Importance of Leadership in Human Resource Management

12 Key excerpts on "Importance of Leadership in Human Resource Management"

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  Building an Outstanding Workforce

  Developing People to Drive Individual and Organizational Success

  • Paul Aldrich, Andrew Pullman(Authors)
  • 2019(Publication Date)
  • Kogan Page

    (Publisher)

  78 However, this assumes that human resource professionals have the ability to influence decision-making with regard to significant human resource related issues.

  Creating an environment of integration and influence is not straightforward, especially when it involves the devolution of certain human resource management responsibilities to business line managers. Indeed, resistance to the devolution of responsibilities to business line managers has been identified by a number of writers.79 It has been found that promoting an integrative culture of human resource management through the devolution of human resource responsibilities to line managers can create a tension between line mangers and the personnel function, with little evidence to show that there is an increase in influence of the personnel function after devolution has occurred.80 It has also been found that some business line mangers resist formally delegated responsibility for human resource management81 and that the success of devolvement varies by country.82

  Research was undertaken to explore the possibilities of linking corporate and human resource strategy and one emergent issue with regard to organizational context is the style through which power is managed in organizations and its positive, or negative, impact on the performance of an organization’s human resources. Another key factor is the extent to which human resource related issues are owned by the human resource function relative to business line management, or jointly by both. It was found that if a corporate strategy department exists but only focuses on formulating strategy without specifically considering human resource implications, then human resource strategic planning may well not occur at all and if it does, it will not be approached in an integrated way. This research concluded that the relative success of any organization’s strategy is very likely to be determined by the extent to which the human resource function is well positioned and perceived as genuinely value-adding and relevant by the top levels of management within the organization. In the bank that was studied, the personnel function was not perceived as being particularly influential and therefore human resource strategy was marginalized.83

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  Organizational Success through Effective Human Resources Management

  • Ronald R. Sims(Author)
  • 2002(Publication Date)
  • Praeger

    (Publisher)

  Chapter 1 Organizational Success through Effective Human Resources Management INTRODUCTION Anyone who is familiar with the major organizations in their area probably has observed firsthand how dramatically the business environment has changed in recent years. These changes have had a significant impact on organizational efforts to be successful. In practically every instance organ- izations have tried to more clearly identify and then focus on factors that impact their success. One factor that seems to be receiving more attention than any other are the people who work for organizations. What organi- zations are realizing is that their likelihood of sustained success is most dependent on learning to get the maximum out of their employees. Such a realization has had a significant impact on the practice of human resources management (HRM). What's more, business forecasters predict that the role of employees, managers, and HRM personnel are likely to see more changes in the decades ahead. Thus, individuals entering the business en- vironment today (and tomorrow) require both an understanding of the importance of human resources and effective HRM to organizational suc- cess. As we move further into the twenty-first century, it's becoming absolutely clear that the effective management of an organization's human resources is a major source of competitive advantage and may even be the single most important determinant of an organization's performance over the long term. This book is designed to be a tool to help teach future employees about the importance of HRM and provide some ways to manage those resources more effectively. Organizations have started to realize that their success is dependent on 2 Organizational Success through Effective Human Resources Management their ability to attract, develop, and retain talented employees.

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  Refocusing School Leadership

  Foregrounding Human Development throughout the Work of the School

  • Robert J. Starratt(Author)
  • 2010(Publication Date)
  • Routledge

    (Publisher)

  CHAPTER 4 Human Resource Leadership Within Its Organizational Setting

  Introduction

  In this chapter, we consider the setting for human resource development, namely, the organization in which human resources are nested. Obviously, the development of human resources would differ within the organizational arrangements of a hospital, a prison, a military base, a bank. Those different settings would reflect different horizontal and vertical operational procedures, policies, communication networks, systems of authority, diversification of roles, accountability systems, support functions, and so forth. Human resource development in schools and school systems, while conforming to very general principles of human resource development, serves the purposes and institutional identities of schools. In this chapter, we shall consider some large conceptual and metaphorical frameworks for understanding how schools as organizations function and explore the implications for those with human resource development responsibilities.

  Human Resources as the Life Blood of Organizations

  When considering the biology of a human body, we can see how important is the circulation of blood to its life and functioning. The blood carries nutrients and chemicals to various parts of the body. When the brain is deprived of blood it gradually ceases to function; similarly for the lungs and digestive system. All the body’s tissue and bone structure requires blood to give them life and strength. So, too, it is difficult to conceive of an organization without people inside the organization who carry the energy, the oxygen and nutrients that enable it to function. Schools as organizations cease to be schools without students and teachers, and—given the complexity of present day school systems—without the support staff of secretaries, counselors, computer technicians, maintenance and cafeteria personnel, central office support staff, and others. The presence of these “human resources” enables schools to function as organizations. The organization charts, the curriculum and daily schedule, the budgeting and accounting systems, the communication technologies—these are all important factors in the organizational life of schools. Without the humans who construct and enact these organizational features, however, schools as functioning organizations cease to exist. That is why we began our journey into human resource management and development with a grounding in the human in all its complex potential. That is the perspective we can never ignore in leading the development of human resources.

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  The Essential MBA

  • Susan Miller(Author)
  • 2011(Publication Date)
  • SAGE Publications Ltd

    (Publisher)

  Following this the debate around the difference between personnel management and HRM is described. The chapter then proceeds to identify some of the approaches that have been advanced which link HRM and organizational performance and to analyze the nature of the employment relationship. The latter includes a short discussion of the main perspectives on the employment relationship. This is followed by an overview focussed on the character of the employment relationship. Finally, there is a short discussion of some critical commentaries on HRM. The Importance of Human Resource Management Human Resource Management (HRM) as an area of managerial practice continues to evolve and change. This is, in part, due to its situated nature within an external context comprising those economic, political, technological, social and environmental influences which affect organizations and the people who work within them. This has of course been particularly pronounced over the last few years as the global financial crisis has had a profound effect – for example, on the numbers of people employed in organizations, on the regulatory responses by government which can impact on how people are managed, on the pay and rewards which individuals receive and on individuals’ feelings of job security. More broadly the last couple of decades have been characterized as a period of globalization in which we have seen changes in terms of scale and interdependency (Morgan, 2010). This has impacted on business in a number of ways. For example, Brawley (2003) claims that economic globalization has resulted in a number of significant changes

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  Revitalising Leadership

  Putting Theory and Practice into Context

  • Suze Wilson, Stephen Cummings, Brad Jackson, Sarah Proctor-Thomson(Authors)
  • 2017(Publication Date)
  • Routledge

    (Publisher)

  Finally, rather than ‘leading from the front’ HR leaders and followers alike can more modestly act as ‘ethical stewards’ (Caldwell et al., 2011), with the specific strategic aim of enhancing organizational and human capability simultaneously. That is, to consistently raise and think through questions within organizational decision-making processes and change programmes from an ethical and values-based standpoint that is collectively defined by the members in that organization. This might entail asking how a particular proposal looks from a long-term sustainability view or considering how a new practice might impact on equality for diverse members of the organizational community. From this perspective, the leader/follower relationship is fluid but always embedded in notions of reciprocity, trust and collaboration. We consider all staff, whether within formal roles of leadership or not, to be responsible and accountable to the organizational community broadly, for engaging in the identification of goals, establishing moral and ethical foundations, making improvements, identifying opportunities for growth and development and keeping self and others safe. At times, those in subordinate positions will lead in areas in which they have knowledge, commitment, expertise and energy, while at other times, it will be the role of the formally designated leader to ensure organizational members can fulfil their capability. In particular, HR leaders have a unique leadership role in establishing the size of and duties of jobs, the contracts used to employ workers, the ways in which data is collected and used by managers regarding performance and decisions about recruitment, training, development and compensation. These are areas that will have a direct impact on the opportunity for building human capability.

  Conclusion

  In this chapter, we have sought to articulate a revised model for HR leadership that takes an explicitly ethical role in the facilitation of human and organizational capability. We have described a model founded in reciprocal relationships of mutual obligation between all members of the organizational community. Table 4.1 summarises our revitalisation of HR leadership based on the articulation of the challenges and tensions HR leadership faces, a revised purpose, the values and norms which we argue must underpin this approach, the domains to which HR leaders should constrain their intended influence and the figuration of the actors and their relationships within the HR leadership process.

  While there has been growing academic and organizational interest in ethical orientations to HRM, our approach explicitly places ‘humanity’ and the building of human capability at its heart as a core strategic aim of HRM. Our approach might seem idealistic or lofty, but there are numerous real world examples which demonstrate the relevance and necessity of our approach. One significant example writ large in the current New Zealand context is how organizations are attempting to respond to new legislation guiding policy and practice for ensuring health and safety at work. In Box 4.1

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  The Emerald Handbook of Work, Workplaces and Disruptive Issues in HRM

  • Peter Holland, Timothy Bartram, Thomas Garavan, Kirsteen Grant, Peter Holland, Timothy Bartram, Thomas Garavan, Kirsteen Grant(Authors)
  • 2022(Publication Date)
  • Emerald Publishing Limited

    (Publisher)

  More recently, scholars have begun to investigate the roles of servant (Van Dierendonck, 2011) and spiritual leadership (Fry, 2003; Tabor et al., 2020), especially on Asian and eastern contexts. These studies have generated significant amounts of evidence around the impacts on leadership at the micro level and, in particular, its impact on employee motivation, job satisfaction, organisational commitment and extra discretionary effort. Despite the wide agreement concerning the importance of leadership for HRM effectiveness, scholars have stressed the need to deepen understanding of the HRM–leadership relationship and the various mechanisms through which this relationship emerges and develops. It is likely that the link between HRM and leadership will differ depending on the nature of the leadership style investigated. What is also interesting is that a small number of studies have begun to explore the interactions between elements of HRM such as high performance, high commitment, international HRM and dimensions or styles of leadership. For example, Lopez-Cabrales et al. (2017) found that transformational CEOs were likely to implement both skill-based practices, which in turn impacted organisa- tional performance. In a similar vein, Zhu et al. (2005) found that CEOs with transformational leadership characteristics impacted the adoption of human- capital–enhancing HRM practices. Han et al. (2018) found that organisational level transformational leadership-enhancing HRM practices impacted team-level transformational leadership and team creativity. There is also a small body of evidence indicating that leadership processes are important in strengthening the impact of HRM practices on employee and organisational outcomes (McLean and Collins, 2019). However, leadership may be detrimental to the influence of HRM practices, and poor fit HRM practices may be detrimental to leadership in impacting performance outcomes (Zhao et al., 2020).

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  The Future of Human Resource Management

  64 Thought Leaders Explore the Critical HR Issues of Today and Tomorrow

  • Mike Losey, Sue Meisinger, Dave Ulrich, Mike Losey, Sue Meisinger, Dave Ulrich(Authors)
  • 2007(Publication Date)
  • Wiley

    (Publisher)

  It’s a challenge to achieve, but HR leaders must make the decisions and ensure that they work (Figure 41.2). Talent management is only one of the major HR leadership processes that impact the organization’s global/local capability. Others, such as ap- praisal, reward, education, and communications, are also important and necessary and constitute their own opportunity to contribute to getting the balance right for organizations. Global and Local Balance in HR Leadership 369 Conclusion Global HR leadership is possible and doable, as well as local or a combina- tion of the two. HR leaders are called on to make choices among all three options that work for their firm. The quality of choice is dependent on the capability of the HR leader, who is also accountable for the outcomes. Get- ting the balance right is the ultimate contribution the HR leader makes. Said the speaker at the annual meeting to the challenger: “Impact is the product of many years of experience and probably lots of mistakes. But let’s understand the goal of the decision makers. When Nigerian petroleum en- gineers are as prevalent around the world as other multinational expatriates are in Nigeria, we will know we are getting the balance right.” 370 CHAPTER 42 Global HR as Competitive Advantage: Are We Ready? VLADIMIR PUCIK Ask any senior executive in a com- pany that operates across national boundaries, irrespective of national ori- gin, about the major source of tensions in his or her job, and the answer most likely will be the same—the ever-increasing complexity of business problems he or she needs to tackle. Decision making involving multiple strategic logics is probably the major source of complexity faced—how best to structure the business model to achieve a sustainable competitive advantage. The dominant prescription for success in the world of business strategy calls for differentiation—provid- ing local customers with unique products, services, and solutions to their needs.

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  Human Resource Management

  Issues, Challenges and Opportunities

  • Rae Simons(Author)
  • 2011(Publication Date)
  • Apple Academic Press

    (Publisher)

  This was achieved by assisting employees to prepare and The Importance of Human Resources Management in Health Care 293 market themselves for internal positions and if desired, helping them pursue em-ployment opportunities outside the organization [19]. This case makes obvious the important roles that human resources management can play in orchestrating organizational change. Case 2 Another case study that illustrates the importance of human resources manage-ment to the health care system is that of The University of Nebraska Medical Center in 1995. During this period, the hospital administrative staff recognized a variety of new challenges that were necessitating organizational change. Some of these challenges included intense price competition and payment reform in health care, reduced state and federal funding for education and research, and changing workforce and population demographics [20]. The organizational administrators recognized that a cultural reformation was needed to meet these new challenges. A repositioning process was enacted, resulting in a human resources strategy that supported the organization's continued success [20]. This strategy consisted of five major objectives, each with a vision statement and series of action steps. • Staffing: Here, the vision was to integrate a series of organization-wide staffing strategies that would anticipate and meet changing workforce requirements per-taining to staff, faculty and students. To achieve this vision, corporate profiles were developed for each position to articulate the core competences and skills required [20]. • Performance management: The vision was to hold all faculty and staff account-able and to reward individual and team performance. With this strategy, man-agers would be able to provide feedback and coaching to employees in a more effective and timely manner [20].

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  Human Resource Management in Project-Based Organizations

  The HR Quadriad Framework

  • K. Bredin, J. Söderlund(Authors)
  • 2011(Publication Date)
  • Palgrave Macmillan

    (Publisher)

  However, since then, the ideas of HRM have come to be the domi- nant ones, and today this is probably regarded as general knowledge about people management in any company. HRM can, in that sense, be seen as part of what sometimes has been described as a “paradigm shift” in the management of work and employees. Employees and human resources, as well as the way they are managed, have become recog- nized as key elements for success and, as Brewster and Larsen (2000: 2) stated, “It is, therefore, no surprise that the importance of HRM as an institutionalized way of handling the central issues of selecting, apprais- ing and developing people has grown in prominence over the past few years.” This institutionalization of HRM is also apparent in the Oxford Handbook of Human Resource Management, in which Boxall, Purcell, and Wright portray HRM as “a fundamental activity in any organization in which human beings are employed” (Boxall et al., 2007a: 1). They further argue that: HRM is an inevitable consequence of starting and growing an organ- ization. While there are a myriad of variations in the ideologies, styles, and managerial resources engaged, HRM happens in some form or another. (Boxall et al., 2007a: 1) Brewster and Larsen point out that one important aspect of the defi- nition of HRM is that it is based on the assumption of an interaction between people and their organizational context: An assumption in traditional personnel management activities has been the perception of the organization as an extraneous, given and stable context for these activities – without actually interacting with them. Such a view on the personnel activities has lost credibil- ity and legitimacy, because it disregards the contextual impact on human resource issues. By contrast, HRM rests on the assumption of an organizational interplay between individuals and their organiza- tional contexts.

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  Total Facility Management

  • Brian Atkin, Adrian Brooks(Authors)
  • 2021(Publication Date)
  • Wiley-Blackwell

    (Publisher)

  Accordingly, the chapter highlights aspects of HRM that have to be addressed when developing the facility management strategy, policy and operational plans to improve user satisfaction and best value. A key determinant of success for any orga- nization is the performance of its personnel. For this reason, performance appraisal has become the norm; yet it is not always implemented so that remuneration and reward are linked to the overall success of the organization. Human capital is the most valuable asset of most organizations and can easily make or break a business. Managing personnel now and planning for the future can be a balancing act. Questions around recruitment, retention and release of personnel have to be addressed in general. Additionally, the needs of disabled people and others with equalities-related needs have to be actively considered if personnel are to be properly supported. Leadership and management style can have a profound effect upon personnel in terms of motivation and performance. Talent management and empowerment are part of today’s vocabulary, reflecting an understanding of the importance and value of people to an organization’s success. Competence and skills’ development is covered in this and subsequent chapters, as matters largely affecting health, safety and well-being. A long-standing area of concern for facility managers and HR business partners is the transfer 70 Chapter 4 of personnel from one organization to another, for example, from an in-house arrangement to an outsourced arrangement. Legislation exists in many countries to safeguard the interests of personnel to the extent that they are not treated unfairly by the transfer of their employment to another organization.

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  Management

  • Richard L. Daft; Alan Benson; Brian Henry, Richard Daft, Alan Benson, Brian Henry(Authors)
  • 2020(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  was 50 per cent a year. With people deserting at that rate, hiring and training costs were through the roof, not to mention the slowdown in operations caused by continually training new workers. Something had to be done to bring in the right employees and make them want to stay longer than a few weeks. TAKE A MOMENT How would you address this enormous human resources challenge? What changes in recruiting, hiring, training and other human resource practices can help to solve Okogbua Okechukwu’s problem in Lagos? The situation at UPS’s Lagos distribution centre provides a dramatic example of the challenges managers face every day. Hiring and retaining quality employees is one of the most urgent concerns of today’s managers. 1 The people who make up an organization give the company its primary source of competitive advantage, and human resource management plays a key role in finding and developing the organization’s people as it is human resources that contribute to and directly affect company success. The term human resource management (HRM) refers to the design and application of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals. 2 This system includes activities undertaken to attract, develop and maintain an effective workforce. Managers at Ubisoft, the fourth-largest publicly traded game company in the world, include a com-mitment to human resources as one of the company’s worldwide goals. They have to, in a company where the creativity and mind power of artists, designers, model makers, mathematicians and filmmakers determines strategic success, and the competition for talent is intense. 3 Human resource management is equally important for government and non-profit organizations. For example, non-fee-paying or state-funded schools all over the world are facing a severe teacher shortage with an increasing number of teacher vacancies to be filled over the next decade.

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  Strategic Human Resource Management

  • Jeffrey Mello(Author)
  • 2018(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. 84 Part 1 The Context of Strategic Human Resource Management T he central idea behind strategic human resource (HR) management is that all initiatives involv -ing how people are managed need to be aligned with and in support of the organization’s over -all strategy. No organization can expect to be successful if it has people management systems that are at odds with its vision and mission. Many organizations suffer from the syndrome of seeking certain types of behaviors and performance from employees but have HR management programs, particularly those related to performance feedback and compensation, that reward the opposite behaviors. 2 As a prerequisite for understanding how to strategically manage HR, it is necessary to understand the process of strategic management. Strategic management is the process by which organizations attempt to determine what needs to be done to achieve corporate objectives and, more important, how these objectives are to be met. Ideally, it is a process by which senior management examines the organization and the environ -ment in which it operates and attempts to establish an appropriate and optimal “fit” between the two to ensure the organization’s success. Strategic planning is usually done over three-to five-year time horizons by senior management, with a major review of the strategic plan on an annual basis or when some significant change impacts the organization, such as a merger or acquisition, or its environment. Models of Strategy Two major models outline the process of what strategy is and how it should be developed. The first is the industrial organization (I/O) model.

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