Organizational Success, Performance Management and Motivation and the elationship between Performance Management and eward
A landmark in the successes of an organization is to fulfill the incessant changing needs of organization and workers; grave responsibility falls on top management to develop strong associations between them. Organizations expect workers to follow the rules and regulations, work according to the principles set for them; the workers expect good working conditions, fair pay, fair treatment, secure career, power and involvement in decisions. These expectations of both parties differ from organization to organization. For organizations to address these expectations, an understanding of workers' motivation is necessary (Zaidi & Abbas, 2011).

It is important for the organizations to meet and initiate new motivational needs of workers in today's organizations. The reality is that organizations today have completely changed; consequently it is more important for the top management to carry out new methodologies of developing sturdy and…...

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References

Lucica, C. (n.d.). Performance Management. The Relationship between Evaluation and Reward in the Pedagogical Activity of the Romanian Secondary Education. Retrieved from http://conference.ubbcluj.ro/mccs/RePEc/bbu/wpaper/115-121.pdf

Pulakos, E.D. (2004). Performance Management. Retrieved from  http://www.shrm.org/about/foundation/research/Documents/1104Pulakos.pdf 

Role of Motivation in Employee Relationship. (2012). Retrieved from  http://www.managementstudyguide.com/role-of-motivation-in-employee-relationship.htm 

Zaidi, F.B., & Abbas, Z. (2011). A Study on the Impact of Rewards on Employee Motivation

The last two generations of enterprise system architectures have increasingly relied on role-based data representation and advanced analytics. This is a direct result of how often public and private organizations rely on these systems for more than just activity-based reporting; there is instead a need for predictive analytics and the ability to define potential strategic scenarios for growth, which has long been a concern of private and public organizations (Bajjaly, 1998). The role-based approach IT systems development aligns with these increasingly demanding aspects of how information is used throughout a business.

The need for perspective on how IT systems are a strategic asset that unifies an organization to its served constituents is also critically important as well. These factors taken together must be relied on for continually creating a solid foundation of communication, collaboration and trust with key constituents over time to ensure an organization stays relevant to their needs (Bajjaly,…...

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References

Bajjaly, S.T. (1998). Strategic information systems planning in the public sector. American Review of Public Administration, 28(1), 75-85.

Strategy for Maximizing Human esources
In the current business environment, companies have increasingly used performance appraisal methods to align their human resources activities and policies in ensuring promoting the realization of organizational goals and objectives. Practice and research have shifted from their narrow focus on psychometric evaluation of issues to the developmental performance appraisal. Performance appraisal promotes the performance of a business by enriching the employees with experiences, attitudes, and skills. This contributes to the performance of a business by improving the effectiveness and efficiency within a business/organization. Performance appraisal aligns the efforts of employees with that of the organization. This forms the basis of designing organizational activities that focus on employee growth and development alongside enabling the business/organization to realize its objectives (Atwood, 2007).

Structure of this essay paper

This essay is divided into three sections. The first section discusses the benefits of performance appraisal to an organization. It presents the benefits…...

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References

Atwood, C.G. (2007). Succession planning basics. Alexandria, VA: ASTD Press.

Berke, D., & Center for Creative Leadership. (2005). Succession planning and management: A guide to organizational systems and practices. Greensboro, N.C: Center for Creative Leadership.

Edwards, M.R., & Ewen, A.J. (1996). 360 Feedback: The powerful new model for employee assessment & performance improvement. New York: Amacom.

Eeckhout, L. (2010). Computer architecture performance evaluation methods. San Rafael, Calif.: Morgan & Claypool Publishers

H Strategies on ecruitment and Selection
This following study identifies the necessary steps followed in carrying out recruitment and selection of employees in an organization. It is a consultancy work done Traci Goldman at Atwood and Allen Consulting for Bradley Stonefield's business. The main work at hand is to select and recruit the appropriate workers for the company concerning the occasioning of better terms of service delivery. Besides, the series of advice from human resource management is essential in every organization: turnover should be a reason for worry among the management.

ecruitment and Selection Strategies

In an organization, recruitment of employees is a lengthy and detailed process. This is because it considers both the experience and the passion of the employees before being recommended for work. This was witnessed in the work of Traci Goldman concerning the task assigned to it by the client, Bradley Stonefield. This conduct bordered on making the company…...

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References

Dessler, G. (2010). Human Resource Management (8th ed.). Upper Saddle River, NJ: Prentice Hall.

Goss, D. (2012). Principles of Human Resource Management. London: Routledge.

Leadership - Central Core of Organizational Success
Effective Leadership in Corporations

you didn't mentioned anything about (For each theory explain how it might benefit a named organisation as well as how it could be incorporated effectively into the organisation.

Introduction to Leadership

What is leadership? A leader could be interpreted as someone who sets direction in an effort and influence people to flow the direction, helps them to establishment to goal, guides them towards achieves these goals, thereby allowing them to be effective. A leader is one who influences others to attain goals. he greater the number of followers correlates to the greater the influence. Additionally, the more successful the attainment of worthy goals, the more evident is the leadership. However, one must explore beyond this bare definition to capture the excitement and intrigue that devoted followers and students of leadership feel when they see a great leader in action. herefore, employees should seek…...

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Transactional leadership was described by Max Webber in 1947, and then by Bernard Bass in 1981. The transactional leadership theory is widespread and commonly used inorganizations (e.g. military). It is based on transactions or deals made between an employee and an organization or between followers and leaders. A transactional leadership is based on a military like clear chain of command with a 'Carrot and Stick' philosophy. In short, it is a proven method of running an organization wherein, through reward and punishment, things are done! The main motivation behind transactional leadership is taught to be in the self-interest of the subordinate. There is an exchange process that is meant to affect a subordinate's behaviour in a positive way.

Transactional leadership works well in organizations that have a need for absolute and immediate response to authority, and where innovation is not a valued variable. A good example of this theory applied to an industry is the type of country-rebuilding that occurs after a war. The operations of the mercenary army company of Blackwater USA. It is not an accident that Blackwater USA leadership mirrors that of the military, since the company is, in effect, an army.

If one is familiar with Maslow's hierarchy of needs, then one will understand that this transactional leadership theory will work on people, whose needs in the bottom half of the

Performance Management at the National Institute of Management
The Central India Campus is a university established in the 1980 by the National Capital egion of India. The university is operated independently as a business school alongside the North India Campus. The campus started a top quality management institute with the core aim of upgrading the educational infrastructure of the Indian economy. The NIM (CI) campus's mission is to become the premier technology and management institution and focused student-learning community recognized globally for teaching and research. The mission of the Central India Campus is to enhance excellence in the management and technology fields of education alongside shaping the students to become better leaders to shape the future of the country.

Therefore, this essay will analyze some of the perspective of the NIM (CI Campus) including the advantages and disadvantages associated with the current system of management as compared to the intended one. It…...

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References

Hopkins, W.E., Hopkins, S.A., & Mallette, P. (2005). Aligning organizational subcultures for competitive advantage: A strategic change approach. New York: Basic Books.

Nambudiri R. & Jayasima J. (2008). Performance Management at the National Institute of Management (Central India Campus) A. Ontario: Ivey Management Services

Leadership
For any company or organization to function smoothly, there must be some elaborate management system in place. This is crucial as proper leadership would focus on guiding the company or organization through teamwork projects and is needed to keep everyone in the team motivated and willing to keep working no matter what. Understanding the leadership concepts and the different leadership theories makes those in charge better leaders. Some of these notable theories include:

The Leadership Exchange (LMX) theory

This theory focuses on the building of individual one on one relationship between the leader and every employee in the team rather than leading the team as a whole (Lunenburg, 2010). Since each relationship is bound to vary in quality, the leader will always have a good relationship with majority of the team regardless of the few bad relationships. These relationships (commonly referred to as dyads) give the leader a better control over…...

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References

Komives, S., & Dugan, J. (2010). Contemporary Leadership Theories (pp. 111-119). Sage Publications.

Lunenburg, F. (2010).Leader-Member Exchange Theory: Another Perspective on the Leadership Process. International Journal of Management, Business, and Administration, 13(1), 2-4.

Malloch, K. (2014). Beyond Transformational Leadership to Greater Engagement. Inspiring Innovation in Complex Organizations, 60-62.

Russell, E. (2011). Leadership Theories and Style: A Transitional Approach. Military Leadership Writing Competition.

Leadership Traits
According to Henry Fayol's (1841-1925) theory of management, leadership should possess an array of personal attributes that creates a positive environment for work and empower each employee. Notably, the theory encourages the managers and leaders in the enterprise world to promote employee independence, bestow responsibility and authority to junior staff in order to enhance their professional growth and responsibility (Morden 2004). Sadly, some leaders possess traits that are improper, discourage employee independence, and are a gross abuse of power.

Some of the undesirable leadership traits include dictatorial leaders, anti-social tendencies, non-cooperative, poor communicator and egocentric among many others. In the wake of modern business management, employee motivation is derived from the ability to perform activities on their own (Deming & Orsini 2013). They value independence and authority, with dictatorial leaders and management style, employees feels, threatened, intimidated, and often work to impress the bosses. Certainly, through dictating what, when and…...

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References

Deming, W.E., & Orsini, J.N. (2013). The essential Deming: leadership principles from the father of quality management. New York: McGraw-Hill.

Morden, T. (2004). Principles of management (2nd ed.). Aldershot, Hants, England: Ashgate.

Business Ethics
Evolution Of Business Ethics

The success of any organization largely relies on the adoption of strategies that ensure conformity to the stated organizational and legal requirements. The adopted strategies should also focus on promoting the realization of the mission and vision of the organization. A significant proportion of organizational decisions often aim at ensuring enhanced production, competitiveness, and heightened visibility of the organization. It is beyond doubt that business ventures of all the organizations globally aim at allowing the organizations to realize profits, improve their performance, and achieve their stated objectives. However, as organizations strive to achieve the above, they must consider the adoption of actions that uphold their social responsibility to their stakeholders such as the customers, employees, and lenders, as well as, the environment. For organizations to be act in ways considered social responsible, they should apply business ethics, as they determine the constituents of their right or…...

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References

Moon, C. (2001). Business ethics. London: Economist.

Paliwal, M. (2006). Business ethics. New Delhi: New Age International.

Snoeyenbos, M., Almeder, R.F., & Humber, J.M. (2001). Business ethics (3rd ed.). Amherst, N.Y.: Prometheus Books.

"They [standards] can be inflexible and force producers to make products a certain way when other options are just as good, sometimes better, than what a standard dictates." (Pros and cons of standards, 1999) Organizational success may also be measured against company's business plan. Business plan is a blueprint of business's potential future and success. If it has not been met or if the reality is not as good as the plan had originally envisioned, there may actually be a problem with organization's performance. But business plan is the least realistic or reliable method of measuring success because when a firm steps in the market and actually starts performing, it's a whole different ballgame. A firm can also measure success by checking its targets and goals. If all objectives were met and all goals achieved, the firm can consider itself a success and has reasons to be satisfied with…...

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References

Stephanie Carlin, Standardizing Benchmarking to Achieve, Results

  22nd September 2005]http://www.sdcexec.com/article_arch.asp?article_id=7350 [Accessed

Pros and Cons of Standards" January 1999,   22nd September 2005]http://www.supplementquality.com/stdregs/proscons.html [Accessed

NONPOFIT BOAD GOVENANCENonprofit Board Governance and Organizational SuccessBoard governance in nonprofit settings could be conceptualized in terms of the provision of strategic direction as well as leadership to a nonprofit entity. More specifically, Laughlin and Andringa (2007) are categorical that board governance in this case has got to do with the combination of systems, guidelines, and processes used to make decisions, hold decision makers accountable, and take action (74). From the onset, it would be prudent to note that the relevance of effective board governance cannot be overstated when it comes to organizational success in the nonprofit realm. This is more so the case when it comes to meeting the mission of the organization, sufficiently addressing the specific client needs, and sharing outcomes with funders.Meeting the mission of the organizationAccording to Cornforth and Brown (2013), ensuring that a nonprofit entity pursues and meets its mission goals happens to be one…...

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ReferencesCornforth, C. & Brown, W.A. (2013). Nonprofit Governance: Innovative Perspectives and Approaches. Routledge. Hopkins, B.R. & Gross, V.C. (2009). Nonprofit Governance: Law, Practices, and Trends. John Wiley & Sons. Ingram, R.T. (2009). Ten Basic Responsibilities of Nonprofit Boards. BoardSource. Laughlin, F.L. & Andringa, R.C. (2007). Good Governance for Nonprofits: Developing Principles and Policies for an Effective Board. AMACOM. Pointer, D.D. & Orlikoff, J.E. (2015). The High-Performance Board: Principles of Nonprofit Organization Governance. John Wiley & Sons.

First they must care about people. Organizational success depends on the efforts of the leader's people; therefore leaders must empower, inspire, enable, encourage, and support subordinates. Secondly, effective managers communicate the organization's direction in terms of vision, goals, priorities, and strategies. In order to gain maximum commitment to organizational success, people need to understand the organizational goals, and the strategies employed to achieve those goals. The organization benefits greatly when its people view their jobs not just as a set of tasks they get paid to do, but as work that contributes to the organization's success and the part they play in achieving those goals. Everyone must know what is expected of them. An effective manger must also embrace and instill a positive attitude. A success-oriented, can-do/will-do attitude is important in order to overcome the challenges that will present themselves during the course of operations. An effective manager is…...

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Raymond Shulstad (2009), a retired USAF Brigadier General, identifies six characteristics which I believe good leaders must possess in order to be effective managers. First they must care about people. Organizational success depends on the efforts of the leader's people; therefore leaders must empower, inspire, enable, encourage, and support subordinates. Secondly, effective managers communicate the organization's direction in terms of vision, goals, priorities, and strategies. In order to gain maximum commitment to organizational success, people need to understand the organizational goals, and the strategies employed to achieve those goals. The organization benefits greatly when its people view their jobs not just as a set of tasks they get paid to do, but as work that contributes to the organization's success and the part they play in achieving those goals. Everyone must know what is expected of them. An effective manger must also embrace and instill a positive attitude. A success-oriented, can-do/will-do attitude is important in order to overcome the challenges that will present themselves during the course of operations. An effective manager is proactive. They must not be afraid of making mistakes and when one is made they learn from it and move on. They strive to spend more time preventing problems and less time solving them. Finally, a manager must mentor and develop subordinates, provide professional development opportunities and move their people to new positions in which they can continue to grow. In so doing they are investing in the future of the organization.

Key Term: Management

According to Willis W. Harman people who lack self-motivation fit compliantly into a bureaucratic, hierarchical management structure. However, a growing portion of the population, displaying self-actualization tendencies, are bothered by the oppressiveness of hierarchical management and are insistent on a more participatory role. I believe effective leadership calls for decisions to

Organization Behavior
"Performance Management" and "People Performance"

Performance Management and People

"Performance Management" and "People Performance"

Management SUMMAY

The purpose of this paper is to discuss and critically evaluate the Performance Management model by Michael Armstrong and People Performance model by John Purcell. The paper starts with an ample introduction and significance of the employee performance management practices and proceeds by discussing the various concepts and strategies which are incorporated by business organizations all over the world. The major focus of the paper is to discuss the implications of these models for the success and prosperity of an organization. The main body of the paper discusses these models from a critical perspective and explains their major components in detail.

The most important strategies which are recommended by Performance Management model include performance appraisal and reviews, training and skills development, Management by Objectives (MBO), the techniques to manage the low performers, goal setting, feedback from employees, the…...

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REFERENCES

Armstrong. M, 2012, Armstrong's Handbook of Human Resource Management Practice, 12th edition. U.S.: Kogan Page

Becker, B. & Gerhart, B. 1996, "The impact of human resource management on organisational performance: Progress and prospects," Academy of Management Journal, 39 (4): 779-801.

Becker, B. & Huselid, M. 2006, "Strategic Human Resources Management: Where do we go from here?," Journal of Management, 32 (6): 898-925.

Boselie, P., Dietz, G., & Boon, C. 2005, "Commonalities and contradictions in HRM and performance research," Human Resource Management Journal, 15 (3): 67-94.

Organizational Change in the Public Sector
This research proposal explores the feasibility of management in the public Sector as an organizational paradigm and new model in organizational development. The literature review reviews numerous journal articles that explore on the key concepts of change management strategies from a public sector project management perspective. The authors suggest that employee's participation, effective feedback across the board, and empowerment of subordinate staffs is a major step in transforming public organizations. This proposal further hypothesis that establishment of long-term and productivity advantages are crucial throughout the organization.

SCOPE AND PURPOSE

Research Questions

Hypotheses:

LITERATURE REVIEW

Factor 1: Need for change

Factor 2: implement a Plan for change

Factor 3: create political internal environment for Change

Factor 4: Support and Commitment from managers

Factor 5: enhancing External Support

Factor 6: Provide Resources for change

Factor 7: establish Change

Factor 8: ascertain comprehensive Change

Determinants of implementing change in organizations

Change efficiency

Social cognitive theory

Change valence

Motivation Theory

Testing the Hypothesis

22 CONCLUSION

23 ILIOGRAPHY

INTRODUCTION

One of the…...

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BIBLIOGRAPHY

Abramson, Mark A., and Paul R .Lawrence .2001. The Challenge of Transforming

Administration and its influence on organizational change. Management Decision,

50(10), 1843-1860, Review 62: 555-67.

Armenakis, Achilles A ., and Arthur G .Bedeian .1999 .Organizational Change: A Review of Associates.

Organization Behavior
Competitive Advantage through Human esource Management Practices

Human esource Management Practices

Competitive Advantage through Human esource Management Practices

HUMAN ESOUCE Management

Human esource Management involves all those activities which are related to the management of workforce or employees of an organization. It is also one of the core functions which managers perform at the workplace. Human esource Management entails activities like recruitment and selection, training and development, performance assessment, compensation, leadership, and motivation at large (Chadwick & Dabu 2009). Basically, Human esource Management focuses on recruitment, management, guidance, and motivation of employees in an organization. In the past, HM was just restricted to two core functions: employee management and motivation. Now, it has emerged as one of the biggest strategic issues in the business world (Kandula 2007).

With the passage of time, the scope and functions of Human esource Management have also increased. Now, it also involves employee safety, benefits and wellness programs, communication…...

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REFERENCES

Armstrong, M. 2007, A handbook of Human Resource Management Practice, 10th Edition. London: Kogan Page

Baudler, C.R. 2011, Employee Engagement: Through Effective Performance Management by Edward M. Mone and Manuel London, Personnel Psychology, 64 (3): 813-816.

Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C.B., Wall, T.D., & Wood, S.J. 2008, The Impact of Human Resource and Operational Management Practices on Company Productivity: A Longitudinal Study, Personnel Psychology, 61 (1): 467-501.

Browning, V., Edgar, F., Gray, B., & Garrett, T. 2009, Realizing Competitive Advantage through HRM in New Zealand Service Industries, The Service Industries Journal, 29 (6): 741-760.

1. The benefits of workplace diversity for employee satisfaction and productivity
2. The challenges of managing a diverse workforce and strategies for overcoming them
3. The impact of workplace diversity on organizational culture and reputation
4. The role of diversity and inclusion initiatives in promoting equality and respect in the workplace
5. The importance of diversity training and education in creating a more inclusive work environment
6. The relationship between workplace diversity and innovation
7. The effects of unconscious bias in hiring and promotion practices on workplace diversity
8. Case studies of successful diversity and inclusion programs in various companies
9. The intersectionality of diversity in the workplace....

I. Introduction
A. Overview of Summit Financial and its HR challenges
B. Thesis statement: Outline of key HR recommendations for Summit Financial

II. HR Issue 1: Low Employee Engagement
A. Factors contributing to low engagement (e.g., lack of recognition, limited career growth)
B. Proposed solution: Implementing an employee recognition program and revised career development plan

III. HR Issue 2: High Employee Turnover
A. Causes of high turnover (e.g., poor onboarding, lack of training)
B. Proposed solution: Enhancing onboarding process and expanding employee training programs

IV. HR Issue 3: Poor Communication
A. Obstacles to effective communication (e.g., unclear communication channels, lack of transparency)
B.....

1. The Transformative Role of Leadership in Nursing: Inspiring Excellence and Patient-Centered Care

2. Leadership in Nursing: A Compass Guiding Innovation, Empowerment, and Patient Advocacy

3. The Essence of Nursing Leadership: Balancing Patient Care, Collaboration, and Organizational Success

4. Empowering Nurses Through Effective Leadership: A Key to Enhancing Patient Outcomes and Professional Satisfaction

5. The Vital Role of Leadership in Shaping the Future of Nursing Practice: Meeting the Challenges of a Transforming Healthcare Landscape

6. Leadership in Nursing: A Catalyst for Change and Continuous Improvement

7. The Impact of Transformational Leadership on Nursing Teams: Fostering a Culture of Excellence and Patient-Centeredness

8. The Qualities and Competencies of....

Outlining an Essay on Effective Leadership

Introduction (100-150 words)

Begin with a compelling hook that captivates the reader's attention.
State the thesis statement, clearly articulating your argument about effective leadership.
Provide a brief overview of the main points you will discuss in your essay.

Body Paragraph 1: Traits and Characteristics of Effective Leaders (250-300 words)

Define the essential traits and characteristics of effective leaders, such as charisma, integrity, emotional intelligence, and adaptability.
Provide evidence and examples to illustrate these qualities in action.
Discuss how these traits contribute to successful leadership outcomes.

Body Paragraph 2: Strategies and Practices of Effective Leaders (250-300 words)

Describe....