Learner Name:Stephanie Dias de Vasconcelos Learner Registration ID: 6661

Qualification: Certificate Business Management Unit Title: 4.4 People in Organisations Assignment Title: Assignment issued: Assignment submitted:

Learning Outcomes

Assessment Criteria A NYA Evidence to show achievement of the LO

LO1 1.1

1.2

1.3

1.4

1.5

LO2 2.1

2.2

2.3

2.4

2.5

LO3 3.1

3.2

3.3

3.4

3.5

LO4

4.1

4.2

4.3

4.4

4.5

LO5

5.1

5.2

5.3

5.4

5.5

Actions needed to achieve LOs and meet the standards

Assessor:

Signature:

Date:

A = Achieved

NYA = Not Yet Achieved

Executive summary

1 Introduction

1.1 Purpose

The purpose of this report was to analyse work place practices and procedures and their

impacts on the workforce.

1.2 Method

The information used in this report was collected by consulting theories about communication

practices within organisations, the principles of effective teamwork, the issues associated with

remote working, and the structures designed to support people within the workplace

2 Communication practices

2.1 An analysis of the benefits of effective communication

Good communication practices are the most important of every successful business.

Communication serves two essential functions in every organisation. It disseminates the

information needed by employees to get things done and builds relationships of trust and

commitment. Workplace communication is vital to an organisation’s ability to be productive

and operate smoothly. The workplace communication improves worker productivity and shows

that effective lateral and work group communication leads to an improvement in overall

company performance. It has also been discovered that employees who were graded as

highest in work productivity had received the most effective communication from their

superiors. The internal communication is communication within an organization. It

encompasses both "official" communication -- memos, guidelines, policies and procedures,

etc. -- and the unofficial communication that goes on among and between the staff members

of all organizations -- the exchange of ideas and opinions, the development of personal

relationships, and the proverbial conversation around the workplace.

The effects of a good internal communication can provide people the information they need to

do their jobs effectively, make sure they know about anything that concerns them, provide

people with clear standards and expectations for their work, give people feedback on their

own performance, provide them emotional support for difficult work, suggest new ideas about

both their work and their lives, allow them to take the pulse of the organization and understand

its overall situation and help them maintain a shared vision and a sense of ownership in the

organization.

Communication, in general, is the process of transmitting ideas, thoughts, information,

emotions, etc. between and among people. So, communication is a vital part of creating and

maintaining a safe and efficient workplace environment.

2.2 The policies and procedures that are used to enhance communication within

organisations

To set the stage for information and message flow through an organization, we have to review

the basic elements of the communication process. These elements include: someone to send

the message (the encoder), some means for channeling it, someone to receive it (the

decoder), and a feedback mechanism. A multiplicity of encoders, channels, decoders, and

feedback mechanisms can be used. However, for the information in a message to be

processed clearly, quickly, and with a minimum amount of degradation, management must

establish clear, formal communication channels. There are three channels: formal, informal,

and unofficial.

Formal. The communication within the formal organizational structure that transmits goals,

policies, procedures, and directions.

Informal. The communication outside the formal organizational structure that fills the

organizational gaps, maintains the linkages, and handles the one-time situations.

Unofficial. The interpersonal communication within (or among) the social structure of the

organization that serves as the vehicle for casual interpersonal exchanges, and transmittal of

unofficial communications.

Routine Workplace Protocols

All organisations have rules for the transfer of information. Knowing how to use the different

types of communication and following the correct procedures at SBHC for example, helps to

ensure that information goes to the correct place and person.

Communication can be internal or external or both. Internal communication is between staff at

SBHC. External communication is between staff at SBHC and clients or other community

members including the media.

At Sunset Bay Health Campus routine workplace protocols exist for:

written communication (sending and receiving information), and

verbal communication (giving and following instructions and messages).

Types of written communication include:

email, letters and faxes (internal and external)

forms, reports and memos (internal and external)

minutes and agendas for meetings (internal)

technical and procedural manuals (internal)

workplace signs (internal)

whiteboards and pin-up boards (internal)

Written communication is a vital part of communication

is to the point and avoids unnecessary repetition,

avoids too many technical terms, and

avoids slang, offensive language and discriminatory, racist or sexist language.

Types of verbal communication include:

handovers (internal)

telephone (internal and external)

meetings (internal)

The way we speak to other people can make a difference to the way information is received.

it is clear and concise,

it is friendly and professional,

appropriate feedback is given,

active listening is used,

there is an awareness of non-verbal communication styles, and

there is an understanding of cultural differences.

In all organisations there is a correct line of communication. Another example is at Apple, the

first line of communication is your immediate superior or line supervisor. You can discuss any

issues or concerns you may have with your line supervisor. Your supervisor may then either

take your concern to the next level or you may be advised to do so.

If you go straight to the director or head of the company you will be advised to discuss the

matter first with your supervisor.

Within an organisation there will be information that is sensitive and confidential in nature

stored on the computer network. Most organisations have a confidentiality agreement that

employees sign when they first join the company.

These agreements protect the privacy of their clients by ensuring that all staff will not pass on

information of a personal or sensitive nature to any outside source.

One method of reducing any invasion of privacy is to issue staff with an ID number that gives

them access to a particular level of computer access.

When using computers at Apple:

do not allow access to visitors to view information related to clients,

file printed information in the appropriate place according to the departments protocols,

and

place information that is to be discarded into the locked confidential papers bins for

shredding prior to being discarded.

Protocols when writing emails:

use polite and correct language,

start with a greeting, for example "Dear Jane", until you know the person well enough

to be able to address the email as "Hi Jane",

explain yourself clearly,

don't use abbreviations in emails; write all out in full, and

end the email correctly saying "regards”

Whiteboard

Whiteboards may be used to allocate daily duties, rooms, or jobs to staff members.

If a whiteboard is used in your area check that you know:

what time the entries are put up on the board,

how you will be notified if their are any changes, and

what information you need to put on the whiteboard when you have completed a task

Phones should be answered within four (4) rings. Give the name of the organisation and then

your own name and job role. This helps people know they have dialled the correct

organisation, who they are speaking to and what your role in the organisation is.

Speak clearly and at a speed that enables people to understand you.

Write any information down as you are listening as it is very easy to get off the phone

and find you have forgotten who was speaking, a contact number for them and which

information they wanted.

End the telephone call with some kind of resolution for the person who rang, either get

the person with whom they wish to speak, take a message for them, ask the person to

ring back at a later time, or solve the issue yourself.

Those examples of policies and procedures that you have to use to enhance communication

in your organisation.

2.3 Legislation relevant to communication within organisations and their impacts on

people within organisations

Human rights legislation is put in place to protect people from discrimination. It seeks to

guarantee people equal treatment regardless of a particular identity or historical oppression in

relation to employment, offers of employment and in other instances not related to

employment.

There are a number of pieces of legislation relevant to information security that must be

adhered to if the University is to remain legally compliant when using, storing and handling

information. A summary of the main pieces of UK legislation are below.

Data Protection Act 1998

http://www.legislation.gov.uk/ukpga/1998/29/contents

The Data Protection Act regulates the use of personal data by organisations. Personal data is

defined as information relating to a living, identifiable individual. The Act is underpinned by

eight guiding principles: 1. Personal data shall be processed fairly and lawfully. 2. Personal

data shall be obtained only for one or more specified and lawful purposes, and shall not be

further processed in any manner incompatible with that purpose or those purposes. 3.

Personal data shall be adequate, relevant and not excessive in relation to the purpose or

purposes for which they are processed. 4. Personal data shall be accurate and, where

necessary, kept up to date. 5. Personal data processed for any purpose or purposes shall not

be kept for longer than is necessary for that purpose or those purposes. 6. Personal data shall

be processed in accordance with the rights of data subjects under this Act. [Data subjects

have the right to gain access to their personal as held by the University] 7. Appropriate

technical and organisational measures shall be taken against unauthorised or unlawful

processing of personal data and against accidental loss or destruction of, or damage to,

personal data. 8. Personal data shall not be transferred to a country or territory outside the

European Economic Area unless that country or territory ensures an adequate level of

protection for the rights and freedoms of data subjects in relation to the processing of personal

data.

Freedom of Information Act 2000

http://www.legislation.gov.uk/ukpga/2000/36/contents

The Freedom of Information Act gives individuals a right of access to information held by the

University, subject to a number of exemptions. Requests for information must be made in

writing (email, letter or fax) but can be received by any member of staff at the University. Such

requests must be responded to within 20 working days. The University has an internal appeal

process if a requester is unhappy with a response to a request and the Information

Commissioner regulates the Act. The University has further guidance and advice at:

www.bristol.ac.uk/foi or you can also contact: freedom-information@bristol.ac.uk

Privacy and Electronic Communications Regulations 2003

http://www.legislation.gov.uk/uksi/2003/2426/contents/made

Section 11 of the Data Protection Act allows individuals to control the direct marketing

information they receive from organisations. The Privacy and Electronic Communications

Regulations specifically regulate the use of electronic communications (email, SMS text, cold

calls) as a form of marketing and allow individuals to prevent further contact. The University

has some guidance on direct marketing at:

www.bris.ac.uk/secretary/dataprotection/depts/marketing.html The Information

Commissioner also provides further information at:

http://www.ico.gov.uk/for_organisations/privacy_and_electronic_communications/the

_guide.aspx

Equality Act 2010

http://www.legislation.gov.uk/ukpga/2010/15/contents

The Equality Act was introduced in October 2010 to replace a number of other pieces of

legislation that dealt with equality, such as the Equal Pay Act, the Disability Discrimination Act

and the Race Relations Act. The Equality Act implements the four major EU Equal Treatment

Directives. The University has advice and guidance available at:

www.bristol.ac.uk/equalityanddiversity or contact: equality-diversity@bristol.ac.uk

Privacy and Electronic Communications (EC Directive) (Amendment) Regulations

2011

http://www.legislation.gov.uk/uksi/2011/1208/contents/made

An amendment to the Privacy and Electronic Communications Regulations in 2011 obliged

websites to inform users about their use of cookies and seek consent for setting more privacy

intrusive cookies. More information is available from the ICO website.

Police and Justice Act 2006

http://www.legislation.gov.uk/ukpga/2006/48/contents Section 39 and Schedule 11 of the

Police and Justice Act amend the Protection of Children Act 1978 to provide a mechanism to

allow police to forfeit indecent photographs of children held by the police following a lawful

seizure.

The legislation has an impact on business are in Employment, Consumers, Environment,

Competition, and Health and Safety - so the aim of reducing red tape cannot be to remove

these regulations and protections, but rather to simplify and amend them. The regulation is a

good thing. It protects consumers, employees and the environment, it helps build a fairer

society and can even save lives.

2.4 An evaluation of how organisational structures impacts on the communication

methods used

In many companies, organizational structure defines the modes and the tone of interpersonal

communication. Highly stratified organizations may use more formal methods of

communication between managers and employees. Meanwhile, smaller companies may

leverage the relatively flat nature of their organization charts to keep communication relatively

terse and informal. Effective leaders must learn how to match appropriate communication

styles to company norms.

While a variety of organizational structures exist, small businesses generally use a flat or

hierarchical structure, based on their sizes. A flat structure is one that allows a few key staff

members to work directly with the owner rather than through a vertical chain of command. As

companies grow and add departments and employees, they create a hierarchy with directors,

managers, staff workers and contractors. If a small business has multiple locations or different

divisions, the company might assign some functions to each location, with a corporate

headquarters providing centralized administrative support. Some businesses use a matrix

structure, which creates project groups who share multiple department managers, requiring

more multi-tasking and careful coordination of communications on the part of top

management.

3 Teamwork

3.1 Benefits of teamwork

Teamwork involves different people and different groups across your business working

together to maximize their efficiency and reach a common goal. There are many ways of

organizing teams – some teams are organized around a particular product that is being

developed, while others are organized around a process, such as manufacturing or research.

In addition to providing team members with experience, benefits of teamwork include

increased efficiency, financial savings, innovation and morale.

What a difference teamwork makes. Teams and teamwork have become a central part of our

work life. Why is teamwork important?

1. Creates synergy – where the sum is greater than the parts.

2. Supports a more empowered way of working, removing constraints which may prevent

someone doing their job properly.

3. Promotes flatter and leaner structures, with less hierarchy.

4. Encourages multi-disciplinary work where teams cut across organizational divides.

5. Fosters flexibility and responsiveness, especially the ability to respond to change.

6. Pleases customers who like working with good teams (sometimes the customer may be

part of the team).

7. Promotes the sense of achievement, equity and camaraderie, essential for a motivated

workplace.

3.2 Why teams might fail to meet their objectives

Teams are put together to combine the knowledge and expertise of team members, this helps

to gain greater strategic thinking and enhanced creativity in business solutions. When teams

fail to perform as expected, an attempt is usually made to pinpoint and blame the people

responsible. However, the answer doesn't always lie in replacing the team or firing the

‘scapegoat’ but in answering the question, ‘What went wrong with the group as a whole and

why?' Unless we make an attempt to identify the underlying causes, it's unlikely the solution

will be found.

FIG.1: Factors Identifying Six Common Problem Areas

The 6 points in the figure above are the key issues that can lead to team failure. Team

managers and team leaders have to take measures to protect the team from these 6 chains

that can wrap themselves around the team and degenerate its performance. Diagnosing is the

first step in solving the problem. Some of the issues such as role clarity or losing focus of

business objectives can be solved by a discussion with the team members. Some of the other

problems like poor trust, poor time management, and poor team interaction can be better

tackled through team building exercises.

what is it that is expected of teams? What should they do to be successful?

1. Understand their goals

2. Interact, communicate effectively, explore ideas and innovative approaches

3. Be loyal, co-operative, willing to share information and lend a helping hand

4. Understand market realities and develop a sound strategy

5. Keep time frames in mind

6. Know their responsibility within the team and focus on results

All this may seem like a tall order but is actually achievable. Everybody on a team is naturally

equipped to deal with these factors, the only exception being ‘flawed company policies’, which

is up to corporate management to resolve.

When teams in an organisation display problems, then the solution may lie in a deeper

analysis of the problem and exploring the areas mentioned above to find a resolution.

3.3 The impact of leadership styles on teamwork

Management styles vary from highly autocratic to extremely participative. No style fits best

into every organizational culture. However, some management styles tend to work better in

environments where you want to encourage teamwork. Thus, in implementing your own style

or in hiring managers for your business, it helps to understand the effects of each style on

teamwork. An effective leader influences followers in a desired manner to achieve desired

goals. Different leadership styles may affect organizational effectiveness or performance.

Laissez Faire Leadership

One type of leadership style is lassez faire, where managers keep current processes going

without intervening. This type of leadership can be used when a new manager takes over a

department. However, it should not be used long-term because it does not improve team

building. Employees continue to work as they always have. Employees might have achieved

decent results, but the new manager has no input. She may not want to disrupt the current

chemistry or progress of the team. Instead, the manager may want to assess the situation

first, until she develops a rapport with the employee

Authoritarian Leadership

An authoritarian or autocratic leadership is one where the boss dictates they way a department

or organization runs, according to MindTools.com. The authoritarian manager seeks no input

from the team. Whatever she says is how employees must complete their work. Authoritarian

leadership can be highly detrimental to team building. Managers who use this style of

leadership do not fully utilize the talents of their workers. Moreover, authoritarian leadership

can also reduce employee motivation, especially among high-achieving employees who want

to advance into management.

Participative Leadership

Participative leadership is one of the most effective leadership styles for team building.

Everyone is given a role within the department. For example, a vice president may form a

team of managers from various departments to oversee the roll-out of a new product. All

managers will be assigned certain aspects of the project. Finance will study the sales and

profit figures; advertising will manage the television and print. A participative leadership style

promotes creativity as well as productivity within a team environment.

Situational Leadership

Small company managers sometimes use situational leadership for handling different tasks.

A situational leader can be a hybrid of an authoritarian and participative leadership style. For

example, a manager may choose to use authoritarian leadership if a quick turnaround is

needed on a project. In that case, the manager would tell people what tasks to complete and

when they are due. She would not seek any input. Contrarily, the manager may need to

delegate more responsibilities if she needs to travel for a week. Therefore, she would likely

ask employees to make some decisions in her absence.

Transformational Leadership

A transformational leadership style is designed to make drastic changes to a management

team. The leader is often highly charismatic and visionary, with specific plans on how to

change the department or organization. Transformational leadership can be good for team

morale and performance, especially if the company was disappointed with previous

leadership. However, transformational leaders must be careful not to change things too

quickly. Some team members will react positively to this type of leadership. Others who have

contributed a great deal to certain projects may feel resentment, especially if some of their

work responsibilities are changed.

Team leaders, has a real impact on how effectively your team communicates, performs tasks

and, ultimately, how well they connect as a team to get the job done. At their best, work teams

can provide a forum for creativity and collaboration as people with diverse backgrounds are

brought together to solve a problem – as long as the team leader can provide an atmosphere

of cooperation, invite participation and provide realistic expectations along the way.

An example is the democratic leadership style, which is also sometimes referred to as

participative style, actively involves employees in the decision-making processes of the

organization. While the leader maintains control of the decision-making process and has the

final say, workers are given a voice in the decision-making process. One of the more effective

leadership styles, democratic leadership encourages collaboration in the workplace and gives

workers an active voice in the decision-making process. This type of leadership style can have

a range of effects on employees.

3.3.1 McGregor theory x/theory y

Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his

1960 book 'The Human Side Of Enterprise'. Theory x and theory y are still referred to

commonly in the field of management and motivation, and whilst more recent studies have

questioned the rigidity of the model, Mcgregor's X-Y Theory remains a valid basic principle

from which to develop positive management style and techniques. McGregor's XY Theory

remains central to organizational development, and to improving organizational culture.

McGregor's ideas significantly relate to modern understanding of the Psychological Contract,

which provides many ways to appreciate the unhelpful nature of X-Theory leadership, and the

useful constructive beneficial nature of Y-Theory leadership.

theory x ('authoritarian management' style)

The average person dislikes work and will avoid it he/she can.

Therefore most people must be forced with the threat of punishment to work towards

organisational objectives.

The average person prefers to be directed; to avoid responsibility; is relatively

unambitious, and wants security above all else.

theory y ('participative management' style)

Effort in work is as natural as work and play.

People will apply self-control and self-direction in the pursuit of organisational

objectives, without external control or the threat of punishment.

Commitment to objectives is a function of rewards associated with their achievement.

People usually accept and often seek responsibility.

The capacity to use a high degree of imagination, ingenuity and creativity in solving

organisational problems is widely, not narrowly, distributed in the population.

In industry the intellectual potential of the average person is only partly utilised.

3.3.2 The concept of empowerment in leadership

Employee empowerment is the process of giving front-line employees the authority to make

decisions once reserved only for managers. It has become an important topic in early 21st

century leadership as coaching style management has become more commonplace.

Companies are generally operating with less authoritarian-style management and trying to get

employees actively involved in business processes. Companies and leaders have increasingly

implemented empowerment because of the benefits of empowered employees. Employees

typically feel a stronger sense of ownership and worth when entrusted to make important

decisions. This, in turn, makes them more productive in their roles.

3.3.3 Delegation

Empowerment closely aligns with the leadership topic of delegation. Delegation is leaders

giving subordinates tasks to complete and timelines in which to complete them. Delegation

has generally been around longer than empowerment. Empowerment is more about trusting

employees to make decisions in customer service situations or other front-end situations when

a manager is not available. In essence, delegation is typically more task-based while

empowerment is more authority and decision-based.

4 Understand the issues associated with remote working

4.1 Remote working

Remote working is becoming an industry standard, especially among digital workers.

However, many organisations are afraid of this departure from traditional working practices

and are unsure how to manage it effectively. There are a variety of terms to describe the

process of working from a location other than the traditional office. Common terms are

telecommuting, home, remote, mobile, virtual, or cloud working. The frequency with which

remote work is being done may also affect the “definition” of the activity.

Remote working can be a great way to attract digital workers in a competitive market, as well

as increase retention and improve staff morale. Working remotely can be as basic as using

online meetings and training within your organization. This module includes an online meeting

resource page with detailed information for companies or individuals interested in remote

communication such as online meetings, client/staff training, conferences, etc. Online

meetings can save time, money and be more effective when done properly. There are even

carbon calculators to show how much carbon your company saves by NOT driving or flying to

the next meeting.

4.2 Implications

FIG.2 Remote working factors

Companies preparing to offer employees a remote work option should take into account

technical, management and training issues.

Technically, the company should evaluate which information technology tools and applications

employees will need to perform their work remotely. These may include a laptop computer,

cellular phone, pager, and speaker phone. Companies should also consider collaborative

applications such as GroupWare, the Intranet and distance learning. These software tools

help to:

Facilitate teamwork among virtual teams.

Provide remote workers with readily accessible corporate and industry information.

Increase internal and external communication with employees and clients.

Enhance employees' skills while keeping travel time and costs down.

From a management perspective, managing from a distance should not be much different

than managing remotely. That is, managers set expectations, monitor progress, provide

feedback, and perform administrative functions. However, managers may have to enhance

other important leadership skills such as trust, empowerment and open communication. For

example, if a manager suggests that his or her team participate in an important conference

call, he or she should trust that the team will be on the call, and then not fret when an employee

fails to attend. It is the manager's job to inform the team of the event, and to trust that the

employee will participate or take the necessary actions to understand what he or she missed.

In a remote environment, a manager's focus shifts from management by observation to

management by objectives and results. That is, the quality, quantity and timeliness of the

project are more important than the process the employee used to complete the project.

Another important management focus in a remote work environment is communication. There

is limited opportunity for spontaneous, face-to-face team and individual interaction, therefore

communication has to be planned and deliberate. Managers can schedule weekly conference

calls to give team members an opportunity to provide each other with project status. Frequent

calls between manager and employee should also take place to discuss project, performance

and other remote work related issues. In addition, managers should come up with creative

methods to congratulate employees on a job well done since there is less opportunity for in-

person "pats on the back." One example is to send congratulatory flowers or candy to the

remote employee's home. These types of actions help remote employees feel that they are

an integral part of the team and corporation.

In addition to technical and management considerations, companies offering remote work

options should provide training for employees and managers. Topics might include: how to

use information technology tools such as the laptop computer, electronic mail, and

GroupWare, how and when to use video or teleconferencing to successfully facilitate remote

meetings, how to lead virtual teams/projects, how to effectively communicate electronically,

etc. These topics are important in order to minimize work interruptions due to technical

problems, and to ensure electronic communication is clear and efficient.

Remote programs will eventually expand to include more organizations within the private and

public sectors, as more examples of successful implementations are publicized and shared.

While remote work does not necessarily present unique challenges which require new policies,

current policies should be reviewed to optimize the success of this new work environment for

employees, companies, government and citizens.

5 The structures designed to support people within the workplace

While there is no absolute best option for an organizational structure, it does have a strong

influence on your company's performance level. Implementing the best organizational

structure for your business and your industry leads to high performance. Selecting a structure

that is incompatible with your goals, staff personalities or corporate culture often causes

workplace problems and conflicts. Learning the basic structure types should lead you to select

the right option for your company.

5.1 Human resources department

An efficiently run human resources department can provide your organization with structure

and the ability to meet business needs through managing your company's most valuable

resources -- its employees. There are several HR disciplines, or areas, but HR practitioners

in each discipline may perform more than one of the more than six essential functions. In small

businesses without a dedicated HR department, it's possible to achieve the same level of

efficiency and workforce management through outsourcing HR functions or joining a

professional employer organization.

Recruitment

The success of recruiters and employment specialists generally is measured by the number

of positions they fill and the time it takes to fill those positions. Recruiters who work in-house

-- as opposed to companies that provide recruiting and staffing services -- play a key role in

developing the employer's workforce. They advertise job postings, source candidates, screen

applicants, conduct preliminary interviews and coordinate hiring efforts with managers

responsible for making the final selection of candidates.

Safety

Workplace safety is an important factor. Under the Occupational Safety and Health Act of

1970, employers have an obligation to provide a safe working environment for employees.

One of the main functions of HR is to support workplace safety training and maintain federally

mandated logs for workplace injury and fatality reporting. In addition, HR safety and risk

specialists often work closely with HR benefits specialists to manage the company's workers

compensation issues.

Employee Relations

In a unionized work environment, the employee and labor relations functions of HR may be

combined and handled by one specialist or be entirely separate functions managed by two

HR specialists with specific expertise in each area. Employee relations is the HR discipline

concerned with strengthening the employer-employee relationship through measuring job

satisfaction, employee engagement and resolving workplace conflict. Labor relations functions

may include developing management response to union organizing campaigns, negotiating

collective bargaining agreements and rendering interpretations of labor union contract issues.

Compensation and Benefits

Like employee and labor relations, the compensation and benefits functions of HR often can

be handled by one HR specialist with dual expertise. On the compensation side, the HR

functions include setting compensation structures and evaluating competitive pay practices. A

comp and benefits specialist also may negotiate group health coverage rates with insurers

and coordinate activities with the retirement savings fund administrator. Payroll can be a

component of the compensation and benefits section of HR; however, in many cases,

employers outsource such administrative functions as payroll.

Compliance

Compliance with labor and employment laws is a critical HR function. Noncompliance can

result in workplace complaints based on unfair employment practices, unsafe working

conditions and general dissatisfaction with working conditions that can affect productivity and

ultimately, profitability. HR staff must be aware of federal and state employment laws such as

Title VII of the Civil Rights Act, the Fair Labor Standards Act, the National Labor Relations Act

and many other rules and regulations.

Training and Development

Employers must provide employees with the tools necessary for their success which, in many

cases, means giving new employees extensive orientation training to help them transition into

a new organizational culture. Many HR departments also provide leadership training and

professional development. Leadership training may be required of newly hired and promoted

supervisors and managers on topics such as performance management and how to handle

employee relations matters at the department level. Professional development opportunities

are for employees looking for promotional opportunities or employees who want to achieve

personal goals such as finishing a college degree. Programs such as tuition assistance and

tuition reimbursement programs often are within the purview of the HR training and

development area.

5.2 Coaching and mentoring

Coaching and mentoring are development techniques based on the use of one-to-one

discussions to enhance an individual’s skills, knowledge or work performance.

It is possible to draw distinctions between coaching and mentoring although in practice the

two terms are often used interchangeably. While the focus of this factsheet is on coaching,

much of the analysis presented here is also applicable to mentoring.

Coaching targets high performance and improvement at work and usually focuses on specific

skills and goals, although it may also have an impact on an individual’s personal attributes

(such as social interaction or confidence). The process typically lasts for a relatively short

defined period of time, or forms the basis of an on-going management style.

Mentoring involves the use of the same models and skills of questioning, listening, clarifying

and reframing associated with coaching. Traditionally, however, mentoring in the workplace

has tended to describe a relationship in which a more experienced colleague uses his or her

greater knowledge and understanding of the work or workplace to support the development of

a more junior or inexperienced member of staff.

One key distinction is that mentoring relationships tend to be longer term than coaching

arrangements. In a succession planning scenario, for example, a regional finance director

might be mentored by a group level counterpart over a lengthy period to develop a sound

understanding of dealing with the boardroom, presenting to analysts and challenging

departmental budgets, all in a supportive environment.

5.3 Performance reviews

Annual performance reviews are a key component of employee development. The

performance review is intended to be a fair and balanced assessment of an employee’s

performance. UT Policy HR0129, Performance Review, specifies that the objective of the

annual review is to provide all regular University staff and their supervisors an opportunity to:

Discuss job performance

Set goals for professional development

Establish objectives for contributing to the department’s mission

Discuss expectations and accomplishments

Several resources are available to help prepare supervisors and employees for the

performance evaluation process:

Online training

In-person training

A performance appraisal (PA), also referred to as a performance review, performance

evaluation, (career) development discussion, or employee appraisal is a method by which

the job performance of an employee is documented and evaluated. Performance appraisals

are a part of career development and consist of regular reviews of employee performance

within organizations.

A central reason for the utilization of performance appraisals (PAs) is performance

improvement ("initially at the level of the individual employee, and ultimately at the level of the

organization"). Other fundamental reasons include "as a basis for employment decisions (e.g.

promotions, terminations, transfers), as criteria in research (e.g. test validation), to aid with

communication (e.g. allowing employees to know how they are doing and organizational

expectations), to establish personal objectives for training" programs, for transmission of

objective feedback for personal development, "as a means of documentation to aid in keeping

track of decisions and legal requirements" and in wage and salary administration. Additionally,

PAs can aid in the formulation of job criteria and selection of individuals "who are best suited

to perform the required organizational tasks". A PA can be part of guiding and monitoring

employee career development. PAs can also be used to aid in work motivation through the

use of reward systems.

Human resource management (HRM) conducts performance management. Performance

management systems consist of the activities and/or processes embraced by an organization

in anticipation of improving employee performance, and therefore, organizational

performance. Consequently, performance management is conducted at the organizational

level and the individual level. At the organizational level, performance management oversees

organizational performance and compares present performance with organizational

performance goals.The achievement of these organizational performance goals depends on

the performance of the individual organizational members.Therefore, measuring individual

employee performance can prove to be a valuable performance management process for the

purposes of HRM and for the organization.Many researchers would argue that "performance

appraisal is one of the most important processes in Human Resource Management".

The performance management process begins with leadership within the organization

creating a performance management policy. Primarily, management governs performance by

influencing employee performance input (e.g. training programs) and by providing feedback

via output (i.e. performance assessment and appraisal). "The ultimate objective of a

performance management process is to align individual performance with organizational

performance".A very common and central process of performance management systems is

performance appraisal (PA). The PA process should be able to inform employees about the

"organization's goals, priorities, and expectations and how well they are contributing to them".

6 Recommendation

My objective is to improve productivity at Century LTD solving problems between management

and staff. The first consideration is Accountability. Every employee needs to be well aware

that he is accountable for his actions and decisions, and he can neither pass the buck or pass

the blame to someone else. This will help him work more meticulously and take cautious rather

than reckless decisions, and not take advantage of his place, position or relationship with his

superiors.

Managers has to Encourage, motivate, reward and recognize. The employer must ensure that

on his part he always has words of encouragement for his staff. Encouraging them helps them

move forward and do even better, and makes the worker feel happy. Innovative ways of

motivating them spurs them even more. For example, holidays or conferences paid for by the

company have been found to motivate employees immensely. Rewarding the hard work put

in by employees makes them continue to work in the same fashion, and if the employee feels

that his work is not appreciated in words or in material terms, he may gradually stop doing so,

since he may feel that others working less are given the same too, so he need not work

more.rewards, and other ways of keeping employees happy makes them feel that their effort

is being recognized and that they are needed by the company Employers has to Demand

realistic targets and work always in a teamwork. Team work always helps in increasing

workplace productivity since there is more input in the form of more ideas and minds at

work. Working alone is not always the happiest situation either, especially in the field.

Successful team building and working together is bound to bring out the best out of the

employees who may also then compete with each other ensuring the business is the winner.

The company has to invest in training and courses and spend less time on meetings and more

in actions. To invest in technologic and tools to improve productivity. The workplace must have

the best machinery, devices and equipment that yield error free results in the minimum

possible time. Efficient electronic equipment with no connectivity issues and breakdowns will

help to save precious time.

References

Barchiesi Maria Assunta, LA BELLA Agostino, Leadership Styles of World's most Admired

Companies A Holistic Approach to Measuring Leadership Effectiveness, International

Conference on Management Science & Engineering, 14th August, 20-22 (2007)

Buhler P, Managing your Career: No Longer Your Company is Responsible, Supervision,

1997 (V58) 24-26

ttp://www.gsa.gov/pbs/owi/action2.htm , National Telecommuting Initiative Action Plan, -

Executive Summary.

http://tweakyourbiz.com/growth/2010/10/07/12-ways-to-improve-productivity-at-the-

workplace/

http://northcarolinadeportal.com/remotework/online-meetings/

http://www.it.northwestern.edu/metrochicago/think6.htm

http://www.hrwale.com/performance-management/performance-appraisal-methods/

http://hrweb.mit.edu/performance-development/performance-reviews

http://www.techrepublic.com/blog/10-things/10-good-reasons-why-working-remotely-

makes-sense/

http://www.theguardian.com/media-network/media-network-

blog/2013/may/29/security-risks-remote-working

http://smallbusiness.chron.com/concept-empowerment-leadership-15371.html

http://www.revivallifestyle.com/controlling-vs-empowering-leadership-styles/

http://www.ncbi.nlm.nih.gov/pubmed/9159611