The relationship between the level of quality of practical interaction of employees in an organization with the stability and effectiveness of its performance can be illustrated by examples. Good people practice means realizing the potential of an employee while providing comfortable conditions for this. Creating talent pools, for example, can identify the employee’s strongest points and apply them in the required area.
This might have a positive impact on the entire work of the organization since it is likely that employees will find it more convenient and easier to perform new tasks that the company itself needs. This practice is able to increase the level of productivity and overall efficiency of the company while giving employees the opportunity to discover their true talents.
It should be noted, however, that examples of good and bad practices are inherited by firms individually due to a tradition that is part of the working culture. A report on conflict management in the workplace describes an experiment in which a group of employees and managers were asked to describe good and bad people practices.
The resulting results suggest that managers must learn to listen, respect, and trust employees. Common characteristics of bad people practice include a lack of leadership and clear direction, a lack of empathy, and high expectations from employees.
HR in an organization is associated with each department because the employees were hired through that department and is responsible for the workers. HR managers can give employees information about possible career potential and how to unlock it. External stakeholders are connected to HR in such a way that the quality of work of employees hired by managers directly affects their interests, determining the direction of the company.
Another example of such a relationship is the relationship between HR and clients, external stakeholders with no financial interest. In the event of an unsatisfactory level of service delivery, these stakeholders are able, with their attitude and criticism, to drastically lower the reputation and profitability of the organization.
Despite the fact that McDonald’s vision of itself as a person-oriented work environment, from the standpoint of Handy’s theory, this workplace culture appears to be role-oriented. The distribution of roles between service, management, and HR supports employees, but only because each of the roles, in conjunction with others, is focused on quickly serving as many customers as possible.