Human resources

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Cesar Ritz Colleges Switzerland

BA in Hospitality Business Management

Individual Written Report “Learning Notes”

Submitted on

06th/03/2022

By:

Student Name: Jacline Shang

Student Number: 740544

Word Count: 2497

Submitted to

Dr. Alessandro Cavelzani

MGT450 Human Resource Management

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- Page 1: describe what is organizational culture and company brand (Describe

theoretical concepts and provide examples);

Organizational culture is the umbrella term for an organization's personality consciousness

and connotation, which can be represented in its conduct. It is the sum of the highest goal,

value system, basic beliefs, and organizational behaviors that are formed by all employees in

the course of enterprise operation, associated with the enterprise's organizational behavior, and

in fact, have become the mainstream consciousness of all employees and are widely observed.

And a brand is an identifying mark, a spiritual symbol, a value, a core expression of quality

excellence. In layman's terms, it is a habit formed by each employee voluntarily doing

something that benefits the company over a long period. It plays an unprecedentedly important

role in the lives of employees and the productivity level of the company. For example, the

feeling you get when you walk past a hard-working office, or the atmosphere of lively

discussion from friendly colleagues in a meeting room. These are the small aspects that make

a corporate culture joyful and healthy. The last few decades have seen a dramatic change from

the stereotypical, inaccessible and hierarchical 'sea of cubicles' workplace environment of the

1980s and 1990s. We've replaced cubicles with co-working desks, water fountains with organic

coffee machines and office staff rooms with table tennis areas. And what about the bosses?

They sit with their fewer senior colleagues instead of being enclosed in a corner office.

Importance of Organizational Culture in the Workplace

Organizational culture is like a bond that ties employees to the pursuit of the enterprise. At

the same time, it also has a strong motivational effect, which can induce the enterprise to

produce an enterprising and positive outlook. The cohesive and inspiring function of enterprise

culture can lead the will and behavior of enterprise members to the same goal and the same

direction, thus producing a great force. Corporate culture stipulates people's basic thinking and

behavior patterns and has an invisible binding force on employees, which is a kind of group

moral code and code of conduct formed by subtle influence. The external expression of the

corporate culture is the corporate image, which is the total image of an organization in the eyes

of the public and consumers. An excellent corporate culture develops credibility and expands

influence by developing a positive overall image for the company.

An organization's culture is a set of values that all of its members share. Any organization

has its own unwritten, distinct culture, which is a set of core assumptions, concepts, and implicit

standards that govern each employee's daily work conduct. In an organization, culture serves a

variety of functions, including separating it from other organizations, expressing members'

sense of identity with the organization, allowing members to focus not only on their own

interests but also on the organization's interests, contributing to the social system's stability,

and so on. Because culture establishes the rules of the game, it can steer and modify individuals'

attitudes and behaviors as a meaning-making and control mechanism.

Many successful companies around the world also provide examples of the corporate

culture. One of the most familiar is Google. Google's welfare policy makes employees more

comfortable and motivated to work. Google offers flexible working hours, free food, a gym,

and much more. These are the things that make employees stay and work for the company

voluntarily. At Medium, they promote "no human managers and maximum autonomy",

especially during interviews, where "teach me something" becomes the golden question in

recruitment. This golden question is used to subtly assess a candidate's taste, dynamism and

influence. Occasional desserts, holiday groups to relax, these things are not about satisfying

others, but about building a good team spirit and employees working better together.

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- Page 2: describe the selection of candidate employee process (Describe why is

important to assess and include the employee’s personality in business, and how

candidate can be assessed by interviews and tests. Provide examples);

Interviews are a process of questioning and follow-up questions, each of which is based on

judgment, which is based on criteria. Criteria include gender, age, education, profession,

experience, ability, psychological qualities, values, etc. The interview criteria need to be

determined before the interview and the interview assesses key attributes. Interview criteria

consist of two categories: identifying the key needs of the person being hired and identifying

the key criteria of the person. The former is to meet the immediate needs of the position, while

the latter looks more at the future development of the company. The key needs need to

determine whether the person and the position, the person, and the company and the company's

development match. The selection of talent is about considering strength and potential.

Strength is the most direct trait to achieve performance, while the potential is the external force

that complements strength.

Background factors

When it comes to interviews, both education and work experience are important. In today's

society, many companies look at education. During the same interview, a graduate student will

not be chosen over a bachelor's degree, and a bachelor's degree will not be chosen over a

specialist. Because the company sees the employee's plasticity, that is, the foundation is good,

can do thick and thin, although the training time may be slightly longer, choose this type of

employee for the future long-term development, which is not wrong. However, many

companies hope to recruit employees to start taking over the work, to add more value to the

company; such companies tend to place a greater emphasis on work experience; after all, with

work experience, coming in does not require too much training on their own. Whether the

interview is based on work experience or education, it is only a stepping stone into a company,

the real development, or the requirement for future efforts.

Personal factors

Personality assessments provide HR with standardized, useful insights into how candidates

behave in the work environment and can be predictive of subsequent candidate performance

and company fit. By using this data to identify and hire the right candidates, it will also improve

the overall productivity and efficiency of the team. Furthermore, personality tests can assist us

in determining how people may react to specific aspects of their surroundings. These

assessments can be used for self-reflection and understanding, job placement, and learning how

to engage with others in a team or workgroup more effectively. Personality assessments are

useful because they can show an individual's strengths and allow professionals (HR) to

determine where their talents are best utilized.

For example, during an interview. First raise the issue, for job seekers, the primary problem

of the behavioral interview is then the initial stage of the interview uncomfortable recalling

past experiences, then the best question to ask is the relevant events that occurred in their work

experiences, such as the key stages of personal growth, and the target position close to the work

experience. Then it is possible to follow up the details, through the above answers, it is

impossible to judge the collaborative questions of the candidate. Through the behavioral details

of the follow-up questions to understand the context of things, to judge the level of competence

of the candidate, and verify the authenticity of the event. Later in the interview process, HR

needs to examine multiple indicators of the candidate, and the interviewer needs to ask multiple

questions and conduct multiple follow-up questions. In this, how to connect and shift the topics

and how to adjust the pace of the interview is also a key part. Finally, there is the

comprehensive assessment, in which the candidate's description of the responsible events needs

to be carefully evaluated when scoring. In these responsible events, often hidden a lot of job

seekers' values, job search motives, personality traits, and other factors.

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- Page 3: describe how to motivate and engage employees (Describe theoretical concepts

and provide examples);

Acquire

People are always on the lookout for something rare in order to boost their happiness. We

feel joyful when this drive is gratified; we feel unsatisfied when it is not. This is a challenging

drive to satisfy because it is often relative (we continuously compare ourselves to others) (we

always want more).

Bond

Many animals have deep bonds with their parents, relatives, or breeding stock, but only

humans have extended these bonds to bigger groupings like organizations, associations, and

nations. Employees' motivation will be substantially improved in the workplace if they feel

proud to be a part of the organization; yet, demoralization will occur if the organization has

betrayed them.

Comprehend

We are all curious in the world around us, and we're all ready to come up with theories to

explain diverse phenomena and suggest sensible actions and responses. We become dissatisfied

when things don't make sense; but, the challenge of discovering answers to issues often excites

us. Employees are motivated in the workplace if the work they perform is challenging and

allows them to grow and learn; they are disheartened if the work they do appears to be worthless

or without a future.

Defend

It is human nature to defend oneself against external threats, to safeguard our assets and

achievements, our family and friends, and our ideals and values. The basic "fight-or-flight"

response that most animals have is at the basis of this urge. However, it does not only present

itself in aggressive or defensive behavior in humans, but also in the need for a set of institutions

that promote justice, define aims and purposes, and allow people to voice up. People feel

comfortable and confident when this urge is satisfied; otherwise, intense negative emotions

such as dread and anger emerge.

Employees are not machines for the company, they have their personal needs, and it is

difficult for a company to grow and prosper if the leader ignores the needs of his subordinates

just to make more profit. That's why leaders must first and foremost value their employees.

And how to motivate employees effectively is often a challenge. Leaders should be good at

identifying the unmet needs of their subordinates and setting goals in a targeted manner. As

the old saying goes, "There will be courage under heavy rewards." This is a good example of

how tangible material benefits can motivate people to do things. Employees come to a company

looking for work just for the money. A tangible allowance can make them feel better. Real

material rewards allow employees to see room for their development. When they see a bright

future for themselves and have no worries, employees will be dedicated to creating value for

the company.

USA Southwest Airlines' internal magazine frequently includes a "How We Rank" section

that informs employees about their performance. Employees can view the Operations

Division's monthly reports and data for on-time performance, luggage handling, and passenger

complaints in this area. Southwest's overall performance ranking in the industry is created by

comparing the results of the current month's evaluation to the previous months. Employees can

keep track of trends and analyze the company's distance from the average by looking at industry

averages. Employees at Southwest Airlines are well-informed about this information because

they understand how important their work is to the company's success. When one airline

outperforms Southwest Airlines for several months in a row, the news is spread across the

organization for a few days. At the conclusion of the day, staff will redouble their efforts in the

hopes of coming up to or even surpassing another airline.

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- Page 4: describe how to manage compensation and performance (Describe theoretical

concepts and provide examples).

Compensation is the organization's compensation for the fruits of human resources' labor

and its investment in them. Employees will receive short- and long-term rewards, as well as

long-term benefits for the company. Compensation can meet employees' material requirements,

symbolize the organization's appreciation of their abilities, effort, and performance, reflect

their value, and guide their conduct.

In the human resource management system, compensation management is critical. Through

the creation of the organization's overall compensation system, which can meet both the

personal interests of employees and the goals and interests of the organization to achieve a win-

win situation for both individuals and the organization, effective compensation management

can achieve the legitimacy as well as the relative fairness, reasonableness, and effectiveness of

the company's compensation.

Performance management is the "engine" that drives the organization's growth and is at the

heart of human resource management. Managers and employees at all levels participate in a

continuous cycle of performance planning, coaching and communication, performance

appraisal and evaluation, and performance result feedback in order to meet corporate goals.

Compensation management and performance management work together like a ruler, with

compensation management serving as the form and performance management serving as the

scale. It is feasible to successfully monitor employee performance and accurately evaluate their

performance contributions using the scale of performance management. We need to give

compensation incentives to employees based on their various performances in order to improve

the incentive effect.

Compensation management and performance management need to be closely linked

together to play the role and value of each other. The two interact with each other, promote

each other, complement each other, and are indispensable.

For example, the main performance appraisal method of XXX Company is the KPI key

performance indicator method. The indicators for employees in the customer department and

office mainly consist of financial indicators and process management indicators, with different

weights set according to different positions. In terms of salary, however, it is not based much

on the results of performance appraisal, and the salary management is more ambiguous, leading

to the separation of performance management and salary management. Performance

management is used to evaluate the performance of employees and the value of employees.

Compensation management, on the other hand, is used to motivate employees' motivation,

enthusiasm, and stimulate employees' value. Performance appraisal results will directly affect

the performance pay, performance results should also be used as the basis for adjusting the

salary level of employees. xxx company's customer department and office members of the pay

aspect is not based too much on the results of the performance appraisal, pay management is

more ambiguous will seriously affect the motivation of employees to work. The solution is to

establish a more fair and reasonable salary and performance management system that is

suitable for the actual situation of XXX Company, and the focus of the reform is that the salary

should be related to performance, and performance becomes the direction of salary reform.

Suggest that the business sector modify the KPI assessment indicators for salesmen. To

gradually establish a performance and salary management system based on goal management;

in the assessment form not only to assess the number of customer development, but also to

assess the difficulty of customer development, and set different weights to more reasonably

assess the work attitude of salesmen; add indicators such as market success, teamwork,

experience sharing, work attitude, and management contribution, and gradually dilute profit

indicators.

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References (Harvard style)

1. Belias, D. and Koustelios, A., 2014. Organizational culture and job satisfaction: A

review. International review of management and marketing, 4(2), pp.132-149.

2. Farr, J.L., Tippins, N.T., Borman, W.C., Chan, D., Coovert, M.D., Jacobs, R.,

Jeanneret, P.R., Kehoe, J.F., Lievens, F., McPhail, S.M., Murphy, K.R., Ployhart,

R.E., Pulakos, E.D., Reynolds, D.H., Ryan, A.M., Schmitt, N., & Schneider, B.

(Eds.). (2017). Handbook of Employee Selection (2nd ed.). Routledge.

https://doi.org/10.4324/9781315690193

3. Lăzăroiu, G., 2015. Employee motivation and job performance. Linguistic and

Philosophical Investigations, (14), pp.97-102.

4. Nohria, N., Groysberg, B. and Lee, L.E., 2008. Employee motivation. Harvard

business review, 86(7/8), pp.78-84.

5. Ahmed, M. and Ahmed, A.B., 2014. The impact of indirect compensation on

employee performance: An overview. Public policy and administration

research, 4(6), pp.27-31.

6. Schroeder, J.E., Salzer-Mörling, M. and Askegaard, S. eds., 2006. Brand culture (p.

218). London: Routledge.