People and organizational management in Ryanair Report 2022

Student Name
INSTITUTIONAL AFFILIATION(S)
PEOPLE AND
ORGANIZATIONAL
MANAGEMENT

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Table of Contents
Introduction................................................................................................................................2
Literature review........................................................................................................................3
Performance management......................................................................................................3
Employee relationship............................................................................................................4
Case analysis..............................................................................................................................5
Performance management issues............................................................................................5
Employee relationship............................................................................................................6
Recommendations......................................................................................................................7
360-degree performance appraisal system.............................................................................8
Effective Communication system development.....................................................................8
Work-life balance and compensation policies........................................................................9
Conclusion..................................................................................................................................9
References................................................................................................................................10

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People and organizational management in Ryanair
Introduction
Several pieces of evidence show that it takes critical time and strategic management
to achieve organizational objectives and manage important constituents of organization i.e.
human capital to drive competitive advantage. This sheds light upon the significance behind
managing and leading people especially at an operational level and junior managers to ensure
good relationships are established along with improving developmental skills in them. Such
organizational strategies ensure fair pay, healthy work environment as well as flexibility in
the work environment to embrace change for the betterment of the employees and for the
organizational management (Jalagat, 2017). Although leaders and management may face
troubles to adapt to organizational demands, understanding and managing a fine balance
between employee relationship, innovation and short-term profits are critical to ensure
organizations face a viable future within their industry (Osborne and Hammoud, 2017).
Comprehending the link between managing people and organizational management
serves as a significant highlight of this report besides analysing how effective leading and
managing serves as an essential ingredient in organizational success. Since the given case
study shows several issues in Ryanair management and leadership, it will focus majorly upon
issues such as performance management and employee relationship. The report finds that
well-informed organizational communication, economic decisions and employment
relationship should be ensued in Ryanair’s management along with considering people as an
important organizational resource.

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Literature review
Performance management
Performance management is one of the most acceptable practices in organizational
management studies which help human resources to measure individual performances. In
contemporary organizations, performance management refers to a more integrated set of
processes designed to evaluate and direct employees' performance. Accordingly, performance
metrics may include performance appraisal, objective setting, career planning and intensive
and reward strategies to observe desired organizational outcomes. The proponents of
performance management argue that when it is done appropriately, the performances of
individuals develop and they tend to show a committed and engaged attitude (Tweedie, et al.,
2019). Organizational literature, on the other hand, emphasises more upon wider theories that
explain human work and motivation behind it. Reinforcement theory states that an
employee’s behaviour or attitude can get encouraged with the help of praise and rewards and
when they experience encouragement from the management, their behaviour gets modified
subsequently (Bajorek and Bevan, 2015).
Developed by Vroom, expectancy theory believes that people will exert efforts and
performance required to complete a task but in return, they expect that they will accomplish
desired values. According to expectancy approach, when organizations introduce
performance management systems within the people management techniques, employees will
perform superiorly since they will get values in the form of monetary benefits, rewards and
recognition. Organizational literature also supports the equity theory introduced by Adams in
1963. According to the equity theory, social relations are as important as other monetary
benefits to enhance staff morale. Equity theory claims that employees seek a fine balance
between their performance outcomes and input provided by them in the form of efforts