trieved from:
http://features.thesundaytimes.co.uk/public/best100companies/live/template on 24th May 2014
T.G.I. friday's . (2010) Retrieved from:
http://www.T.G.I.fridays.com/home/ welcome.asp on 24th May 2014
T.G.I. Friday's (2012) Retrieved from:
http://www.fridays.gr on 24th May 2014
Watson, S. (2008). Where are we now? A review of management development issues in the hospitality and tourism sector. International Journal of Contemporary Hospitality Management, 20(7), pp. 758-780
Wales and West Housing Association (2012) Making a difference to people's lives, homes and communities pp. 1-2 Retrieved from:
http://www.wwha.co.uk/About-Us/Corporate-Information/Pages/Our-people.aspx on 24th May 2014
Wickham, M., & O'Donohue, W. (2009) Developing employer of choice status: Exploring an employment marketing mix Organization Development Journal, 27(3), pp. 77-95
UNISON (2013). Scotland - Housing Policy June 2013 [PDF] Available at UNISON Scotland website; www.unison-scotland.org.uk/housing/MakingHomesForAFairerScotland_June2013.pdf
Kennedy A. (2014) Castle Vale Housing Action Trust: Lessons in Regenerating Communities Lecture, University of Birmingham.
The impact of building community housing in one area can result in a change of quality standards for the community, as lower income households are living in one area, where the infrastructures is usually not of a high quality (Tomlinson, 2012). The 2008 report on housing affordability in Australia, states that not only is accessible housing essential to an individual’s wellbeing it also plays an important role in the economic performance of a region. If people feel safe, secure and content in their local neighbourhoods, the stronger the social structure and neighbour interaction of that community (SGS Economics & Planning,
Dwight D. Eisenhower once said, “Motivation is the art of getting people to do what you want them to do because they want to do it.” Studies have found that high employee motivation goes hand in hand with strong organizational performance and profits. Therefore, managers are given the responsibility of finding the right combination of motivational techniques and rewards to satisfy employees’ needs and encourage great work performance. This becomes a bit more challenging as employees’ needs change from one generation to another. Three of the biggest challenges a manager faces in motivating employees today are the economy and threats to job security, technological advances, and company cultures that primarily focus on the bottom line.
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
Quality health care is precipitously deteriorating amongst the nation’s health care industry. The health industry trends of high turn over rates amongst staff and important key employees are creating a rift in profit margins, decreasing patient quality care, triggering higher expenses and loss of patients (Hunt, 2009). In the “Best Practices in Health Leadership Talent Management and Succession Planning” case studies, presented by the National Center for
The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that’s easier said than done! Motivation practice and theory are difficult subject, touching on several disciplines.
One of the most important theories of HRM (Human Resource Management is that of ‘Motivation’. The purpose of this theory is to explain the role of an organisation in order to encourage its people to put in the best of their efforts and abilities in a way that will help further in achieving better outcomes for the business and organisation’s goals(Armstrong, 2001). There are various techniques that can be adopted to motivate people for instance, rewards, punishments, actions to satisfy needs, psychological processes etc. This world is developing at a rapid pace and due to this development and quick changes; new ways of working and managing organisations have emerged. These
Motivation is the process of getting someone to act on a particular situation. According to (Adelhardt, S, K. 2015, December 2) lack of motivation in the workplace is the most problematic subject for all managers, because it leads to decreasing productivity, performance and yet it increases the chances of employee resignation. Many employers suppose that managers these days are struggling to motivate their employees due to lack of significantly vital experience as well as knowledge in the employee engagement developing process. One of the successful strategies that managers can use to increase employee inspiration is by offering an attractive remuneration and benefits to their employees. Remuneration and benefits such as an extrinsic bonus
...s in the corporate world by setting new standards to promote and better satisfy their employees. We chose four leading companies in four different industries. The above analysis definitely reveals that perhaps one of the reasons why these companies are the leaders in their industry is because they are well aware of the importance of the work force. They mention in their mission statements as well that yes in deed customers are important but in order to make the customer happy they first need to motivate and satisfy the employee as well. According to Citibank, the general belief is that a happy worker is a motivated and loyal one. So keeping employees' spirits high is a sure-fire way of maintaining a productive workforce. A productive work force would ultimately lead to a healthy organization which would not only promote the society its working for but also itself.
An important part of the retention of staff, reducing staff turnover and minimising absenteeism at work is ensuring that staff are properly motivated. This is not as easy as it sounds. At first glance, you might be tempted to think that merely increasing wages is the way to motivate! Not so. Most thinkers on the subject would argue that motivation is a far more complex issue than merely 'money'.
Motivation is the force that transforms and uplifts people to be productive and perform in their jobs. Maximizing employee’s motivation is a necessary and vital to successfully accomplish the organization’s targets and objectives. However, this is a considerable challenge to any organizations managers, due to the complexity of motivation and the fact that, there is no ready made solution or an answer to what motivates people to work well (Mullins,2002).
Whitla, P., Walters, P., Davies, H. 2007, Global strategies in the international hotel industry, Hospitality Management, vol. 26, pp. 777–792.
Job satisfaction represents one of the most complex areas facing today’s managers when it comes to managing their employees. Many studies have demonstrated an unusually large impact on the job satisfaction on the motivation of workers, while the level of motivation has an impact on productivity, and hence also on performance of business organizations. There is a considerable impact of the employees’ perceptions for the nature of his work and the level of overall job satisfaction. Financial compensation
Every organization should ask itself, “How do customers see us?” Most organizations mention their dedication to serving their customers in their mission statement. The balanced scorecard, through the customer perspective, requires management to break down their general mission statement on customer service into four specific measures: time, quality, performance and service, and cost (Kaplan and Norton January/February 1992, 72-74). “Customers must believe that, when a product or service is purchased, the value received was worth the price paid” (Kinney and ...