The importance of every organization lies within the assets it owns. One of the most important amongst the assets, or in other perspectives, the most important asset that an organization owns happens to be the workforce assets, that is, the employees within the organization (Webb 2017). The entire structure of a company and the outcome of its projects depend on how the company is being able to serve its employees (Lazaroiu 2015). The way the structure of a company is set up, paves the way for the market that the organization prepares to serve. It helps the organizations to structure itself. People management is important for every organization as it just does not end with the utilization of the Human Resource Management in hiring the right people for the respective works and utilizing them with respect to the requirements of the organization.
Therefore, the following report is an analysis of the Human Resource Management for the organization of Global Business News, which specializes in the production of print magazines (Mihalache et al. 2014). The organization would thus be analysed for the explanation of the organizational structure and its impact on the employees, the impact of organizational culture, the impact of personal differences prevailing between the employees, and the appropriate management styles that helps to deal with the personal differences within the employees (Bélanger et al. 2015). Next, there would be an analysis of the effects of leadership amongst teams as well as the individuals, the benefits of the flexible working practices, the impact of the working environment on employee performances, the impact of ethical practices on the motivational level of employees, and the effective corporate social responsibility agenda to motivate the employees. Finally, the analysis would be about the utilization of the motivational theories applied for the development of people, the uses of coaching and mentoring employees and the benefits of training and development.
The development of a company depends on the way it effectively manages the workforce within the organization, that is the way by which the organization manages its human resources. However, managing the employees within an organization depends on various aspects of the organization, one of which is the structure of the organization (Sattler et al. 2016). Structure of an organization depends on the way by which the day to day operations within the organization is conducted and the way by which the outcome of the project works out.
For example, the organization likes GlaxoSmithKline or GSK serves both in the aspects of healthcare and pharmaceutical industry and the organization is also spread over various nations and almost 99000 employees are currently working under the organization (Currie et al. 2017). Naturally, given the spread of the company and the product and services they deliver, it can be clearly said that the organization has a complex structure and setting up the normalization of the employee throughout all the branches it has is a humongous and difficult phase to go through for the process of implementation. They are spread over almost 37 countries, which is even harder to be set within a unified definition for the organization (Roche, Teague and Colvin 2014).
Including all the factors as mentioned above, there are other aspects of an organizational structure that affects the people within the organization (Einarsen et al. 2018). These are the hierarchical structure of the organization and the type of product or services the company provides to its customer base. The flat or tall of the hierarchy model of the organization has an impact of the people within the organization and their ability to perform. The structure of an organization has a high predictive and explanatory power that can analyse the reasons for the behaviour of employee within the organization (Rahim 2017). Organizational structure generally works as an extrinsic factor that is used to find out the behavioural factors of the employees and the stimuli they receive from inside or outside of the organization.
Figure 1: Organizational Structure and its relationship with Organizational Performance
(Source: De Vito et al. 2018)
However, there are various formal limitations added to the analysis of the impact of organization. These are the limitations set by the division of labour, the distribution authority, the grouping developed in different units, and the coordination between the employees (Bratton and Gold 2017). Therefore, all these factors work for the development of the behaviour of an employee. Organization structure is a comparatively stable state or either a planned or spontaneous state of the patterns as well as the interactions between the members of the organization established for the fulfilment of the goals set by the organization itself. It is considered as a rational instrument to analyse the impact of employee behaviour and the rationality is ensured by the integration and differentiation of the collective activities of each employee within the organization (Zameer et al. 2014). The process of differentiation is based on the differentiation of both operational and management of the organization. Thus, it can be clearly understood that the structure of an organization affects the behaviour of the employees in an organization from both the managerial and operational aspects.
The way by which the daily operations of the organization are handled is known as the organizational culture. This is a factor that helps in the driving of the collective processes in the organization and supports the mission of the company as well (Malik 2017). For example, if we take the instance of the organization of GlaxoSmithKline into consideration, it can be said that the employees working in the organization are driven by the urge to affect the health of the people. This mission set for the organization compels the employees to implement their activities to reflect the same on a daily basis (De Vito et al. 2018). The value of the organization lies in the existence of integrity and transparency of operations. In addition to that, the demonstration of the mutual respect for the people within the organization also builds up the culture within the organization.
It is always beneficial to explode the relationship between an organisation structure as well as their culture both of these factors are the determinants of the organisation and the behaviour of the employees within it (Ristic, Selakovic and Qureshi 2017). Although the impact of organisational structure has on the behaviour of the employees is far more different than that of the organisational culture. Organisational culture on the other hand is a macho intrinsic factor for the determinant of organisational behaviour and indirect the way in how the people in an organisation behave. The operating factors that determine the assumptions are the values, norms as well as the attitude of different employees according to which the employees guide their day to day activities within the organisation (Dilip 2018). Organisational culture can also be defined as a whole some system including all these factors manifested through various signals in which the members of an organisation has the potential to develop or adopt through experience gathered for helping them in determining the meaning of the environment of the work culture (Molina-Azorín et al. 2015). This also helps them in determining their own way of behaviour within the organisation based on the day to day activities and the vision that the organisation sets in every employee.
Figure 2: Organizational Culture Profile
(Source: Rudolph 2016)
The analysis also brings about the fact that the culture of work for environment in any organization makes the employee realise within them about the outcome or the behaviour that the organisation is expecting from its employees and according to that they said their own behaviour to work in favour of the organisation (Wehrmeyer 2017). This definition of organisational culture puts forward the idea that the organisational culture possesses a cognitive as well as a symbolic component in the very content. Therefore the organisational culture is a determinant of the way in which the employees within the organisation policies and interpret the environment of the organisation as well as their behaviour (Stoyanov and Diderich 2017). A company structure impact the employees in another way but the culture within the company has great influence of people in supporting up the employees to speak up their own mind and provide much more power in bring forward their personal opinion about the operation on management structure within the organisation (Taylor, Doherty and McGraw 2015). The culture within the organisation defines the power of an individual employee as well as the power of the team of employees. It also elaborates the power of leadership as well as that influences on the workforce. A company’s culture is much more developed through the communication channel within each and every employee. It is also important that a good amount of creativity is brought about in the corporate culture of a company that would for the give positive outcome towards the encouragement of innovation within the operation and management of the organisation (Bailey et al. 2018).
All human beings are not the same. It can occur that various individuals behave differently in the same condition when exposed to (Rudolph 2016). This mostly occurs due to the variants of mind set and thinking capabilities as well as the possession of skill set and technological abilities. All these factors make every individual different from others and this is the reason why within an organisation it is found that there are different in opinion and mindset existing between the employees. Every man or woman differs in their ability, education and knowledge factors and in the dimension of these experienced everybody does not perceive the same situation in similar ways.
There are also other factors that work to create different mindsets for married individuals. The attitude of a person towards a particular issue can also create difference of that person with the others based on their difference in behaviour (Pološki-Voki? 2016). On the other hand the factor of the belief of an individual in a religion can also be different from another person having believed in a different religion. Thus, automatically there lies the difference in opinions and mind set noticed among the different employees.
Figure 3: Mars Model of Individual Behaviour
(Source: Olszewski and Rytelewska 2017)
For example, if you consider the company of GlaxoSmithKline, you can easily be seen that they are spread in the entire world through numerous shops in outlets housing almost 33000 employees worldwide from several regions (Pološki-Voki? 2016). Therefore, it is quite natural that spreading of employees through such a huge area would definitely include employees coming from several countries and having different religious beliefs, even they can have their behaviour and activities shipped by the belief and the religion they have acquired to be true. The worldwide handling of GlaxoSmithKline spread over several religion have acquired the ability of managing the people within the industry coming from different regions assistant in to perform the daily task in different ways.
The main idea of finding differences in opinion between people working in the same organization and under the same organizational structure and culture mostly arises from the differences in the personality. A project team may comprise of 20 members of whom all of them might have different personalities and may also belong to different cultures (Olszewski and Rytelewska 2017). The impact of such difference in cultures impacts heavily on the work culture and environment of an organization as there may be conflicts arising between the employees as a result but there are also mechanisms to handle them in a feasible way. The following discussion would be about the management styles that would effectively handle the differences between the employees of an organization and how they can be utilized to handle these conflicts after they arise and even manage the conflicts before they arise and create a rather amicable working environment in the organization.
One of the daily occurrences within the work environment of an industry is the conflict resolution systems that have the potential to either propel the momentum of the members and employees within an organization or disrupt it further (Johnson and Szamosi 2018). It can even occur that due to the conflicts that have risen in the organization has made the environment of the workplace a much toxic place. This generally occurs when the management and leadership initiators let a conflict fester rather than try to confront the conflicts head on or try to manage them. Managing conflicts within the environment of an organization can be a bit tricky (Banfield, Kay and Royles 2018). Especially, when the management ecosystem of the organization that the reason why the conflict has been raised is not something that the person managing the conflict is familiar with. The person handling the conflict raised because of the differences between the employees should be aware of the work environment and the individual or the department that forms the root of the conflict within the organization.
After the leadership initiators or the people in the management become aware of the people or the department that forms the root of the conflict, they should be aware of the management implementation processes that should be enough to be effective in resolving the conflict and would reverberate throughout the ecosystem of the organization. The workplace is fuelled with the concurrent agendas that have risen through the ecosystem of the organization (Amin and Ahmad 2015). It is hard to understand for a person which one would be effective in handling the conflict in a better way. It is not that a conflict within the organization that rose through the differences in opinion and behaviour of the organization is to be resolved through a conflict management process that solely solves the issue for the organization. It is also to be made sure that the person handling the conflict is also able to attain sole benefits and advance in their own within the organization.
Figure 4: Continuum of Leadership Behaviour
(Source: Amin and Ahmad 2015)
The leaders should also behave responsibly in order to be respected by the employees within the organization. However, management and leadership should not be perceived as a competition or something of that sort. Instead, it is a much more serious responsibility that chiefly involves the development and the guidance of the full potential of an individual employee or the entire organization as a whole (Liao and Teo 2018). The main idea of managing conflict within an organization is to benefit the employees and further the organization as a whole by making the people understand each other’s perspective in viewing the same situation. The effective management of such conflict would rise from the development of potential in an individual responsible in handling the conflict by recognizing the perspective of viewing the conflict and the potential to seize the opportunity within the conflict before healthy tension turns into overly disruptive chaos.
The leadership styles that are practised within an organization have effects on both the organization and the teams and individual employees as well. The significant effects can just not be seen only in small organizations but also in the larger corporations as well (Landy and Conte 2016). These affect everyone within the organization, starting from the directors, to the managers and even the newest intern within the organization. These create the corporate culture that influences the performances within the organization and the organization as a whole.
Autocratic Leadership style and its effects: This leadership style can also be called as authoritarian leadership style and it clearly defines the division that exists between the leaders as well as the workers (Kramar 2014). The autocratic leaders that makes the decision, has to carry on with their activities in applying the autocratic leadership styles with either little or no involvement between from the employees. They all are supremely confident in making the decisions in favour of the organization with individual responsibility comfortable enough to operate the organization through the implied strategic plans. There have been various researches that have found out that the autocratic leadership style happen to display a much lesser creativity than the contemporary leadership styles that are in vogue nowadays (Jones 2016). It is perceived that this leadership style works faster that the other leadership styles and the decisions should be made without having much involvement from the employees of the organization. The employees thus feel disconnected with this kind of leadership style.
Participative Leadership Style and its effects: This leadership style is also known as democratic leadership style and most companies consider this leadership style to be one of the best leadership styles that can be implemented within an organization. This is exactly the opposite mechanism than the autocratic leadership style and this style emphasizes the fact that the management offers the guidance to the team, the departments and the employees that it is serving to. It happens to take the insights from the employees as well to accept the inputs delivered by the individual staff members (Guillaume et al. 2017). It is essential that a manager makes to decide on the final verdict, but this management style enables the feedbacks, suggestions and ideas from all the employees, This makes the employees feel worthy of having an opinion within the organization and result to a more content workforce since each individual is capable of delivering inputs into making a decision within the organization.
Delegative Leadership style and its effects: This leadership style is also known as the laissez-faire leadership and mostly considered as the least effective option. In comparison with the other leadership style in managing the operations of the organization this is the leadership style that has a stark contrast in the primary styles of leadership and the delegative leaders are the ones who rarely make any decision in this leadership style (Francis and Santhosh 2016). The entire functioning of this leadership style relies upon the group of employees or team members who take upon their responsibility to make any decision (Aryee et al. 2015). These leaders sometimes offer guidance to the team of employees or an individual employee to delegate the making of decisions to the trusted team members. This leadership style offers just a few advantages over the other leadership styles that are entrusted within an organization. It is often found that the leadership style creates advantages of its own. Job descriptions and lines of authority become blurred and confusing. The loss of motivation and positivity often accompanies the confusion of team members.
An explanation of the benefits of flexible working practices to individuals and organizations
There are ample advantages for both the employees as an individual and the organizations as well when flexible working practices are employed within an organization (Jung and Yoon 2018). The advantages of the entire set up of flexible working practises on favour of both the employee and the organization would be effectively described as follows:
The flexible working practices and schedule can add further advantages to the career graph and professional life of an employee as an individual would be describes further as below:
The advantages that the employers can also experience with the flexible working processes are to be listed as below:
Figure 5: Benefits of Flexible Work Hours
(Source: Coggburn, Battaglio Jr. and Bradbury 2017)
The workplace environment impacts the morale of every employee working within the organization and thus it creates an impact on both the productivity of the employees; both in a positive and a negative manner. A work environment encompassing several factors must also include the consideration of the way an employee perform his or her work within the organization. It is noticed at all times that the comfortable and an all inclusive workplace environment works in favour of boosting the performance of the employees which in turns boosts the performances of the organizations as well (Dalton 2017). This is the reason that organizations should also create a work environment where the employees would feel their importance and enjoy their daily work schedules while having the feeling of pride in whatever they do for the organization and feel their purpose in doing so as well.
Having a comfortable and flexible work environment makes and employee enjoy their work and feel their potential in achieving the further milestones improving their professional lives. The impact of working environments are thus researched by various researchers to make sure what should organizations follow to built up a feasible environment for the employees to increase productivity as well as reduce the employee turnovers (Anderson, Poto?nik and Zhou 2014). The researchers have found out that there are indeed impacts of the employees when the respondents are concerned about the work environment. The study has also revealed that the performance of the employees have improved if the problems within the working environment are solved and the identified complications are never repeated that have been found during the identification process (Leon-Perez, Notelaers and Leon-Rubio 2016). Mostly it has been found that the implications in the working environment that affect the employees the most are the flexibility in the working environment, the noise distraction while work is in progress within the organization, the relationship of the subordinates with their supervisors, the presence of the job aids, the use of the performance feedbacks, and the improvement in the work incentives within the respective field of work in the organization that generally motivates an employee to perform in their job.
Based on the studies that have been conducted to find out the impact of the working environment on the employees it has been recommended that there should be periodic meetings to be held with the employees of the industry to make them have a provision to voice their grievances to the management and the responsible leaders (Schepers, Nijssen and Heijden 2016). This would work as a motivating factor to the employees and this is the reason that the management should always find the means and the ways to communicate to the employees to make sure that the goals and strategies that they have in mind are achieved for the betterment of the organization. This gives a boost to the organization in meeting its missions and visions.
Every organization in the business is in competition with each other given the gradual rise in the business world in the recent times. As in the recent times, the competition within the organization keeps on increasing every day, the organizations need to implement various strategies to survive and expand at the same time (Beitler et al. 2016). It becomes increasingly difficult to operate a business along with its financial systems and for this reasons, the organizations should bring in several strategies in order to bring in the positive impacts of the strategies for the survival of the business as well as its expansion. It also has to be kept in mind about the employees within the organization and how their motivational levels are impacted. Employee motivation is also a major factor and highly essential for an organization to thrive in the competition today.
If the employees within an organization are not motivated enough it could mean that the a dedicated team would find enormous difficulty in developing, where it could have been a highly functional and dedicated team which works exceptionally to achieve the goals set by the organization and at the same time achieving the personal achievements and goals (Benschop et al. 2015).
A proper set of motivated employees within an organization is achieved through the good management who would enable a motivating as well as ethical behaviour within the organization and takes careful planning in order to support the same (Manning 2017). For setting up the ethical behaviour, the current work environment should be checked for the analysis of the existing values of the company and the vision, mission and goals including the ethical policies. It should be kept in mind that there is no misleading wording or failure of communication between the management and the employees about the initiatives of the company, including the latest recruited employees. Each input of every employee should be subjected to proper solicitation according to proper ethical rules and ethical issue an employee reports about should be taken proper notice about.
For proper establishment of the ethical practices within the organization, there should be proper ethical training provided to the employees and every members of the organization as a proper solicitation of the ethical practises in the workplace motivates the employees in a huge way increasing their productivity within the organization (Al?Hamdan, Nussera and Masa’deh 2016). The ethical practises make and employee feel their importance within the organization and also helps them find purpose in their work and motivates to improve their personal skills further.
An evaluation of how organisations use their corporate social responsibility agenda to motivate employees
Employees are found to be extremely motivated with the implementation of Corporate Social Responsibilities within the organization that includes the integration of the social, economical as well as the environmental improvements (Schneider et al. 2017). The improvement of all these factors is heightened with the utilization of the Corporate Social Responsibilities. Mostly, Corporate Social Responsibilities can be identified as a broad term used to properly describe the efforts of the company to try and improve the society in some way, mostly through their manufactured products or the services they deliver. It may also include the donation of money to non-profit organizations and investing in the environment friendly policies within the workplace environments.
Researchers have found that the successful implementation of the Corporate Social Responsibilities within any organization result in developing the employee relations in the positive ways with respect to the process of recruitment, retention, morale, and productivity (Zhang, Chen and Sun 2015). There are various ways to implement in the organization that helps in the motivation of the employees through proper Corporate Social Responsibilities. These can be listed as below:
A successful business leader should be able to motivate and inspire the employees accordingly to make them understand the mission and vision of the organization as well as inspire them in working towards them (Prause and Mujtaba 2015). The employees can be made to understand the mission and vision of the organization through several motivational theories applied by the understanding of philosophy to these employees. There are several ways by which the motivational theories can be applied to develop the people within the organization, and they are to be listed as below:
Hertzberg’s Two-Factor Theory: This theory generally considers the improvement of motivation and hygiene of the employees (Cummings and Worley 2014). These two factors are implemented in the workplace through the establishment of the comprehensive salary and benefits programs, the development of team-building workshops and the creating of ways to recognize the good performances.
Maslow’s Hierarchy of Needs: This theory establishes the general demands of meeting the basic needs of the employees including their psychological well-being and the recognition of the need for their safety, belonging and self esteem (Putnam, Fairhurst and Banghart 2016). To apply this at work, managers can implement diversity training and programs that celebrate differences in people.
Hawthorne Effect: This theory is mostly based on the productivity theory and it is mostly based on the physical conditions of the employees at work including the amenities that they are provided with for their working feasibility (Dyer and Song 2015).
Expectancy Theory: This theory work in favor of the recognition of the performance of the employees in the expectation of the results within the organization and how feasibly they are being achieved by every individual employee (Driskill 2018).
The process of coaching and mentoring the employees that could further help the employees to adapt into the environment and culture of the workplace can prove to be extremely beneficial as it would make any employee, old or new, within the organization receive from personal guidance on specific job duties, processes or responsibilities and understand them completely (Boddy 2014). These can be achieved through the following processes:
Retention: At the level of an organization, coaching and mentoring can help in the encouragement of the employees in improving their loyalty to the company more (Baillien et al. 2014). When previously experienced members of the organization help in moulding the career of and provide opportunities for mentees, the new employees may feel a greater sense of connection and commitment to the business.
Personal Development: This results in better efficiency across the organization when bringing on new employees (García et al. 2017). In addition, coaching and mentoring can help guide an employee along on her career path resulting in an employee well versed on company expectations.
Team Efficiency: The coaching and mentoring of the employees within an organization happens to improve the function of the team as a whole and it allows a manager to identify what are the strengths and weaknesses of each employee as an individual (Schein 2017). The organization does castle access to capitalize all the resources that they have at hand for managing the entire team in working smoothly if the employees request a vacation or takes an off for sick day.
Training and development of every individual working within the organisation is absolutely important as it is believed that most employees have certain amount of weaknesses in the workplace kills according to the structure of an organisation (Luthans, Luthans and Luthans 2015). The training program that is in by within the organisational system allows a person to strengthen the skills and make sure that they retain their skills according to the organisation’s requirements.
This is why the training and development programme brings together the employees to a much higher level of the similar skills and knowledge that they used to process at the time of joining the organisation (Riasi and Asadzadeh 2015). It is believed that a well trained employee practically shows a greater rate of productivity and their work output is higher in quality than that of an untrained employee. The training and development programme happens to increase the key skills of the employees and makes their performance much more improved for a particular job. Another benefit of this training and development programme of individual employees within the organisation helps in increase both the quality and quantity of a person’s basic skills reflecting in the output.
Conclusion
Thus, it can be concluded from the above analysis that people management within an organisation is extremely necessary than having an organisation with no people management at all. it is already analysed in the above report that human resource management and people management are extremely different zones of operation within the organisation. Where Human Resource Management only operates the recruitment process and the management of the employees within the organisation, people management works at a much deeper level and try different mechanism and neutralizes various theories to motivate the employees to help them increase the productivity and add to the benefits of the organisation in a much more organised way. The work environment and work culture within the organization involves in maintaining the propagation of the work within the organization. Organizational culture is the way by which the organization conducts its way of conducting the operations and the employees within the organization. When numerous employees work within an organization there is indeed the implication of differences of opinion within them. This happens since no two human beings have the similar mindsets or same perspective. So an occurrence of personal difference over a matter is quite common within a given organizational environment. Various other factors also work in the behest of the employees to create differences between each other. The structure of the organization and the organizational culture impacts a great influence over the employees within the organization. Nowadays, the company focuses more on the empowerment of the employees within the organization so that they do not have to shy away from expressing their feelings over the organizational environment or the operations management. The analysis thus describes all the factors that provide valuable insights about the ways a successful people management can be achieved within the organization.
References
Al?Hamdan, Z., Nussera, H. and Masa’deh, R., 2016. Conflict management style of Jordanian nurse managers and its relationship to staff nurses’ intent to stay. Journal of nursing management, 24(2), pp.E137-E145.
Anderson, N., Poto?nik, K. and Zhou, J., 2014. Innovation and creativity in organizations: A state-of-the-science review, prospective commentary, and guiding framework. Journal of management, 40(5), pp.1297-1333.
Aryee, S., Walumbwa, F.O., Mondejar, R. and Chu, C.W., 2015. Accounting for the influence of overall justice on job performance: Integrating self?determination and social exchange theories. Journal of Management Studies, 52(2), pp.231-252.
Bai, Y., Han, G.H. and Harms, P.D., 2016. Team conflict mediates the effects of organizational politics on employee performance: A cross-level analysis in China. Journal of Business Ethics, 139(1), pp.95-109.
Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018. Strategic human resource management. Oxford University Press.
Baillien, E., Bollen, K., Euwema, M. and De Witte, H., 2014. Conflicts and conflict management styles as precursors of workplace bullying: A two-wave longitudinal study. European Journal of Work and Organizational Psychology, 23(4), pp.511-524.
Banfield, P., Kay, R. and Royles, D., 2018. Introduction to human resource management. Oxford University Press.
Beitler, L.A., Machowski, S., Johnson, S. and Zapf, D., 2016. Conflict management and age in service professions. International Journal of Conflict Management, 27(3), pp.302-330.
Bélanger, J.J., Pierro, A., Barbieri, B., De Carlo, N.A., Falco, A. and Kruglanski, A.W., 2015. Handling conflict at work: The role of fit between subordinates’ need for closure and supervisors’ power tactics. International Journal of Conflict Management, 26(1), pp.25-43.
Benschop, Y., Holgersson, C., Van den Brink, M. and Wahl, A., 2015. Future challenges for practices of diversity management in organizations. Handbook for Diversity in Organizations, pp.553-574.
Boddy, C.R., 2014. Corporate psychopaths, conflict, employee affective well-being and counterproductive work behaviour. Journal of Business Ethics, 121(1), pp.107-121.
Bolino, M.C., Klotz, A.C., Turnley, W.H., Podsakoff, P., MacKenzie, S. and Podsakoff, N., 2016. The Unintended Consequences of Organizational Citizenship Behaviors for Employees, Teams, and Organizations. In The Oxford Handbook of Organizational Citizenship Behavior.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Coggburn, J.D., Battaglio Jr, R.P. and Bradbury, M.D., 2017. Employee job satisfaction and organizational performance: The role of conflict management. International Journal of Organization Theory & Behavior, 17(4), pp.498-530.
Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.
Currie, D., Gormley, T., Roche, B. and Teague, P., 2017. The management of workplace conflict: Contrasting pathways in the HRM literature. International Journal of Management Reviews, 19(4), pp.492-509.
Dalton, M., 2017. Men who manage: Fusions of feeling and theory in administration. Routledge.
Day, G.E., 2015. Successfully managing conflict. Leading and Managing Health Services: An Australasian Perspective, p.273.
De Vito, L., Brown, A., Bannister, B., Cianci, M. and Mujtaba, B.G., 2018. Employee motivation based on the hierarchy of needs, expectancy and the two-factor theories applied with higher education employees. IJAMEE.
Dilip, V.H., 2018. A STUDY ON EMPLOYEE MOTIVATION AS A QUANTITATIVE TOOL IN CO OPERATIVE BANKS OF MUMBAI DISTRICT.
Driskill, G.W., 2018. Organizational culture in action: A cultural analysis workbook. Routledge.
Dyer, B. and Song, X.M., 2015. The relationship between strategy and conflict management: A Japanese perspective. In Proceedings of the 1995 Academy of Marketing Science (AMS) Annual Conference (pp. 126-132). Springer, Cham.
Einarsen, S., Skogstad, A., Rørvik, E., Lande, Å.B. and Nielsen, M.B., 2018. Climate for conflict management, exposure to workplace bullying and work engagement: a moderated mediation analysis. The International Journal of Human Resource Management, 29(3), pp.549-570.
Erkutlu, H. and Chafra, J., 2015. The mediating roles of psychological safety and employee voice on the relationship between conflict management styles and organizational identification. American Journal of Business, 30(1), pp.72-91.
Folger, J., Poole, M.S. and Stutman, R.K., 2015. Working through conflict: Strategies for relationships, groups, and organizations. Routledge.
Francis, D. and Santhosh, V.A., 2016. A Study on the Motivational Level of Employees Working in the Telecommunication Industry: A Comparative Study with Specific Reference to Public and Private Sector Organizations. SAMVAD, 11, pp.17-25.
García, A.B., Munduate, L., Elgoibar, P., Wendt, H. and Euwema, M., 2017. Competent or Competitive? How Employee Representatives Gain Influence in Organizational Decision?Making. Negotiation and Conflict Management Research, 10(2), pp.107-125.
Guillaume, Y.R., Dawson, J.F., Otaye?Ebede, L., Woods, S.A. and West, M.A., 2017. Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?. Journal of Organizational Behavior, 38(2), pp.276-303.
Humera Amin, S.Z.A.B.I.S.T. and Ahmad, B., 2015. THE IMPACT OF SOFT TOTAL QUALITY MANAGEMENT PRACTICES ON EMPLOYEES’JOB SATISFACTION: EVIDENCE FROM PROJECT BASED ORGANIZATIONS IN PAKISTAN. Practice and Perspectives, 7.
Johnson, P. and Szamosi, L.T., 2018. HRM in changing organizational contexts. In Human resource management (pp. 27-48). Routledge.
Jones, R.F., 2016. Strategic Management for the Plastics Industry: Dealing with Globalization and Sustainability. CRC Press.
Jung, H.S. and Yoon, H.H., 2018. Improving frontline service employees’ innovative behavior using conflict management in the hospitality industry: The mediating role of engagement. Tourism Management, 69, pp.498-507.
Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), pp.1069-1089.
Landy, F.J. and Conte, J.M., 2016. Work in the 21st century, Binder ready version: An introduction to Industrial and Organizational Psychology. John Wiley & Sons.
Lazaroiu, G., 2015. Employee motivation and job performance. Linguistic and Philosophical Investigations, 14, p.97.
Leon-Perez, J.M., Notelaers, G. and Leon-Rubio, J.M., 2016. Assessing the effectiveness of conflict management training in a health sector organization: evidence from subjective and objective indicators. European Journal of Work and Organizational Psychology, 25(1), pp.1-12.
Liao, L. and Ai Lin Teo, E., 2018. Organizational Change Perspective on People Management in BIM Implementation in Building Projects. Journal of Management in Engineering, 34(3), p.04018008.
Luthans, F., Luthans, B.C. and Luthans, K.W., 2015. Organizational Behavior: An EvidenceBased Approach. IAP.
Malik, A., 2017. Human Resource Management and the Global Financial Crisis: Evidence from India’s IT/BPO Industry. Routledge.
Manning, K., 2017. Organizational theory in higher education. Routledge.
Mihalache, O.R., Jansen, J.J., Van den Bosch, F.A. and Volberda, H.W., 2014. Top management team shared leadership and organizational ambidexterity: A moderated mediation framework. Strategic Entrepreneurship Journal, 8(2), pp.128-148.
Molina-Azorín, J.F., Tarí, J.J., Pereira-Moliner, J., López-Gamero, M.D. and Pertusa-Ortega, E.M., 2015. The effects of quality and environmental management on competitive advantage: A mixed methods study in the hotel industry. Tourism Management, 50, pp.41-54.
Norton, T.A., Parker, S.L., Zacher, H. and Ashkanasy, N.M., 2015. Employee green behavior: A theoretical framework, multilevel review, and future research agenda. Organization & Environment, 28(1), pp.103-125.
Norton, T.A., Parker, S.L., Zacher, H. and Ashkanasy, N.M., 2015. Employee green behavior: A theoretical framework, multilevel review, and future research agenda. Organization & Environment, 28(1), pp.103-125.
Olszewski, J. and Rytelewska, A., 2017, July. The Use of IT Technologies in the Development of Employees. In International Conference on Applied Human Factors and Ergonomics (pp. 72-80). Springer, Cham.
Olszewski, J. and Rytelewska, A., 2017, July. The Use of IT Technologies in the Development of Employees. In International Conference on Applied Human Factors and Ergonomics (pp. 72-80). Springer, Cham.
Pološki-Voki?, N., 2016. Fifteen years of strategic HRM philosophy in Croatian companies: Has HR department evolved into a strategic partner?. Strategic Management, 21(2), pp.37-44.
Prause, D. and Mujtaba, B.G., 2015. Conflict management practices for diverse workplaces. Journal of Business Studies Quarterly, 6(3), p.13.
Putnam, L.L., Fairhurst, G.T. and Banghart, S., 2016. Contradictions, dialectics, and paradoxes in organizations: A constitutive approach. The Academy of Management Annals, 10(1), pp.65-171.
Rahim, M.A., 2017. Managing conflict in organizations. Routledge.
Reio Jr, T.G. and Trudel, J., 2017. Workplace Incivility and Conflict Management Styles: Predicting Job Performance, Organizational Commitment, and Turnover Intent. In Adult Education and Vocational Training in the Digital Age (pp. 217-240). IGI Global.
Riasi, A. and Asadzadeh, N., 2015. The relationship between principals’ reward power and their conflict management styles based on Thomas–Kilmann conflict mode instrument. Management Science Letters, 5(6), pp.611-618.
Ristic, M.R., Selakovic, M. and Qureshi, T.M., 2017. Employee motivation strategies and creation of supportive work environment in societies of post-socialist transformation. Polish Journal of Management Studies, 15.
Roche, W.K., Teague, P. and Colvin, A.J. eds., 2014. The Oxford handbook of conflict management in organizations. Oxford University Press.
Rudolph, C.W., 2016. Lifespan developmental perspectives on working: A literature review of motivational theories. Work, Aging and Retirement, 2(2), pp.130-158.
Sattler, C., Schröter, B., Meyer, A., Giersch, G., Meyer, C. and Matzdorf, B., 2016. Multilevel governance in community-based environmental management: a case study comparison from Latin America. Ecology and Society, 21(4).
Schein, E.H., 2017. Organization development: A Jossey-Bass reader. John Wiley & Sons.
Schepers, J.J., Nijssen, E.J. and van der Heijden, G.A., 2016. Innovation in the frontline: Exploring the relationship between role conflict, ideas for improvement, and employee service performance. International Journal of Research in Marketing, 33(4), pp.797-817.
Schneider, B., González-Romá, V., Ostroff, C. and West, M.A., 2017. Organizational climate and culture: Reflections on the history of the constructs in the Journal of Applied Psychology. Journal of Applied Psychology, 102(3), p.468.
Stoyanov, S. and Diderich, M., 2017. The Human Side of Enterprise. Macat Library.
Taylor, T., Doherty, A. and McGraw, P., 2015. Managing people in sport organizations: A strategic human resource management perspective. Routledge.
Way, K.A., Jimmieson, N.L. and Bordia, P., 2016. Shared perceptions of supervisor conflict management style: A cross-level moderator of relationship conflict and employee outcomes. International Journal of Conflict Management, 27(1), pp.25-49.
Webb, S.P., 2017. Knowledge management: Linchpin of change. Routledge.
Wehrmeyer, W., 2017. Greening people: Human resources and environmental management. Routledge.
Wombacher, J. and Felfe, J., 2017. The interplay of team and organizational commitment in motivating employees’ interteam conflict handling. Academy of Management Journal, 60(4), pp.1554-1581.
Zameer, H., Ali, S., Nisar, W. and Amir, M., 2014. The impact of the motivation on the employee’s performance in beverage industry of Pakistan. International Journal of Academic Research in Accounting, Finance and Management Sciences, 4(1), pp.293-298.
Zhang, S.J., Chen, Y.Q. and Sun, H., 2015. Emotional intelligence, conflict management styles, and innovation performance: An empirical study of Chinese employees. International Journal of Conflict Management, 26(4), pp.450-478.
Zigarmi, D., Roberts, T.P. and Shuck, B., 2018. Motivation and Internal Frames of Reference: Do We Have the Wisdom to Help Employees Flourish at Work?. Advances in Developing Human Resources, 20(2), pp.127-132.
Essay Writing Service Features
Our Experience
No matter how complex your assignment is, we can find the right professional for your specific task. Contact Essay is an essay writing company that hires only the smartest minds to help you with your projects. Our expertise allows us to provide students with high-quality academic writing, editing & proofreading services.
Free Features
Free revision policy
$10Free bibliography & reference
$8Free title page
$8Free formatting
$8How Our Essay Writing Service Works
First, you will need to complete an order form. It's not difficult but, in case there is anything you find not to be clear, you may always call us so that we can guide you through it. On the order form, you will need to include some basic information concerning your order: subject, topic, number of pages, etc. We also encourage our clients to upload any relevant information or sources that will help.
Complete the order form
Once we have all the information and instructions that we need, we select the most suitable writer for your assignment. While everything seems to be clear, the writer, who has complete knowledge of the subject, may need clarification from you. It is at that point that you would receive a call or email from us.
Writer’s assignment
As soon as the writer has finished, it will be delivered both to the website and to your email address so that you will not miss it. If your deadline is close at hand, we will place a call to you to make sure that you receive the paper on time.
Completing the order and download
