MG411: Individual Research Portfolio: People Management at Nissan

This report provides an in-depth analysis of people management practices at Nissan, focusing on leadership, training and development, and talent management. The report begins with an introduction to the operational context of Nissan, including its history and key business functions. It then explores the concepts of leadership and management, relevant theoretical models such as the human relation theory and Great Man Leadership theory, and provides recommendations for management. The report further examines training and development at Nissan, including relevant models like the reinforcement model, and offers recommendations to enhance employee skills and organizational performance. Finally, it delves into talent management, discussing the 5B's model (Buy, Build, Borrow, Bind, Bounce) and its application within Nissan. The report concludes with a summary of findings and recommendations for improving people management strategies at Nissan, aiming to enhance productivity and overall business performance.

Introduction to people
management
1

Abstracts
From the report it summarises that people management is related to arranging and
directing the personnel in organisation who are performing different roles and responsibilities for
the purpose of accomplishing goals. Leadership is the ability of leading employees by providing
them best solution, training and development uses to provide apprentice to people and talent
manager is uses to retail skilled workforce who can help to maintain a good performance of
business. This report will help to increase the understanding about such topics and will states
how productivity can be increases.
2

Table of Contents
Table of Contents.............................................................................................................................3
INTRODUCTION...........................................................................................................................4
MAIN BODY..................................................................................................................................4
Area 1: Leadership and management..............................................................................................4
Area 2: Training and development..................................................................................................6
Area 3: Talent Management............................................................................................................7
CONCLUSION................................................................................................................................9
REFERENCE................................................................................................................................10
3

INTRODUCTION
Managing people is activities which is required in organisation for completing task and
maintain the profits. In organisation there are different people are working collectively that helps
to manage functions and increase the productivity. In organisation, leader and managers are
playing important role who understand needs of their employees and fill them effectively so
goals and objectives can be achieved in certain period of time (Analoui, ed., 2018). To
understand about this, Nissan has been selected that is automobile manufacture company
founded in 1914. In this, human resource department is main function that is managing people
and completing goals by working well. This report cover three area that are leadership and
management, training and development, talent management that helps to perform all functions
and increase productivity.
MAIN BODY
Operational Context
Nissan is automobile company that is manufacturing motors by understanding needs and
wants of customers. This organisation was founded by Masujiro Hashimoto in july 1911. This
organisation was manufacture first car that is DAT. This make availability of cars with different
model and prices that attracts customers and increase the productivity. This employs more than
138,910 employees. This is operating business by making luxury vehicles, commercial vehicles,
outboard motors etc. The manager of such organisation are maintaining good relations with
customers and employees and delivering them best quality of products (Brewster, Mayrhofer and
Farndale, eds., 2018).
Area 1: Leadership and management
The operational context of the organisation
Leadership and management refers as activity which is used by management in order to
inspire and motivate the employees who are working in organisation and increasing profitability.
Leadership is related to leading people and getting the work done in effective time period.
Management is another activity that uses in planning, organising, directing and controlling the
organisational function so productivity can be maintain properly. Both concepts are important for
Nissan organisation as managers of such organisation bring new innovation, planning, organising
activities, directing and controlling the functions so product can be ready with proper design that
4

can attracts customers and make buying decision. The leaders of chosen organisation are
operating activities by understanding needs of employees and providing them best solution so all
activities can be maintain properly. This helps to maintain the efficiency and planning for future,
maintaining good relationship and attaining the business goals (Campbell, Reyes-Picknell, and
Kim, 2015).
2) Relevant applicable theoretical models
Leadership and management theories are those model and process which are used by
management in order to perform all functions effectively and maintain the high productivity.
Such as Nissan organisation is using human relation theory that uses to maintain the good
relations with employees and people who are working in organisation and helps to increase the
organisational productivity. This theory depicts people has some desire and expectation from
organisation that should be complete so they can work effectively and determine the growth and
development. In this, manager and leader needed to pay special attention on people that can
encourage them to work regularly. Nissan company is applying human relation theory in order to
maintain good relations with employees so business activities can be grow and develop
effectively. This also encourages personnel to work more effectively and improve business
performance.
In leadership theory, Nissan is using Great Man Leadership theory that states that some
people are born with important attributes, characteristics, attitudes and skills that uses to
distinguish with other people. These attributes are uses to work dedicate and deliver best quality
of products and services. The leader of Nissan is having communication, problem solving,
coordination, leading skills and dependability and relationship building skills that can help to
manage the business activities and complete the goals in certain period of time. By applying this
theory, all needed task and goal are completed by leader that increases business performance
and improve productivity (Collings, Wood and Szamosi, 2018).
3) Recommendations with a focus on the required knowledge, skills and behaviour
needed by management this key area.
It is recommended to management of Nissan company, to use human relation and great
man theory that can help to manage the business activities and increase organisational
performance. Leaders are required problem solving, leading, communication and relationship
5

building skills that helps to maintain good performance and also helps to take the competitive
advantages (Flyvbjerg, 2017).
Area 2: Training and development
The operational context of the organisation
Training and development means increase the learning people for the purpose of
developing knowledge and skills so all activities and functions can be maintain effectively. With
the help of training employees can bring changes in their practices and skills which help to take
the competitive advantage. In Nissan organisation, human manager identify the needs of training
and development programme for their employees at the time of bringing new technology and
innovation in their process so all activities can be managed properly. By using this employees
feel confident and complete each task. This organisation also required talented and highly skilled
people who can accept the new technology and manufacturing process in order to develop
business process (Gibbons, 2018).
Theories and models applying by organisation
The theories and model in relation to training and development is Reinforcement model
is used by Nissan organisation that helps to managing and controlling the behaviour of
employees. This model involves different elements that are applied by chosen organisation such
as:
Negative reinforcement – This element of reinforcement model states a removing
undesirable problem which arises in organisation while working. It is generally uses to response
through providing relief from painful stimuli as allows people to avoid them. Nissan organisation
is recognises poor performance of their employees and generate impressive, systematically and
favourable working environment. Moreover, they uses ethical standards and conducts with
principle that helps to maintain high productivity (Harrisonand Lock, 2017).
Positive reinforcement – This reinforcement occurs in the case of presenting quantities
behaviour consequences that helps to increase the chances of repeated behaviour. This helps to
maintain the positive response to people for their positive addition. In this, managers of Nissan
organisation recognises needs of employees, sources of morale and satisfaction to employees that
can help to retain people in organisation and get work dome from them effectively (Honarpour,
Jusoh and Md Nor, 2018).
6

Extinction – This refers as punishment where negative behaviour with employees are
done by management and leaders that affected the business operation negatively. This procedure
begins with time where valued behavioural consequences. This is used by Nissan leaders to
eliminate the negative behaviour and attracts employees by working properly. This organisation
proves less stress, less pressure to their employees so they can perform with their capabilities and
increase business performance.
Punishment – This is another element of reinforcement theory that states aggressive and
rudely behaviour of employees which has impacted on performance negatively. For instance,
leader of Nissan are evaluating their employee’s performance and give them punishment, job
firing and others that make unhappy to employees and create a high level of fear among them.
This reduced the organisational performance low productivity.
Recommendation
From the above mention reinforcement model and organisational context it has
recommended that management and leaders should uses positive reinforcement and extinction
that helps to reduce the stress level and improve business productivity by increasing their
confidence. Training and development are important for all employees that helps to accept the
new process and methods of working so competitive advantages can be get effectively. Nissan’s
managers is required to analysis what training and development programme should be arrange
for employees so all activities and functions can be maintain effectively. This also helps to
improve the business performance by delivering best quality of products and services (Mayo,
2016).
Area 3: Talent Management
The operational context of the organisation
Talent management is consider as activity in which human are anticipated and planning for
the purpose of completing specific task. This is required for organisation to have talented people
who can be ready to accept the challenges. In other words, talent management involves some
important skills such as personality, competency, personal traits and abilities that can help to
maintain the good performance by completing task in certain period of time. In Nissan
organisation, human resource manager is playing a vital role as it recruits talented and skilled
people which can suit their vacant position and able to work flexibility. They conduct interviews
round in order to attracting, organising, directing, upbringing, developing and influencing
7

employees towards organisational performance. This helps to increase the business activities as
employees get ready to accept the changes and complete task (Meyer and Grosse, 2018).
Theories and models applying by organisation
Nissan is applying relevancy theory for the purpose of managing talented employees and
getting the things done in given time. This theory involves 5B’s of managing talent that uses to
improve satisfaction between people and improving their performance. The element of 5B’s
model are as defined:
Buy – This element of model is connected with recruitment process by selecting talented
people which helps to improve the organisational performance. This is uses to analyse the skills
and talented people for running business performance by accepting the challenges. In regard of
Nissan organisation, human resource manager is responsible to acquire talented and highly
skilled employees in their organisation so all activities can be perform effectively. They follow a
procedure and process to sourcing the candidates and selecting best one who can be ready to
accept the changes. It recruit technical, management and marketing and fiancé department
personnel who have special type knowledge in their field and helps to complete the work.
Build – This aspects is related to building and developing the skills and competencies of
employees that ensure all activities and functions are running properly. Manager also build
organisational performance by using ongoing process that strengthen the skills and business
activities in competitive business environment. the manager of Nissan are strengthening and
developing the skills and competencies of employees by providing training that can help to
perform well and increase the business profitability (Russ, 2014).
Borrow: This refers as few consultation and expatriates which is used in assisting the
availability of talents in organisation. This helps to gain the trust of employees and customers
towards organisational products and services so all activities and performance can be maintain
effectively. In Nissan organisation, managers are responsible to create a perfect bonding between
employer and employees by sharing information that helps to handle the risky situation.
Bind – This means employees with talent and high performer skills are bind by
employees for the purpose of retaining them in organisation. Whenever, new employees with
good talent are recruited by employer then it is required to bind by providing various resources
and satisfaction to employees so they feel good and ready to work. Nissan organisation is
8

examine the role of employees, contribute in business activities and retain workforce by filling
their wants that helps to increase the high profits (Schermerhorn Jr and Bachrach, 2017).
Bounce: This model states that people who are not suitable and unfit them should leave
the organisation. Such as managers are responsible in Nissan organisation to identify bottom
performer, unproductive labour and old skill set people should let them go. Managers are
providing high opportunities to talented people and bounce the unproductive employees that
helps to maintain the high profitability (Stark, 2015).
Recommendation
It has recommended to Nissan, manager should focuses on skills and talent of employees
who are working in organisation. They should allot a task as per their capabilities and analysis
their performance that helps to take the right business decision and improve the organisational
productivity effectively. . In addition, staff members with a high level of commitment partitions
more to the growth of the firm (Taylor, Doherty and McGraw, 2015).
CONCLUSION
The aforementioned study states that handling employees is an significant feature as it has a
positive effect on the morale of team members and encourages them to remain for the
organisation in the long term. It helps to build strong relationships at the workplace between
different people. Productive management and leadership, effective talent management, as well as
appropriate training and development programs, promote a positive working strategy that
supports stable business expansion.
9

REFERENCE
Books and journal
Analoui, F. ed., 2018. Human resource management issues in developing countries. Routledge.
Brewster, C., Mayrhofer, W. and Farndale, E. eds., 2018. Handbook of research on comparative
human resource management. Edward Elgar Publishing.
Campbell, J. D., Reyes-Picknell, J. V. and Kim, H. S., 2015. Uptime: Strategies for excellence in
maintenance management. Productivity Press.
Collings, D. G., Wood, G. T. and Szamosi, L. T., 2018. Human resource management: A critical
approach. In Human Resource Management (pp. 1-23). Routledge.
Flyvbjerg, B., 2017. Introduction: The iron law of megaproject management. Bent Flyvbjerg,
pp.1-18.
Gibbons, P., 2018. Managing Humanitarian Action: An Introduction. In International
Humanitarian Action (pp. 397-415). Springer, Cham.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach.
Routledge.
Honarpour, A., Jusoh, A. and Md Nor, K., 2018. Total quality management, knowledge
management, and innovation: an empirical study in R&D units. Total Quality
Management & Business Excellence. 29(7-8). pp.798-816.
Mayo, A., 2016. Human resources or human capital?: Managing people as assets. Routledge.
Meyer, K. E. and Grosse, R., 2018. Introduction to managing in emerging markets. Oxford
handbook of managing in emerging markets, pp.3-34.
Russ, M., 2014. Introduction—What Kind of an Asset Is Human Capital, How Should It Be
Measured, and in What Markets?. In Management, Valuation, and Risk for Human
Capital and Human Assets (pp. 1-33). Palgrave Macmillan, New York.
Schermerhorn Jr, J. R. and Bachrach, D. G., 2017. Exploring management. John Wiley & Sons.
Stark, J., 2015. Product lifecycle management. In Product lifecycle management (Volume 1) (pp.
1-29). Springer, Cham.
Taylor, T., Doherty, A. and McGraw, P., 2015. Managing people in sport organizations: A
strategic human resource management perspective. Routledge.
10