Human Resource Management
The success of a business depends on a sound human resource system. Effective Human Resource Management stems from an approach geared towards relinquishing the duties of a manager and acting as a role model. This implies that effective Human Resource Management is a form of participatory leadership, rather than the dictatorial form of leadership. Fundamentally, the success of a business depends on the form of Human Resource management, in which the recruitment procedures, change management structures and elevation of employees are defined. The definition of change management structures emanates from a platform for presentation of the best modes of action during discretion times, while the basis of recruitment of employees emanates from a professional from a low labor prospective source, which does not compromise the quality of professionalism. Consequently, elevation of employees is dependent upon performance as a form of elucidation of participatory leadership. The overall approaches of managing people topics emanates from the critical analysis of recruitment, elevation and training of employees as the fundamental styles of participatory Human Resource Management.
Importance of HRM to Business success
The definition of HRM under the constraints of recruitment, elevation and training of employees is a form of presentation of the leadership structure of an organization. This implies that training of employees is not only vital in the acquaintance of professionalism but also a form of instilling the culture of a business into a business environment. On the other hand, recruitment is necessary in the continuation of the lineage of the task force within a business environment. This implies that Human Resource Management under the spectrum of recruitment of employees provides ideologies that form the basis of solutions to discretion processes. On the other hand, elevation of employees as a practice of the Human Resource Management is a form of relaying the protocol of leadership roles within a business organization. This implies that Human Resource management is a critical tool in the definition of participatory leadership strategies within a business environment.
Service sector organizations
Service sector organizations are sections in a business environment, which are dependent on non-profit margins. In this regard, there is the need for the substantiation of the role of charitable organizations in the creation of cohesion between the business and the environment. For instance, whenever a business relies upon Human Resource Management to build its image through charity, then this is a clear indication of participation in non-profit services, which are defined as service sector organizations. Such endeavors are meant to seal the cohesion between the business and the environment since the surrounding environment influences the existence of the business.
Individual characteristics and their impact on HRM
The form of leadership roles gives the margin of divide between the influence of an individual and the organizational skills. This is an elucidation of the vitality of personal traits like charisma, democracy and participatory leadership. For instance, whenever a leader chooses to be charismatic, then there is an evident Human Resource Management Dependent upon inspirational Qualities. On the converse, non-charismatic leaders do not bear the inspirational qualities, which jeopardizes the whole decision making process in times of transformations. This implies that charismatic leaders have the capability of influencing creative ideologies that define the visions of a business organization. On the converse, the definition of Human Resource Management is Void without the influence of autocratic and democratic leaders, which also defines the influence of personal traits in HRM.
Leadership styles and approaches to managing people
The best form of leadership that is evident in sound business systems is the participatory form of leadership. This implies that managing employees through participation gives the leaders the chance to assess the constraints to achievability of the major goals in an organization. On the other hand, contributory leadership is a style of managing people through offering suggestions for change management processes. This implies that a leaders serving under this capacity bears the capability of making critical decisions on behalf of an organization during discretion times. A leader taking up the roles of participatory and contributory styles of leadership has the ability of relaying the culture of an organization with the fundamental visions and goals. This implies that the form of leadership contributes to the existence of a company since it provides the organizational culture of a business endeavor.
Management and motivation theory
Performance of an organization depends on the compensation accrued from every sound change management structure. This implies that the material benefits that are advanced to employees are the contributory factors, which define motivation. The major theory applicable in the definition of the management and motivation theory is the “Maslow’s hierarchy of needs theory.” This is a theory that veers into the deficit principle and the progression principle. The deficit principle acts in contrast with the need for motivation of a satisfied person, while the progression principle looks at the levels of satisfaction as being placed in some form of hierarchy.
Management of change and culture verses absenteeism
Whenever an organization undergoes a transition, it is the role of the higher management to rule upon the discretion. This forms the basic direction at the disposal of the organization. This also implies that participatory and contributory leadership roles play a vital role in the definition of possible routes essential for a change management process. For instance, the preference for a professional taskforce over apprenticeship lies in the decision of the higher management to undergo a transformation. This implies that every emp0loyee in the higher management has the jurisdiction of presenting the views about the change management process, which defiles non existence to absenteeism. This implies that absenteeism contravenes with the roles of both contributory and participatory leadership roles as practices of human resource management.
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