Critique of Human Capital Concept in a People-Centred Workplace

This presentation critiques the human capital concept in a people-centred workplace in relation to motivation and organisational effectiveness. It examines the application of job designing theories, such as job enlargement and job rotation, and critiques the performance appraisal and reward systems using motivation theories. The presentation focuses on the case of 'PAK N SAVE', a New Zealand food warehouse chain, and provides insights into the impact of these concepts on employee motivation and organisational effectiveness.


Managing People
and Organisational
Behaviour
Student details:


 Critique the human capital concept in a people-
centred workplace in relation to motivation and
organisational effectiveness with the help of:
 Using one motivation theory critique on the
application of two types of job designing
 Using other motivation theory to critique the
performance appraisal and reward systems
1(a) Research
Question-1


 Selected two job designs are Job enlargement
and Job rotation (Burke, et. al., 2015).
 The motivation theory which is used to
critique above two job designs is ‘Self-
Determination’ theory.
 Company: "PAK N SAVE“
 Background: Company is a New Zealand food
warehouse chain owned through Foodstuffs
cooperative.
1(a) Overview

 Job rotation being a Job designing for motivating
employees as well as promoting organisational
effectiveness increases negative job competence.
 Job rotation diminishes employees’ autonomy as
well as relatedness (Colquitt, 2011).
 Job rotation is also
good sometimes, yet it
requires a supervised
Implementation.
1(a) Job rotation
critique


 Intrinsic motivation as well as job satisfaction
will be also affected while using job rotation as
job design.
 Job rotation can de-motivate and de-promote
organizational effectiveness in people-centred
workplace as:
 Generate conflicts among employees
 Generate resistance towards leaders
 Diminish enthusiasm towards job position and
functions (Colquitt, 2011).
1(a) Job Rotation
critique..


 Job enlargement is a job design when
employees need to do different tasks rather
than same things all the time.
 This may involve assigning more duties as
well as adds variety to an employee's job.
1(a) Job enlargement
critique


 Job enlargement use horizontal loading to give
people more jobs to do which need the same
kind of skill set.
 Whereas job rotation is kind of movement of
employee amid different jobs (Bevacqua,
2018).
1(b) Job enlargement
critique


 To improve people performance as well as
organisational effectiveness there are systems
like:
 i. Effective performances appraisal with feedback
 ii. Organisational reward and recognition systems
 The chosen theory considers 2 main factors:
hygiene and motivation (Colquitt, et. al., 2011).
1(b) Critique through Hertzberg's 2-Factor
Theory


 Hygiene can be defined as:
 Salary
 Other benefits
 Relations with managers and co-workers.
 Motivation:
 Getting recognition for the good work
 Enjoying work
 Set career path (Colquitt, et. al., 2011).
1(b) Critique through Hertzberg's 2-Factor
Theory Conti..


 When reward-recognition and performance appraisal are
given to employees on-time then:
 They feel satisfied at workplace due to getting deserving
salary
 They feel a strong and healthy relationship with co-workers
and senior mangers of the company
 The positive environment and enthusiasm for work
increases which make them enjoy their work (Huczynski, et.
Al., 2013).
1(b) Critique through Hertzberg's 2-Factor
Theory Conti..


 As per the theory says PaknSave should add
more recognition and reward ceremonies.
 ‘PaknSave’ can enhance their employees’
performance through offering random and
surprising rewards and recognitions within the
organization.
 In ‘PaknSave, reward and appraisal system will
further motivate employees towards their
future career.
1(b) Critique of performance
appraisal and reward systems of
‘PaknSave’


 To develop reflective awareness as well as
evaluate organisational behaviour within
leadership and organisational cultural
concepts through:
 One leadership theory: Servant Leadership
 One organizational culture theory: Hierarchy
Culture
2(a) Research
Question-2


 In ‘PaknSave’ the department of Human
Resources Management was greatly managed
through servant leadership of the HR managers
(Huczynski, et. Al., 2013).
 I chose this theory because I have seen HR
managers to use this theory for the effective
management of HRM department of ‘PaknSave’.
2(a) Organizational behaviour
through Servant Leadership theory


 Servant leadership creates a positive
organizational environment through
introducing following behaviours in
‘PaknSave’:
 Power and influence
 Conflicts management
 Team-based learning (Bevacqua, 2018).
 Collaboration
 Cooperation and effective leadership (Halasz
& Stahl, 2011).
2(a) Organizational behaviour
through Servant Leadership theory
Conti..


 A hierarchical organizational culture is
the organizational model founded on apparently
defined organizational levels as well as structures.
 Hierarchy culture is used when a hierarchy type
of organizational structure is used in which job
positions are ranked based on levels of importance
(Greenberg & Baron, 2008).
2(a) Organizational culture theory:
Hierarchy


 Hierarchy organisational culture is suitable for meeting
the real needs of ‘PaknSave’ organisation for following
reasons:
 It enables quality improvement by using strategies
like error detection, process control, measurement,
systematic problem-solving along with quality tools.
 It results in an efficient as well as smooth execution of
tasks in the organization (Goetsch & David, 2014).
2(a) Organizational culture of
‘PaknSave’: Hierarchy


 This culture enables value drivers:
 Efficiency
 Uniformity
 Timeliness
 Consistency (Colquitt, 2011).
 Formal rules as well as policies keep the
employees together.
 Leaders of ‘PaknSave’ are proud of the efficiency-
based coordination in the organization (Cooren,
et. al., 2011).
2(b) Merits of Hierarchy Culture at
‘PaknSave’


 Salesforce motivates their employees from mission
as well as purpose (Austin & Pinkleton, 2015).
 Southwest Airlines recruits service-minded, and fun-
loving employees to foster great culture at firm.
 Publix assists their employees with the help of
ownership as well as career growth opportunities
(De dreu & Gelfand, 2008).
2(b) Examples of servant leadership
and hierarchy culture


 Conclusion LO2: we have identified that critique
the of the human capital concepts like job
designs: job enlargement and job rotation as
well as performance and reward systems of
‘PaknSave’ has been done successfully with the
help of self-determination and 2-factor
Hertzberg's theory.
2(b) Conclusions


 Conclusion LO3: we have successfully
evaluated and reflected upon the
organizational leadership along with
organizational culture theories in ‘PaknSave’
Organization.
2(b) Conclusions


References
Bevacqua, J. (2018, 01 23). The Benefits of Team-Based Organizations and Faster Growth.
Retrieved from Rise People: https://risepeople.com/blog/team-based-organizations/
Austin, E., & Pinkleton, B. (2015). Strategic public relations management: Planning and
managing effective communication campaigns. London: Routledge.
Burke, R., Koyuncu, M., Wolpin, J., Yiriks., & Koyuncu, K. (2015). Organizational
Empowerment Practices, Psychological Empowerment and Work Outcomes Among
Frontline Service Employees in Five-Star Turkish Hotels. Effective Executive, 18(1),
42.
Colquitt, J., Lepine, J., Wessaon, M., & Gellatly, I. (2011). Organizational behavior:
Improving performance and commitment in the workplace. London: McGraw-Hill
Irwin.


References
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Goetsch, D., & Davis, S. (2014). Quality management for organizational excellence. New
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Greenberg, J., & Baron, R. (2008). Behavior in organizations. London: Pearson.
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Huczynski, A., Buchanan, D., & Huczynski, A. (2013). Organizational behaviour. London:
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