Managing People in Organizations: A Comprehensive Report

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MANAGING PEOPLE IN ORGANIZATIONS

TABLE OF CONTENTS
Introduction................................................................................................................................1
Task 1 Selection and Recruitment..............................................................................................1
Task 2 Training and Induction...................................................................................................3
Task 3 Motivational theories......................................................................................................4
Herzberg’s Two-Factor Theory..............................................................................................5
Task 4 Individual behaviour and teamwork...............................................................................6
Factors That Promote Effective Teamwork:..........................................................................7
Tuckman’s model of group development..............................................................................7
Conclusion..................................................................................................................................8
References..................................................................................................................................1

Introduction
An employee at work place is the core part to achieve the organizational goals thus it
is necessary for the management to hire the candidates as per the requirement of the
organization. Current report identify the best technique to hire the candidates at work place
by they are able to select the best candidate. The report will also identify that how to train the
employees at work place and give them proper learning. The report will evaluate the suitable
motivational theories in order to raise the output of the workers at work place. The report will
identify the behaviour of the employees to increase the team work at work place.
Task 1 Selection and Recruitment
As a company, Dearman has big aspirations to make the world a cleaner, fresher and
more relaxed place. When a person is working with Dearman, they will interact with different
types of professional people, including HR managers, engineers and business explorer.
Company’s work culture is fast-paced, and sometimes difficult, but it is gratifying at the same
time. Management always present their employees with the opportunity to experience
developed world-class technology. It does not matter if a person is in a personal office or a
cubicle; they will always be a part of a team. Our employees will find themselves in a
concerted and fascinating work environment (Landers and Schmidt, 2016). In Dearman, our
focus will be to encourage our employees to take the inventiveness. Selected candidates will
have the opportunity to put familiar their ideas and have them heard.
HR manager always communicate the success of our employees and share it
company-wide. Dearman believes in teamwork to navigate challenges, so we always keep our
employees up-to-date with news from the industry, and they work with co-workers from a
wide range of specialized backgrounds. Company’s selection process has different stages.
Organization review each application carefully to shortlist the candidates. If a candidate
meets the job requirements, we interview them in person. If we need candidates with specific
skill sets, we will put them to test to find out if they have what it takes. Leaders always check
the References than verify employment eligibility through the E-Verification system.

Job Title: Business Development Executive
Business Development Job Purpose:
The goal of the selected candidate is to Foster the growth of a business or organisation
by modifying the business plan, and business model. It also includes putting new projects in
the pipeline. The selected candidate will make sure that supporting departments are ready to
take on new growth opportunities (Ekwoaba.et.al.2015). Such departments are Research and
Development, Sales, Marketing, and Manufacturing.
Job description for Business Development:
 To analyse aspects of business in all departments and hunger for opportunities to
grow.
 Keep track of changes in business data.
 Interviewing team members about their likes and dislikes in workflow or client
servicing
 Assessing if the company is ready to walk into new domains in business.
 To prepare reports on the outcomes.
 It will be the responsibility of the selected candidate to prepare the spreadsheets about
the outcomes.
 Prepare presentations for team and management for future goals and challenges.
 Make relationships with new clients in different domains to expand our business
 Make sure the business deals move forward constructively.
 Selling products and services provided by the company
 Networking with related companies and creates great B2B partnerships.
 The selected person will take care of all the financial needs for continuous business
growth. Keep a check on loans and assets within the company to address the need.
 Manage the promotions of the organisation to prospecting clients, partners, and
investors.
 The executive will be making legal documents and other papers related to expansion.
 Keep up the value of finance related decisions
 Take part in all the creative brainstorming and discussions for the future of the

company.
 The executive will encourage all team members and clients to take part in expanding
the business by showing enthusiasm for the responsibilities and maintaining a positive
approach.
Desired Candidate Skills and Qualifications:
The candidate should have a master’s degree in Marketing, Finance, and Strategic
Management. Also, they must know about Sales, Proposal Writing, Mergers and Acquisitions
(Khalid and Tariq, 2015). Other desired skills are, Customer Relationship Management,
Communication, Analysis, Report Writing, Business, Legal, Microsoft Excel, Insight, and
Attention to Detail, Calculation, Presentation, Self-Reliance, Team Player, Persuasion, and
Organisation.

Task 2 Training and Induction
Studies are showing that proper induction training can affect employee attrition rate. It is a
fact that more than 25% of newly hired employees decide to stay with or quit a company in
the first week of their job. Unfortunately, Dearman is doing induction wrong. From one day
talk to just leaving new employees to ‘do it yourself’, many companies found out that without
proper is both costly and unproductive. So, what is causing Dearman to do their initiation
incorrect? Moreover, what can be done to determine these problems?
1. Giving all information on the first day
Solution: Offering Relatable Resources
Dearman's instruction is not single day process. It should be a perfect plan that begins when
the new employee accepts a new job (Gentile.et.al.2014). By giving digital resources on
Dearman's learning website, Dearman's new employees can start an boarding before they
have even come inside offices.
2. An uncongenial Induction understanding
Solution: Focus On significance
Not sympathetic the positions of new employees will result in a problematic induction. Your
employees will have the prospects of their position, so it is essential to recognize these right
away and give your new joiners suitable information that is pertinent to them.
3. To Do all on Day One
Solution: Plan An On boarding Journey
By doing the on boarding procedure lacking a clear sense of path, organisations find
themselves aggressive to keep their new employees engaged, and there will then be require of
enthusiasm when attractive with future training equipment.
Where should new employees be after their initial week, the first month, and then after six
months? Employee initiation is a long-term procedure, and you should continuously be
looking to incorporate learning into the workflow, not extrication it (Vonk, 2018).
4. Getting Lost In the Details
Solution: Prioritize the User Experience

Many organisations find themselves aiming on only the red tape, rather than the familiarity
for new beginners.
You want to get new workers excited about combining Dearman, so your introduction
process should be a more agreeable and relevant approach.
5. Not Utilizing Digital for Support
Solution: Use Technology to Provide On-Demand Support
It is fine to want to free up precious confronting each other time, and those strict deadlines
can block the way of expenses enough time in-person to maintain new employees
(Musick.et.al.2014). That is why selecting the correct learning platform for your employee
introduction training is vital as a enduring point of sustaining for employees.

Task 3 Motivational theories
All motivational theories have one job, and that is to discover the driving force for
employees to move forward towards a real goal or outcome in the company. Organisations
are taking an interest in these motivational theories because enthused people are always more
creative, foremost to the significant suitable use of resources for the business. Most of these
motivational approaches bifurcate between inherent and extrinsic parameters: the former has
a focus on the individual's attention, comfort and willingness to take the initiative in all
activities. People who have higher self-confidence will lead to achievement. They are more
likely to have huge levels of inherent inspiration all the time (Rudolph, 2016). The results,
rather than the task moves extrinsic motivations concentrated on the result of the activity, i.e.
individuals.
Frequently-used motivational approaches include the drive-reduction theory, escape-
seeking dichotomy model, inspiration driven by Abraham Maslow's Hierarchy of Needs, and
cognitive dissonance theory. Machiavellianism is a personality trait responsible for effect
characterised by narcissism, motivation, self-interest. Some people dispute that
Machiavellianism is more ordinary among high-powered employees. Motivation is the basic
need among the employees at work place.
Suitable enthusiasm is the key to organisational success. Employees at work place
require proper motivation techniques in order to give their best and maintain the brand value
of the organization (Sevincer.et.al.2014). So, how do companies know what motivates their
workers? In order to sustain in the market management has to develop the resources and try
to keep the employees motivated in better and effective way. Different kind of motivation
techniques is used by the management in order to retain the employees at work place
financial and non-financial techniques used by the management. In financial rewards
management gives bonus, perquisites etc that help the management to keep the employees
motivated. It can be said that management should give extra financial benefits to the
employees by which they are able to hold the employees at work place. Non-financial
benefits aids the management to give extra benefits to the employees like free insurance, free
education to their children, free transportation etc. Motivation to the employees is the basic
need of every employee at work place by which they are able to retain them for longer period.
What makes employees very good at their jobs? What pushes them forward? All these
motivational approaches try to describe why people take the results that they make while

providing some description for how they can drive themselves and others to develop their
behaviours (Van Damme and Kindermans, 2015). All of these theories are exclusive. While
there are many of them, each having their advantage and disadvantage also their followers
and disbeliever, various are often listed when we talk about motivational approaches.
Herzberg’s Two-Factor Theory
This theory proposes that two fascinating factors control performance: those that raise
an individual’s overall contentment, and hygiene factors that provide no comfort, but build
very bad disappointment if it vanishes. This theory bifurcates between behavioural needs,
recitation the motives why employees have specific needs and allowing a manager to direct
their motivation better. In Dearman, the major problem with this particular theory is that
constraints that motivate can always modify during an employee's journey in Dearman. For
example, a young worker sees job safety as a cleanliness parameter, whereas an older worker,
who wants a more permanent job, sees it as a motivator.
Incentive Theory
Incentive theory suggests using a reward system as the positive, reinforcing
motivation to inspire improved behaviours in the employees. This theory focuses on the
positive outcomes of employee’s actions, creating a workplace that is energetic and
concentrated on growth. Unfortunately, in Dearman, this theory is so heavily based on giving
rewards that it needs a regular series of incentives for employees. Also, all employees must
desire the incentives in Dearman's system (Berlin, 2014). For example, if company uses
incentive theory in the business and gives attractive incentives to only a few people, the
others have no reason to improve their behaviour.

Task 4 Individual behaviour and teamwork
People have specific skills which are present in their mind and they are inbuilt. Every
person has some qualities. These are the features which cannot be distorted; at the most, these
can be sophisticated to some extent. Some of the parameters affecting employee behaviour in
a company are as follows:
All these factors are explained in detail below:
1. Age:
Age is measured to be a hereditary characteristic because the date of birth determines it. The
relationship between job performance and a person's age is an issue of debate. Spiritually,
younger people can be more vigorous, inventive, adventurous, determined and risk-taking.
Whereas older people are hypothetical to be conventional, they can be very strict to their old
ways and also can be less adaptable to new technologies. But there are no proven theories to
support the statement.
2. Marital Status:
Some studies have constantly indicated that as marriage inflict enlarged responsibilities; to
have a stable job becomes more precious and essential. Workers with spouses have fewer
absences, less turnover and more job satisfaction as compared to unmarried people in the
company.
3. Experience:
The following biographical feature is term or expertise in the company. The impact of
spending more years in the company can be influential on job presentation, and this is a
concern which is subject to a lot of mistaken beliefs (Fidalgo-Blanco.et.al.2015). More work
experience is considered to be a suitable parameter for employee output.
4. Intelligence:
Normally, it is measured that knowledge is an innate excellence. But sensible knowledge has
reflects that sometimes brilliant parents have less intellectual children and sometimes
standard parents have bright children.
Factors That Promote Effective Teamwork:
Robust cooperation tackles collective vitality and information to make a complete that
is more effectual than the total of its parts. This generates a optimistic criticism circle, where
high confidence from purpose estimably done punctual excellent work later on.

Everybody on the Same Page:
At the point when everyone in a group recognises what they're endeavouring to achieve, it's a
lot simpler to jump in conformity to achieve it. Handover destinations begin with ensuring
that everyone included totally understands the organisation's overall operation.
Generosity and Fair Pay:
Your group will co-operate all the more viable if its individuals like one another and feel that
they're esteemed and treated reasonably. You can't make generosity with money-related
speculation or top-down organisation approaches.
Tuckman’s model of group development
Forming
In this stage, most employees are confident and well mannered. Some are fidgety, as they
have not wholly comprehended what work the group will do.
Storming
Raging regularly begins where there is an argument between employee’s common
operational styles. Individuals work in various ways for a huge range of issues; however, on
the off chance that altering operational styles cause surprising problmes, they may wind up
puzzled.
Norming
Progressively, the group progresses into the norming step. This is when persons begin to
establishs their disparities, value partners' merits and observes your power as a initiates.
Performing
The group achieves the performing stage, when attentive work leads, without
grinding, to the achievement of the group's point (Vonk, 2018).
Adjourning
Various groups will attain this step in very long run. For example, partnership groups
presents for just fixed period and ongoing units might be disband by hierarchical formations

Conclusion
More personalised Training and Induction Programme. Focusing on long term
relationship with the employees must be the policy of organization. Try to incorporate driving
factors in the organisation to encourage employees towards the bigger goal for the business.
Dearman can also use the same payment policy as a motivational factor for its employees. If
employees are feeling less stressed about the whole Induction and adjusting in a new working
environment, they will move their focus on more important work. Making employees
comfortable in the company can help Dearman in long term, and it will help grow the
business.