ankita8627
New member
hey cn ne1 of u here....help me out on these topics,,,or mayb upload a projct so dat i get ne idea........:SugarwareZ-025:
You are using an out of date browser. It may not display this or other websites correctly.
You should upgrade or use an alternative browser.
You should upgrade or use an alternative browser.
people management/employee engagement
- Thread starter ankita8627
- Start date
ankita8627
New member
plzzz........if ne1 of u can help me....i reallly need matter on employee engagement...people management
People are an organisation's greatest asset! In today’s complex and changing business environment, this asset must be put to the best possible use. Therefore, effective people management is now acknowledged as one of the most essential management skills.
People Management
a. Defining People Management
b. Motivation is getting another person to want to
c. Motivation - Do’s and Don’t
d. How to develop your Coaching skills
e. Tips for Training and helping your People Improve
f. Developing People Potential
g. Empowerment relates to One’s ability to Respond
h. Empowerment - really means trust
i. A study of Employee Turnover
People Management
a. Defining People Management
b. Motivation is getting another person to want to
c. Motivation - Do’s and Don’t
d. How to develop your Coaching skills
e. Tips for Training and helping your People Improve
f. Developing People Potential
g. Empowerment relates to One’s ability to Respond
h. Empowerment - really means trust
i. A study of Employee Turnover
1. introduction
2. managing diversity
3. managing teams
4. managing performance
5. motivation
6. managing conflict and negitiation
A study of the evolution of Human Resource Management (HRM) or People Management (PM) indicates that the roles and responsibilities of HR professionals are changing and growing with time. Today, PM is not just a mere requirement but a strategic asset in organisations. It has been accepted that apart from the technology used, it is the human factor, which differentiates organisations. The primary focus has thus shifted to People Management.
Every organisation encounters threats, opportunities, and challenges provided by the environment in which it exists. The environment also provides the necessary resources in terms of technology and human capital. However, even the greatest technological advancement can prove to be a failure in the absence of human competence to use it. In short, people fuel the entire organisation and create value for it with the help of technology and financial resources.
People management has various facets. As people managers, employees manage diversity, teams, employees’ performance, and motivation besides helping conflict resolution through successful negotiation.
1.2 Various aspects of managing people
1.2.1 Managing diversity
Diversity traditionally implies individual differences in age, gender, and cultural backgrounds. Today though, it is about appreciating and valuing differences of employees with regard to skills, beliefs and work experiences.
Geographical locations are no more a hindrance to talent seeking suitable employment. Today’s organisations comprise a diverse workforce, employees from various countries, backgrounds and beliefs. The skills and capabilities of each individual contribute to an organisation’s success. Individual skill sets are unique and cannot be replicated. It is for the HR to transform these diversities into a competitive advantage.
.2.2 Managing teams
Organisations continually interact with other organisations and systems. Every organisation attributes its success to certain core practices. Other organisations can adapt them to suit their individual needs. This is where diversity management gains importance.
Managing diversity is about seamless culture and a creative environment in an organisation. It is inclined towards the necessary attitude change and involvement of employees. Managing diversity aims at creating a workplace that identifies itself with “Us” and not with ‘them’.
Thus, to survive in a global marketplace, organisations need to manage diversity by adapting the current cultural and sociological trends. This calls for creation of a heterogeneous environment with a varied customer base, employees and work practices that could enhance their productivity.
.2.3 Managing performance
A team may be defined as a group of people working towards a common aim. Or, as Katzenbach and Smith put it comprehensively, “a team is a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable”. What characterises a team is the collective approach without which it would be dysfunctional.
Dream teams consistently meet the needs of the organisation, rise to challenges, and deliver quality on time. Various studies have revealed that teams have a deeper sense of purpose, greater ambitious performance goals, more complete approaches and skills that are interchangeable and complementary. High performance teams comprise highly motivated individuals bound by the desire to outperform. Hence, managing teams is yet another essential aspect in people management.
1.2.3 Managing performance
Performance management is intended to establish a work environment in which employees are encouraged to perform at optimum levels. However committed, no employee would perform at optimum levels unless his career goals are in line with the assigned job or the company’s objectives.
An effective performance management system offers employees direction to fulfill individual aspirations in line with organisational objectives. It enables employees to understand their responsibilities and accountability. It should be adaptable enough to foster individual creativity and strengths. In today’s knowledge-driven corporate world where work is dependent on information and working restricted to a mental response, the workers determined job responsibilities. Hence they adjust to the fast evolving requirements with ease. In other words, the system should try to facilitate and encourage employee contributions of value to the organisation rather than compel and coerce employees to perform at pre-determined levels
Performance management can be used as a crucial strategic tool not only in
terms of rewarding employees for performance as per standards but also for adding value to themselves and the organisation. To achieve this end, performance management has to be more dynamic and monitored on an on going basis (than the conventional annual mode). Thereby, the desired benefits of the system are available to all the parties concerned
1.2.4 Motivation
The ability to motivate employees with people-friendly HR policies and synergies in individual and organisational goals is critical to organisational success.
“To motivate, it is essential to give employees what they really want most from work. The more an organisation is able to provide what they want, the more it should expect from them in terms of productivity, qualityand service” writes Twyla Dell in her book “An Honest Day’s work” on motivation. Still, motivation remains something of a mystery to managers
Motivation means different things to different people. Money is often the biggest motivator, more so at the lower levels in an organisation’s hierarchy. For some others, chances of moving ahead in a chosen career and reaching position of power and influence can be major motivators.
Motivation helps achieve goals, gain a positive perspective and build self-esteem and capability. It helps employees to manage their own development even as they help others to cope with change and realise their career aspirations.
1.2.5 Managing conflict and negotiation
Working relationships are very vital to the successful conduct of the day-to-day affairs in an organisation. Maintaining healthy relationships in business is no easy task. People Management departments especially have a difficult time dealing with employees whose performance adversely affects the productivity of others. This could be a result of their attitude, chronic tardiness or a mere habit of driving others up the wall. Dealing with such negative behaviours is a part of conflict management and the people management specialist plays a vital role here.
2. managing diversity
3. managing teams
4. managing performance
5. motivation
6. managing conflict and negitiation
A study of the evolution of Human Resource Management (HRM) or People Management (PM) indicates that the roles and responsibilities of HR professionals are changing and growing with time. Today, PM is not just a mere requirement but a strategic asset in organisations. It has been accepted that apart from the technology used, it is the human factor, which differentiates organisations. The primary focus has thus shifted to People Management.
Every organisation encounters threats, opportunities, and challenges provided by the environment in which it exists. The environment also provides the necessary resources in terms of technology and human capital. However, even the greatest technological advancement can prove to be a failure in the absence of human competence to use it. In short, people fuel the entire organisation and create value for it with the help of technology and financial resources.
People management has various facets. As people managers, employees manage diversity, teams, employees’ performance, and motivation besides helping conflict resolution through successful negotiation.
1.2 Various aspects of managing people
1.2.1 Managing diversity
Diversity traditionally implies individual differences in age, gender, and cultural backgrounds. Today though, it is about appreciating and valuing differences of employees with regard to skills, beliefs and work experiences.
Geographical locations are no more a hindrance to talent seeking suitable employment. Today’s organisations comprise a diverse workforce, employees from various countries, backgrounds and beliefs. The skills and capabilities of each individual contribute to an organisation’s success. Individual skill sets are unique and cannot be replicated. It is for the HR to transform these diversities into a competitive advantage.
.2.2 Managing teams
Organisations continually interact with other organisations and systems. Every organisation attributes its success to certain core practices. Other organisations can adapt them to suit their individual needs. This is where diversity management gains importance.
Managing diversity is about seamless culture and a creative environment in an organisation. It is inclined towards the necessary attitude change and involvement of employees. Managing diversity aims at creating a workplace that identifies itself with “Us” and not with ‘them’.
Thus, to survive in a global marketplace, organisations need to manage diversity by adapting the current cultural and sociological trends. This calls for creation of a heterogeneous environment with a varied customer base, employees and work practices that could enhance their productivity.
.2.3 Managing performance
A team may be defined as a group of people working towards a common aim. Or, as Katzenbach and Smith put it comprehensively, “a team is a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable”. What characterises a team is the collective approach without which it would be dysfunctional.
Dream teams consistently meet the needs of the organisation, rise to challenges, and deliver quality on time. Various studies have revealed that teams have a deeper sense of purpose, greater ambitious performance goals, more complete approaches and skills that are interchangeable and complementary. High performance teams comprise highly motivated individuals bound by the desire to outperform. Hence, managing teams is yet another essential aspect in people management.
1.2.3 Managing performance
Performance management is intended to establish a work environment in which employees are encouraged to perform at optimum levels. However committed, no employee would perform at optimum levels unless his career goals are in line with the assigned job or the company’s objectives.
An effective performance management system offers employees direction to fulfill individual aspirations in line with organisational objectives. It enables employees to understand their responsibilities and accountability. It should be adaptable enough to foster individual creativity and strengths. In today’s knowledge-driven corporate world where work is dependent on information and working restricted to a mental response, the workers determined job responsibilities. Hence they adjust to the fast evolving requirements with ease. In other words, the system should try to facilitate and encourage employee contributions of value to the organisation rather than compel and coerce employees to perform at pre-determined levels
Performance management can be used as a crucial strategic tool not only in
terms of rewarding employees for performance as per standards but also for adding value to themselves and the organisation. To achieve this end, performance management has to be more dynamic and monitored on an on going basis (than the conventional annual mode). Thereby, the desired benefits of the system are available to all the parties concerned
1.2.4 Motivation
The ability to motivate employees with people-friendly HR policies and synergies in individual and organisational goals is critical to organisational success.
“To motivate, it is essential to give employees what they really want most from work. The more an organisation is able to provide what they want, the more it should expect from them in terms of productivity, qualityand service” writes Twyla Dell in her book “An Honest Day’s work” on motivation. Still, motivation remains something of a mystery to managers
Motivation means different things to different people. Money is often the biggest motivator, more so at the lower levels in an organisation’s hierarchy. For some others, chances of moving ahead in a chosen career and reaching position of power and influence can be major motivators.
Motivation helps achieve goals, gain a positive perspective and build self-esteem and capability. It helps employees to manage their own development even as they help others to cope with change and realise their career aspirations.
1.2.5 Managing conflict and negotiation
Working relationships are very vital to the successful conduct of the day-to-day affairs in an organisation. Maintaining healthy relationships in business is no easy task. People Management departments especially have a difficult time dealing with employees whose performance adversely affects the productivity of others. This could be a result of their attitude, chronic tardiness or a mere habit of driving others up the wall. Dealing with such negative behaviours is a part of conflict management and the people management specialist plays a vital role here.
1. introduction
2. managing diversity
3. managing teams
4. managing performance
5. motivation
6. managing conflict and negitiation
A study of the evolution of Human Resource Management (HRM) or People Management (PM) indicates that the roles and responsibilities of HR professionals are changing and growing with time. Today, PM is not just a mere requirement but a strategic asset in organisations. It has been accepted that apart from the technology used, it is the human factor, which differentiates organisations. The primary focus has thus shifted to People Management.
Every organisation encounters threats, opportunities, and challenges provided by the environment in which it exists. The environment also provides the necessary resources in terms of technology and human capital. However, even the greatest technological advancement can prove to be a failure in the absence of human competence to use it. In short, people fuel the entire organisation and create value for it with the help of technology and financial resources.
People management has various facets. As people managers, employees manage diversity, teams, employees’ performance, and motivation besides helping conflict resolution through successful negotiation.
1.2 Various aspects of managing people
1.2.1 Managing diversity
Diversity traditionally implies individual differences in age, gender, and cultural backgrounds. Today though, it is about appreciating and valuing differences of employees with regard to skills, beliefs and work experiences.
Geographical locations are no more a hindrance to talent seeking suitable employment. Today’s organisations comprise a diverse workforce, employees from various countries, backgrounds and beliefs. The skills and capabilities of each individual contribute to an organisation’s success. Individual skill sets are unique and cannot be replicated. It is for the HR to transform these diversities into a competitive advantage.
.2.2 Managing teams
Organisations continually interact with other organisations and systems. Every organisation attributes its success to certain core practices. Other organisations can adapt them to suit their individual needs. This is where diversity management gains importance.
Managing diversity is about seamless culture and a creative environment in an organisation. It is inclined towards the necessary attitude change and involvement of employees. Managing diversity aims at creating a workplace that identifies itself with “Us” and not with ‘them’.
Thus, to survive in a global marketplace, organisations need to manage diversity by adapting the current cultural and sociological trends. This calls for creation of a heterogeneous environment with a varied customer base, employees and work practices that could enhance their productivity.
.2.3 Managing performance
A team may be defined as a group of people working towards a common aim. Or, as Katzenbach and Smith put it comprehensively, “a team is a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable”. What characterises a team is the collective approach without which it would be dysfunctional.
Dream teams consistently meet the needs of the organisation, rise to challenges, and deliver quality on time. Various studies have revealed that teams have a deeper sense of purpose, greater ambitious performance goals, more complete approaches and skills that are interchangeable and complementary. High performance teams comprise highly motivated individuals bound by the desire to outperform. Hence, managing teams is yet another essential aspect in people management.
1.2.3 Managing performance
Performance management is intended to establish a work environment in which employees are encouraged to perform at optimum levels. However committed, no employee would perform at optimum levels unless his career goals are in line with the assigned job or the company’s objectives.
An effective performance management system offers employees direction to fulfill individual aspirations in line with organisational objectives. It enables employees to understand their responsibilities and accountability. It should be adaptable enough to foster individual creativity and strengths. In today’s knowledge-driven corporate world where work is dependent on information and working restricted to a mental response, the workers determined job responsibilities. Hence they adjust to the fast evolving requirements with ease. In other words, the system should try to facilitate and encourage employee contributions of value to the organisation rather than compel and coerce employees to perform at pre-determined levels
Performance management can be used as a crucial strategic tool not only in
terms of rewarding employees for performance as per standards but also for adding value to themselves and the organisation. To achieve this end, performance management has to be more dynamic and monitored on an on going basis (than the conventional annual mode). Thereby, the desired benefits of the system are available to all the parties concerned
1.2.4 Motivation
The ability to motivate employees with people-friendly HR policies and synergies in individual and organisational goals is critical to organisational success.
“To motivate, it is essential to give employees what they really want most from work. The more an organisation is able to provide what they want, the more it should expect from them in terms of productivity, qualityand service” writes Twyla Dell in her book “An Honest Day’s work” on motivation. Still, motivation remains something of a mystery to managers
Motivation means different things to different people. Money is often the biggest motivator, more so at the lower levels in an organisation’s hierarchy. For some others, chances of moving ahead in a chosen career and reaching position of power and influence can be major motivators.
Motivation helps achieve goals, gain a positive perspective and build self-esteem and capability. It helps employees to manage their own development even as they help others to cope with change and realise their career aspirations.
1.2.5 Managing conflict and negotiation
Working relationships are very vital to the successful conduct of the day-to-day affairs in an organisation. Maintaining healthy relationships in business is no easy task. People Management departments especially have a difficult time dealing with employees whose performance adversely affects the productivity of others. This could be a result of their attitude, chronic tardiness or a mere habit of driving others up the wall. Dealing with such negative behaviours is a part of conflict management and the people management specialist plays a vital role here.
2. managing diversity
3. managing teams
4. managing performance
5. motivation
6. managing conflict and negitiation
A study of the evolution of Human Resource Management (HRM) or People Management (PM) indicates that the roles and responsibilities of HR professionals are changing and growing with time. Today, PM is not just a mere requirement but a strategic asset in organisations. It has been accepted that apart from the technology used, it is the human factor, which differentiates organisations. The primary focus has thus shifted to People Management.
Every organisation encounters threats, opportunities, and challenges provided by the environment in which it exists. The environment also provides the necessary resources in terms of technology and human capital. However, even the greatest technological advancement can prove to be a failure in the absence of human competence to use it. In short, people fuel the entire organisation and create value for it with the help of technology and financial resources.
People management has various facets. As people managers, employees manage diversity, teams, employees’ performance, and motivation besides helping conflict resolution through successful negotiation.
1.2 Various aspects of managing people
1.2.1 Managing diversity
Diversity traditionally implies individual differences in age, gender, and cultural backgrounds. Today though, it is about appreciating and valuing differences of employees with regard to skills, beliefs and work experiences.
Geographical locations are no more a hindrance to talent seeking suitable employment. Today’s organisations comprise a diverse workforce, employees from various countries, backgrounds and beliefs. The skills and capabilities of each individual contribute to an organisation’s success. Individual skill sets are unique and cannot be replicated. It is for the HR to transform these diversities into a competitive advantage.
.2.2 Managing teams
Organisations continually interact with other organisations and systems. Every organisation attributes its success to certain core practices. Other organisations can adapt them to suit their individual needs. This is where diversity management gains importance.
Managing diversity is about seamless culture and a creative environment in an organisation. It is inclined towards the necessary attitude change and involvement of employees. Managing diversity aims at creating a workplace that identifies itself with “Us” and not with ‘them’.
Thus, to survive in a global marketplace, organisations need to manage diversity by adapting the current cultural and sociological trends. This calls for creation of a heterogeneous environment with a varied customer base, employees and work practices that could enhance their productivity.
.2.3 Managing performance
A team may be defined as a group of people working towards a common aim. Or, as Katzenbach and Smith put it comprehensively, “a team is a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable”. What characterises a team is the collective approach without which it would be dysfunctional.
Dream teams consistently meet the needs of the organisation, rise to challenges, and deliver quality on time. Various studies have revealed that teams have a deeper sense of purpose, greater ambitious performance goals, more complete approaches and skills that are interchangeable and complementary. High performance teams comprise highly motivated individuals bound by the desire to outperform. Hence, managing teams is yet another essential aspect in people management.
1.2.3 Managing performance
Performance management is intended to establish a work environment in which employees are encouraged to perform at optimum levels. However committed, no employee would perform at optimum levels unless his career goals are in line with the assigned job or the company’s objectives.
An effective performance management system offers employees direction to fulfill individual aspirations in line with organisational objectives. It enables employees to understand their responsibilities and accountability. It should be adaptable enough to foster individual creativity and strengths. In today’s knowledge-driven corporate world where work is dependent on information and working restricted to a mental response, the workers determined job responsibilities. Hence they adjust to the fast evolving requirements with ease. In other words, the system should try to facilitate and encourage employee contributions of value to the organisation rather than compel and coerce employees to perform at pre-determined levels
Performance management can be used as a crucial strategic tool not only in
terms of rewarding employees for performance as per standards but also for adding value to themselves and the organisation. To achieve this end, performance management has to be more dynamic and monitored on an on going basis (than the conventional annual mode). Thereby, the desired benefits of the system are available to all the parties concerned
1.2.4 Motivation
The ability to motivate employees with people-friendly HR policies and synergies in individual and organisational goals is critical to organisational success.
“To motivate, it is essential to give employees what they really want most from work. The more an organisation is able to provide what they want, the more it should expect from them in terms of productivity, qualityand service” writes Twyla Dell in her book “An Honest Day’s work” on motivation. Still, motivation remains something of a mystery to managers
Motivation means different things to different people. Money is often the biggest motivator, more so at the lower levels in an organisation’s hierarchy. For some others, chances of moving ahead in a chosen career and reaching position of power and influence can be major motivators.
Motivation helps achieve goals, gain a positive perspective and build self-esteem and capability. It helps employees to manage their own development even as they help others to cope with change and realise their career aspirations.
1.2.5 Managing conflict and negotiation
Working relationships are very vital to the successful conduct of the day-to-day affairs in an organisation. Maintaining healthy relationships in business is no easy task. People Management departments especially have a difficult time dealing with employees whose performance adversely affects the productivity of others. This could be a result of their attitude, chronic tardiness or a mere habit of driving others up the wall. Dealing with such negative behaviours is a part of conflict management and the people management specialist plays a vital role here.
Sagar Dave
Sagar Dave
good report....very insightful...this indeed helped a lot...thnx
abhishreshthaa
Abhijeet S
please help me how to get the attached files, there are many posts here with attachments, pls tell me how to get it
hey friend, check this link it can help to solve all your queries regarding uploading and downloading projects...
http://www.managementparadise.com/f...bies-pictorial-guide-management-paradise.html
if any query feel free to reply....
:SugarwareZ-067: