People Management

The current business environment is sophisticated and needs strong driving forces to succeed in the globalized world. However, research confirms that technology may not provide the much needed “driving force” which can bring about success in organizations, due to the “sheer speed” of rapid changes in technology which enable companies to “quickly replicate and introduce the same technology” (Stoh and Caligiuri, 1998). It has therefore been understood that people “cannot be quickly replicated or replaced” and are therefore “a source of competitive strategic advantage” to organizations (Stoh and Caligiuri, 1998). Organizational policies are designed and implemented by people of an organization which contributes to its success and profitability. This paper aims to analyze the importance people in the success of an organization and how they should be effectively managed and motivated to deliver optimal results.

The failure and successes of organizations therefore depends “more than ever on recruiting, engaging and retaining the best talent- people” who have the necessary leadership and technical skills (Reid and Crisp, 2007). There are numerous theories and strategies of effective management but the important aspect of these theories is the implementation at the human level in organizations, which occurs through the people who work in them. It is therefore crucial for managers to manage people effectively by displaying supportive leadership and creating work environments which are healthy and promote creativity among the workforce.
Reid and Crisp (2007) state that when people working in organizations have good managers to lead and guide them and have the potential of challenging their abilities in addition to providing them with the necessary support, they “can overcome obstacles and achieve amazing results”. This supports the theory and importance of strong yet supportive leadership qualities among managers who lead organizations and its workforce. The primary objective of all businesses is to achieve success which is directly determined by the pool of knowledge and talent which the workforce in their organization possesses. This becomes possible if the organization has a “caring performance culture” which in turn has the potential to enable people to achieve goals and be competent (Reid and Crisp, 2007). Having such a culture entails the setting of clearly defined goals and the appropriate measurement and rewarding of performances. Most importantly, employees are supported by the management and guided to achieve success in their endeavors by satisfying their customers through optimal delivery of products and services in accordance with customer needs and expectations. Research proves this correlation between “employee satisfaction, customer satisfaction and financial results” (Reid and Crisp, 2007).

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