Tools and Techniques for Organisational Development and Employee Wellbeing in Improving Motivation and Performance in BUNI Travel

This article discusses the importance of efficient people management in businesses and how it can contribute to the company's success. It covers tools and techniques for organisational development, such as measuring performance, being clear about expectations, and using technology. It also explores the role of employee wellbeing in improving motivation and performance, including implementing reward and recognition systems and analysing external influences. The article is relevant to BUNI Travel and its performance management strategies.

Travel

Table of Contents
Introduction......................................................................................................................................3
Tools and techniques for organisational development................................................................3
Employee wellbeing in improving motivation and performance................................................5
Conclusion.......................................................................................................................................7
REFERENCES................................................................................................................................8

Introduction
In today's market, businesses are attempting to gain a competitive advantage by streamlining
their human resource operations. As a result, efficient people management is critical in most
businesses, as employees are viewed as important assets that contribute to the company's success
(Singh & Gupta, 2016, pg. 3). According to research, the efficacy with which an organisation
engages, involves, motivates, develops, or manages the contributions of individuals working in
the company may be a determinant of how well the organisation performs.
Tools and techniques for organisational development
For today's businesses, performance management is critical. Management cannot afford to wait
for the yearly review findings to gauge the level of performance of their staff in an enterprise
setting with hundreds or thousands of employees. Effective performance management tools and
strategies must be in place for managers to obtain timely and relevant feedback. Employees,
moreover, want feedback and a culture that encourages personal development, and they want to
know how their efforts relate to company goals, what is expected of them, and how they are
evaluated. Having a trained staff, for example, produces a professional work culture that allows
employees to feel engaged, resulting in greater success or performance. Furthermore, employee
behaviour has a significant impact on an organization's effectiveness (Miller, 2016, pg. 23).
BUNI travel can use a variety of methods and techniques to reconfigure its people management
role, allowing the company to focus more effectively on boosting motivation and organisational
performance.
Be clear about how to measure performance: BUNI travels has defined goals and it’s
employees need to know what success looks like. The criteria for determining success must be
simple and objective. Measuring success is an important aspect of the Performance Management
process, and it should not be done only once or twice a year.
Be open and honest about theexpectations: Employees want clear objectives; ambiguous
requests or retrospective feedback will not suffice. They must be aware of what is expected of
them, as well as their personal goals and the steps they must take to accomplish them.
If the daily completed-calls KPI in a sales centre is high, an individual may be motivated to
phone a lot of people and pick up the phone. And from the other hand, if one assess performance
based on average exchange rates from lead to client, as well as average handle tries per prospect,

you can determine whether poor sales performance is attributable to a shortage of perseverance
or something else.
Technology usage - The technology that is being created to support and improve organisational
performance management is continually developing. All of the practises stated above can now be
made easier with the help of performance management technology. It is now able to expedite
goal-setting through digital techniques in such a way that targets are aligned with business
intelligence on ongoing business results and may be adjusted in real-time as appropriate.
KPIs may thus be useful in enhancing BUNI travel performance because they allow the
organisation to detect numerous issues that require attention. Furthermore, KPIs does provide a
detailed vision of where the firm needs to be in the near future, allowing the firms to produce
informed decisions that enable the company achieves its vision and objectives. KPIs are critical
tools for assessing and measuring how successfully individuals, business units, and enterprises
are meeting their objectives and strategic goals. However, the fundamental purpose of KPIs is to
inspire better decision making and data-driven performance talks rather than to quantify
performance. In many cases, corporations mindlessly implement widely known KPIs, yet they
rarely see any change or beneficial results. This is due to the fact that KPIs are frequently
disregarded as communication tools. BUNI, for example, might create a merit-based competition
system that rewards top employees with greater benefits and salary. Employees who are slackers,
on the other hand, may be fined. Employees' self-development is aided through performance
reviews. BUNI travels can help its staff discover areas for improvement or develop training
programmes to help them improve their skills. Performance appraisals are frequently used in
conjunction with KPIs since they are critical for increasing organisational performance. This
method is said to be effective at aligning individual goals with an organization's strategic goals.
Because the system offers a variety of benefits, performance assessments systems may help
increase performance in BUNI travel. One, performance appraisal encourages employees to
strive for excellence and to be the most competitive. Three, identifying underperformers is
simple, so an organisation can choose whether to let them leave or better them. This is critical in
assuring an organization's current and future performance. Finally, performance appraisals give
an organised mechanism for management and employees to discuss, clarify expectations, and
identify issues, allowing for future planning. As a result, both the employee and management can
create long- and short-term goals and objectives. However, in order for this instrument to be

effective in BUNI travel, the appraisal process must be fair, honest, and consistent. This is due to
the fact that evaluations can be extremely effective.
Employee wellbeing in improving motivation and performance
A motivated staff is regarded as a necessary condition for organisational success, both in terms
of the efficient implementation of improvement projects and operational excellence in day-to-
day operations. When employees in an organisation believe that good work goes unnoticed and
unrewarded, their motivation to work suffers, and they become disengaged from the company's
broader vision and objective (Fisher, 2015, pg. 43). As a result, implementing reward and
recognition systems may be critical to enhancing BUNI travel performance. Different types of
reward and recognition schemes exist. For starters, we must pay for results. This could involve a
raise at the end of the year. The second point is profit sharing. This could include a system in
which a percentage of an employee's remuneration is linked to the company's performance. As a
result, employee behaviours are linked to organisational outcomes, and an employee may be
encouraged to improve his or her performance in order to earn more. A personal improvement
plan is a set of actions based on a person's understanding of and assessment of their own needs
and performance. Goals for future activities that influence/support career growth are formed as a
result. PDPs are crucial in BUNI journeys because they help the organisation better understand
and identify specific proper training and development needs, allowing them to create a strategy
to meet those goals. PDPs are also beneficial since they assist people in determining what things
they want to pursue and anyway they want to proceed. As a result, staff will feel more attached
to the company. PDPs are seen as an essential component of the design process. Employee of the
Month, number three. This refers to the awarding of the highest-performing employee. Other
employees may be motivated to work harder in order to receive the same level of praise.
Suggestion mechanisms are also available. Employees can suggest/ contribute ideas that may
improve organisational performance, and if the ideas are implemented in the organisation, they
might earn rewards. In most firms, the balanced scorecard is a well-known and widely used
management system. Balanced score cards help organisations by clarifying and communicating
their goals and priorities, monitoring progress by evaluating and measuring how well those goals
and priorities are being met, and finally, managing and defining actions to ensure that
organisational initiatives are on track to meet strategic goals and business priorities. This tool,
which is valuable in relating strategy to various measurements of an organization's action, can be

incorporated into BUNI trips. BUNI's balanced scorecards may need to focus on many metrics of
performance, such as customer satisfaction, financial measures, internal operations, and human
resource development and systems.
The day-to-day activities of human resource management are influenced by external influences.
For example, new legislation governing staff management may have an instant impact on a firm;
as a result, creating a well-designed plan for assessing external issues that may affect human
resources is critical (Noe et al., 2017, pg. 46). The significance of analysing the elements is
determined by each one. For starters, there are government rules. The introduction of new
compliance standards may put pressure on an organisation because the standards may have an
impact on many HR activities. Compensation, training, employment, and termination are some
of them. Second, there are economic conditions to consider. Because it affects the talent pool,
this aspect may have an impact on an organization's capacity to hire anyone (Noe et al., 2017, pg.
57). As a result, it's critical to assess this element to guarantee that it can withstand tough
conditions. Finally, there are technological advances. This element is particularly essential when
it comes to people management because, as new technologies are introduced, the HR department
may decide to shrink its employees in order to save money. People management is inextricably
linked to organisational success. This means that businesses can use a variety of tools and
approaches to improve their performance. Both incentive and recognition programmes, as well as
performance management frameworks, are two strategies and instruments that are sof greater
benefit for BUNI trips in achieving the performance. Employee behaviour is influenced by
incentives and recognition programmes, for example, since the tool motivates employees to
labour beyond their regular expectations in order to obtain a reward or gain prestige among their
peers. Performance management frameworks such as balanced scorecards, on the other hand, are
critical in clarifying and conveying an organization's objectives and priorities, allowing
employees to buy into the organization's vision and mission. Furthermore, because employee
fulfilment or satisfaction is directly tied to the product they provide, employee happiness affects
the organization's performance. It is priceless to have inspired personnel in thecompany.
Employee motivation is linked to an organization's success; motivation is intangible, difficult to
measure, and tough to regulate, yet it is very simple to facilitate if done effectively. In a climate
where the bulk of the workforce works remotely, it's all about intention, energy, and tenacity.

Conclusion
From the above discussion, it is concluded that morale will grow and motivation will flow all
across the team if one person is actively recognised to be part of a good at work. Having inspired
personnel in thecompany is priceless. Employee motivation is tied to a team's operations;
motivation is abstract, hard to assess, and govern, but if done effectively, it is relatively simple to
facilitate. In a climate where the main of the effort is performed remotely, it's all about intention,
energy, and tenacity. If one person is publicly recognised as part of a strong at work, morale will
rise and motivation will extend all across the organization.

REFERENCES
Books and Journals
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Boella, M. J. and Goss-Turner, S., 2019. Human resource management in the hospitality
industry: A guide to best practice. Routledge.
Bratton, J. and Watson, S., 2018. Talent management, emotional labour and the role of line
managers in the Scottish hospitality industry. Worldwide Hospitality and Tourism
Themes.
Chung, K. L. and D’Annunzio-Green, N., 2018. Talent management practices in small-and
medium-sized enterprises in the hospitality sector. Worldwide Hospitality and Tourism
Themes.
Francis, H. and Baum, T., 2018. HR transformation within the hotel industry: building capacity
for change. Worldwide Hospitality and Tourism Themes.
Osborne, S. and Hammoud, M.S., 2017. Effective employee engagement in the
workplace. International Journal of Applied Management and Technology, 16(1), p.4.
Reeves, A., Delfabbro, P. and Calic, D., 2021. Encouraging Employee Engagement With
Cybersecurity: How to Tackle Cyber Fatigue. SAGE Open, 11(1), p.21582440211000049.
Saks, A.M., 2019. Antecedents and consequences of employee engagement revisited. Journal of
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Sendawula, K., Nakyejwe Kimuli, S., Bananuka, J. and Najjemba Muganga, G., 2018. Training,
employee engagement and employee performance: Evidence from Uganda’s health
sector. Cogent Business & Management, 5(1), p.1470891.
Shoaib, F. and Kohli, N., 2017. Employee engagement and goal setting theory. Indian journal of
health & wellbeing, 8(8).
Sivapragasam, P. and Raya, R.P., 2018. HRM and employee engagement link: Mediating role of
employee well-being. Global Business Review, 19(1), pp.147-161.
Tepayakul, R. and Rinthaisong, I., 2018. Job satisfaction and employee engagement among
human resources staff of Thai private higher education institutions. The Journal of Behavioral
Science, 13(2), pp.68-81.
Zameer, H., Wang, Y., Yasmeen, H., Mofrad, A.A. and Waheed, A., 2018. Corporate image and
customer satisfaction by virtue of employee engagement. Human Systems Management, 37(2),
pp.233-248.

Appendix
People can use interesting topics to get the information they need to finish a trip that they might
be unable to undertake. People are increasingly relying on technology to get from one location to
another as swiftly as possible. As a result, the tourist economy has reaped significant benefits. As
the world has become more overtly racist, people from marginalised cultures have been capable
of traveling relatively freely. In some places, some races are still looked down upon, but as
countries develop, plenty of the country will be open to them. For example, Uber and AirBnB
are transforming the way people move. They've implemented more client economic structures,
making tourism more accessible to everyone. Organizations that follow this strategy are known
as sharing economies. They believe in the future; such economies will be applied more
frequently. Foreign nationals are welcomed by the majority of countries around the world.
Tourists can now go to practically any corner of the world if they would manage it, resulting in a
substantial increase in the tourism business. Certain countries do not even require a visa to enter,
making the situation even more backpacker.