HRM and Leadership Development within Organization - Assignment Example

?Introduction Workforce is the backbone of the organizations and HR leadership initiatives become vital elements of success within the organization. They help create and organize an effective workforce that is able to make valuable contribution. In the contemporary environment of globalization and technology, the wider applications of social paradigms need to be addressed within the broader umbrella of human resource management. The HR leadership initiatives become critical for developing effective teamwork and team leaders. Indeed, successful leadership within the organization becomes desirable because it promotes shared learning and collective responsibility for performance outcome. Thus, paper would be broadly discussing the various elements of HR strategies that promote leadership initiatives within organization for improved performance. HRM and leadership development within organization HRM is intrinsically linked to the people and effective HR strategy is aware of the versatility in the work ideology and functioning. In the emerging challenges of the changing business equations, the organizational leadership redefines strategic goals to create versatility and flexibility of the contemporary work environment. Kotter (1995) asserts that HR strategies promote dynamic leadership which is versatile and capable of exploiting the potential of workers as per the demands of the changing situation. It therefore, helps create effective team that is capable of overcoming the barriers of cross cultural values, self interest and lack of understanding. Leadership initiatives of HRM meeting the challenges of organizational change The organizational change can broadly be defined as the ability of management to identify and incorporate the factors that increase output and improve the performance outcome of the organization. Effective HR strategies facilitate identification of the critical factors of change and meet the challenges with creative inputs through collective vision and shared goals. The pragmatic relationship of leaders and the evolving changes become critical for a given situation. Graetz et al. (2002) firmly believe that change needs to be the most important factor that must become intrinsic part of managerial strategy. Various measurements of change vis-a-vis performance, creative input, customer satisfaction etc are significantly impacted by adoption of TQM and benchmarking. Thus, a better informed leader is capable of taking initiative and at the same time, he is also able to inculcate confidence in his people to adapt to the changes and move forward. Leadership initiatives for HR as proactive human capital Rainey (2006) argues that changing socio economic dynamics have created a highly competitive business environment. The HRM becomes the major enabling factor for leadership initiatives that encourages dynamic strategies and innovative thinking for competitive advantage. Thus, managerial and organizational leadership perspectives become highly critical factors within the wider goals and objectives of the business paradigms. . Commitment to work and loyalty towards employers is considerably increased when the employees are provided scope of enhancing their professional skills and competencies through in-house training and development. Samsung is exemplary example of HRM which has promoted organizational leadership by utilizing its human resource as capital investment. The company focused on its strategy of developing research and engineering skills so that it could improve and improvise innovatively on the electrical and digital products of Sony, Phillips, Matsushita and Nokia. It encourages competition amongst the group for innovation and sends potential employees to foreign universities for higher academic qualification. It helps to indigenously develop and foster expert team for improved business performance (Siegel and Chang, 2009). HR leadership that promotes diversity and human competency In the fast evolving environment of multicultural societies, diversity has become intrinsic part of cohesive work output. The hidden dynamics of human relationship, vis-a-vis organizational culture, social defences, leadership imperatives, motivation and other paradigms associated with organizational behaviour, need to be understood for promoting relationship building (Levinson, 2002; Gabriel, 1999). The understanding equips the leadership with the necessary knowledge. It helps to promote confidence building and strengthen interpersonal understanding within the group. The HR managerial leadership becomes major facilitator for development of organization culture with well defined organizational goals and objectives. The organizational vision and mission statements are effectively communicated to the employees. The shared vision promotes better understanding among the employees and provides impetus for improved performance and easy adaptability to changes. The scintillating leadership of Prince, the CEO of Citigroup showed that encouraging cross cultural relationship is important to win the trust of the people. It helped promote a culture of shared responsibility and collective goal for improved performance outcome (Paine, 2008). HR leadership as facilitator of empowered workforce for improved performance Zapata-Cantu et al. (2007) strongly affirm that professional growth and self improvement, through human resource development practices, greatly enhance organization’s advantage. In the contemporary times, the technological perspectives have become the major compulsions for HR management. It necessitates that competencies of the human capital need to be appropriately developed to meet the challenges of the technology (Gillham, Wood & Somerville 2007). The leadership initiative that provides learning environment hugely promotes professional growth in the core competencies of the workforce. It motivates and inspires others to improve their performance and achieve organization’s goals with vision and innovation. Skill development greatly empowers workforce. It instils self confidence in one’s ability to make independent decisions about oneself, especially with regard to their socio-economic and political decisions. It helps the person to make decisions based on informed which would also have significant impact on the working of the organization thus encouraging responsible behaviour. Conclusion The human resource strategy has become the most critical factor that develops the highly indigenous team of human capital. The widespread ramifications of effective HRM are important ingredients of organizational leadership that provide the organization with a competitive advantage that is unique. Managing diversity becomes key leadership initiative that helps to exploit the vast potential of the workforce. It also becomes critical component for creating congenial work atmosphere. The learning environment encourages people to improve and improvise their professional and personal competencies to meet the challenges of the time. The experienced and motivated workforce is conducive to higher degree of creative inputs and innovative approach. Thus, one can conclude that HRM department significantly contribute to the development of successful leadership within organizations. (words: 1005) Reference Gabriel, Y. (1999) ‘Organizations in Depth’. Sage, London. Gillham, Mark and Wood, Emma and Somerville, Ian. (2007) ‘Public relations and the free organizational publication: practitioner perspectives on the brave new (media) world’. Journal of Communication Management, 11 (3). pp. 198-211. Graetz, Fiona; Rimmer, Malcolm; Lawrence, Ann and Smith, Aaron. (2002). ‘Managing organizational change’. John Wiley & Sons, Australia. Kotter, J. (1995). ‘Leading Change: Why Transformation Efforts Fail’. Harvard Business Review, March/April. Levinson, H. (2002) ‘Organizational Assessment’. American Psychological Association. Washington DC. Paine, Lynn Sharp., Knocp, Carin Isabel and Sesia, Aldo Jr. (August 2008). ‘Leading Citigroup’. Harvard Business School. Rainey, David L. (2006). ‘Sustainable Business Development: Inventing the Future through Strategy, Innovation, and Leadership’. Cambridge University Press. Siegel, Jordon and Chang, James Jinho. (2009). ‘Samsung Electronics’. Harvard Business School. Zapata-Cantu, Laura, Olivas-Lujan, R Miguel, Ramirez Jacobo. (2007). ‘e-HRM in Mexico: adapting innovations for global competitiveness’. International Journal of Manpower, Vol. 28, No. 5. (2007), pp. 418-434. Read More