(Solution) 5CO03 human and business benefits of people feeling included, valued, and fairly treated
New User Gifts
First Order Deal get Ksh 200 Off.
Original price was: £ 30.00.£ 10.00Current price is: £ 10.00.
Payment Methods:
Description
Solution
| Argue the human and business benefits of people feeling included, valued, and fairly treated at work linking to (two) related theory. (AC2.1)
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 400 words
|
| Inclusivity, Fairness and Valuing Others
Inclusivity identifies a strategy pursued to harness mutual respect and acceptance to all regardless of the differences they possess (CIPD, 2023e). It entail ensuring that all employees are feeling that their input is prioritised on different matters and their needs highly respected by all. By guaranteeing a fair-based treatment to all, this provides a chance for accessing resources including rewards. Further, considering the CIPD HR Professional Map, this identifies how people are valued and prioritise on ensuring that they are core in their operations and respect which is brought by the engaged players. McClelland’s Needs Theory of Motivation According to Acquah et al. (2021), the McClelland Theory is based on the view that the managers are supposed to appreciate the source of motivation for the employees and best practice of responding to posed feedback and what assists them in fitting appropriately in their jobs. They entail motivation, achievement, affiliation and power (Corpuz et al., 2022). Employees who possess the motivation of achievements possess a major sense of achieving all goals, assuming risks significantly and enjoying regular feedback in regard to their performance. They are able to be happy with their ability to overcome different challenges and as such managers are supposed to guarantee a holistic engagement of all. Human Benefits In line with the identified theory, the different benefits incurred by treating other people in a fair manner, value and their inclusion are high-level motivation, satisfaction in their jobs and achieving an improved wellbeing. According to Acquah et al. (2021), the McClelland theory is based on the view that staff motivation is based on different needs and in an event the needs are integral in job functions, they attain a sense of job satisfaction, intrinsic motivation and improved mental and emotional health. Business Benefits Considering the business benefits linked with valuing and inclusivity, they entail a high-level employees retention, an increase in performance scope and low-level workplace conflicts. The staff have a high likelihood of staying long in a work environment which is respecting them, valuing and treating them in a fair manner compared to other organisations which are not valuing them. Dan Pink Factors of Motivation According to Pârjoleanu (2020), this is a theory which is based on the assumption that motivation including autonomy, purpose and mastery inform on the human and business benefits of motivation. Human Benefits The various human benefits of ensuring individuals are included, fairly treated include an increase in their overall commitment in implementing their functions, physically and emotionally. In line with the model, for mastery, employees are substantially interested with pursuing roles appropriately and accruing a significant progress. This is attained through different roles being allocated to an entity and promoting internal relations. Also, by process, engagement level is increased which also has a positive implication on performance and retention levels as evidenced in Dan Pink model (Pârjoleanu, 2020). This is by sufficient rewards provided which note scope in which the employees value their roles. Also, people are fairly treated including their workplace environment and L&D opportunities provided which lead to improving satisfaction and motivations. Business benefits For business benefits which are used to ensure that staff feel included valued and treated fairly, performance is increased, good relationship in workplace and reduced performance. In line with Dan Pink Theory, employees gain an increased value when they are offered with autonomous exploration of their progress in a personal manner and in line with organisation goals. This lead to achieving an improved job satisfaction and engagement instrumental for performance improvement. As evidenced in Winroth (2021), by fairly treating all staff and guaranteeing a high-level value, this offer employees with an improved motivation and commitment in achieving their roles. These factors are important for guaranteeing employees satisfaction which at the same time reduce the overall risks incurred in turnover.
|
| Discuss (two) strategies for designing and ensuring inclusive people practices. (AC 2.2)
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 450 words
|
Please click the following icon to access 5C003 Project in full
Related Papers
(Solution) New Royal Commission for AIUla (RCU) Commercial Negotiation Plan- PIN
- Establishing an Integrated Digital Procurement System within the next year to track project timelines and quality metrics, aiming for a 20% improvement in service reliability for IT consultancy services.
- Implementing a Comprehensive Supplier Training Program over the next year, with a goal of achieving at least 80% supplier participation to ensure alignment with ROSHN's operational standards and improve service quality by 25%.
- Conducting Quarterly Supplier Performance Evaluations, utilizing a performance scorecard for at least 90% of suppliers to assess compliance with agreed-upon targets, with the objective of increasing average performance metrics by 15% over the year.
- Developing an Enhanced Risk Assessment Protocol within six months to identify and mitigate key risks in the IT consultancy supply chain, targeting a 30% reduction in overall risk exposure through proactive measures.
(Solution) 5CO03 people professional is evolving and the implications this has for continuing professional development
(Solution) CIPD 7OS05 Ways of Organisations Expanding their Activities Internationally
(Solution) New CIPS Corporate Award Advanced Practitioner (CAAP) Project proposal
- Improved engagement of different stakeholders in tendering process of contracts process
- Increased costs savings by reducing communication barriers and also reducing the number of employees working in tendering process
- An effective data management and recording for ensuring success in evaluation and use of the data for contracts tendering process metrics
- Effective management of issues in the contracts evaluation and recommend best strategies in their mitigation during tendering process
- To effectively pursue trend analysis to understand the history of evaluations and effectively use the data in managing tendering process
(Solution) 5HR03 (AC3.2) Evaluate the most appropriate ways in which benchmarking data can be gathered and measured to develop insight
(Solution) Oakwood International 5CO03 Task One –Professional and ethical behaviours
Task One –Professional and ethical behaviours
This task requires you to consider the significance of professional and ethical behaviours for a people practitioner and the values that underpin the people practice profession. To complete the task, you should provide a written response to each of questions below, making appropriate use of academic theory and practical examples to expand your response and illustrate key points.- With reference to typical activities and behaviours, appraise what it means to be a ‘people professional’. (AC 1.1)
- Discuss how ethical values underpin the work of a people professional, including two examples of how ethical values might be applied in a people practice context. (AC 1.2)
- Consider the importance of people professionals being able to influence others and ensure that the ‘people practice voice’ is heard in an organisation, through informed, clear and confident communication. (AC 1.3)
- For each of the situations below (a & b), provide an example of an issue that would cause you to raise the matter to a manager (or other authority) - and describe how you would do this.
- a) where you consider something to be unethical (whether or not it is illegal),
- b) where you believe something contravenes legislation. (AC 1.4)
- Discuss two theories or models relating to the human and business benefits of people at work feeling included, valued, and fairly treated, concluding your discussion with a summary of your own view of these benefits. (AC 2.1)
- Discuss two ways in which a people professional can build inclusivity into a people practice initiative at the design stage, and two ways of checking inclusivity after a people practice initiative is implemented. (AC 2.2)