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Four HR Questions - Essay Example

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“In some decision making situations going through the process of consultation will waste time and add little value”. Discuss this statement with reference to Vroom and Yetton’s (1973) decision model and other styles of managerial decision making…
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Four HR Questions
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Download file to see previous pages However, it is vital to note that the decisions taken under particular situation may not hold good for all situations, in fact they may give negative results under different circumstances. This implies that effective leadership calls for consistently making situation based decisions. From literature, situational leadership advocates for greater participation of employee in decision making on the premise that the more employees participate in decision making the more they will accept the decisions taken. It with this line of thought that Vroom and Yetton (1973) proposed a Situational leadership model called the normative decision model. The normative model identifies five different decision procedures that range on the situation and level of involvement from autocratic to consultative to group-based decisions. Even though, situational leadership advocates for greater employee participation, Vroom and Yetton (1973) identified that not all decision making situations need to go through the process of consultation. To enable leaders isolate the instances where decision making would require consultation from those where consultations would add little value, Vroom and Yetton (1973) formulated seven questions which leaders can use to determine the level of subordinate involvement in decision making. The seven questions touch on problem information, commitment, and decision quality and acceptance. Putting Vroom and Yetton (1973) normative model to use it can be discovered that consultation would be a waste of time in the following circumstances: (1) where the leader has sufficient information to make a high quality decision and acceptance of the decision by subordinates is not critical for its implementation; (2) where neither the nature of the solution nor the acceptance of the decision by subordinates is critical to the implementation of the decision; (3) where the nature of the solution is not critical and whatever the leader decides it is reasonably certain that his / her subordinates would accept; (4) where the nature of the solution is critical but the leader has sufficient information to make a high quality decision. In this instance even though the acceptance of the decision by subordinates would be critical to its implementation, if the leader is reasonable certain that he / she has sufficient influence over his / her subordinates to the extent that they would most certainly accept his / her decision then consultations would be a waste of time. In conclusion, to enable effective decision making a leader would find using Vroom and Yetton (1973) seven questions and normative model a critical tool that will save him / her time, effort and likelihood of success for the decisions that he / she takes. Identify the potential difference in human resource management (HRM) policies between two organizations where one follows a low-cost strategy and the other follows a differentiated, quality enhancement ...Download file to see next pagesRead More
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