People Management (Essay Sample)

Effective People Management for Organisational Success Student's Name Institutional Affiliation Instructor Course Date Introduction and Context In most cases, people management, also called ‘human resource management’, embraces multiple tools to build a high-performing team that would fully support the employer and help achieve the desired business objectives. It is one of the prime aspects of organisational management which involves procuring, regulating, and directing employees. The effectiveness of human resource management differentiates a successful company from an unsuccessful one. Organisational efficiency can be effectively achieved through its integration in every aspect of a firm's operation, be it an increase in productivity and efficiency, an enhanced innovation, or a lasting competitive advantage. By skilfully managing the human capital, organisations are subsequently provided with the opportunity to utilise the maximum potential of their workforce to accomplish their strategic end goals. As a case example, this paper will analyse the people management strategies of Google, one of the world’s renowned multinational tech companies popular for its innovative approach. Google has forever been among the best places to work, and it is closely linked to effective management that thrives on creating an inclusive, innovative culture and developmental environment. Strategic alignment of people management strategies ensures that all human resource functions, such as recruitment, training, and development programmes, are focused on achieving the targets of the corporate strategic plan. For example, Google creates an innovative and collaborative work environment by hiring for cultural fit apart from technical competency. Next, the strategic management of human resources to fulfil organisational objectives is an effective means of engendering a unified culture, with employees bound together by a common purpose and shared values. Established by the coherence of people management strategies and organisational goals, the alignment arouses the employees’ motivation and loyalty and generates a sense of ownership and belonging among the workforce. Google recognises the importance of bringing the staff into the decision-making process and acknowledging their contribution to the company’s value, further boosting their sense of value within the company. Apart from escalating workforce motivation, this method also develops a feeling of loyalty, which reduces turnover for better work cohesion and productivity in the firm. The first section of this essay presents a conceptual backdrop based on leadership, ethical management, motivation, learning and development, and diversity and inclusion theories and suggests their selection by referring to the importance of the same as far as effective people management is concerned. The second subsection will, therefore, utilise the theories in the context of Google, revealing the relationship between the organisation's people management practices and the theoretical aspects. This analysis will discuss implementing leadership theories, ethical management practices, motivation strategies, learning and development methods, and diversity and inclusiveness at Google. The essay will not be limited to just the theories accompanying the treatment of mental health but also involve other factors that make the successful implementation of these theories in practice. The final chapter will restate the main points from the former part and give proposals that help to improve people management inside Google. Theoretical Framework Leadership Theories Transformational and servant leadership are two of the most significant theories in studying organisational behaviour and management. Transformational leaders seek to transcend expectations and exceed outcomes by transforming followers' mentalities, values, and capabilities. These include charisma, inspirational motivation, intellectual stimulation, and individual consideration (Bass, 1985). While the goal of transitional leadership lies in the leader stepping up, the aim of servant leadership is a more tailored approach, with the leader acting as a servant first and prioritising employee needs and the organisation above their own and, therefore, building a culture of growth, empowerment, and community (Greenleaf, 2002). The choice of transformational and servant leadership theories is motivated by their profound impact on imperilling employee engagement and fostering a healthy organisational culture. Research-based grounds prove the efficiency of both leadership styles. For example, Dvir et al. (2002) argued that transformational leadership tangibly influences follower development and job performance and builds followers' self-efficacy. Liden et al. (2008) also showed that servant leadership led to job satisfaction, organisational commitment, and team effectiveness. These studies clearly indicate that transformational and servant leadership have positive effects at individual and organisational levels, enhancing leadership practices that motivate employees and build a positive organisational culture. Ethical Theories Deontological ethics, which is essentially based on the views of Immanuel Kant, is essentially about following a specific set of moral duties, irrespective of the consequences (Kant, 1964). In the society of people management, the theory of ethical principles stresses the role of justice, equality, and individual human rights in decision-making. Deontological principles-based managers do not let the consequences of their decisions determine their actions, so they pursue the proper decision-making following the prevailing policies and societal values. Virtue ethics, however, is concerned with the character of the individual and not the rules of the action itself or the consequences it would bring to the person (Swanton, 2011). Through this stewardship, leaders are pressed to possess integrity, bravery, compassion, and temperance traits. Deontological and virtue ethics are simply selected since they both remarkably contribute to the ethical decision-making of team members. Deontological ethics is the basis for decisions built on solid ethical frameworks. The focus of virtue ethics is the formation of moral characters by leaders and employees. Collectively, these ethical frameworks serve as guideposts for managers who can make sound ethical decisions and create an atmosphere of integrity and moral accountability. Motivation Theories Maslow’s Hierarchy of Needs, as well as Herzberg’s Two-Factor Theory, is the basis of understanding employee motivation, satisfaction, and productivity. In his theory, Maslow suggested that human behaviour is a sequence of needs, moving from ground-level physiological needs to higher-level ones, like self-actualisation (Maslow, 1969). In the workplace, this implies that for employees to reach their full potential, organisations should address these needs in a ladder form, from security to value and growth, with an environment that makes the staff feel secure, valued, and capable of growth. Contrastingly, Herzberg's two-factor theory distinguishes between hygiene factors (such as salary and work conditions) that allow one not to be dissatisfied, and motivation aspects (such as recognition and personal growth) that boost job satisfaction (Fugar, 2007). This theory gives a concept of tackling essential workers’ conditions, catering to their opportunities to achieve, and looking for recognition to stimulate workers. The selection of these theories is based on their direct applicability to workers` well-being and productivity. Maslow's framework delineates the variety of motivators that employees use, and Herzberg's theory presents ways to achieve higher job satisfaction and performance. These theories also provide managers with a complete picture of the work motivation dynamics, helping them develop strategies that meet basic needs and promote an engaging and productive work environment. Learning and Development Theories Kolb’s Experiential Learning Theory and the 70-20-10 Learning and Development Model are crucial frameworks that connect ongoing learning and employee growth and innovation. The former theory suggests that learning is about converting experience into knowledge through transforming events (Kolb, 2014). Through it, the processes of gaining experience, reflection, conceptualisation, and application, which is influential in the employee's personal and professional development journey, is highlighted. It also implies that lessons gained from doing and reflecting can trigger innovation and boost group performance. According to the 70-20-10 Model, optimal learning happens through a combination of participating in formal learning (10%), learning from others (20%), and on-the-job experiences (70%) (Nazarudin, 2015). This model highlights crucial issues of experiential and social learning at the workplace and argues for a mixed approach to professional development that includes mentoring, coaching, and working on real-world tasks. The main reason behind investigating these theories is their stress on the critical role of lifelong learning for employee development and organisational innovation. Organisations can create learning ecosystems that continuously grow and develop the workforce through experiential learning and various sources. Diversity and Inclusion Theories Multicultural Organisational Theory and the concept of Inclusive Leadership serve as critical frameworks for understanding the role of diversity and inclusion in increasing organisational resilience and creativity. The multicultural organisation theory suggests that companies with various cultural aspects design a more creative, problem-solving, and adaptable environment. According to Cox (1994), multicultural organisations represent not only the diversity of demography but also an integrated enclave ...