Recruitment, Selection, and Management in Leadership Styles - Assignment Example

Recruitment and selection And Management and leadership styles Table of Contents Introduction 3 Discussion 3 Recruitment and selection 3 Case study on Enterprise Rent-A-Car 4 Critical factor theory 5 The autocratic selection and recruitment model 5 Management and leadership styles 6 Maslow motivation theory 6 Michael Dell leadership style 7 Conclusion 8 References 9 Introduction Human resource management is a function within an organization intended to maximize the performance of employees and focuses on providing direction in service of strategic purposes of employers. Human resource departments are responsible for number of actions such as performance appraisal, training and development, rewarding and employee recruitment. The practice of HRM in organization is to provide cost benefit to organization and ensure operative use of people.The incorporation of human resource management to emphasize on human resource activities and integrating in to planning process of organization that support organizational goals and mission to ensure that managers in the organization are accountable to decisions of HRM. Management, leadership styles, selection and recruitment process are crucial for application of successful operation of Human recourse management. The prime purpose of the paper is to provide organization examples and theoretical issues to analyze that management, leadership styles, recruitment and selection are pivotal for effective HRM operation. Discussion Recruitment and selection The theories of human resource management focus on approaches of selection and recruitment to ensure positive operation in organization. The recruitment process involves the stages of job description, advertising, legislation selection and recruitment policies. One of the foremost difficulties of organization is to match human resources with execution of strategic organization accomplishments for the present and future (Bryman, 2002, p.39). The purpose of appropriate functioning recruitment system is to deliver customs administration with the necessary proficiencies. Selection and recruitment is viewed as the important part of HRM. The prime reason behind the execution of selection and recruitment process is to select best possible person at the right job. Case study on Enterprise Rent-A-Car Enterprise Rent-A-Car is the leading rental car business in the United States. The prime focus of the company is the local market of rental car. Moreover, it is also specialized in car rental market segment where consumers wants replacement car in case of mechanical repair, accident and theft. Active Training and development is executed to help employees to reach full potential and achieve promotion within the business. Furthermore, it makes most out of the existing talent and the need of external recruitment is reduced. The function of HRM is to manage prevailing staff and plan for future that can affect the future needs of staff. The policy of Enterprise Rent-A-Car is to promote managers from available employees. Therefore, it resembles the fact that it is vital for the company to recruit people who have the potential to grow and become future manager. The online recruitment procedure of Enterprise Rent-A-Car is one of the pivotal parts of its approach. List of available jobs and functions are provided on the website. Lot of information is provided about the values and culture of the company (Bratton, Grint and Nelson, 2004, p.17). Selection process is important to identify best candidate for the job. Standard documentation is used by human resource managers to match the required job roles with individual skills and qualities. Standard documentation includes a person specification and the job description. Competencies framework and skills is used by Enterprise Rent-A-Car to combine individual specification in the work description. Aim and objectives of the company is carried out by execution of effective strategy for recruit and select people with right competencies and skills. This can be determined that recruitment and selection process is vital for continuing development of the company and execution of successful HRM operation to carry on its expansion and growth. Critical contact theory is one way in the recruitment ad selection process where individual makes their own choice to join a firm. Critical factor theory This theory assumes that crucial attractor is superiority of interaction with the behavior of recruiter or recruiter. Additionally, key attractors are follow-up calls, promptness, sincerity and warmth (Bass and Avolio, 2004, p.99). There are many cases in which candidate finds difficult to choose appropriate organization due to insufficient data and limited contact. The decision process of individual can be heavily influenced by contacting with personnel. The autocratic selection and recruitment model Baron et al. identified that the autocratic model reflects the central managerial philosophy and fits the structure of mechanistic. Certain philosophical guidelines are followed by the autocratic model around access in to the employee attachment, management control and business. Employee selection is specified by the model on the foundation of certain job capabilities (Conger, 2004, pp.136-139). Moreover, it enables businesses to role of job with employees who are already experienced. Recruitment and selection process can be executed by philosophy of autocratic management. Under this model, organization would primarily focus on recruitment and selection of employees. In the era of globalization and constant advancement of technology, companies needs to find effective strategy that can help to hire people who are dependable, confident, adaptable, knowledgeable and loyal (Caldwell,, 2003, pp.285-293). This step can make establishment for success in future. An effective human resource planning is crucial for organization to think ahead. HRM practices are places in the workplace to achieve day-to-day goals of the organization. Recruitment and selection is the vital part of the Human resource management which is based on following principles such as procedural fairness, ethically decision making, diversity, equal treatment and merit selection. Management and leadership styles According to Barney, management scientist, the lack of employee’s commitment towards the job can lessen the efficiency and productivity of any firm. Therefore, the application of effective leadership and management style to influence employee is vital to upsurge the organization performance and achieve goals. The motivation and ability of employees can be influenced by effective management style (Bjugstad, Thach, Thompson and Morris, 2006, p.5). Management and leadership style is vital for organization to achieve organization goals and maximize efficiency. Some of the important aspects of leadership are motivation, co-ordination, creating confidence, building work environment and initiates action. The ultimate success of the organization is determined by the effort of employees. Leaders and managers determine employee motivation, change tolerance, culture and values. Maslow motivation theory The Maslow motivation theory is one of the most influential theories for motivation on workplace. This theory was first developed by Abraham Maslow. Maslow suggested that every human being have hierarchy of needs. According to Maslow, social, safety and physiological needs are needed to be fulfilled before self-actualization and esteem needs. There are five steps of Maslow motivation theory such as physiological needs, safety needs, social needs, esteem needs and self-actualization needs (Bolden, 2011, pp.251-269). Physiological needs of people are sleep, air and water. Safety needs are financial reserves, job security and medical insurance. Social needs are needs for belonging and friends. Esteem needs are attention, achievement, self-respect and reputation. Self-actualization needs are meaning, wisdom, justice and truth (Bennis, 2007, pp.2-5). This is one of the theories that are implemented by organization to motivate employees. Motivation is the part of leadership and management style. This theory is implemented by organizations to motivate employees and achieve successful operation of human resource management. This exemplifies that motivation is vital for execution of strategies initiated by HR department for enhancement of productivity. Michael Dell leadership style One of the most important qualities of every leader is trust, respect and discipline. Michael Dell has limited experience on management. Over the period of time, leadership and management skills are pivotal to drive the company. Vision and mission is not enough to grow any company to success. The charismatic and aggressive nature of the Michael Dell motivated employees to enhance the productivity of the company. Mr. Dell has four main strengths like strong innovative sense, clear goal, powerful vision and hard worker. Charismatic, bureaucratic, situational and transformational are some leadership style (Avolio, Walumba and Weber, 2009, pp. 421-655). At the beginning, Michael Dell was autocratic and used to make own decision to attain objectives. However, the style has been changed to situational leadership style.Employees in the organization are motivated by charismatic and situational leadership style of Michael Dell to attain goals and objectives. Previously, organization used to focus on financial performance of business. But now-a-days, information growth has changed their competitive foundation in to leadership performance and intangible assets. Therefore, it is vital for organization to focus on customer satisfaction and quality of products. Human resource is viewed as the crucial factor for any organization to realize organizational goals and gain competitive advantage from other rivals. According to Stogdill, the execution of leadership style is aimed at realizing the goals and objectives of organization. According to Kleiman, HRM strategy can affect the performance of organization by application of effective leadership and management style (Bass, 1990, pp. 19-31). Conclusion This can be concluded that recruitment, selection, leadership style and management style are essential part of the execution of successful HRM processes. The prime objective of the HRM department is to accomplish the goals and objectives of organization. Some of the important objectives of human resource management include harmony of goals, employee satisfaction, human resources development, employee morale, organizational productivity and utilization of resources. Selection and recruitment process plays a pivotal part for creation of diversified organization. Selection is the part of recruitment which helps to match candidates with detailed requirements. Selection and recruitment is the part of the human resource recourse management of organization to provide long term sustainable growth. The ethical values and culture of organization is ensured by this process. Effective leadership and management style makes four fundamental features of production such as capital, land, entrepreneurship and labor work together. The leadership and management style of administrative supervisors can create substantial influence on performance of an organization. References Avolio, B. J., Walumba, F. O., and Weber, T. J., 2009. “Leadership: Current theories, research, and future directions”. Annual review of psychology, 60(5), pp. 421-449. Bass, B. M., 1990. “From transactional to transformational leadership: Learning to share the vision”. Organisational dynamics, 18(3), pp. 19-31. Bass, B. M., and Avolio, B. J., 2004. Improving Organizational Effectiveness through Transformational Leadership. London: Sage. Bennis, W., 2007. “The challenges of leadership in the modern world”, American psychologist, 62(1), pp. 2-5. Bjugstad, K., Thach, E. C., Thompson, K. J. and Morris, A., 2006. “A fresh look at followership: A model for matching followership and leadership styles”: Organisational behaviour, 7(3), p.5. Bolden, R., 2011. “Distributed leadership in organisations: A review of theory and research”. International journal of management reviews, 13(3), pp.251–269. Bratton, J., Grint, K., and Nelson, D., 2004, Organizational Leadership, London: Thomson/ South-western Press. Bryman, A., 2002. Charisma and Leadership in Organizations. London: Sage. Caldwell, R., 2003. “Change leaders and change managers: different or complementary”? Leadership and organisation development journal, 24(5). pp 285-293. Conger, J. A., 2004. “Developing leadership capability: what’s inside the black box”? Academy of management executive, 18(3), pp. 136-139. Read More