Introduction to People Management - Study

Introduction to People
Management

Table of Contents
Introduction......................................................................................................................................3
Contemporary Issues face line management faces when it comes to People Management............3
Discriminatory evaluation of efficiency......................................................................................3
Substandard wellbeing and healthcare of workers.......................................................................4
Knowledge Skills and Behaviours needed to be an effective people manager...............................5
Decision making skills.................................................................................................................5
Leadership skills..........................................................................................................................5
What HR process underpin and support management when it comes to effective performance
management?...................................................................................................................................6
Performance Management Review..............................................................................................6
360 Degree Appraisal...................................................................................................................8
Recommendations............................................................................................................................9
Conclusion.......................................................................................................................................9
References......................................................................................................................................10
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Introduction
People management is defined by the set of activities associated with the human resources of an
organisation controlling and managing the acquisition, development and retention of effective
talents and skills along with motivating and guiding people towards achieving common
organisational goals. People management deals with the work procedures, behavior, job
engagement and individual growth of people associated with the organisation (Writer, 2019).
The key components of people management are to create, comprehend, communicate,
collaborate and confront. The five effective people management skills are trust generation,
motivation, empathy, appreciation and learning. The line management can overcome various
challenges faced while managing people by effective coordination with the HR management and
administration. Efficient performance management systems integrating various upgraded
software tools into the system ensures effective functioning of the people as well as the business
as a whole. In the following report, two contemporary issues that have been faced by the line
management while managing people, have been illustrated and highlighted. The report also
covers two amongst many knowledges, skills and behaviours that are required in order to
become an effective people manager. Furthermore, the report focuses on the several HR
processes and support management that are needed while managing performance effectively.
Contemporary Issues face line management faces when it comes to People Management
Discriminatory evaluation of efficiency
Performance appraisal would be considered by the Labour Research Department (LRD) also as
biggest frontline concern across sophisticated working environments. It makes the argument that
the form of segments and sub which is now achievable due to systemic transition and susceptible
across all forms of discrimination and prejudice has become progressively oppressive and
isolationist, exacerbated (Cipd.co.uk., 2016). CIPD research reveals that methods of performance
evaluation are susceptible towards line manager impairment. This entails racial and ethnic
prejudices, and also considerations like whether individuals are personally liked by their
supervisor, or if they were recruited or suggested by themselves. Line manager prejudices may
have an effect on the salaries of employees if an organization uses delighted performance
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bonuses. It can contribute to discrepancies in salaries. This threat has been noted by the Equality
and Human Rights Commission (EHRC), finding performance-related compensation another
risky activity that can contribute to pay discrimination (Equalityhumanrights.com., n.d.). The
Public and Commercial Services Union (PCS) recently presented an illustration about how
efficiency improvement can be unequal. PCS effectively fought against such a performance
measurement scheme of 'forced distribution' imposed throughout all levels of government. PCS
analysis, and also experiments obtained by it, reported that the framework was particularly
undesirable and contributed to great discrepancies in results depending on sex, maturity, rank
and operating habits, specifically with respect to impairment and nationality." Dr Steve French,
whose conducted PCS study provided line manager discrimination also as rationale for the
prejudice (Cappelli, 2016). Several government entities like NHS faced such an issue of
discrimination.
Substandard wellbeing and healthcare of workers
The CIPD argued that the most important way to promote healthier work environments as well
as potentially prevent unhealthy circumstances tends to be effective line management including
positive relationships (Cipd.co.uk., 2018). Therefore, it is worrying that even more analysis
within the CIPD recently revealed that almost 50% of companies believe that the value of well-
being would be implemented by line managers. Only as additional dimension, style of
management is the 2nd most frequent source of emotional exhaustion, following workforces.
Education becomes a genuine issue everywhere, with so many companies just not offering the
resources to help employees experiencing health challenges to their senior managers. For
instance, 25% of companies that support line managers’ principal accountability regarding
absence management (short or long-term) have not educated properly themselves for absence
management, as well as a comparable proportion of companies do not provide themselves with
assistance to provide it. There is a significant deficiency of preparation for managers regarding
treating and assisting workers with psychological distress. The number of entities supplying
managers through guidance to help health care professionals is increasing, but still low (only
40%). This is disappointing, considering the paucity of preparation, that certain amount of
companies (30%) indicated that managers became capable of holding critical discussions as well
as signposting workers to expert assistance if appropriate (Cipd.co.uk., 2018). Both for the
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