The paper 'Customer Relationship Management and Emerging Concepts' is a great example of a Management Essay. In most organizations, motivations seem to be an important aspect when it comes to the performance and productivity of the employees. Employee motivation enables the employee to put all the maximum efforts so as to be able to achieve the set organizational objectives. Most motivated employees tend to offer their best in regard to their performance of all the tasks that have been allocated to them. With the aim of stirring up employee motivation, proper planning is usually done.
With the aid of the planning which is usually done, various motivations strategies are then implemented in an efficient and effective manner, this would lead to a noted increase in productivity by the use of the same level of inputs and this ultimately leads to an employee working an extra mile. The noted increase in the level of performance of the employee is usually attributed to the increased engagement and motivation of the employees that enables them to perform their roles and duties in a more efficient manner. The employees are in most instances seem to be engaged to both the responsibilities and roles that have been allocated to them and at all times work in a manner to fulfill their tasks in a most enthusiastic manner.
The employees are committed to their responsibilities and their work in a manner that satisfies their responsibilities and roles in regard to the job. In relation to this, various organizations tend to apply different approaches and these approaches usually provide ways in which the engagement of performance and motivation of the employee needs to be done so as to create an engaged workforce.
A good example of such approaches is the ones that have been applied by Nampak and the other which have been applied by Ginsters. Compare and contrast Organizations tend to apply different approaches when they are aiming at motivating the employees working in their organization with the aim of increasing their productivity as well as their performance. Organizations, therefore, engage in a number of actions so as to create an engaged workforce so as to ensure that an additional input leads to additional output to the organizations (Weatherly 2004). A major similarity is based on the fact that both approaches aimed at dealing with people management in the organizations.
The motivation and engagement of the employees in these organizations seemed to be low and thus seemed to be a major challenge that was facing the organizations (Briscoe & Claus 2008). And through the approaches, the problems that were persistent in the organization were solved and the employee enjoyed a peaceful coexistence with each other (Weatherly 2004). Another major similarity between the two is that the employees at both companies were trained with the aim of retaining them.
In Nampak almost half of the employees were trained on NVQ level in a number of subjects and the modern assessment centers that were commonly used in the organization were also replaced with modern assessment methods. A major difference between the two is that while Ginsters adopted the active workspace program Nampak adopted the CSR program. In Nampak the CSR program seemed to have been played the greatest impact. This is solely based on the fact that pupils are usually invited to their factories where the employee goes to school and does the presentations that are related to recycling.
In Ginsters the surveys showed that the staff seemed to be more engaged with their businesses and they usually take pride in the work they are doing. The schemes were successful is based on the fact that the employees were more encouraged to take on their activities but they were not forced to do so in any way (Briscoe & Claus 2008).
Armstrong, M & Baron, A 2005, Managing performance: performance management in action, CIPD, London.
Briscoe, D & Claus, L 2008, Employee performance management: policies and practices in multinational enterprises, In: Budwah, P and Denisi, A. (Eds). Performance management systems: a global perspective, Routledge, Abingdon.
Cardy, R 2003, Performance management: Concepts, skills, and exercises, M. E. Sharpe, Inc., Armonk, NY.
Cascio, W & Aguinis, H 2005, Applied psychology in human resources management (6th edn), Prentice Hall, Upper Saddle River, NJ.
Engelmann, C & Roesch, R 2001, Managing individual performance: An approach to designing and effective performance management system. WorldatWork, Scottsdale.
Esen, E 2003, Job benefits survey, Society for Human Resource Management, Alexandria, VA.
Gabris, G & Ihrke, D 2001, ‘Does performance appraisal contribute to heightened levels of employee burnout? The results of one study’, Public Personnel Management vol. 30, pp. 157–172.
Ghorpade, J 2000, ‘Managing the five paradoxes of 360-degree feedback’, Academy of Management Executive, Vol. 14, no 1, pp. 140-150.
Hillgren, J & Cheatham, D 2000, Understanding performance measures: An approach to linking rewards to the achievement of organizational objectives, WorldatWork, Scottsdale.
Latham, G, Sulsky, L & Macdonald, H 2007, Performance management, In: Boxall, P., Purcell, J and Wright, P. (Eds). Oxford handbook of human resource management, Oxford University Press, Oxford.
Lewin, D 2002, Incentive compensation in the US public sector: A study of usage, perceptions, and preferences, Paper presented at the annual meeting of the Industrial Relations Research Association, Atlanta, GA. 10.
London, M & Smither, J 2002, ‘Feedback orientation, feedback culture, and the longitudinal performance management processes, Human Resource Management Review, vol. 12, pp. 81–100, Issue 16.
Martin, D. C., Bartol, K & Kehoe, P 2000, ‘The legal ramifications of performance appraisal: The growing significance’, Public Personnel Management, vol. 29, No 3, pp. 379-406.
Sheth, J, Parvatiyar, A & Shainesh, G 2001, Customer relationship management: emerging concepts, tools, and applications. Tata McGraw-Hill Pub. Co, New Delhi.
Sparrow, P 2008, Performance management in the UK, In: Varma, A., Budwar, P.S. and Denisi, A. (Eds). Performance management systems: a global perspective, Routledge, Abingdon.
Weatherly, L 2004, ‘Performance management: Getting it right from the start’, SHRM Research Quarterly, vol. 2, pp. 1-10.