(Solution) 5CO01 (AC2.2) Assess how people practices impact on organisational culture and behaviour

Solution

(Solution) 5CO01 (AC2.2) Assess how people practices impact on organisational culture and behaviour

Selected Option- B

Employees Development and Organisation Culture

This is defined in CIPD (2024d) as represented by a situation where organisations operations in constant changing business environment. These are identified as including new competitors, technology development and laws. This is with internal changes inclusive of leadership plan, culture evolving and staffing issues. Cumulatively, development offers an opportunity of continuous-based L&D which develop appropriate professionals venturing the sector. For example, in Saudi Aramco, current transition of Saudi Arabia from over-reliance on oil and gas industry directly impact their organisation development. In management of the challenge, the strategies recommended by people professionals which directly impact culture entail skills development by work-shadowing and capacity development opportunities. The outcome of this is what Triguero-Sánchez et al. (2022) identify as development of a culture which enhance innovation and recruitment of highly qualified staff.

The strengths of this entail improving employees self-esteem, trust to their organisation and commitment. This lead to development of a culture which enhance how organisations are committed in their functions (CIPD, 2024d).

The drawbacks entail lack of equal/fair allocation of development practices. The outcome of lack of fairness is feeling biased as unhealthy undertaking for staff morale in an organisation context.

Employees Development and Organisation Behaviour

Similarly, the employees development is critical to explain organisation behaviour considering it guides the scope of staff relations, execute functions and day-to-day inclusion in organisation goals. According to Ye et al. (2023), the development strategies enhance the employees motivation informed by career goals and likely job competencies, development strategies increasing staff motivation scope. The outcome of this is identified to include increasing effectiveness of organisation performance while ensuring employees are adapting proactively hence positive outcomes.

In regard to benefits, in an organisation such as Saudi Aramco, the employees development positively lead to a surge on how open the employees are and trust-based relations. The outcome of this is increased interaction and being creative in their functions. When offered with appropriate development and facilitation, Saudi Aramco organisation employees for example would improve how they interact with the rest of their organisation hence team-based interaction increased.

On the flipside, negatively, the different development strategies can contribute to inappropriate/high expectation developed in an organisation (CIPD, 2024d). For instance, the employees who have gone through a continuous development program would be expecting pay rise or succession planning prioritisation. In an event this fail, a feeling of being disgruntled results.

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