Report On Human Resource Management

Report On Human Resource Management

EXECUTIVE SUMMARY

This paper takes an in-depth look at the various perspectives in the organization ranging from culture, group behavior, team building, and a look at the culture of the earliest settlers in New Zealand. The management and employees have a role to play in the daily activities carried out in the organization. The behaviors of each party affect the other. The organization’s culture guides the group behavior, determines how best to motivate employees, impacts the conflict resolution process, and consequently affects the behaviors of employers and employees within the organization. In the end, the reader is meant to understand the management of human beings and the principles that try to explain human behavior.

INTRODUCTION

People have diverse backgrounds. It ranges from cultural and spiritual and political beliefs. A manager needs to recognize the different people’s roles and how to handle the best handle each person. Culture reflects on the policies and procedures of any organization. It is fundamental for managers to understand the policies and procedures to best adapt for the smooth running of the organization. The topics covered below provide a clear understanding of how best managers can understand the people they lead in the organization.

ORGANIZATIONAL CULTURE

Observable artifact

Alpha building and construction engineering company is a company that provides easy, detailed engineering designs for projects, carries out procurement of equipment and materials, provides construction facilities for clients, and manages infrastructure and power projects. The most visible cultural artifact within the organization is the company’s logo. The logo is creatively designed and is engraved on everything that entails the company. It reflects the company’s values, which are commitment, efficiency, unity, transparency, and professionalism. One look at the logo and every staff member in the company is reminded of the team efforts that the organization made towards coming up with an artifact that well-represents the diverse characters and personalities of each member.

In addition to conceptual design, the company holds an annual cultural festival week within different firm departments. The cultural festival involves dancing competitions, creativity sessions, sports, and a final gala night to reward the best performing department. Also, various stakeholders are invited to participate in festivals. This method is an inspirational influence that empowers employees and stakeholders to be more participative in their activities, thus creating an all-around team (Schein, 1990). It also creates a culture that promotes fun, encourages interactions among the staff, and weaves happiness in the work environment. The artifacts provide a holistic and social culture that provides an effective learning process of interaction with the organization’s internal and external environment.

Espoused value; mission statement

The mission of Alpha company is to provide value to stakeholders through the provision of efficient services. We regard the empowerment of human resources as fundamental in building a great customer base and workforce. We are committed to ensuring our employees and customers’ safety, caring for the environment, and ensuring the community’s welfare around us. The organization desires to effectively capture the company’s identity and provide answers to the public concerning ‘who we are’ from the past to the present. The mission statement develops an understanding of the involvement of various stakeholders in the company. Besides, the organization aims to serve the consumers and society at large through strategic actions, philosophies, and goals.

General culture

Notably, we encourage a communal culture. Alpha is a young, small firm that strives to gain a dominant niche in the market. A communal culture entails high sociability and high solidarity. Staff members are driven by common goals and united by strong social bonds. The team is not very large, making it easier to spend time in face-to-face communication, allowing for the sharing of ideas, and a high level of understanding. Moreover, solidarity creates a joint sense of purpose, which drives the company towards maintaining commitment and professionalism, within and without the organization. Social interactions highly influence the culture of an organization. We encourage an environment where people can freely express their opinion and freely interact-professionally. Rashid, Sambasivan & Rahman (2004) noted that creating an enabling environment where team members feel at ease boosts performance and ensures managerial effectiveness and control.

Specific culture

Alpha building and construction engineering company have an espoused value of providing efficient services. We maintain a specific culture of customer service. We focus on the quality of service that we offer to the market. The firm’s niche is to identify specific customer needs and fulfill them to the best of everyone’s ability. The customer comes first. This culture is connected with the firm’s goals, thus creating a communal sense of responsibility among the organization’s workers. Besides, it improves the attitude and behavior of employees towards customers. Customers gain a positive attitude and learn to appreciate the role of the company towards society through interactions.

Sub-culture

The organization is divided into five departments that play a pivotal role in ensuring the firm’s mission is fulfilled. The service department deals with equipment failure and checks on product performance, among other services. The supply chain department ensures a flow of the equipment in the company’s construction sites by monitoring the supply chain activities.  The production and quality assurance department turns raw materials into finished products. Also, it takes responsibility for achieving and improving the quality of products customized to meet customer needs. The finance department takes charge of all the financial needs of the firm. The information technology department that controls the flow of information within and without the organization. The sub-culture practice adopted in the organization ensures that different departments act independently. Each department develops its culture that pushes them to work towards their specific functions. The sub-cultures are well-coordinated with the organizational culture. Thus conflicting goals and visions are averted.

Maintenance of culture

Maintaining the culture of the Alpha organization and ensuring the traits are passed on to the next generation is not an easy task. Therefore, it is necessary to ensure that the hiring process is carefully carried out. Potential employees with similar values and the interest of the company at heart should be sought after. Clear expectations of the organization on employees should be outlined. Also, the traditions of the business should be maintained even as it expands over the years. Maintaining an open-door policy enables the company to stay afloat. We make an effort to ensure that the staff and managers maintain an open communication channel. Interactions within various departments keep the company’s culture during growth. It is also vital to recognize the achievements and contributions of both employees and management (Schein, 1990). the act of appreciation motivates individuals to work hard, fosters loyalty, ensures the focus is maintained, and promotes employee satisfaction.

MOTIVATION THEORIES

Motivation accounts for individuals’ sustained efforts and dedicated strength to attaining certain goals and fulfilling visions.  Different theories exist on how to motivate staff best to work effectively. Content theories focus on individual needs that influence the behavior of workers in the workplace. Process theories analyze the thoughts that affect the decisions on alternative actions taken by individuals in the workplace. Dinibutun (2012) gives a summary of the theories below:

Content theories

• Maslow’s Hierarchy of Needs Theory

Abraham Maslow suggested that human needs are arranged in a hierarchy that ranges through five levels. As a manager, I would direct attention towards the next higher level in the hierarchy of satisfaction to motivate change. From the lowest to the highest level respectively:

1. Physiological needs. Involves primary needs. For an organization, the satisfaction of needs for good pay and good working conditions would motivate employees.
2. Safety needs. Factors such as safe working conditions, an enabling environment, company benefits, and job security would promote the staff’s efficiency.

• Love/ social needs. Social factors such as good professional associations, friendly co-workers and managers, and a united workforce provide workers satisfaction.

1. Esteem needs. It is the higher level of needs of the human being. Self-esteem involves the need to feel confident, the desire for freedom, strength, and independence. The esteem of others involves prestige, attention, appreciation, recognition, and status. Workers require social recognition, a good job title, a high-status, and also feedback for the good work they do for the company.
2. Self-actualization needs. A worker who is self-actualized is at a level of full potential. They have achievements at work, witnessed advancements within the organization, and have continued creativity opportunities. Maslow views this as what human beings must be.

• McClelland’s Achievement Motivation Theory

David identified three motives for social development. The intensity of the motives varies from one individual to the other. They also vary between occupations.

1. The achievement motive. As a manager, it is vital to identify the people in the company who have the need to achieve, those who are highly motivated, and those excited by challenging goals. These people fit the role of heads of departments.
2. The power motive. These individuals influence others by giving their opinions and making suggestions. Identifying such people for roles such as supervisors would aid the heads of departments in work distribution. However, their power should be controlled.

• The affiliative motive. They have a strong need for affection and warm relationships with co-workers. Such workers are the pillars of the organization, and they hold the company together. It is important to identify and appreciate affiliative people in the firm.

Process theories

• Equity theory

The inputs and outputs of people are based on perception. As a manager, I would use this theory as a guide to motivating my employees. Inputs such as education, qualifications, and staff members’ hard work would be the determinants for rewards such as promotion and good pay. The staff needs to recognize that whatever they receive as rewards from the company is purely based on equity and their personal input or efforts towards the company’s advancement and positive output.

• Goals theory

It is important to set goals. They provide a way through which unsatisfied needs are turned into action. Setting goals for each team member ensures that each person is committed to achieving their targets and putting in the efforts required. Moreover, setting deadlines and a specific performance level by which an individual is supposed to work towards promotes better output. Encouraging team members to aim at achieving difficult goals rather than simple goals also promotes quality. It is important to note that every worker has different abilities. The progress made by each person should be appreciated.

CONFLICT RESOLUTION

Reasons for conflicts in the workplace

Tanuja (2019) highlighted various reasons for misunderstandings in the workplace as follows:

Diverse beliefs – people have different beliefs concerning age, ethnicity, gender, and spiritual practices. Some people might not get along because they have different perceptions of how to handle situations.

Competition for limited resources- Often, in the workplace, people must share resources. This provides a greater chance of conflicts.

Miscommunication and misconception – Individuals have different ways of communicating. In the same way, people understand things differently. Unclear communication likely leads to conflicts because everyone has their own interpretation and wants to complete tasks in their own appropriate method.

Trust issues- when workers fail to believe in each other or trust the workplace’s various processes, conflicts might arise. It stimulates mixed feelings and a lack of cooperation. Further, a lack of coordination in the company leads to conflicts.

Personality clashes – some workers are abrasive in nature. Abrasive people are often hardworking, achievement-oriented, but often insensitive and critical towards other people. Other individuals might be lazy such that they have to be followed up to complete their deadlines. Team members can have conflicts where critical, hardworking, lazy, and insensitive people co-exist.

Consequences and opportunities for conflicts

• Consequences

Reduced productivity – when employees are in constant disagreement, they might not be motivated to work. Distressing working conditions drain all the energy that could have been directed towards productivity in the firm.

When people disagree in the organization, the slow decision-making process might take longer to make decisions due to division among management and employees.

Mental strain – conflicts breed tension in the workplace. There lacks peace of mind in the working environment, which affects workers’ professional and personal lives. Some individuals may enter into depression due to the pressure that exists in the workplace.

The threat to the company at large- in extreme situations when staff members disagree, some employees may decide to quit. A high employee turnover leads the organization to low productivity, which may eventually cause a firm’s closure.

• Opportunities

Improvement in quality of decisions – in the face of conflict, team members think of all possible solutions to hard situations. Value is realized in the process of evaluating ideas to reach the best decisions.

A high degree of unity – conflicts are a lesson to team members. They unite and seize opportunities, overcome threats, and take bold actions to resolve issues.

Positive change – in adverse situations, conflicts may cause team members to take a positive turn and work towards achieving common organizational goals-rather than individual goals that cause conflicts.

Conflict resolution styles

1. Competing style; one party has self-seeking interests, despite its impact on the other involved party.
2. Collaborating style; when both parties win-having high interest in achieving goals and high relationship value.

III. Compromising style; involved parties win, and give up something in return.

1. Avoiding style; either one or both parties involved seek to end the conflict
2. Accommodating style; one party surrenders their win to the other party.

Steps to resolving conflicts in the workplace

Secure clarity- as a manager, it is vital to maintain a good communication flow. therefore, I would strive to ensure that messages are passed on in the clearest form. Also, I would give room for individuals to ask questions where they don’t understand.

Establish common goals- I would set goals that encourage the staff members to work towards achieving a common purpose in the firm.

Consider available options- in the face of conflict; it is wise to look at all viable options. I would ensure that all options are well-exploited before coming up with a solution.

Understand the barriers that exist- I acknowledge that there are different cultures, beliefs, and values in the firm. It is possible for the conflict to arise due to such factors.

Reach the best alternative – when carrying out an analysis of available options, I need to come up with a solution that will have a lasting positive impact on the company. Not just favored on one person.

Ensure implementation – the process of conflict resolution is long and tedious. I will see that the solutions suggested are followed to the latter by the partied involved.

HUMAN RESOURCE MANAGEMENT

The Process of Human Resource Management

Alpha building and construction engineering company work towards providing efficient services. Moreover, as stated in the mission statement, we believe that human resource is the greatest base for building a great workforce and customer base. There are various processes involved in the achievement of such strategies (Schuler & MacMillan, 1984). They include:

• Human resource planning

It involves the process of recruiting applicants who match the job’s skills. Then potential candidates are selected, and those who completely fit the requirements of the job are hired. The new employees are then trained, and their abilities are upgraded to match the job’s daily requirements. Evaluation of the performance of various departments is also done. Staff members who perform well are promoted.

• Staffing

Includes processes such as recruitment, selection, and socialization. The human resource department determines the salaries, wages, benefits, and incentives of employees. Those who perform better are rewarded better salaries and bonuses.

• Performance management

This process helps the organization motivate, train, and reward workers. The performance of different departments and employees is performed by an automated system that tracks each department’s goals and employees. The records and performance are checked every six months. At the end of the year, the best performing staff members are rewarded.

• Employee relations

They include labor relations, employee health, and safety, conflict management among employees and employers. These processes are crucial in ensuring the well-being of employees. Providing an enabling environment for employees provides a sense of security among employees.

The results of having an effective HRM department are the ability to retain qualified employees who are motivated to perform. The firm experiences greater profitability, provision of quality services, and great employee relations. The overall result is customer satisfaction. Schuler & MacMillan (1984) indicate that a happy workforce produces quality products that meet customers’ requirements and caters efficiently to their needs.

Roles and Responsibilities of the Human Resource Manager

Juneja (2015) clearly describes the roles and responsibilities of managers as:

Roles

Strategic workforce planning – the manager ensures that the number of people in each department meets the departments’ present and future demands. Also, the manager identifies the gaps in the skills required in the company.

Leadership development –  programs are organized that train and encourage next-generation leaders for the firm. Interns are trained on how to be bold, stand on their decisions, and corporate with other members.

Empowering employees – managers seek feedback, suggest improvements, and provide support to employees by assigning leaders who ensure they all perform to their full potential.

Responsibilities;

Hiring – it is the human resource manager’s duty to source out and attract potential employees into the business.

Training – the manager oversees the training of new employees into the firm. Also, in the case of the advancement of technology in the business, the human resource manager arranges special training.

Appraisals – after consultations with the management, the human resource manager is in charge of writing appraisal letters to employees who receive promotions or pay rise.

Payrolls – it is the manager’s responsibility to maintain the records of each staff member, including their benefits, wages, and overtime pay.

Interviews – human resource management conducts a frank discussion session with employees who leave the firm on their last day to learn about their experiences. Also, employees can give suggestions on what should be improved.

THE EMPLOYMENT RELATIONS ACT & THE WAITANGI TREATY

Employment relations act 2000

The act is designed to address the imbalance of power in an employment relationship by promoting employees’ organization and collective bargaining through labor unions (Rasmussen, Hunt & Lamm, 2006). It promotes the act of good faith between employers and employees

Description of courts

Mediation service: the department of labor hosted the court. In 2012 the department’s role was transferred to the ministry of business, innovation, and employment

Employment relations authority: An investigative body analyzes the facts of cases in seeking to resolve problems with the parties’ employment relationship.

Employment court: the court passes jurisdiction over all matters relating to employment disputes. The governor-general appoints the judges with the advice of the attorney general.

Duties and obligations of employers

To ensure a safe work environment for the staff and outsiders. The workplace should be secure from harm, rape, and any activities that threaten the employee’s security.

To pay the worker. The employer is required to give out writing of the rates payable to employees. They cannot be paid below the minimum wages, which also applies to employees on training. Wages should be paid in cash.

To have no partiality when dealing with employees. Human Rights Act described discrimination as illegal. All workers should be treated equally despite sex, race, age, status, or political opinions.

Take responsibility for employee actions. Employers issue instructions for employees to work on. In case of any damages caused by employees on duty, employers are responsible for the charges.

Permit employees to take paid leave. Parental act and employment protection act gives employees the right to take leave for childcare, maternal, or paternal leave. The employer is required to pay salaries and wages to employees, even on their leave days.

Duties and obligations of employees

Ensure their work safety. Employees are required to take care of themselves around the workplace. They should avoid any endangering circumstances that endanger their lives

Obey instructions. It is the duty of employees to listen carefully to the instructions by employees and follow through with the employment agreement.

To work. Employees must be willing, able, and ready to perform the duties they are called upon to do. They must possess the required skills and qualifications to carry out their responsibilities.

Conduct themselves with respect. Every worker in an organization is required to conduct themselves as the organization’s rules require them to.

Show fidelity. It is the duty of an employee to remain faithful to the employer. Also, not to engage in corruption practices, embezzlement of funds, or any activities that might cause a breach of conduct.

Breach of duties and obligations

Where there is a breach of duties and obligations by the employee, the employer can dismiss or fire the employee. A breach of duty by the employer allows the employee to sue the employer in a court of law.

Reasons for employers to fire employees

Gross misconduct: when the employee acts in a manner that goes against the set rules of the organization, the manager can issue the employee with a termination letter

Negligence of duty: where an employee constantly ignores the work delegated to them by the supervisor, they can be fired.

Unsatisfactory performance: it is the duty of an employee to work, meet the required deadlines, and perform the duties assigned to them. Failure to meet the required standards leads to termination of terms.

Incompetence occurs when an employee says they possess a skill during the hiring process, but in reality,, they don’t. The law permits the employer to fire the worker.

Absenteeism: when an employee constantly misses work for no apparent reasons or no reasonable excuses, the employer can terminate the contract.

Employment amendment Act of 2008

The act allowed small businesses with less than twenty staff members to sack their employees within 90 days of hire. These employees were not eligible to take personal grievances to the employer in this period. The treaty allowed small businesses to re-hire without additional costs for cases in the labor courts.

Waitangi treaty

Barrett & Connolly-Stone (1998) indicate that the Waitangi treaty was established to mend the partnership between the government and the first people in New Zealand known as the Maori. They were required to act in good faith towards each other.

Parts of the treaty

Preamble: contains the introduction of the document. Also, the intentions of the parties involved are stated.

Articles: has three sections. Each section touches on specific areas agreed upon by the Maori people and the government.

Signatures: contains signs of witnesses and representatives to the document. They exist to indicate that people agreed,

Articles of the treaty of Waitangi

Article 1: Kawanatanga

Gave power to the government to govern the citizens of New Zealand. The queen was given all rights of sovereignty over all the land and its people.

Article 2: Tino rangatiratanga

The Maori were granted the right and sovereignty over all the treasures. This includes land and all property. They were granted exclusive and undisturbed possession of the land.

Article 3: Orientanga

It gave the assurance that the Maori would have the queen’s protection, and they would enjoy rights as citizens of New Zealand.

The Ps of the treaty

Partnership- involves working together with all team members irrespective of diverse cultures. It entails value, empathy, and sharing in decision making.

Participation- allowing time for people to be part of discussions and the decision-making process

Protection- ensuring that people are protected from harm, inequality, and other factors that may cause them to be uncomfortable in the workplace.

Maori values

• Whakapapa:

The value identifies the ancestors as important and is expressed in family history through oral introductions. The value is significant because it expresses the organization of people.

As the manager, I would encourage employees to use this value to understand the importance of cultural identity, which promotes organization policies.

• Whanaungatanga

It is about relations, connections, and promotes a sense of belonging. The value points out to the importance of shared experiences and working together.

The value can be implemented in the organization to demonstrate the importance of providing opportunities for other people to discuss and get involved in decision making.

• Rangatiratanga

The value is about displaying leadership qualities, being a role model both in the workplace and the community. It applies to myself, as a manager, because it speaks on the responsibilities and roles played by a leader. A leader is responsible for the whole organization because they are the benchmark for behavioral conduct (Barrett & Connolly-Stone,1998).

LEADERSHIP

A leader is a person who convinces and influences a group of people towards a certain direction, or towards the fulfillment of a particular goal.

Difference between leadership and management

Kotterman (2006) states the differences between leadership and management, as summarized in the table below.

Table 1

Attributes of leaders

• Leaders should be honest in all their dealings within and without the organization.
• Leaders should be passionate about what they do- be ready to serve others when required to.
• Effective leaders have a vision, establish reasonable goals, and follow through their promises.
• Leaders should be comfortably entrusted with making major decisions on behalf of everyone.
• Effective leaders are aware of their strengths, weaknesses, and how to apply their strengths with integrity.
• Leaders explore every possible move in pursuit of their goals.
• Leaders take calculated risks where necessary.
• They are charismatic-allround people, with a love for humanity, respect for others, and compassionate
• Leaders listen to the opinions of other people.
• They give themselves wholly towards achieving their tasks.

Attributes of managers

• Motivate the team – a good manager encourages and appreciates their member whenever they exhibit good performance.
• Perform administrative tasks – these tasks include distributing crucial information, monitoring junior staff, and completing projects.
• Report to senior management – the manager gives feedback on employees’ performance and the firm at large to the superiors.
• Set directions for team members – the manager, guides the staff towards a particular path, where goals and visions will be fulfilled.
• Monitor progress – the manager, keeps track of all the developments taking place in the company.
• The set basis for evaluation – it is the manager’s role to come up with a particular assessment through which employee performance is tracked.
• Review each team member’s responsibilities – the manager assigns roles and goals to be achieved by each member.
• Set schedules for projects – the manager sets dates and deadlines to initiate and complete tasks within the organization.
• Manage change – in the face of change; the manager ensures that team members adapt to the new developments.
• Estimates costs and budgets for projects carried out by the firm.

Steps to becoming a good leader

Have a vision: having a vision is vital in giving direction to the leader and the followers. Also, commitment to achieving the set goals is essential.

Accept mistakes: a good leader recognizes that they are prone to mistakes. Therefore, it is important to take the blame and apologize when one goes wrong.

Listen effectively: a leader should be ready to listen to advice, correction, ideas, and opinions of other people.

Encourage and motivate team members: recognizing and appreciating efforts where there is great performance encourages followers to put more effort into what they do.

Establish personal communication: one-on-one communication effectively monitors the welfare of the people a leader is in charge of. It also creates a positive relationship between management and employees.

Elements of interpersonal effectiveness

Awareness – it is the ability of a leader to have well-informed interest in themselves, others, and situations. The process involves a critical reflection brought about by experience, communication, and self-discovery.

Ability – to have influence and lead in communication, problem-solving, and decision-making.

Commitment –  the full recognition that the leader’s decisions have a positive or negative impact on the lives of the people they lead. A decision might hurt some people while having a positive effect on another group of people.

THEORIES OF LEADERSHIP STYLE

As the alpha building and construction engineering company manager, it is vital to note the leadership theories that relate to my organization. Nawaz & Khan_ Ph.D. (2016) present the following ideologies:

Contingency/Situational Theory

The theory suggests that there is no single theory of leadership. A leadership style might be effective in one circumstance and fail to apply in another circumstance. Internal and external environments require leaders to adapt to situations. The dynamics of change might not only be on the environment but also employees in the organization. For leaders to lead, they must adapt to situations, transforming their style between tasks. Different situations indeed require a different approach by the leader.

Style and Behavior Theory

It focuses heavily on the actions of leaders. The success of a leader is on how they act and their actual behaviors rather than qualities. Leaders are not just born but can be created on behaviors they learn and adapt. Further, the theory emphasizes that leaders can learn and decide the kind of leader they desire. I agree with the theory that anyone with interest is capable of becoming a leader. Leaders can be trained and equipped to do what is required of them.

Transactional theory

The theory describes a leader-follower situation where various agreements have been made. There is an active, positive interaction between leaders and followers. Followers are rewarded upon the achievement of certain set objectives. For good work to be done, a reward exists at the end of it. Cooperation and increased performance are rewards for colleagues sharing responsibility. For a good, commendable job, merits such as increased pay, wages, and promotion must exist. Workers are trusted to complete their tasks to fulfillment. Also, leaders monitor the performance of these employees and only intervene when it is necessary.

Transformational theory

This type of leadership suggests that leaders engage in positive interactions with followers based on beliefs, common goals, and values. Both leaders and followers set aside their personal interests for the sake of the organization. In turn, it impacts the performance of the firm. The leaders are visionary, seeking to appeal to their followers to achieve higher purposes. The leadership style encourages innovation and change among employees. Mentorship and training are conducted to prepare leaders who shape and grow the future of the company.

TEAM BUILDING

Team building is a technique used by management to improve groups’ efficiency and performance through different activities. It involves the input of skills, observation, and analysis to develop capable teams (Liebowitz & De Meuse,1982). The overall objective is to achieve the organization’s goals.

Team building process

• Scouting: group members express their problems, possible causes, and how they would like to implement team building to correct their issues.
• Entry: enough management support for team building is sought. An agreement is reached, and contracts are signed.
• Data collection: data is collected on the attitude of participants towards the program.

Data is collected in various forms. Interviews are conducted, questionnaires are issued, among other data tools. The purpose is to gauge job attitudes, interpersonal needs, satisfaction, involvement, and conflicts among the firm’s workers. The data collected from employees is then compared with the data that administrative personnel have. This makes it easier to identify the faults in the system.

• Data feedback: consultants summarize the data they collected and present the information to the team on the first day.

An assumption is made that when team members are presented with data indicating their attitudes, behaviors, and values, they can realize the first cause of their conflict as a group. Realizing the diverse characters in the group aids the members re-evaluate and become more open to change-embracing each other’s diversity.

• Diagnosis: techniques are developed to help the group analyze priorities among the problems from the most urgent to the least problem.
• Action planning: group develops possible solutions to the problems they stated.

The whole team is actively involved in setting new objectives and modes of operation used as the team’s guidelines. Members are free to express what they should be or should not be involved in the guidelines. This process emphasizes the integration of individual goals with organizational goals- both are accomplished with ease.

• Implementation: solutions developed are put to action in the workplace

The implementation phase might take longer. This is because many things have to change, first in the personal characters of group members, and second, the firm’s normal activities might change. Individuals need time to adjust and normalize the new actions taken to facilitate the objectives made during action planning.

• Evaluation: a follow-up session is conducted to review the progress of the team.

This is a crucial step because it enables the organization to analyze the effect of the money, resources, and time they invested in the process. If it fails, the organization can consider other options to solve issues and develop other strategies to enhance employee relations and coordination.

Advantages of effective team building

• Increases motivation at work: when group members complete a project, it increases their psyche at work and makes them believe in their abilities. Employees feel appreciated and recognize the crucial role they play in their group.
• Improves productivity: encouraging employees to coordinate in one group increases efficiency, speed, and accuracy. Many heads are better than one- individuals can share their ideas, and they can be modified to make them better.
• Improves communication: fun activities within the group work enable employees to know each other better, thus understanding.
• Encourages creativity: diverse talents and expertise within a group gives way for employees to apply their imagination. Such ideas provide creative solutions that boost innovation in the firm.
• Creates unity and coordination: creating activities that staff members enjoy builds relationships, encourages employees to increase their networks, both professionally and socially. A friendly working environment creates unity and coordination.

Negative effects of team building

• Difficulty in evaluating individual performance: the organization is concerned with the team’s results, not taking into consideration the performance of individuals.
• Develops conflicts: sometimes, the team might lack understanding and coordination. This leads to clashes, hence decreasing the efficiency and productivity of team members.
• Hinders performance: due to lack of understanding and constant conflicts, it leads to wastage of efforts. This affects the whole team and, to extreme circumstances, the performance of the organization.
• Accountability and credibility: in case of failure, the team fails to take accountability as a whole; instead, they blame individuals. In case of success, people acknowledge their own instead of the whole team.
• The process is costly: a lot of resources are dedicated to team building. Time, resources, money is consumed in the effort to get results, manage conflicts. And achieve productivity.

INDUSTRIAL PSYCHOLOGY

Participative decision making

Sagie& Aycan (2003) define participative decision making as a personal or representative action, by which individuals contribute to the decision making process through self-determined choices.

Quality circles in Japan

Media Coaching (2006) highlights that quality circles have worked in Japan rather than in the USA because:

Entrepreneurs and stakeholders embraced the idea fully and funded it appropriately because the expenditure is too high. In the USA, the process was left to run on its own, without much attention.

The members participating in quality circles received thorough training in problem-solving. Such processes include statistical controls and techniques.

Firms had participative labor-management relations instead of the USA, where the National Labor Relations Board(NLRB) established that quality firms addressing conditions of employees in the firm as unlawful.

Members were allowed to choose their leaders instead of the United States, where the government assigned a bigger percentage of managers and engineers as part of quality control.

Motivation theories

• Goal-setting theory

The theory suggests that once individuals decide to pursue their goals, they regulate their behaviors to reach their desired goal. Unsatisfied needs to push individuals to find the means to satisfy them, whereby they come up with goals to enable them to take action. People who have a set level of performance tend to do better than those without specific deadlines or limits. Goal setting is viewed as a motivational technique.

• Equity theory

It focuses on people’s feelings of how others have treated them. If a person senses an inequity or tension, they are motivated to reduce the tension and perceived inequity in their mind. The theory is based on fairness. Equity is an individual’s output divided by the person’s input. Further, individuals compare themselves with the people around them. Therefore, if an employee feels that outputs do not reward their input, they will be motivated. Similarly, if other employees’ equity ratio is better than theirs, they adjust back to maintain a balance.

Figure 1

• Expectancy theory

The theory proposes that individuals act in a certain way or choose a certain behavior because they are motivated by the expectant results that the behavior brings.  Individuals undergo a mental process that regards choices before making a step. The theory further emphasizes that organizations need to relate rewards to performance. These rewards should be well-deserved and match what the recipients wanted. The motivation behind expectancy theory is that an effort will lead to an intended performance, which achieves a certain expected result.

Benefits of job satisfaction to management

Increased profits – keeping employees satisfied leads to high sales because they work hard in their various departments. People work hard where their efforts are appreciated.

Low employee turnover –  retaining workers saves the company the cost of recruiting other employees, training and adapting them to the work environment.

Loyalty –  when employees feel secure at work, that the company has their interests catered for, they support the company’s mission through goodwill, working hard to drive the firm to its goals.

Higher productivity – satisfied employees work with no complaints. Thus, quality is assured, and output is high since workers do not spend their days complaining about low pay and poor working conditions.

Customer satisfaction – satisfied employees are better at dealing with and handling customers. They are more willing to cater to the grievances of consumers.

Benefits of job satisfaction to employees

Improved mental state – employees who are satisfied with their jobs experience a peaceful mental state because they are not bothered by issues in their work environment.

Increased productivity – on the employee’s part, their overall productivity in the workplace is increased, which attracts rewards.

Career advancement opportunities – Job satisfaction enables a worker to concentrate fully on their career; discovering their skills and talents, thus providing opportunities for growth in their careers.

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