HRM4002 People in Organisations: BP's Leadership and Motivation

This report analyzes British Petroleum's (BP) approach to motivating workers, the role of leadership in organizational transitions, the relationship between organizational structure and culture, and the attributes of effective teams. It examines HRM leadership models like Maslow's Theory, Herzberg's Theory, Taylor's Theory, and Servant Leadership, applying them to BP's practices. The analysis covers strategies for change, drivers of organizational transition, stakeholder involvement, and managing resistance to change. It also discusses the connection between organizational structure and culture in achieving sustainable business growth and the attributes of effective teams, emphasizing lean operations, intra-network establishment, integration, knowledge sharing, and participation in learning programs. The report concludes that leadership is crucial for bringing change, analysis is vital for discovering required changes, models help maintain organizational integrity, and teamwork is helpful in altering the internal and external environment. Desklib provides access to similar solved assignments and resources for students.

PEOPLE IN
ORGANIZATIONS

Awarding Body:
Arden
Programme Name:
Ba Hons Business
Module Name (and Part if applicable):
People in organisations Part 1
Assessment Title:
Student Number: STU51934
Tutor Name:
Dr. John-Whonderr-Arthur
Word Count:
1000
Please refer to the Word Count Policy on your Module Page for guidance

INTRODUCTION
British Petroleum- operates in Fuel stations and forecourt
retails
HRM leadership models Like Maslow’s Theory, Herzberg
Theory, Taylor’s Theory and Servant leadership Model- analyzes
the leadership in the organization
Work groups and leadership campaigns- strategic management

MOTIVATION TO THE WORKERS
Maslow’s Model
Physiological Needs- The management of
British Petroleum should focus upon
providing stable living wages to the
employees of the organisation.
Safety Needs-In order to satisfy the safety
needs of the employees, the management
had launched the Health and care plan for
the workers of BP. Other than that job
safety is also primary among the safety
needs
Belongingness- In order to ensure the
belongingness of the employees towards
the organisation’s strategic goals, the BP
management selected around 350 senior
employees for giving motivational sessions
to the current employees

Contd…
Esteem Needs- In addition to
regular wages, the employees of
British petroleum are awarded
with sustainable appraisal
packages. Appraisal meetings are
also organised by the
remuneration committee of the
company.
Self-Realisation Needs - The
Human Resource department of
British Petroleum uses a 360°
feedback propaganda which
scans the individual strengths
and weaknesses of every
employee

Contd…
Herzberg’s Two Factor Theory of Employee
MotivationCompetence
Extrinsic Motivators- As informed by
Ellmer and Reichel (2018), in each
department they select one or a group of
employees as iconic and ideal.
Intrinsic Motivators- The commitment
level of the employees is monitored through
personal records of the employees’
voluntary separation, frequent absenteeism
or grievances. Informal personal interviews
or survey are held with the dissatisfied
employees of the company (Bp.com, 2018).
According to the annual data of BP, in the
last financial year, the company shuffled
employee allowances twice over the annum
and with each appraisal, the production
and/or sales of the company expanded by
2.1% and 0.5% respectively (Bp.com, 2018).

Contd…
Taylor’s Motivational strategies and their application in
BP
As informed in the employee motivational strategy of Taylor,
the employees in any organisation require close supervision.
Pertaining to the Taylor’s theory, the upper management had
decided to break down the basic work flow into small task
pattern and thus created small works which would conduct
internal collaboration during their performance.

IMPACT OF LEADERSHIP IN
ORGANIZATIONAL TRANSACTION
Strategies for analyzing for change
Dissatisfaction of the pressure groups
towards the business practices
The marketing team also needed to
conduct highly integrated market survey
for realising the values of brand or its
products in the market.

Contd…
Drivers of organizational transition
Employee management conflict
An oil spill in the business domain in USA
invited criticisms from the governments
and media. The leaders of change
management addressed this conflict by
allowing compensation.

Contd…
Leadership in stakeholder involvement

Contd…
Leadership in managing the resistance towards change
there were various controversies regarding the
unhuman employment conditions at BP. The 350 most
senior employees from China and Venezuela were
asked to train the employees in the Alaska region.
Thus implementing the model of servant leadership,
the resistance from the employees could be evaded.

RELATION BETWEEN ORGANIZATIONAL
STRUCTURE AND CULTURE
achieve remarkable sustainable business
growth
Unique facilities at low operational costs
Voluminous output