Managing People in Organisations: Individual Student Workbook

This report provides a reflection on the learning developed from the seminar activities and class discussions of the Managing People in Organisations module. It includes ten weeks (2-11) and each week has one or two questions with answers supported by relevant theories. The topics covered include recruitment methods, selection methods, diversity management, equality, diversity, inclusion, skills, training and development, performance management, academic writing, referencing, plagiarism, motivation, and rewards.

INDIVIDUAL STUDENT WORKBOOK
Module Title: Managing People in Organisations
Student ID: ________________
Name of
Seminar Tutor:
____________________________
1

Table of Contents
Introduction...........................................................................................................................................3
Week 2..................................................................................................................................................4
Week 3..................................................................................................................................................5
Week 4..................................................................................................................................................6
Week 5..................................................................................................................................................7
Week 6..................................................................................................................................................8
Week 7..................................................................................................................................................9
Week 8................................................................................................................................................10
Week 9................................................................................................................................................11
Week 10..............................................................................................................................................12
Week 11..............................................................................................................................................13
Reference list.......................................................................................................................................14
Appendices..........................................................................................................................................15
2

Introduction
This report will provide a reflection upon the learning developed from the seminar activities
and class discussions. Further, it will include ten (weeks 2-11) and each will include one or
two questions with each answer in the region with the help of various theories. The topics
will be related to recruitment methods, selection method, diversity management, equality,
diversity, inclusion and many others. All the answers will be presented with the help of
suitable theories.
3

Week 2: Recruitment methods
1. Explain why line managers adopt the rational approach to recruitment?
You should cite relevant theory to support your points and illustrate them
with empirical evidence using Harvard referencing.
Because the recruiting process will have a direct influence on line managers, it is in their
best interests for them to participate and aid in the creation of accurate and precise job
descriptions. They will have some 'influence' over who is chosen as the 'best applicant' if
they can actively engage in interviews. While reporting to a higher-ranking manager, line
managers supervise other employees and the operations of a company. They are critical to
the success of many firms, monitoring and managing staff on a daily basis and serving as a
link between employees and senior management. AMO theory is available for the line
managers for better performances in various practices. (Williamson, Colley and Foley,
2020).
2. Describe the differences between a job description and person specification?
You should cite relevant theory to support your points and illustrate them
with empirical evidence using Harvard referencing.
The differences between a job description and person specification are explained below-
Job description Person specification
A job description is a brief written
statement that explains the main
requirements of a specific employment.
Job Specification is a statement that
explains the basic qualification
requirements for completing a certain job.
It specifies what a job applicant must
perform once he or she has been hired.
It specifies the qualities that a candidate
must possess in order to be chosen.
It comprises of designation, location of
employment, nature of work, wage range,
working hours, duties, and reporting
authority (Merga and Ferguson, 2021).
It comprises of qualifications, experience,
skills, expertise, age, talents, and job
orientation.
The relevant theory is The Job Characteristics as it supports in examining how certain job
4

qualities impact employment outcomes, such as job satisfaction.
3. List three ways to encourage diversity when recruiting candidates?
You should cite relevant theory to support your points and illustrate them
with empirical evidence using Harvard referencing.
Three ways to encourage diversity when recruiting candidates are explained below-
 Getting candidates from a range of areas is a great approach to ensure that your
talent pool is full of varied individuals. Many businesses have begun to implement
internal diversity programmes that provide internship and co-op chances to people
from various backgrounds. This is a great approach to get up-and-coming prospects
in your field to join your team and gain valuable experience.
 The greatest method to increase diversity in the candidate sourcing is to build an
employer brand that appreciates individuals and perspectives from all walks of life
naturally. That can be done by talking to the staff about the advantages and
importance of variety and establish those principles in the corporate culture.
 Another way is blind interviews follow the same principle of blacking out resume
in order to decrease discrimination, but they are used during the first few
interactions with the candidate. They may be done by sending text-based questions
to candidates through text or through your preferred recruitment tool. Candidates
are urged to answer these questions privately and not to provide any personal
information (Bogers, Foss and Lyngsie, 2018).
 Multiple views resulting from cultural variations between group or organisational
members, according to the cognitive diversity hypothesis, lead to creative problem
solving and creativity.
5

Week 3: Selection Methods
1. What are the problems with using selection interviews to identify the best
candidate in relation to reliability and validity as a selection tool?
You should cite relevant theory to support your points and illustrate them
with empirical evidence using Harvard referencing.
The problems with using selection interviews to identify the best candidate in relation to
reliability and validity as a selection tool. It can be tough to monitor and guarantee that all
available procedures are being done to ensure that each interview has the same validity and
dependability when organisations are looking for a suitable candidate for a position they
now occupy. This is to guarantee that each person who is being interviewed is given an
equal chance, as well as the organisation hiring someone who best fits the job
requirements. The validity and dependability of structured interviews may have a
significant influence on the sort of person hired and the real assurance that the person hired
is the best fit out of all the candidates. Job interviews are frequently predictable, which
implies that candidates are frequently asked the same questions. This is especially true for
experienced recruiters, who frequently feel secure enough in their interview abilities to just
wing it and ask the same tried-and-true questions again and over.
As per the present case, job interviews are frequently predictable which implies that
candidates are frequently asked the same questions. This is especially true for experienced
recruiters, who frequently feel secure enough in their interview abilities to just wing it and
ask the same tried-and-true questions again and over (Scott and Nesbitt, 2020).
2. What are the advantages of using a competency framework to design selection
interview questions?
You should cite relevant theory to support your points and illustrate them
with empirical evidence using Harvard referencing.
The advantages of including a competency-based evaluation during the interview
process include reduced employee turnover rates and the elimination of prejudice
in the recruiting process. Hiring managers are frequently given additional
6

information through competency-based recruiting and selection processes,
allowing them to make better hiring decisions. The focus of the selection process
is on adding clarity to the selection and recruiting methods. Because the selection
system is regulated by objective analysis, the competency-based approach
eliminates gut sentiments from any party participating in the recruiting or
interview process (Attard, Ross and Weeks, 2019).
7

Week 4: Equality, Diversity and Inclusion
1. A friend suggests that George should implement mandatory diversity
training. Based on your reading of the Dobbin and Kalev (2016) article, do
you agree with George’s friend?
Provide specific examples from the article to back up your point why you
agree/why you do not.
Traditional corporate initiatives like diversity training, hiring exams, and
performance evaluations are mostly ineffectual, but alternatives like engagement,
on-the-job interaction, social accountability, and mentorship are beneficial in
increasing workplace diversity. Yes, I agree with Georges’s friend as he should
implement mandatory diversity training because developing diversity and inclusion
training programmes is an excellent strategy to combat workplace biases and
prejudices. The best method to guarantee that diversity training is effective is to
customise it to the company's specific needs. For example, human resource
compliance training because diversity and inclusive training has the ability to help
companies overcome bias and prejudice.
2. Please recommend to George two alternative diversity management
interventions, that academic research has proven to be effective.
You should cite relevant theory to support your points and illustrate them
with empirical evidence using Harvard referencing.
Through specific policies and initiatives, diversity management refers to
organisational efforts that try to foster better inclusion of individuals from various
backgrounds within an organization's structure. As a result of the increased variety
of the workforce throughout the world, businesses are implementing diversity
management techniques. Two alternative diversity management are explained
below-
1. Intranational diversity management refers to the management of a
workforce made up of citizens or immigrants working in a single country.
Employment possibilities for minorities and recent immigrants are the
8

subject of diversity programmes (Hayes and et.al.,2020)
2. The term "cross-national" or "international" diversity management refers to
the administration of a workforce made up of people from many nations. It
might also include immigrants looking for work from other nations.
9

Week 5: Skills, Training and Development
1. What are the challenges which Covid 19, has created for adult learners’
employability in the labour market?
The COVID-19-related problem is different from previous crises. Urban areas, especially
the city and big cities, have a higher proportion of potentially vulnerable jobs. Because the
impact is uneven at the local level, policy measures must be tailored to meet local
requirements, and recovery will take significantly longer.
The challenges which Covid 19, has created for adult learners’ employability in the labour
market as one of the biggest job crises since the Great Depression has emerged as a result
of the COVID-19 epidemic. The crisis has the potential to trigger poverty and inequalities,
with long-term consequences. Countries should now do all possible to prevent a social
disaster from developing as a result of the employment shortage. Rebuilding a stronger and
more resilient labour market is an investment in the future and future generations that must
be made.
2. Why is coaching by line managers important for the performance of their
teams?
What benefits does conducting induction for new joiners have for
organizations?
10

Line managers are crucial in the development, retention, and support of talented
individuals. A line manager is someone who is in charge of a small group of employees on
a daily basis. Line managers, in turn, report to their company's higher-ranking executives
They are an important link in the chain of command and their job include passing
information up and down the organisation. Also, in most cases, line managers are in charge
of onboarding new employees. When new employees join the company, they will be
shown how corporate systems and procedures function and ensuring that they are properly
set up. Line managers will frequently arrange for new employees to work alongside
experienced employees for a period of time. This guarantees that the new employee learns
how to complete the assignment correctly before working independently.
When it comes to new personnel in the business, induction training is a generally helpful
approach. It not only aids the corporation in having a better, more efficient workforce, but
it also aids the individual in a more seamless transfer to their new job.
Week 6: Performance Management
1. Please copy and paste a fully completed table assessing the performance
review practices that you have experienced in your current job role.
11

Performance Factor 1 2 3 4 5
Solves problems and
removes barriers

Sets clear and attainable
goals in written manner

Values and supports
diversity

Make sures about various
incidents, injuries, misses
or any equipment’s

Set the standard for
customers and their
services
 
Keep the documents safely 
Acknowledge the
importance of employees

2. Identify one area of performance review in your current job role that is weak
and explain why this is a problem.
You should cite relevant theory to support your points and illustrate them
with empirical evidence using Harvard referencing.
One of the main problems is lack of courage and lack of technical knowledge as high
performances are directly linked to technology and to do their best in order to attain the
objectives of the company. Also, remain updated about everyone's contribution and
participate actively in conversations, whether it's a team member, team leader, or
department head. This establishes a professional rapport and, as a result, improves the
overall work effectiveness. In order to support the points, the best theory is Adam’s Equity
Theory as it allows to maintain a clear balance between employees and their outputs that is
salary and various factors (Goretzki and et.al., 2018).
12

Week 7: Academic writing, referencing and plagiarism
1. What have you learnt about academic writing that will do differently as a
result of your learning from today’s lecture/seminar?
Academic writing enables the learners to think critically and it involves gathering and
analysing data before expressing it in a way that makes sense to the learners. The ability to
effectively evaluate and report data is a talent that one can develop and use for the rest of
their life. Expertise is established in writing when students write in an academic tone.
Academic writing is more than just being professional and it also helped us to express
ourself and would make the life much simpler.
2. What have you learnt about plagiarism OR referencing that will do
differently as a result of your learning from today’s lecture/seminar?
Plagiarism occurs when one utilises another person's intellectual property without crediting
them and plagiarism is a form of intellectual dishonest that is a form of theft. Plagiarism is
taken seriously by colleges and universities, with many of them disciplining or even
expelling students who are caught plagiarising. With the help of seminar, the learners are
able to use source material in their work and make sure to label it or identify it so the
students know it's from a source. Along with it, the students are able to add the works cited
list as soon as possible.
13

Week 8: Motivation and rewards
1. Identify the main pros and cons of “Payment by Results” (PBR).
You should cite relevant theory to support your points and illustrate them
with empirical evidence using Harvard referencing.
The UK government's preferred commissioning technique for international aid
programmes is Payment by Results. The main pros and cons of “Payment by Results”
(PBR) are explained below-
Pros:
 It provides greater flexibility which lead to better and reliable outcomes with
accountability
 An increased focus on sustainability because it was linked to specific outcome
measures
 The desire for outcomes pushed innovation, particularly in more difficult situations
when traditional approaches were failing (Bozhechkova, Knobel and Trunin, 2022).
Cons:
 Open contracting more risks and must make considerable pre-contract investments.
 Providers face more risks and must make considerable pre-contract investments.
 For providers, there are more risks and a larger upfront commitment.
Payment by Results (PbR) is becoming more popular, which raises concerns about the
direction of public-sector reforms.
2. Identify at least three of the more significant components of financial reward
other than salary. Argue the benefits and drawbacks of each of them.
You should cite relevant theory to support your points and illustrate them
with empirical evidence using Harvard referencing.
Employee incentives can be a powerful tool for inspiring and boosting productivity on the
job, as well as recognising when employees go above and beyond their customary
responsibilities to help their organisations. Three of the more significant components of
financial reward other than salary are explained below-
 Employee bonuses are one of the most common sorts of cash incentives that
businesses utilise as regular reward incentives and to show their appreciation for
their employees. Companies may, for example, give cash incentives or add a
monetary bonus in employee pay checks as a means to reward employees for
exceeding expectations or achieving a goal outside of their typical job
responsibilities.
14

 The dearness allowance is one of the most prevalent allowances offered by
employers. An additional amount in an employee's pay check functions as a buffer
against inflation rises in this form of incentive.
 Commissions are a popular financial incentive for sales personnel. Retailers and
motor businesses, for example, frequently pay salespeople a commission in addition
to their usual pay for selling goods or services.
In reference to above mentioned case the best theory is Incentive theory work because it
comprises of all the internal drivers (Teng and et.al., 2021).
15

Week 9: The psychological contract and employee engagement
1. Present a reliable definition of Employee Engagement.
You should cite relevant theory to support your points and illustrate them
with empirical evidence using Harvard referencing.
Employee Engagement is defined as a concept in human resources that describes a
worker's level of passion and commitment to their job. Employees that are engaged care
about their job and the company's performance, and they believe that their efforts matter.
An engaged employee is motivated by more than a salary, and they may perceive their
well-being to be tied to their performance, making them crucial to the company's success.
Along with it, employees who are engaged are more likely to build an emotional
connection to their job and company, and they will be more committed to achieving the
firm's objectives. While businesses may define employee engagement based on their own
requirements (Shrotryia and Dhanda, 2019). For the employee engagement, The
Zingervmodel is the best as it focuses on the main needs of the employees that will help the
employees to keep engaged.
2. Identify at least three of the benefits of Employee Engagement to
organisations.
You should cite relevant theory to support your points and illustrate them
with empirical evidence using Harvard referencing.
Three benefits of Employee Engagement to organisation are explained below-
 One of the main benefits is reduction in absenteeism as every company is
different, but workplace absenteeism is a common issue since it not only hurts
employees, but it's also seen as a management issue. Absenteeism is costly to a
firm and, if not handled, may grow out of control.
 Another benefit is, increased level of productivity as positive behaviour toward
the business is one of the primary qualities of an engaged employee, since they are
frequently the ones that believe deeply in the company's goal and vision. This
mindset motivates individuals to work harder and more aggressively to achieve
their objectives, resulting in increased level of productivity.
16

 Employees who are willing to show up and who are regularly involved in the
workplace are more committed to quality and safety. Employees who are in the
correct state of mind and are not distracted or worried can focus better, which
means they are less likely to make mistakes that contribute to workplace
accidents.
The best theory in reference to the benefits of employee’s engagement is The Deloitte
Model as it helps in creating a culture where employees are involved, appreciated, and
challenged to keep them engaged (Ababneh, LeFevre and Bentley, 2019).
Week 10: International differences in organisations and management
1. What are the challenges of leading in global firms?
Global business has its own set of obstacles, but it can also be a source of great
organisational growth. To prepare for such hurdles, diversify the news intake and closely
monitor international politics, build relationships in countries where the company wish to
do business, invest in interpreters to overcome language barriers, and consider taking a
global business course. The main challenges of leading in global firms are explained
below-
 One of the main challenges is the language barrier because when doing business
internationally, it's important to think about the languages spoken in the nations
where the company wants to expand.
 Another challenge is cultural differences as all the countries have their own
culture. Holidays, arts, rituals, meals, and social conventions are all part of culture
for a given group of people. Learning about the cultures of the nations where the
company will be conducting business is crucial and enriching.
 Managing people from all over the world is another issue of multinational
company. It can be challenging to account for language difficulties, cultural
variations, time zones, and varied levels of technological availability and
dependency while trying to work as a team (Dzikowski, 2018).
17

2.
List the reasons for expatriate failure in global firms?
Any negative result of sending an employee on an abroad task is referred to as
expatriate failure. This includes both 'full' failures, such as the employee returning
to the UK before finishing the assignment, and 'partial' failures, such as poor
performance or failing to meet certain business objectives. Various reasons for
expatriate failure in global firms are explained below-
 One of the main reasons is poor candidate selection for the international
role as the global firms must choose the employees who are open minded,
love various type of cultures and love travelling.
 In circumstances when the employee has received insufficient training
prior to the transfer, expatriate failure becomes significantly more likely.
Expatriate preparation should not be rushed, and it should include culture
and language training when appropriate, as well as fundamental role and
assignment training (Wang and Varma, 2019).
18

Week 11: Leadership style
1. Present definitions and give examples of these five concepts:
 Transactional Leadership
 Transformational Leadership
 Contingency Leadership
 Situational Leadership
 Inclusive Leadership
You should cite relevant theory to support your points and illustrate them
with empirical evidence using Harvard referencing.
 Transactional Leadership- Transactional leadership is also known as managerial
leadership and it is a management style in which the executive uses incentives and
penalties to motivate his or her employees to perform at their best.
 Transformational Leadership- Transformational leadership is defined as a
management style that encourages, inspires, and motivates people to innovate and
generate change in order to help the organisation grow and influence its future
success. This is done through executives leading by example with a strong sense of
company culture, employee ownership, and workplace freedom.
 Contingency Leadership- Contingency leadership theory is a leadership practise
and will be determined by the circumstances. The contingency perspective will
assist the company in combining management techniques in the most effective
manner possible. Boost management's capacity to align personnel with the
company's leadership and concentrate on the idea of flexibility.
Situational Leadership- Situational leadership is a flexible management style
under this technique, it encourages leaders to assess their teams, consider the
multiple variables at work, and select the leadership style that best suits their
objectives and circumstances (Rosenbach, 2018).
 Inclusive Leadership- Under this the individuals who are mindful of their own
biases and actively seek out and evaluate different perspectives to influence their
decision-making and cooperate more successfully with others are described as
inclusive leaders.
The suitable theory in relation to various leadership style is Transactional Theories
because This theory of leadership use rewards and punishments as a foundation for
their decisions. This is a common business theory and, in this management, style
19

utilise rewards and penalties to inspire staff.
20

Reference list
Attard, J., Ross, L. and Weeks, K.W., 2019. Developing a spiritual care competency
framework for pre-registration nurses and midwives. Nurse Education in Practice, 40,
p.102604.
Ababneh, O.M., LeFevre, M. and Bentley, T., 2019. Employee engagement: Development of
a new measure. International Journal of Human Resources Development and
Management, 19(2), pp.105-134.
Bogers, M., Foss, N.J. and Lyngsie, J., 2018. The “human side” of open innovation: The role
of employee diversity in firm-level openness. Research Policy, 47(1), pp.218-231
Bozhechkova, A., Knobel, A. and Trunin, P., 2022. Balance of Payments: 2021
Results. Monitoring of Russia's Economic Outlook. Trens and Challenges of Socio-Economic
Development. Moscow. IEP, (1), pp.9-12.
Dzikowski, P., 2018. A bibliometric analysis of born global firms. Journal of business
research, 85, pp.281-294.
Goretzki, L., Mack, S., Messner, M. and Weber, J., 2018. Exploring the persuasiveness of
accounting numbers in the framing of ‘performance’–a micro-level analysis of performance
review meetings. European Accounting Review, 27(3), pp.495-525
Hayes, T.L., Oltman, K.A., Kaylor, L.E. and Belgudri, A., 2020. How leaders can become
more committed to diversity management. Consulting Psychology Journal: Practice and
Research, 72(4), p.247.
Merga, M.K. and Ferguson, C., 2021. School librarians supporting students’ reading for
pleasure: A job description analysis. Australian Journal of Education, 65(2), pp.153-172.
Rosenbach, W.E., 2018. Contemporary issues in leadership. Routledge.
Shrotryia, V.K. and Dhanda, U., 2019. Measuring Employee Engagement: Perspectives from
Literature. IUP Journal of Organizational Behavior, 18(3).
Scott, E.E. and Nesbitt, C., 2020. How to pass the national selection interview. Surgery
(Oxford), 38(10), pp.591-595.
Teng, Y., Sun, Y., Yang, H., Guo, X. and Chen, X., 2021. Research on the relationship
between enterprise safety production management mode and employees’ safety behavior
based on social cognition and behavior incentive theory. International journal of
occupational safety and ergonomics, (just-accepted), pp.1-26.
Wang, C.H. and Varma, A., 2019. Cultural distance and expatriate failure rates: the
moderating role of expatriate management practices. The International Journal of Human
Resource Management, 30(15), pp.2211-2230.
Williamson, S., Colley, L. and Foley, M., 2020. Human resource devolution, decoupling and
incoherence: How line managers manage gender equality reforms. Public Management
Review, 22(10), pp.1560-1578.
21

22

Appendices
The ‘Appendices’ is an optional Section only.
You have the option if you want to please include any relevant ongoing work relating to the different
sections: for example, references/screenshot to a website you visited; photos/scans of any notes you
have made; etc.
If you do include any appendices, please give a title and a number each one of the appendices:
.
23