A Critical Analysis of the Relationship Between Organisational Culture, Employee Motivation , Employee Performance and Service Quality Using the Following Case Studies;

Human Resource plays a key role in designing the performance management framework. Human Resource role is manifold and each of these roles well played can be highly beneficial to the organization. However, as it is now, the people in the department do not seem up to par. In the article, "Why We Hate HR," written by Keith H. Hammond, the author portrayed a negative stance on the department. He listed four reasons describing what is wrong with the Human Resource people. Based on those four main criticisms, three individual interviews were conducted to see either Hammond’s point of view is agreeable or not. The interviewees also have given their personal experiences and opinions when comparing their

In this assignment I will be explaining how employee performance within my chosen business, Tesco, is measured and how the results can help with the development of the staff, as well as assessing how the importance of measuring and managing employee performance.

..........................10 Sources of Data Limitation ..........................................................................................10 Chapter- 2 Literature Review...............................................................................................11 Definition of Organizational Culture................................................................................12 Organizational Culture.................................................................................................13 Analyzing Organizational Culture....................................................................................15 Organizational Culture Profile .........................................................................................16 Type of Organizational Culture .......................................................................................17 Elements of Organization Culture....................................................................................18 Healthy Organizational Culture .......................................................................................20 Organizational Culture Questionnaire ..............................................................................22 What Is A Healthy Organizational Culture?.....................................................................23 Organizational Culture Perspective..................................................................................24 Definition of Socialization

Motivation has become a term as ubiquitous as it is undefinable. What exactly is motivation and how is it used to achieve a desired result? In many circumstances, individuals are motivated by different aspects at different times in their lives. Compounding this issue further are the environmental factors embedded in an individuals motivation. Depending on an individual's background, he or she may be motivated differently than others of similar socio economic circumstances. As such, it is quite difficult to appraise the merits of a single motivational characteristic or theory. This difficulty has given rise to numerous theories of motivation throughout history, each with its own distinct value. The problem with many of these theories is that they are imperfect by nature and do not encompass all possible options of behavior. This document will focus primarily on the achievement motivation theory established by Harackiewicz, Barron, Carter, Lehto, & Elliot in 1997 and how it can and cannot be used effectively within workplace situations.

Porter and miles (1974) proved that the motivation energises, directs and sustains behaviour. They also identified four factor/variables namely individual characteristics, job characteristics, work environment and the external environment. If motivation is to be affected, one or more of these variables must be changed or affected.

The relationship between motivation and performance management is important as they work simultaneously with each other. Motivation is the key to an individual's degree of willingness to exert and maintain their efforts towards the organisational goals. Motivation levels are likely to have an effect on performance. If an individual has high motivation, it is likely to increase their performance. However this may not always be the case. Motivation is about the factors, which links into how organisation uses performance management to get better results from their staff by strategically encouraging the performance within its business. If employees are highly motivated they will perform better, and will co-operate collectively to improve the standards which would lead to a sense of achievement creating greater motivation.

There are so many focuses or themes that I might construct on my individual paper on ‘Developing high performance working’. One of them is functions of performance management; this will include strategic, administrative and the developmental. According to (Baron and Armstrong, 1998 cited in Bloisi, 2007:254), they “emphasise and integrated nature of performance management”. The second one is the administrative function; several organisations nowadays use performance management to evaluate employees about their salaries, retentions, redundancies and individual performance. Lastly, the developmental function should enable managers to identify where employees are not performing well and how they can improve it. Additionally, I will be explaining the performance appraisal and how does it process. According to (Bloisi, 2007:259), performance appraisal is the “process of measuring and evaluating employees’ performance. It can be a useful tool for employee development”. Dealing with poor performance is another topic that I will include in my individual paper; managers have to identify employees with poor performance, so they can take an action on them. Lastly, I will include performance management and how managers can administrate performance within the

Performers are motivated: Motivation influences performance to a large extent. The receipt of either a financial or non-financial reward will encourage the staff in achieving a great deal for the organisation. A demotivated employee on the other hand will be slow, prone to error and not likely to achieve.

The sustained superior financial performance of a firm’s excellent management can be communicated through the managerial view of organisational culture, where strong culture can evidently been seen as the endeavour to an organisation’s success. (Barney 1986) emphasises the need for strong culture not only to enhance the firm’s performance, but it is also vital in improving employee morale or quality of work life. Due to the relationship between conflicts in the workplace originated from poor management, culture’s diverse values, assumptions, beliefs and symbols interweave the affiliation between employees and management. Culture therefore, aids in the behaviour which allows the increasing progress of economic value and sustained superior financial performance to the firm thus, benefiting their interest in profit maximisation (Ulrich & Brockman 2005). The progress of this management has been assisted by the careful selection and recruitment of employees through valid and reliable methods (Carmeli & Tishler 2004), with training and development in order to maintain this performance in the work organisation. Likewise, Westco, of the top five food retailing organisations in the UK is

There is a growing recognition as evidenced by academic literature that the adoption of ‘best’ practice performance management schemes are important to attract and retain high performing talent in the workplace (MacDuffie 1995; Delaney and Huselid 1996; Delery and Doty 1996; cited in Marchington and Grugulis 2000). As established in the works of Jeffrey Pfeffer (1994, 1998; cited in Marchington and Grugulis 2000) there exists a set of ‘best’ human resource practices which if implemented in the workplace can enhance firm performance and can be universally applied to organisations. This implies that a ‘one-size-fits all’ recipe must be inherent in ‘best’ practice human resource management. This paper challenges this notion on the basis that business organisations are dynamic and continuously evolving entities. Therefore, their ability to successfully conform to a set of prescribed rules on people management is questionable. This paper also challenges the research methodology used to determine ‘best’ practice. Further, it is also argued that implementing a one size fits all system to manage people can generate a complete opposite response to what was hoped for. Lastly, the incongruence between the adoption of strict performance based management schemes and efforts by firms to build a team oriented work culture will be analysed. The aforementioned discussion points will be corroborated

The single most critical problem that the managers are facing today is managing the people.This is the most challenging issues that every kind of organizations is dealing with now aday. Organizational behaviour is the study of individual, group and organization as a whole that examines the effect of organizational structure and culture on organizational performance. Therefore, it mostly tries to define the performance and efficiency factors of anorganization.Organizational structure and organizational culture are highly correlated performance factors.It basically defines the appropriate structure of an organization in order to get more thanaverage performance. Organizational culture is a primary factor for employee turnover and job satisfaction (Bolden, 2004). If an organization possesses a strong culture of self-respect and employee affiliation, it is no wonder that the employee retention rate would be very high(Tracy, 2013).In this report, the relationship between organizational culture and organizational structure will be pointed out. While doing so we

Motivation is central to understanding behavior in organizations and a key managerial factor. Two aspects of motivation are structuring tasks to satisfy worker and organizational needs and providing the proper direction for worker actions (Stroh, Northcraft and Neale, 2002). There are a number of factors when it comes to the difference in worker performance. One of these factors is related to different levels of ability

Organization culture among other things are the values, and philosophies that hold an organization together. According to Susan Heathfield, the way an organization works and interacts with the rest of the world and how it functions inside and out are also part of an organization’s culture. The people in an organization share beliefs, cultures, and rules. All of these things define what an organization stands for. An organization should do all they can to establish a positive culture because who an organization is inside reflects in society.

Armstrong M. and Baron A. (2005) _Managing Performance: Performance management in action_. London: CIPD in Foot, M. and Hook, C. (2008) Introducing Human Resource Management, 5th Edition, Pearson Education Limited, Harlow, England, pp. 239.

Motivation is one of the most discussed topics in the present era’s organisations, especially since renowned psychologists like Maslow and Herzberg are dedicating their efforts to understanding it. Companies are investing a significant amount of resources in improving productivity in order to maximise profits. One of these important resources is of human nature. In order to get the very best out of employees, some motivational approaches need to be used. But what is motivation and how do I successfully motivate? I will try to relate one of my personal experiences with a friend to some of the most influential motivational theories. After introducing my story and making a definition of motivation I will address the ideas of Taylor,