INUB Training

8/10 (1 vot)
Domeniu: Alte domenii
Conține 1 fișier: docx
Pagini : 14 în total
Cuvinte : 3091
Mărime: 274.03KB (arhivat)
Publicat de: Cristina M.
Puncte necesare: 6


  5. APPENDIX 10

Extras din referat


This paper explains how the new human resources manager from INUB Training thinks to reshape the people's function for improving staff performance and motivation that could impact on organizations' future progress.

This report provides information about identifying the importance of people management in relation to organizational performance and wellbeing, which are the tools and techniques that will help improve organizational performance and why it is important the employee wellbeing for improving motivation and performance in a company, in our case a training company. A conclusion and a reference list will also be included.


The way organizations manage their human resources impact various criteria of organizational performance (Trunk Širca et al., 2013). Organizational development is, through others, given by personal development, team building, learning, reward strategy, and human resource development. The founding father of Organisational development is Kurt Lewin (HR Development Info, 2020).

After much research, reading and personal observations, Pfeffer (1998) defines a set of seven practices that seem to best characterize how an organization can make a profit through the employees. Lawrence (1998) argues that Pfeffer explains why team training, decentralization, and job security are essential for productivity and innovation.

So, team working is one useful tool for helping organizational performance. Teamwork is a process where a group of people with similar skills become committed to the common purpose of an organization (Serrat, 2017). For supporting employee engagement and promoting team performance, the organisation should invest more in team building activities which should help participants to gain critical team development skills (Barner and Barner, 2012).

Vasudevan, V. et al. (2009) also stands up in their book that a team can achieve things that individuals can’t, they can do brainstorming, every individual has own skills, in a high-performance team is more likely to be engaged and they definitely get a better solution for sorting things out for the benefit of the business.

On the other side, a team can also have conflicts and disagreements and when this happens is a poor atmosphere in the team or even bad feelings. If situations like this are managed well, if people don’t lose their temper and they don’t forget to listen to other opinions, disagreement can be a healthy thing because the team can have a bigger picture of a goal (Vaseduvan, V. et al., 2009). For the HR department, building a successful team that progresses requires a lot of work. It is not only important to have smart and capable people in the organization. If they do not know how to communicate with each other and share their values, then their skills become useless for teamwork. The progress of a team must be tracked over time to ensure good communication between team members, especially when a new member intervenes in an already formed team that wants to assert themselves and integrate (Belbin, R.M., 2010).Teamwork is a very useful tool, but to improve the performance of an organization can be used a reward strategy, even within a team because the competition will always generate beneficial results from the right people. “The foundation of strategic reward management is an understanding of the needs of the organization and its employees and how they can best be satisfied.” (Armstrong and Murlis, 2007, p.30).

In Armstrong's (2012) view, the concept of reward management describes a much broader and more positive view of employee rewards for what they have done or can do for both the organization and themselves. The main goal of any reward system after Fisher (2016) is to motivate employees to adopt the behaviour desired by the organization to achieve high levels of performance. We could say that the priority objective of such a system is to establish a structure and a fair payment system for all employees in accordance with their work, their activity, and the level of performance they achieve.


1. Adair, J. (2006). Leadership and motivation: the fifty-fifty rule and the eight key principles of motivating others. London: Kogan Page Ltd.

2. Armstrong, M. and Murlis, H. (2007) Reward Management: A Handbook of Remuneration Strategy and Practice, 5th Edition, London: Kogan Page.

3. Armstrong, M. (2012) Armstrong's Handbook of Human Resource Management Practice, 12th Edition, London: Kogan Page.

4. Barner, R. and Barner, C.P. (2012) Building Better Teams: 70 Tools and Techniques for Strengthening Performance Within and Across Teams, San Francisco: Pfeiffer.

5. Belbin, R.M. (2010) Team Roles at Work, 2nd Edition, New York: Routledge.

6. Bratton, J. and Gold, J. (2010) Human Resource Management: Theory and Practice, 5th Edition, Palgrave Macmillan.

7. Fisher, J.G. (2016) Strategic Reward and Recognition. Improving Employee Performance Through Non-Monetary Incentives. London: Kogan Page.

8. Foot, M., Hook, C. and Jenkins, A. (2016) Introducing Human Resource Management, 7th Edition, Boston: Pearson.

9. HR Development Info. (2020) Organizational Development: Definition, Uses and Techniques. [Online] Available from: . [Accessed 28 April 2020].

10. Lawrence, P. (1998) Administrative Science Quarterly. The Human Equation: Building Profits by Putting People First, [Online] 43(4), pp. 956-958. Available from: [Accessed 10 March 2020].

11. Mullins, L.J. (2016) Management and Organisational Behaviour. 11th Edition. Harlow: Pearson Education Limited.

12. Pfeffer, J. (1998) California Management Review. Seven practices of successful organisation, [Online] 20(2), pp. 96-124. Available from: [Accessed 10 March 2020].

13. Robbins, S.P. (1998) Organizational Behavior: Concepts, Controversies, Applications, 8th Edition, New Jersey: Prentice-Hall.

14. Serrat, O. (2017) Knowledge Solutions: Tools, Methods, and Approaches to Drive Organizational Performance. Springer Open.

15. Trunk Širca, N., Babnik, K. and Breznik, K. (2013), "Towards organisational performance: Understanding human resource management climate", Industrial Management & Data Systems, [Online] 113(3), pp. 367-384. Available from: . [Accessed 15 April 2020].

16. Vaseduvan, V., Cook, S. and Ummer, F. (2009) Building a High-Performance Team: Proven techniques for effective team working, Cambridgeshire: IT Governance Publishing.

Preview document

INUB Training - Pagina 1
INUB Training - Pagina 2
INUB Training - Pagina 3
INUB Training - Pagina 4
INUB Training - Pagina 5
INUB Training - Pagina 6
INUB Training - Pagina 7
INUB Training - Pagina 8
INUB Training - Pagina 9
INUB Training - Pagina 10
INUB Training - Pagina 11
INUB Training - Pagina 12
INUB Training - Pagina 13
INUB Training - Pagina 14

Conținut arhivă zip

  • INUB Training.docx

Ai nevoie de altceva?