People Management: Impact of Structure, Culture, and Motivation

This essay examines the multifaceted aspects of people management within organizations. It delves into how organizational structure and culture significantly impact employee behavior, motivation, and overall performance. The essay also addresses strategies for managing individual differences, highlighting the importance of understanding diverse personalities and leveraging relevant theories like McGregor's Theory X and Y and the Hawthorne studies. Furthermore, it explores organizational factors such as leadership styles, flexible working practices, and ethical considerations that influence employee motivation and performance. The essay also discusses methods for developing human resources, including motivation theories, coaching, mentoring, and training programs. Finally, it reviews how people are managed within organizations, emphasizing the importance of supportive environments, cooperative leadership, and career development opportunities, ultimately recommending incentives and recognition systems to promote high performance.

Running Head: PEOPLE MANAGEMENT
People Management
Name of the Student
Name of the University
Author Note

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1.How structure and culture impact on people in organizations.
1.1 The organizational structure is the primary system which shapes certain activities and
directs them in order to attain the goals of an organization. There are various types of
organizational structure such as the functional structure or the bureaucratic structure, the
divisional structure, the flat hierarchy and the matrix structure. When there is a crack in the
structure or lack of forward thinking, the organization might lose the best employees. The
structure of the organization can impact the behaviours of its people in so many ways such as
their confidence level, their accountability, the shared goals and many others (Cunningham
2016). It also shapes their assumptions, their behaviours, the values and the working
practices. The organizational structure also determines the ways their will b creative in their
performances.
1.2 The organizational culture is equally powerful in shaping the sales, the recruiting efforts ,
the sales , the employee morale of the organization either positively or negatively. The
employee morale is also determined by the organizational culture he/she is working in. The
employee engagement can be influenced by many ways such as the communication, safety,
collaboration, growth that are the sub-parts of the organizational culture.
2.The approaches to manage the differences between the individuals which impact on
their performance at work
2.1 In an organization, there are various types of people who work together. Hence, it is
evident that they will have different attitudes, values, behaviours, perspectives and talents.
There are also differences in their knowledge, the expertise, the experience, the personality,
the religion and cultural belongingness (Mikkelsen, Jacobsen and Andersen 2017). The
individual personality impacts the teamwork, the time management, the performance
efficiency, the interpersonal relations and the problem solving capacities upto greater extent.

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Taken for example, a person with an outgoing personality can become the cheerleader of the
group, volunteer the coordination and focus on the positive aspects of a given project. On the
other hand, a person with shy and reserved nature takes the role of a follower and becomes
comfortable in following the assigned tasks.
2.2 The employee behavior is central for a productive and successful workplace. The
employee behaviour affects the way people perform and subsequently influences the culture
and the business. The managers can follow the existing relevant theories such as the Theory
X and theory Y propounded by Douglas McGregor which suggests the human work and
motivation management. Another one is Hawthorne studies covering a series of workers
productivity studies started in the year 1924 (Wehrmeyer 2017). The Hawthorne effect is on
the teamwork and the team productivity. The study focuses on the individuals and suggests
how individuals and their performances can be improved. It can be applied in a particular
business context for the improvement in its people.
3.The organizational factors which impact on the people’ performance
3.1 A leader is someone who guides other people through their actions and behaviours.
There are different types of leadership styles and each styles has its own advantages and
disadvantages. The different styles are the transactional leadership, the transformational
leadership, servant leadership, democratic leadership, autocratic, bureaucratic, laissez-faire ,
charismatic leadership and others too (Leroy et al. 2018). It is essential for the people and the
organization. The negative leadership traits can easily ruin the team and destroy the
teamwork spirit. The leadership styles shape the motivation of the employees.
3.2 The flexible working practices to individual and organizations help to motivate the
employees as they feel valued and taken seriously. The flexibility can be in terms of timing,

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place, leaves which in turn helps the organization to get utmost productivity from the
employees.
3.3 The Mashlow’ theory of motivation suggests that there are five hierarchical needs of
people such as the physiological needs ( hunger , thirst and sleep), safety needs ( security,
protection and freedom ), social needs (love , friendship), esteem needs ( self-respect), self-
actualization ( developing the potential). The employees feel always motivated in that
organizational environment where these needs are fulfilled (Zhang et al. 2015). It
subsequently increases their performance level.
3.4 The ethical practices of the organization also impacts on the employee motivation and
their performance. The employees feel motivated when their organization practices core
ethics more than other organizations. The ethical workplaces reduce the dissatisfaction of the
employees and improve their morale (Noe et al. 2017). They become motivated when the
leaders exemplify the ethical behaviour. The employee participation and decision-making are
promoted too.
3.5 The CSR or the corporate social responsibilities are conducted by almost every
organization. The organizations support the community to develop and strengthen the
workforce. The CSR activities help to provide work experience placements, the mentoring
and coaching programs, they support the career progression and at the same time prove
opportunities to them. The environmental policies are observed by the organization that
increases the confidence level of the employees.
4.Methods for developing human resources
4.1 There are various motivation theories such as Maslow’s hierarchy of needs theory,
Herzberg’s Two Factor Theory, McGregor’s X and Y Theories, Value percept theory and

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many others. These theories can be applied to the people of an organization to increase their
satisfaction level (Mikkelsen, Jacobsen and Andersen 2017). The organization can also apply
the appraisal system, the acknowledgment and reward systems for keeping the employees at
one with the organizational goals.
4.2 Coaching and mentoring is followed more or less in every organization for providing an
array of benefits. It provides the employees a way to get connected with the company along
with their career paths. These are used to make the employee adopt any change of culture in
the workplace or a system, these are also used for the employee retention, increase the team
efficiency, enhance the personal development.
4.3 There are many benefits of the training and development such as it increases the
productivity, it reduces the need for minute supervision, reduces the errors and accidents in
work (Leroy et al. 2018). It increases the talent pool, uncovers the employee potential ,
enhances the job satisfaction of the employees.
5. Review of how people are managed within organization
5.1 Since there are different types of employees work in a particular organization, there are
different methods of managing them. They can be managed with flexible and supportive
working environment, the cooperative leadership styles, proper organizational structure,
career development opportunities and others. The employees are further motivated by the
ethical practices practiced by the organization and the CSR too.
5.2 The people management strategies leave huge impact on the employees. It results in
excellent performance, employee satisfaction, heightened motivation (Lăzăroiu 2015). The
performance level is also enhanced by the people management strategies.

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5.3 It can be recommended that high performance level of the employees can be promoted by
the incentives, the bonus schemes, the improved job satisfaction, incremental rises. They can
be offered the financial and the non –financial incentives too for better results. The appraisal
and recognition systems are the best ways to keep them motivated.

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Reference
Cunningham, A., 2016. What are the Key Drivers Used to Promote Employee Motivation and
Engagement in a Manufacturing Environment?.
Lăzăroiu, G., 2015. Employee motivation and job performance. Linguistic and Philosophical
Investigations, (14), pp.97-102.
Leroy, H., Segers, J., Van Dierendonck, D. and Den Hartog, D., 2018. Managing people in
organizations: Integrating the study of HRM and leadership.
Mikkelsen, M.F., Jacobsen, C.B. and Andersen, L.B., 2017. Managing employee motivation:
Exploring the connections between managers’ enforcement actions, employee perceptions,
and employee intrinsic motivation. International Public Management Journal, 20(2), pp.183-
205.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Wehrmeyer, W., 2017. Greening people: Human resources and environmental management.
Routledge.
Zhang, Y., Waldman, D.A., Han, Y.L. and Li, X.B., 2015. Paradoxical leader behaviors in
people management: Antecedents and consequences. Academy of Management
Journal, 58(2), pp.538-566.