Management and organization behaviour Name of the student: Name of the university: Author note:   Executive Summary In the earlier times, the companies and organizations lacked effective control measures, which resulted in the conflicts, discriminations among the employees. Due to these issues, the employees encountered difficulties in the achievement of professionalism, which was accounted as one of the major attributes for fitting into the workplace environment. Bearing in mind the intensity of the issue, the plan for establishing standards for control measures qualifies GM Holden within the rat race for adding firmness in the market position. Consistent evaluation of the established standards would help the organizations, including GM Holden to reach up to the benchmark level of performance.   Table of Contents Comprehensive essay plan 3 Introduction 3 Background 3 Conclusion 4 Summary and review of journal articles 4 References 8   Comprehensive essay plan • Introduction a) Setting standards for controlling and regulating the organizational performance b) Complying with the established standards. c) Provision of feedback and feedback control d) Provision of feedback forward control e) Introduction to talent management f) Production of creative and corporate minds g) Corporate minds- production of innovative products and services • Background a) Lack of security and control in the earlier times b) Need for efficient and flexible control measures c) Creating and developing a proper plan and framework for achieving control over the organizational performance. d) Conscious approach e) Reduction in the instances of discrimination, harassments among others f) Plan- the confidence of the managers in terms of controlling and regulating the performance of the employees. g) Confidence-professional development h) Professional development- growth for the organization i) Growth- better audience trafficking-large scale customer satisfaction j) Customer satisfaction-better placement for the organization in the market Conclusion a) Justification of the plan, owing to the past experiences. b) Maintenance of consistency in the execution of evaluation c) Spontaneity towards rectification of the highlighted drawbacks. d) Improvement of the drawbacks, without altering the core values of the organization. e) Involvement of the stakeholders and shareholders in the decision-making process f) Evaluation after the implementation of the established standards g) Adopting social media for gaining an insight into the customer responses about the appropriateness of the established standards. h) Upgradation of the performance of the employees i) Assistance and support in the performance appraisal for the employees j) Feedback- customer approaches towards performance of the staffs Summary and review of journal articles Article 1: Title and article Reference Gelens, J., Hofmans, J., Dries, N. and Pepermans, R., 2014. Talent management and organisational justice: employee reactions to high potential identification. Human Resource Management Journal, 24(2), pp.159-175. Aim/Purpose of the article The aim of this article is to bring out the relationship between talent management and organizational justice. Sample, location, method of data collection and analysis A survey questionnaire form was distributed among the employees of a large company, who possessed mixed potentials in terms of execution of the organizational operations. Findings and interpretation reported in the article Majority of the votes went to the distributive justice, which comprised of the employees with high potentials for the execution of workplace operations. Comparison with other articles Awareness towards the self-capabilities is one of the major components of the employees’ behavioural conducts. Herein, lays the relationship with article, Wood, J.M., Zeffane, R.M., Fromholtz, M., Wiesner, R., Morrison, R., Factor, A., McKeown, T., Schermerhorn, J.R., Hunt, J.G. and Osborn, R.N., 2016. Organisational behaviour: Core concepts and applications. John Wiley & Sons Australia, Ltd.. Strengths Application of effective management techniques enhances the rationality of the employees towards their capability to perform the operations. Weakness Unequal provision of opportunity to the employees results in the discrimination between the employees. This destroys the sanctity of the workplace environment. Remarkable quotes “talent management practices not only affectmacro-outcomes, but also more proximal ones, such as employee attitudes and behaviours” (Gelens et al., 2014, p.1.) Article 2: Title and article Reference Chumg, H.F., Seaton, J., Cooke, L. and Ding, W.Y., 2016. Factors affecting employees' knowledge-sharing behaviour in the virtual organisation from the perspectives of well-being and organisational behaviour. Computers in Human Behavior, 64, pp.432-448. Aim/Purpose of the article This article provides an insight into the factors, which shape the behaviour of the employees. One of the other purpose of this article is to enhance the clarity of the readers on the aspect of partnershiup working. Sample, location, method of data collection and analysis A survey was conducted on 131 employees of an organization. The responses were analyzed through the Structural Equation Model Findings and interpretation reported in the article Social capital ensures the wellbeing of the employees more efficiently than the organizational culture. Comparison with other articles The aspect of knowledge sharing enhances the preconceived skills, expertise of the employees. Herein, the article conjoins with the propositions of the article, Giessner, S., 2016. Organisational mergers: a behavioural perspective on identity management (No. EIA-2016-067-ORG). Strengths Sharing of knowledge acts as a saviour for the organization in terms of averting the emergencies. Moreover, it upgrades the knowledge of the employees. Weakness Absence of the concept of motivation and encouragement by the managers Remarkable quotes “increasing employees' sense of well-being can successfully form a bridge that can connect social capital tendency, organisational culture and employees' knowledge-sharing behaviour” Article 3 Title and article Reference Clay-Williams, R. and Braithwaite, J., 2015. Reframing implementation as an organisational behaviour problem: Inside a teamwork improvement intervention. Journal of health organization and management, 29(6), pp.670-683. Aim/Purpose of the article The purpose of this article is to bridge the gaps in the employees’ perspectives, in terms of management skills, through training. Sample, location, method of data collection and analysis Interview on a sample size regarding their approach to training, teamwork. The responses were analysed through random controlled trials (RCT). Findings and interpretation reported in the article Majority of the samples supported the aspect of classroom training. Along with this, it was also found that diffusive learning removed the barriers in communication Comparison with other articles Teamwork helps the employees to achieve successful completion of the operations. Consciousness towards helping others upgrades the personality of the employees. Herein, lays the correlation with the article, Chumg, H.F., Seaton, J., Cooke, L. and Ding, W.Y., 2016. Factors affecting employees' knowledge-sharing behaviour in the virtual organisation from the perspectives of well-being and organisational behaviour. Computers in Human Behavior, 64, pp.432-448. Strengths RCTs play an avctive role in identifying and specifying the drawbacks, which helps the employees to proceed towards their targets. Weakness Negligence towards carrying out the RCTs detaches the employees from their professional development. Remarkable quotes “Quantitative randomised methods have intermittently altered the predicament of the employees in terms of workplace professionalism”.   References Allameh, S.M., Rezaei, A. and Seyedfazli, H., 2017. Relationship between knowledge management enablers, organisational learning, and organisational innovation: an empirical investigation. International Journal of Business Innovation and Research, 12(3), pp.294-314. Chumg, H.F., Seaton, J., Cooke, L. and Ding, W.Y., 2016. Factors affecting employees' knowledge-sharing behaviour in the virtual organisation from the perspectives of well-being and organisational behaviour. Computers in Human Behavior, 64, pp.432-448. Clay-Williams, R. and Braithwaite, J., 2015. Reframing implementation as an organisational behaviour problem: Inside a teamwork improvement intervention. Journal of health organization and management, 29(6), pp.670-683. Gelens, J., Hofmans, J., Dries, N. and Pepermans, R., 2014. Talent management and organisational justice: employee reactions to high potential identification. Human Resource Management Journal, 24(2), pp.159-175. Giessner, S., 2016. Organisational mergers: a behavioural perspective on identity management (No. EIA-2016-067-ORG). Mahembe, B. and Engelbrecht, A.S., 2014. The relationship between servant leadership, organisational citizenship behaviour and team effectiveness. SA Journal of Industrial Psychology, 40(1), pp.01-10. Novak, J., Brunetto, Y., Shacklock, K., Farr-Wharton, B. and Brown, K., 2017. Do effective workplace relationships with management and an effective maintenance culture affect organisational safety outcomes?. Reliability Engineering and System Safety Journal. Wood, J.M., Zeffane, R.M., Fromholtz, M., Wiesner, R., Morrison, R., Factor, A., McKeown, T., Schermerhorn, J.R., Hunt, J.G. and Osborn, R.N., 2016. Organisational behaviour: Core concepts and applications. John Wiley & Sons Australia, Ltd..