Sie sind auf Seite 1von 14

LEADING AND MANAGING PEOPLE

Submitted by

Submitted to

16/08/2011

"Entire Report contain '3028' words excluding References and Appendices"

1. Critically evaluate the role of transformational leadership in the embedding of employee wellbeing as a core value within an organization INTRODUCTION: This answer will discuss about the transformational style of leadership in detail, issues such as emotional intelligence, and the link between leader and employee related to this concept. It shall explain its advantages in regards to employee well being and how in return it will also benefit organization in long term. The views of several authors will be highlighted to confirm the role of transformational leadership in the embedding of employee wellbeing as a core value within organization.

(Ian) according to Cox (2001), there are two basic categories of leadership, transactional and transformational, later on another author distinguished between ordinary (transactional) leaders, who exchanged tangible rewards for the work and loyalty of followers, and extraordinary (transformational) leaders who engaged with followers, focused on higher order basic needs, and raised awareness about the suggestion of specific outcomes and new ways in which those outcomes might be attained(Barnett, McCormick & Conners, 2001; Cox, 2001; Gellis, 2001; Griffin, 2003; Judge & Piccolo, 2004; cited by Ian). The idea of transformational leadership was furthered by Bernard Bass, who disputed Burns idea of transactional and transformational leadership as opposites on a field. He suggested instead that they are separate concepts and that good leaders demonstrate characteristics of both (Judge & Piccolo, 2004; cited by Ian).Transformational leadership facilitates a redefinition of a peoples mission and vision, a renewal of their commitment and the restructuring of their systems for goal accomplishment. It is a relationship of joint incentive that converts followers into leaders and may convert leaders into moral agents. Transformational leadership promotes capacity development and brings higher levels of personal commitment amongst followers to organizational objectives.

Emotional intelligence and transformational leadership: (Wilderom et el, 2011) In Authors opinion there is a direct linkage between emotional intelligence and transformational leadership. According to their studies emotional intelligence is naturally associated with transformational leadership [Barling, 2000; cited by Wilderom et el, 2011]. Recent studies have also shown that energetic, exciting, and emotionally appealing expressions of charisma creates positive moods in followers (Bono et el; cited by Wilderom, 2011) and lessened the emotion-related phenomena of suffering and stress in the workplace. "Such results imply that transformational leadership can be studied as a process in which leaders use emotions to communicate a vision to, as well as draw out responses from, followers; and to ensure that followers are emotionally motivated to perform their tasks ahead of their own expectations. The qualities of understanding, motivation, self-awareness, trust, and emotional stability, all qualities of a transformational leader, are also considered to be important elements of emotional intelligence" (wilderom et el, 2011).According to Karina Nielsena, Raymond Randallb, Joanna Yarkerc and Sten-Olof Brennera transformational leaders use a imaginative style of leadership that encourages employees to extend their interest in their work and to be innovative and creative. There is evidence that transformational leadership style is linked to employee psychological well-being. A theory-driven model of the relationships between leadership, work characteristics, and psychological wellbeing was tested using Structural Equation Modelling. The results indicated that employees perceptions of their work characteristics did mediate the relationship. At another instance transformational leadership suggest itself when 'leaders broaden and elevate the interests of their followers, generate awareness and commitment of individuals to the purpose and mission of the group, and when they enable subordinates to rise above their own self-interests for the betterment of the group (Seltzer, Numerof, & Bass, 1989, cited by Nielsena et el,). Transformational leaders set up a shared vision through which leaders provide an important and imaginative basis from where change is brought about in people and contexts (Bass, 1985; cited by Nielsena et el). The concept is composed of idealized influence/charisma (the leader acts as a role model and promotes desirable behaviour), inspirational motivation (the leader formulates a clear and attractive vision), intellectual stimulation (the leader encourages followers to make their own decisions and be creative and innovative), and individualized consideration (the leader acts as a coach and a mentor) (Bass, 1985;

Nielsena et el). (Bono and Ilies 2006; cited by Neilena et el)) Found a relationship between charismatic leaders and positive emotions and mood. Gilbreath and Benson (2004) found that supervisory behaviour explained incremental variance over and above other work place factors when predicting general health. A few studies have examined the relationship between transformational leadership and subordinate health and wellbeing outcomes including measures of burnout (Seltzer et al., 1989 ; cited by Nielsena et el), well-being (Arnold, Turner, Barling, Kelloway, &McKee, 2007; cited by Nielsena et el), and job-related stress (Sosik & Godshalk, 2000 cited by Nielsena et el). From author's point of view the only evidence of a causal link between leadership behaviour and follower well-being comes from a longitudinal study by Van Dierendonck, Haynes,Borril, and Stride (2004). (Refer to further explaination in Appendix 1)

CONCLUSION It appears to be a form of leadership well-suited to the current times characterized by uncertainty, global turmoil and organizational instability. Mainly in service organizations such as call centres where relationship between sales men and customer is very sensitive. It is in company's own benefit to keep the customer service and sales department emotionally feeling well as they are the central figures driving the company ahead. Lot of incentives and rewards are setup to encourage employees working in the above mentioned departments when their performance exceeds the minimum expectations.

2. Discuss and critically examine the proposition that all employees need a voice to ensure effective performance INTRODUCTION

The answer will first of all elaborate about the employee and their involvement in organization decision making arrangement. The essay will also explain the purpose of employee voice and involvement in organization and how it affects the overall performance. The comparison between the companies that considers voice factor and the ones without it will be made. The whole scenario shall also be looked from the point of view of different writers whose argument will also be highlighted. Marchington and Wilkinson (2005). According to the author there are many components of employee involvement which comes under its heading such as team working and empowerment are two of them. Whilst there may be some contradictory proposals there is however common agreement of the aim of employee involvement. In that sense most writers recognize that the employee involvement is concerned with measures which are introduced by management to optimize the operation of labor whilst at the same time securing the employee's identification with the aims and needs of the organization. Employee involvement is administratively initiated and distinguished as direct, descending participation, which is task-centered as it tries to involve all individuals in the workplace (Salmon,2000). In this way it seeks to provide employees with opportunities to influence and take part in organizational decisionmaking, specifically within the context of their own workgroup or task. Therefore it is intended to motivate individual employees, increase job satisfaction and enhance the sense of identification with the aims, objectives and decisions of the organization. Organizations have a number of ways in which they can involve an employee.IRS (2005b) found that the most important aim of their communication strategy was to keep employees informed about changes in the organization, closely followed by improving employee engagement and improving employee performance. Though downward communications can be useful in attempting to achieve these aims through informing and educating employees about managerial actions and intentions, they are also passive and are characterized by Marchington and Wilkinson(2005) as the most dilute form of direct participation. Hyman and Mason (1995) define participation as a initiatives which endorse the collective rights of employees to be represented in organizational decision-making. Salamon (2000) characterizes participation as being pluralist, power-centred, indirect, representative and ascending in its focus on the managerial right and attempts to extend employees collective interest into a variety of areas and decisions at higher levels of the organization.(CIPD, 2001) Small

organizations such as the business that has round about 100 staff have a very low level of formality in management relations, mainly it is due to the size of the firm but it can also be due to the preferences for many owner managers for informal and personalised relation with staff. In service centres such as academic institutions or call centres also have an informal relationship between employees and their employers usually called open door policy. Informality of this nature is a main component of employee voice. Found in the research by author that the customer manager in bet.com feels that "it is more about conduct that are in place for actual two-way communication than a set of formal mechanism" (CIPD, Management choice and employee voice, 2001) . Some of the big organizations also adopt the policy of informal employee- manager relationship. Firms like Scotchem use this approach of informal two way communication between managers and staff. But there are few organizations that don't cope with the above mentioned approach too well like Air flight and consultancy co. (CIPD, 2001) there are two forms of employee voice. Upward Problem solving "it refers to any technique that managers use to tap into individual employee ideas and opinions, either through two way communications or through specific systems that are setup for employees to express their voice" (CIPD, Management choice and employee voice, 2001) .The second form is representative participation. "This refers to scheme whereby employee representatives meet with managers, either on a regular basis such as in the case of scheduled and predetermined committees or through more ad hoc arrangements" (CIPD, Management choice and employee voice, 2001) . Company see employee voice as important business issue. According to the study done by authors "Voice is defined commonly as two way communication". Informal and formal voice. "Effective voice mechanism of one kind or another- provided that they are appropriate for circumstances and culture of the organization is essential for developing and maintaining trust relationship in the workplace."(CIPD, Management choice and employee voice, 2001. According to author's findings the direct linkage of voice between a manager and employee was more common as compare to the indirect linkage (where there is no medium of communication between the two parties). CONCLUSION

As per findings by writers, employers have not been able to acknowledge the benefits of employee voice on the other hand it has also been proven that employee voice has the positive effect on employee attitude and job satisfaction which result in better performance and surplus for the organization.

3. Critically evaluate how the values of the organisation influences organisational processes and practices such as leadership and management, employee involvement

INTRODUCTION Answer will begin by defining what value means in business term then the discussion will expand on how much influence do the values of organization have on its processes and practices. The writers who have done extensive research on this subject shall highlight the sensitivity of the "values" versus the real scenario in organization with help of examples. "Values are the essence of a companys philosophy for achieving success. They are the bedrock of corporate culture. Values provide employees with a sense of common direction and guidelines for day-to-day behaviour."(Jaffe et el, 1993). "Organizational values establish standards of behavior, which serve to encourage or discourage certain behaviors. In other words organizational values help people to identify priorities at workplace".(Jaffe et el, 1993). "If employees know what their company stands for, if they know what standards they are to uphold, then they are much more likely to make decisions that will support those standards. They are also more likely to feel as if they are an important part of the organization. They are motivated because life in the company has meaning for them". (Terrence E.Deal and Allan A.Kennedy, Corporate Cultures) From leadership perspective they are one of the most important means of establishing organizational values. Leaders set direction for the organization as well as they

establish the means to achieve the goals. These represent the beliefs and behaviors that can not be compromised for the sake of results. It is through this handle of values that leader's shape peoples behaviour and build organizational culture.Sometimes values are taken up or acted upon that contradict or conflict with other values. These are values conflicts. What if a company values honesty, but also values a high sales volume? How or when does the value of honesty overtake the value of making a sale? Many companies have been deeply wounded by such value conflicts, most often because employees did not feel they had a forum to explore or discuss these conflicts. A values exchange and discussion is critical to clarifying the limits of behaviour and personal responsibility. For example, one company with a strong values orientation reported that they were given a huge order from a tobacco company, with the condition that they got rid of their corporate no-smoking policy. The company debated the order within every work group, balancing the need for the order with the challenge to its values. Finally, the different work groups achieved consensus that their value on health promotion was more important than the order, and they turned it down rather than change their policy.Leaders are not only the source but also the most important means of establishing organizational values. Leaders not only set direction for the organization, they also establish the means to achieve the goals. These represent the beliefs and behaviors that can not be compromised for the sake of results. It is through this handle of values that leaders shape peoples behaviors and build organizational culture. CONCLUSION There are many examples, one of them is about Masaru Ibuka, the founder of Sony, had spelt out his ideology during 1946 long before Sony had made its first profits, as teamwork, technological innovation, ethical and fair practices, and emphasis on ability and performance. This ideology had driven Sony for no less than three decades, when it was rephrased by Akio Morita. Sense of direction and sense of belonging is a very important issue these days for employees working in any organization. The company that adopt or give priority to this policy always stands out against the companies that are not completely aware of the importance of this fact.

4. Critically discuss and identify the HRM policies with which to ensure

employee retention and development

INTRODUCTION The essay will start by explaining about HRM and its policies in organization. Plus employee recruitment procedure shall be discussed, with that the development and different strategies adopted by organizations for retaining an employee shall be briefed. Also the fact regarding why managers feel the need to adopt strategies of retaining employees shall be presented. "HR Management is defined as a strategy to develop an organisational culture for the integration of man, task and organisation".(Chaudhuri, K.K) Recruitment is the process of finding and attracting capable applicants to apply for job. Recruitment is the set of activities and process used to legally obtain desired number of right persons at the right place and time so that the job seekers and the organisation can select each other in their own short-term and long-term interests. (Chaudhuri, K.K) The factors influencing recruitment policies are the same that determine HR policies of an organization. They can be divided into two categories and they are called internal and external factors. Internal factors are factors that are in control of organization. Several Internal factors influence the recruitment policy of organization. The overall HR policy of organization forms its recruitment policies. The HR policy presents specific guidelines to HR managers on a variety of matters concerning employment. It states the intent of organization about recruitment, selection, training, promotion, compensation and other aspects of human resource management. Nature of the job has a bearing on the recruitment policy of the organization: The recruitment policies are different for managerial and non managerial positions in the management. The recruitment policy will always vary from job to job; depending on the educational and technical background knowledge required to perform in particular

job/task. Likewise, the number of vacancies also determines the recruitment policy. Reputation of the firm- the good will earned by firm will also influence the recruitment policy. If its a good reputable firm then it will automatically attract number of suitable candidates with minimal effort. The HR policy and practise too determine organization's image in the labour market. External factor- They are not in the control of organization. These factors usually affect the quality and quantity of the labour available to the organization. Labour Market condition- The demand and supply in labour market influence the recruitment policy of organization. At the time of shortage of talent, an organization will be forced to adopt aggressive recruitment program to build up its applicant pool. Or it can use simple recruitment policy if the supply is in excess. Legal-Provisions- Government policies and legal provision also influences the recruitment policy of the organization. Government passes certain laws to protect the interests of the various section of society. Organization therefore consider those legal provision while framing there recruitment policy. For eg Child labour act etc. Socio economic factors- Availability of technology as a substitute for work force and other overall factors from ageing people to education have an effect on the recruitment policy of organization.

"The employee retention strategy represents an integrated long term plan to provide organization with affordable, effective, fast and lasting solutions to improve employee retention, satisfaction and commitment."( Dr Ghumman, p-340;2010) (Dr Ghumman, 2010) In order to retain the important personnel, organization implements mix of employee retention strategies. Some of the common strategies of employee retention are discussed below:

Creating and maintaining a healthy work culture Employee participation Provision of benefits Fair and competitive salaries Fringe benefits Training and development Providing advancement opportunities Making someone accountable for retention Conducting Employee satisfaction surveys Fostering an environment of team work Making room for fun and enjoyment (refer to Appendix 2 for details)

CONCLUSION There are other key retention policies such as providing best possible equipment to employees, developing an effective orientation program, flexibility, communicating openly, providing a variety of assignment are all very important for employee development and retention. (Dr Ghumman, 2010).

REFERENCES:
(Iain Hay, School of Geography, Population and Environmental Management Flinders University)

(Karina Nielsen, Raymond Randallb, Joanna Yarkerc and Sten-Olof Brenner; National Research Centre for the Working Environment, Copenhagen Work & Stress Vol. 22, No. 1, 2008) (Chaudhuri, K.K.. Human Resource Management : Principles and Practices.Mumbai, IND: Global Media, 2010. p 66.) (Wilkinson Adrian,Dundon Tony, Auckers Peter;CIPD) (Jaffe, Dennis T.; Gerould, Philip (Editor); Tobe, Glenn. Organizational Vision, Values and Mission; Menlo Park, CA, USA: Course Technology Crisp, 1993. p 27) (Dr Ghumman, 2010, Tata McGraw-Hill Education, Business & Economics, pg 340; Elizabeth D. Scott,) (Chaudhuri, K.K, employee retention and development) (Wilderom 2011) (Jaffe et el, 1993) (Mick Marchington, Adrian Wilkinson; CIPD publishing; 2005)

APPENDICES:
Appendix 1:
(Van Dierendonck, Haynes,Borril, and Stride (2004) have found a mutual relationship where as followers who reported higher levels of well-being also reported that their manager had a more active and supportive leadership style over time. This link may live because leaders behaviour is likely to incite emotional responses in subordinates which have implications for their well-being (Druskat, 1994; cited by Nielsena et el). There are three work characteristics that may mediate the relationship between transformational leadership behavior and well-being in followers: increased role clarity, increased meaningfulness, and increased opportunities for development For example, it has been found that those who work with leaders exhibiting high standards and

expectations feel more comfortable and able to engage in decisions concerning the task(Bass & Avolio, 1994). The transformational leader may also influence followers perceptions of the level of role clarity by (1) ensuring that they have the necessary information that is required to work towards the shared vision and (2) giving them knowledge and support to enable them to develop the skills required to analyze the information for themselves (Sofarelli& Brown, 1998).Authors analysis of how transformational leadership behavior could impact upon work characteristics suggests that some aspects of leadership behaviors may impact on more than one work characteristic.

Appendix 2:
Creating and maintaining a healthy work culture: A good work culture is always beneficial for the organization and for its employees. Employee participation: By encouraging employee participation in planning and decision making, organization can make them feel empowered and ensure the retention of some of them as they feel they have a meaning full role to play in the functioning of organization and are not simply a cog in the wheal. Provision of benefits: By giving employees incentives either in shape of tangible or non tangible benefits which increase their probability of retention. Fair and competitive salaries: Management has to make sure that the employees salaries are in accordance with the norm in industry. If there are discrepancies then they should adjust in order to bring it within market place. Fringe benefits: The benefits such as accommodation, car and other allowances also come in handy for retention of employee, even though it is not the key strategy but still good enough. Training and development: The organization should provide ample opportunities for training and development to employees so that they feel that their skills are being enhanced in the organization setup which will also benefit organization in the long run. Providing advancement opportunities: There should be a comprehensive career planning program developed by organization to ensure employees that they will

have to reach at a particular level before they are given promotion or other incentives if they continue to perform and stay for long. Making someone accountable for retention: Some one should be held responsible when organization employee turnover rate is above than normal. Conducting Employee satisfaction surveys: To know the satisfaction level of employee, organization needs to take a feedback by taking a survey on regular basis from random employees. Fostering an environment of team work: Existence of a great team spirit among the employees can be a great incentive for them to continue to work in that organization. Making room for fun and enjoyment: Managers have to make sure that they celebrate employee success everytime he reaches a milestone.

Das könnte Ihnen auch gefallen