Organization's Staff Engagement and Development for Effective Performance Management

This presentation discusses how organizations engage and develop staff for effective performance management. It explains the team roles suggested by Meredith Belbin and Two-Factor Theory by Frederick Hertzberg to promote teamwork culture. The case study of Fonterra Cooperative Group Limited is used to illustrate the concepts.

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HOW HA S ORGANIZATION
ENGAGED AND
DEVELOPED STAFF FOR
EFFEC TIVE PERFORMANCE
MANAGEMENT
Student’s name:
Student’s ID:

COMPANY
BACKGROUND
• C o m p a n y N a m e : F o n t e r r a C o - o p e r a ti v e
G r o u p L i m i t e d
• E s t a b l i s h e d i n - O c t o b e r , 2 0 0 1
( D e l a n e y & H a w o r t h , 2 0 1 6 )
• M a j o r d a i r y p r o d u c t s m a n u f a c t u r e r a n d
m a r k e t e r
• H e a d q u a r t e r e d i n A u c k l a n d , N e w Z e a l a n d
• L a r g e s t c o m p a n y i n N e w Z e a l a n d
• C o n t r o l s 3 0 % g l o b a l d a i r y e x p o r t s
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TEAM DEVELOPMENT ACTION PLAN
Team Members
Goal
Objective
Strategic
action
description
Date to Begin Due date Resources
required Intended
outcome Evaluation plan

TEAM ROLES SUGGESTED BY
MEREDITH BELBIN
• Plant
• Resource Investigator
• Co-ordinator
• Shaper
• Monitor Evaluator
• Team worker
• Implementer
• Completer Finisher
• Specialist (Meslec & Curseu, 2015)
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HOW TEAM ROLES SUGGESTED BY MEREDITH BELBIN CAN BE APPLIED TO PROMOTE
TEAMWORK CULTURE FOR EFFECTIVE & EFFICIENT PERFORMANCE IN ORGANIZATION
• Plants
• Innovators
• Creative
• Have novel idea
• Dislike rules, confrontation and constraints
• Resource Investigators
• Outgoing, energetic, charming
• Communicative, extrovert
• Develops contact
• Enthusiastic and explores opportunities
• Monitor Evaluator
• Strategic and discerning
• Sober
• Sees all the available options and judges properly (Higgs & Dulewicz, 2016)

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HOW TEAM ROLES SUGGESTED BY MEREDITH BELBIN CAN BE APPLIED TO PROMOTE
TEAMWORK CULTURE FOR EFFECTIVE & EFFICIENT PERFORMANCE IN ORGANIZATION
• Completer Finisher
• Conscientious and detail oriented
• They give best quality of work
• They look towards the deadline
• Searches out errors
• Coordinator
• Natural organisers of people
• Task delegators
• Build consensus
• Align tem towards a single goal
• Team worker
• Reduce harmful friction between the teammates
• Read team dynamics
• Spot people problems
• Good negotiators (Mostert, 2015)

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HOW TEAM ROLES SUGGESTED BY MEREDITH BELBIN CAN BE APPLIED TO PROMOTE
TEAMWORK CULTURE FOR EFFECTIVE & EFFICIENT PERFORMANCE IN ORGANIZATION
• Implementer
• Take ideas off the page
• Create plans for turning the concepts into result
• Shaper
• High-energy problem solvers
• They push their teammates towards improvement
• They ensure that teammates do not become complacent (Bullen et al., 2018)
• Specialist
• Trusted source for information in a specific area
• Resident expert of the team
• Develop a set of skills for meeting goals of the team

TWO-FACTOR THEORY BY
FREDERICK HERTZBERG
According to the theory,
There are certain factors in workplaces that lead to job satisfaction among
the employees and at the same time, there are some separate of factors
too, which cause dissatisfaction among them (Sanjeev & Surya, 2016).
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HOW TWO-FACTOR THEORY BY FREDERICK HERTZBERG CAN BE APPLIED TO
PROMOTE TEAMWORK CULTURE FOR EFFECTIVE & EFFICIENT PERFORMANCE IN HRM
• Taking away the dissatisfaction
• Paying honest salary
• Giving Job guarantees
• Working on bureaucracy in the company
• Creating a working environment where employees are duly respected and honoured.
• Providing supportive supervision
• Creating conditions for satisfaction
• Appreciating the contributions of the employees
• Offering development and training opportunities
• Creating effective conditions for productive performance
• Offering growth opportunities

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CONCLUSION
• Organizations and their managers, both want
teams with best possible performance.
• The team roles that is suggested by Meredith
Belbin and Two-Factor Theory by Frederick
Hertzberg are effective in managing employee
performance in organizations.
• Fonterra has engaged and developed staff by
working on improving their level of motivation
and job satisfaction in order to ensure they
perform effectively.

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TITLE
Bullen, B., Young, M., McArdle, C., & Ellis, M. (2018). Visual
metaphors for the professional doctorate. The Diabetic Foot
Journal, 21(2), 115-8.
Delaney, H., & Haworth, N. (2016). Partnership in Practice in New
Zealand: Improving Productivity in Fonterra’s Whareroa Site.
In Developing Positive Employment Relations (pp. 305-325).
Palgrave Macmillan, London.
Higgs, M., & Dulewicz, V. (2016). Emotionally Intelligent
Leadership Teams. In Leading with Emotional Intelligence (pp.
173-193). Palgrave Macmillan, Cham.
Meslec, N., & Curşeu, P. L. (2015). Are balanced groups better?
Belbin roles in collaborative learning groups. Learning and
Individual Differences, 39, 81-88.
Mostert, N. M. (2015). Belbin–the way forward for innovation
teams. Innovation, 1.
Sanjeev, M. A., & Surya, A. V. (2016). Two factor theory of
motivation and satisfaction: an empirical verification. Annals of
Data Science, 3(2), 155-173.
R e f e r e n c e s :

THANK YOU
S U BT I T L E G O E S H E R E
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