Solution
Charles Handy Model
The basic assumption of this theory is that employee’s motivation is impacted by the organisation culture, behaviours and set values (Pinnington, 2021).
The features of the model are;
Power– This feature identify power as predominantly in the hands of few people who make most of the decisions. According to Pinnington (2021), the power held assists them to guide major decisions making on organisation core operations. For instance, REDTAG senior executives hold the power of the organisation core decision making process.
Task– For this feature, there is an elaborate stipulation of the function of each individual in their assigned functions. As evidenced in Pinnington (2021), the assigned tasks are guided by their academic qualifications and experiences.
Person– This is a form of culture identified through the individual employees’ relations in their organisation. With the employees being core for organisation operational, they must work in active collaboration.
Role– In line with the possessed skills, knowledge and capability, the employees take a specific role on different projects. This is with the different roles working in active collaboration in their operations.
Impact to People Practice Professionals
For Charles Handy Model, it identifies organisation culture as characterised by different employees’ behaviours in an entity. This is dependent on organisation structure and position. In REDTAG organisation for example, people culture is implemented. Hence, for people practice professionals, they issue total rewards for ensuring satisfaction of all employees in their operations. This is while implementing turnover management strategies for best employees.
David Rock’s SCARF Model
This model assumption is that human behaviours in an organisation are influenced by their status, certain, autonomy, related and fairness (Kolemba, 2016).
Status- This entail a feel of being appreciated, competent, accepted and admired. This enhances the quality of the human behaviours as they progress with executing their functions.
Certainty- This builds a sense of predictability of the employees and working confidently building efficiency of their functions.
Autonomy- The employees are free to implement their roles where the admin and management do not directly micromanage them. This lead to custom-made operations.
Related- This includes the employees feeling supported by the organisation and all the employees working in collaboration. Hence, the employees do note work with loneliness or sense of isolation.
Fair– To achieve maximum and best human behaviours, the employees would assume a sense of belongingness with their organisation appreciating their existence.
Impact to People Practice Professionals
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