Impact of Leadership and Management on Nissan's Performance

This report provides a comprehensive analysis of leadership and management practices at Nissan, focusing on their impact on performance management. The introduction highlights the importance of human resources and the role of leadership in guiding employees. The main body delves into leadership and management styles, specifically transactional and participative approaches, and how they underpin performance. It further examines the role of training and development, including on-the-job training and goal-setting theory, in enhancing employee skills and capabilities. Finally, the report explores talent management strategies, such as the two-factor theory, to ensure employee motivation and retention. The conclusion summarizes the key findings, emphasizing the significance of effective leadership, training, and talent management in driving organizational success. Recommendations are provided to enhance performance management, underscoring the importance of management skills and the use of appropriate leadership styles. The report highlights how Nissan's practices influence employee performance and overall business outcomes.

Individual research

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY ..................................................................................................................................1
Leadership and management.......................................................................................................1
Training and development .........................................................................................................3
Talent management.....................................................................................................................4
CONCLUSION................................................................................................................................5
RECOMMENDATION...................................................................................................................6
REFERENCES................................................................................................................................7

INTRODUCTION
Management of people is an essence for every organisation as human resources is the
vital asset that channelise and make use of all other assets in an effective manner and ensures
smooth flow and conduction of business operations (Nicholson and et. al., 2018). Management
of people is a critical and complex task which consists of many activities like directing, guiding
and motivation employees. The organisation selected for this portfolio is Nissan which is well
known auto-mobile manufacture having its headquarter in Yokohama, Japan. This assignment
consist of a research on how the areas like leadership and management, training and
development and talent management underpin and lead an impact on performance management
of an organisation.
MAIN BODY
Leadership and management
Leadership and management plays a vital role in underpinning the performance
management at an organisation as theses lead to effective guidance and motivation for
employees and individuals in order to direct and guide them towards accomplishment of desired
goals thus, lead a positive impact and influence of management of performance of people
(Cugusi and et. al., 2017). In context of Nissan organisation the managers and leaders make use
of effective leadership and management style in order to direct and guide employees in an
effective manner to motivate and direct them for having boost in their performance to
accomplish the desire set of goals. The leadership theory and management style used by the
managers and leaders of Nissan to underpin performance management with in its organisation
are discussed below:
Role of Leadership theory in underpinning performance management
Leadership theory emphasis the way that is used and adopted by leaders to guide and
direct individuals for fulfilment of desired goals and objectives of an organisation that is
dependent on the level of skills and viability of an individuals to influence the efforts and cations
of an individuals (Podsakoff and Podsakoff, 2019). Thus, leadership theory is a vital tool to lead
effective performance management at an organisation as it is the way they tend to lead an
influence on actions and efficiency level of an individuals through effectively channelising their
skills and efforts therefore, ensures boots and optimistic influence in underpinning performance
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management. In context of Nissan implication and use of Transactional leadership theory is
made as it is theory that completely focused towards effective supervision, organisation and
performance management of people and employees at workplace.
The main concept of transactional leadership theory in context of Nissan is based on the
idea that leaders of this organisation are wiling to give employees something better in exchange
of their improved performance and enhanced efficiency that boost morale and motivation level
of employees to make efforts for having improvement in their performance in order to get higher
incentives and better perks in return (Hassi, 2019). The use of transactional leadership theory at
Nissan consists of focus on a valuable and specific task for which use of rewards and punishment
is made by its leaders to motivate and direct employees for its timely and effective
accomplishment. Thus, transactional leadership theory lead to an effective tool for motivating
employees and other people to maximize their productivity and performance as the extra
incentives and higher perks given motivation to do well and inspire and underpin effective
performance management at Nissan through leading better morale and eliminating confusion
through implication and use of a simple and clear chain of command.
Role of management style in underpinning performance management
Management style basically reflects the attitude and behaviour of managers and other
authority towards the people and employees thus, lead a significant effect in the mind set and
performance level of employees. Within the premises and work-place of Nissan organisation use
and implication of participative management style is made by manners to underpin the
performance of people and individuals (Hallinger, 2019). The use of participative management
style by the managers of Nissan consist of spread and bifurcation of power and authority along
with lading effective involvement and participation of all employees on a problem or issues and
a final decision or strategy is adopted after proper discussion and on the basis of evaluation of
view point and their perceptive (10 Types Of Management Styles For Effective Leadership,
2020).
The implication and use of participative management style lead to effective performance
management as it ensures and promotes employee empowerment at organisation that intrinsically
motivate all employees and ensures them to boost their performance and efficiency through
leading enhanced motivation for having improvement in creativity through ensuring and leading
discussion and brainstorming (Clarke and Higgs, 2016). Thus, it can be evaluated that adoption
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of Participative management style underpin effective performance management through
encouraging employees for effective involvement in discussion and strategy formulation that
boost their creativity and work efficiency thus, ensures boost in their performance. Further,
effective communication and employees engagement is also supported by participative
management style at Nissan that underpin and lade to better management of performance of
employees within this organisation.
Training and development
Training and development accounts for a signifiant role in leading effective performance
management within an organisation as these are the ways that ensures and lead to enhancement
in skills and capabilities of employees and people that lead to optimistic impact on there overall
work and performance level. In context of Nissan organisation, the managers and leaders ensures
leading and providing regular training and conducting learning programmes to ensures
improvement in performance of employees and other people through increasing their ability and
knowledge through layering and chaining attitudes of employees to increase their own skills and
competencies (Hardy III, Day and Arthur Jr, 2019). Thus, training is a vital way to lead
improvement in performance and also ensures effective management of performance of
employees and people at Nissan. Use of on the Job training is made by Nissan as it lead to more
practical and consistent training for employees to make them familiarised with working
environment to ensures boost and improvement in their skills and knowledge in a more practical
way.
Development of employees is mainly associated with leading growth, progress and
positive change in the behaviour and performance of employees by the means of effective
learning and practising. In context of Nissan, use of Goal setting theory is made to underpin
performance of employees and it also ensures better management of efficiency and performance
of employees by managers through leading a properly designed plan to motivate and guide an
individual or employees towards accomplishment and achievement of a goal (Anyanwu and et.
al., 2016). This theory of goal setting emphasis in the fact the leading a SMART goal lead to
better motivation in employees to accomplish that target in better way. Thus, five basic
principles are lead by Goal setting theory for managers of Nissan to set a more SMART and
effective goal for its employees and the underpin and ensures better performance management.
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Clarity- The first principle of goal setting theory consist of the fact that the gaol set by
managers of Nissan must be easily measurable and specific along with leading a particular and
specific timeline for its completion that lead to better check and management of performance of
people.
Challenge- The goal set by the managers of Nissan must possess a decent level of
difficulty that motivates and boost morale of employees to strive and make improved efforts
towards accomplishment of that goal that lade to a optimistic influences and impact on the
performance of employees (Galli, 2018).
Commitment- This consists of leading effective discussion and deliberated efforts to
share goal with employees and other individuals to enhance its accountability and also lead to
enhanced commitment and devotion level in employees for effective accomplishment of desired
goal.
Feedback- Taking regular feedback from employees and people lead a better way to
improve and manage performance of employees through ensuring evaluation of all review and
varied perspective to overcome the difficult and issues faced by employees that hamper their
performance.
Task complexity- To ensure proper management of performance of people and
employees, more emphasis and enhanced guidance and direction is provided by mangers of
Nissan to overcome the learning curve that consist of competing task thus, ensures smooth flow
of operation for accomplishment of set goal through leading and underpinning effective
performance management at Nissan (Arczynski, 2017).
Talent management
It is broad concept that consist of higher commitment level of an organisation towards its
recruitment, hiring, retaining and development process of a company towards its employees.
Thus, talent management consists of main emphasise and focus towards leading effective
management of performance and capabilities of employees to ensure employment of highly
skilled and talent employees along with leading effective maintenance of employee engagement
and motivation level in order to retain and maintain these talented employees within the
organisation for a longer period of time (Podsakoff and Podsakoff, 2019). In context of Nissan
company use and implication of motivation theory is made to ensure effective talent
management and it also lead a better check and control of efficiency level of employees to
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underpin the performance management. Adoption of Two factor theory is made to underpin the
impact of talent management on leading effective performance management at Nissan.
Two fact theory
This theory was given by Herzberg that bifurcated and divided all the factors that present
at workplace of an organisation into two broad category that lead a vital role in influencing and
motivation employees to lead boost in their performance and talents (Cugusi and et. al., 2017)
Motivators- It consist of encouraging factor that are intrinsic to job and bounded with
actual job performance which consists of achievements, better recognition, enhanced
responsibility, growth opportunity, etc. Thus, providing and leading these motivating factors by
managers of Nissan ensures better talent management through keeping employees motivated and
encouraged towards their job and work thus, also ensures more effective management of
performance of employees at Nissan through boosting morale of employees.
Hygiene factors- Theses factors consists of company policies, supervision level,
workplace bonding and relationships, remunerations, salary, working conditions, etc. that
directly lead influence on the mind set of employees and keeps them committed and retain within
an organisation (Nicholson and et. al., 2018). Thus, the managers and leaders of Nissan ensures
positive working conditions for its employees along with providing regular and adequate amount
of salary and remuneration to retain its talent employees which underpin and ensure effective
engagement of performance of employees through leading a optimistic and positive impact on
mind set and efficiency level of employees.
Thus, it can be evaluated that leading effective talent management at Nissan underpin and
support performance management at this organisation through leading a better motivation and
coordination level in employees along with securing higher retention rate to maintain the smooth
flow of operation for accomplishment of desired goals with leading effective management of
talent and performance at Nissan.
CONCLUSION
With respect to above portfolio it can be concluded that leadership and management lays
a vital role in leading effective management at a business organisation through leading effective
guidance and direction for employees and people. Implication of training and development
programs also underpinning performance management at an organisation through ensuring
improvement in skills and competencies of employees. Further, talent management strategies
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that consists use and implication of motivation theories to retain talented employees also lead a
positive impact on performance management as it ensures boost and improvement in
performance of employees along with maintaining and retaining talented employees for longer
period to ensure coordination and consistency in workflow and performance.
RECOMMENDATION
On the basis of above assignment it has been evaluated that leadership and management
skills and styles plays a vital role in performance management thus, it is essential and vital for
manages and leaders to ensure better skills and competencies for leading effective performance
management along with making use and implicating suitable management and leadership style
for the same. A Recommendation could be made for managers and leaders of Nissan to make use
of more effective leadership style like transformational leadership that enureses better motivation
for employees through inspiring them to achieve better performance. Further, use of Maslow's
hierarchy of needs could also be recommended for managers of Nissan to lead better motivation
for employees and people that lead to more effective management of performance through
leading better guidance and direction for employees.
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REFERENCES
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disease: a systematic review. PM&R, 9(11), pp.1157-1166.
Podsakoff, P. M. and Podsakoff, N. P., 2019. Experimental designs in management and
leadership research: Strengths, limitations, and recommendations for improving
publishability. The Leadership Quarterly, 30(1), pp.11-33.
Hassi, A., 2019. Empowering leadership and management innovation in the hospitality industry
context. International Journal of Contemporary Hospitality Management.
Hallinger, P., 2019. Science mapping the knowledge base on educational leadership and
management in Africa, 1960–2018. School Leadership & Management, 39(5), pp.537-
560.
Clarke, N. and Higgs, M., 2016. How strategic focus relates to the delivery of leadership training
and development. Human Resource Management, 55(4), pp.541-565.
Hardy III, J.H., Day, E.A. and Arthur Jr, W., 2019. Exploration-exploitation tradeoffs and
information-knowledge gaps in self-regulated learning: Implications for learner-
controlled training and development. Human Resource Management Review, 29(2),
pp.196-217.
Anyanwu, J. O. and et. al., 2016. The impact of training and development on workers
performance in Imo state. Global Journal of Social Sciences Studies, 2(2), pp.51-71.
Galli, B.J ., 2018. An evidence-based model of virtual team training and
development. International Journal of Information Technology Project Management
(IJITPM), 9(2), pp.65-79.
Arczynski, A. V., 2017. Multicultural social justice group psychotherapy training: Curriculum
development and pilot. Training and Education in Professional Psychology, 11(4),
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Online:
10 Types Of Management Styles For Effective Leadership. 2020. [Online]. Available
through:<https://getsling.com/blog/types-of-management-styles/>
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