Analysis of Workforce Development and Control Types at Bread Talk

This report examines Bread Talk's strategies for developing an effective workforce, emphasizing the importance of training, employee motivation, and the application of the Job Characteristic Model. It also discusses different types of organizational controls, particularly the Path-Goal theory, and how supportive and participative leadership styles can enhance employee engagement and productivity. The analysis highlights the need for involving employees in decision-making processes and addressing their needs promptly to maintain a motivated and productive workforce. The document is available on Desklib, a platform providing study tools and solved assignments for students.

Running head: BUSINESS ENVIRONMENT 1
Bread Talk
Student’s name
Institutional affiliation

BUSINESS ENVIRONMENT 2
Bread Talk
Developing and effective workforce.
The skills and performance of employees should be upgraded continuously. This requires
training and development. As an illustration, training can include motivating employees and
teaching them about improving their communication skills, computer application, interpersonal
skills, problem-solving skills, and technical skills. Development of an effective workforce is a
process that is mandated to the human resource management (Wegman, Hoffman, Carter,
Twenge & Guenole, 2018). Some of the activities that human resource management include;
attracting, developing and maintaining an effective force. The factors to be considered when
developing an effective workforce include legislation, trends within the society and the changing
technology. In this case, Bread Talk will develop an effective workforce through effective
workforce planning. This is an organizational process which will help in future planning and
retention of the best workforce to avoid any issues.
Workforce planning involves talent recruitment, redeployment, and retention of
employees. The Human Resource Management should be aware of the business cycle. It will
help in the elimination of surprises within the organization. The theory to be used is the Job
characteristic model will be used to motivate the employees within the organization. The core
characteristics that will be used to determine the existing relationship between job characteristics
and work outcome (Rudolph, Katz, Lavigne & Zacher, 2017). The characteristics that will be
used include skill variety, task identity, task significance, autonomy, and feedback. With the
theory, the management should be able to allow employees to participate in the decision-making
process. This will make them feel part of the organization and increase their productivity.

BUSINESS ENVIRONMENT 3
Additionally, the top executive should be rewarded based on their performance. Take for
instance, when an employee has made more sales than any other employee, he/she will be
rewarded according to the agreements by the management. Employees who also report to work
early should also be compensated for their dedication and sacrifice.
Job characteristics model will also help the management identify existing problems in the
organization (Rudolph, Katz, Lavigne & Zacher, 2017). When employees are involved in the
decision-making process there will be an establishment of an open feedback channel. In this
scenario, employees will feel free to address their challenges. As a result, the management
should be in a position to attend to these needs without delay. When not addressed, employees
will feel left out leading to decreased productivity.
Different types of controls
The management uses different types of control in an organization. In their organization,
there will be the use of Path-Goal theory where there will be a specification of best leadership
styles or behaviors that best fits a work environment to help in the achievement of organizational
goals. With this theory, the leaders should be able to determine both environmental and
employee characteristics, selection of a leadership style and focusing on the motivational factors
that will help all employees succeed (Farh & Chen, 2018). Bread Talk is an organization that is
focused on the success of the employees. Through this, employees will remain motivated and
increase the productivity of the organization. With this theory, the two leadership styles that the
organization will adopt include supportive and participative. When using supportive, all
employees will be taken as a part of the organization where, when an employee is faced with a
situation, he/she will be approached in a friendly manner. In this scenario, the

BUSINESS ENVIRONMENT 4
management/supervisor will help in providing a solution to the issue/problem. With this kind of
leadership, the management will be showing concern to all employees. The sense of belonging
will provide both emotional and psychological support to the employees. As a result, the
employees will be mentally and psychologically healthy to perform their duties effectively.
In any organization, employees always want to feel like they are contributing a
significant effort towards the success of the organization. Therefore, by being an important asset
of the organization, they should be involved in the decision-making process of the organization.
This means that Bread Talk has to adopt the participative leadership style. The moment
employees are consulted when there is a problem within an organization, they will assist increase
the strengths of the organization. Participative leadership will require an effective leader
(Frieder, Wang & Oh, 2018). This requires Bread Talk to be selective when appointing their
leaders. With the Path-Goal theory, employees should be well enlightened about the goals and
objective of the company. Additionally, leaders should always be expected to exhibit certain
behaviors with an objective of motivating the employees. They should also be made aware that
their productivity depends on their involvement in the organizational activities.

BUSINESS ENVIRONMENT 5
References
Farh, C. I., & Chen, G. (2018). Leadership and member voice in action teams: Test of a dynamic
phase model. Journal of Applied Psychology, 103(1), 97.
Frieder, R. E., Wang, G., & Oh, I. S. (2018). Linking job-relevant personality traits,
transformational leadership, and job performance via perceived meaningfulness at work:
A moderated mediation model. Journal of Applied Psychology, 103(3), 324.
Rudolph, C. W., Katz, I. M., Lavigne, K. N., & Zacher, H. (2017). Job crafting: A meta-analysis
of relationships with individual differences, job characteristics, and work outcomes.
Journal of Vocational Behavior, 102, 112-138.
Wegman, L. A., Hoffman, B. J., Carter, N. T., Twenge, J. M., & Guenole, N. (2018). Placing job
characteristics in context: Cross-temporal meta-analysis of changes in job characteristics
since 1975. Journal of Management, 44(1), 352-386.