Human Resource Management and Leadership

This assignment provides an overview of human resource management and leadership concepts. It includes summaries of research papers on topics such as the ABCE model of volunteer motivation, effective leadership development in information technology, and performance appraisals. The assignment also covers studies on leadership and creative performance behaviors, moving towards improved teamwork in cancer care, and the role of psychological safety in team communication. Additionally, it discusses the impact of high-performance work systems on employee outcomes and the relationship between HR attributions and employee outcomes.

ASSESSMENT 1:
Individual essay
HUMAN
RESOURCE
MANAGEMENT

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Article 1: Team building in an online organisation behaviour course........................................1
Article 2: Perceived investment in employee development, intrinsic motivation and work
performance. ...............................................................................................................................2
Article 3: Communication and symbolic behaviours. ................................................................2
Article 4: Employee Engagement, human resource's management practices and competitive
advantages: An integrated approach. .........................................................................................3
Article 5: the ABCE model of the volunteer motivation. ..........................................................4
Article 6: Effects of HR practices and knowledge sharing motivation and behaviour...............5
Article 7: Performance appraisals and Job Satisfaction..............................................................5
Article 8: Integrating strategic human capital and strategic human resource management .......6
Article 9: Can leadership compensate for deficient inclusiveness in global virtual team?.........7
Article 10: Social influence and political organisational research .............................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Human resource's management term refers to the strategic approach of the effective
management of the organisation and individuals which can help the business for gaining the
competitive advantages. This process is designed for maximising the level of the performance of
the employees for the strategic service and objectives of the employees. It has been also realised
that the HR department of the organisation basically over seeing the employees and workers for
their enlisting the employer, grooming and welfare plan of the employees.
As the practices of the HRM is basically and mainly focused on the motivation of the
employees and increasing the performance of the work. This report will study on the significant
of the human resource management and uses of the human resource's management. This report
will critically evaluate the different articles of the human resource management by focusing on
the motivation of the organisation which is basically related to the wide range of aspects of the
HR functions like performance and leadership etc.
MAIN BODY
Article 1: Team building in an online organisation behaviour course.
As per the opinion Denhardt, and et.al., 2018 the author describe the delivery and
development if the team building is an exercise for the online organisational behaviour which
undergraduate the course and it also qualitative data and it also collected at the end of the course.
It also revealed with the positive and negative behaviour and reactions on the different aspects of
the team building exercise. Team building exercise contributes to the ongoing discussion about
the team work management and also about the virtual teams. Team work is very important and
crucial for accomplishing the common objectives which helps to encourage the individuals of the
organisation.
According to the Noe and et.al., 2017 team work refers to the combined of the cation
groups and especially when it is efficient and effective. It means that the appreciate and diversity
thoughts of welcome for reaching the ideas as the goals and objectives which can refers to the
utilising of the aggregate wisdom of the groups and discover the problems of the solutions within
the organisation. A team can be generates the positive actions through the coordination of the
efforts and from it individuals efforts outcomes in the level of the execution larger than the
outcomes of the employees those whose single inputs through the aid of the activities. The lots of
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the positive effects which company has to be careful because the set of the teams is not only by
the action which improve the organisation behaviour and culture.
Article 2: Perceived investment in employee development, intrinsic motivation and work
performance.
According to the Van De Voorde and Beijer, (2015) human resource's management plays
a very important role in the development and growth of the workplace. Perceived investment in
employee development means equipping employees with the new knowledge as well as
competence through organised learning experience provided by the company. Perceived
investment in employee development refers to the employee assessment if there is organisation
commitment to help employee learn to identify as well as obtain new skills as well as
competencies that will allow them to move to new positions either within or outside the
company. The main purpose of this article is to identify the alternative relationship between
perceived investment in employee development, intrinsic motivation and different facets of work
performance. In this article, researcher has conducted survey of total 826 participants from a
company that is located in Norway resulted that there is a mediate relationship between
perceived investment in the development of employees as well as work efforts through intrinsic
motivation.
As per the Gupta and Singh, (2015) in intrinsic motivation, there were moderate
relationship between organisational citizenship behaviour and perceived investment
development. The relation between them is only positive when there is high level of intrinsic
motivation. Intrinsic motivation is traced from intangible factors. Intrinsic motivation at work
place improved the workplace and bring efficiency at work place. Furthermore, Employee
development is also very important at work place because each and every employees want to
grow and develop there career. Only earning money through job do not satisfy employees but it
is very essential that there must be development of skills and knowledge of employees.
Article 3: Communication and symbolic behaviours.
As per the opinion O'Kane and Goldbart, 2016 it is important for top level management to
communicate effectively in the organisation where followers will assist them in positive manner
and it also influences the followers for accomplishing the desired goals and objectives of the
organisation. Communication term refers to the exchanging and imparting the information by
writing, speaking and so many mediums for communicating. It also refers to receiving and
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sending the informations such as computers and telephones lines. The author also states that the
there are so many skills which is very much crucial in order to maintain the vision and mission of
the organisations. As per the point it assists for maintaining the atmosphere with more productive
results. Communication is one of the main key purpose for motivating the employees and
therefore it is important for HR mangers for focusing on the incorporating approaches of the
motivation which manges and boost the morale of the employees for improving the work
performance and raise the productivity of the organisation.
According to the Fletcher-Watson, and et.al., 2016 symbolic behaviour is refers to the
capacity of the person which respond to the uses of the significant symbols and systems. It
describes as the argues of the perspective which is reality of the organisations which socially
constructed through effective communication. Symbolic behaviour is one of the main purpose
that individuals which has been faced with the uncertainty for creating the symbolic messages
where individuals can make sense of their business environment. It has been interpreted by the
individuals where it collectively reacts within the culture of the organisation.
In addition to this all the companies are successful for developing with the managing
effectiveness. From this consideration, it can be stated the to be sure the level of the
communication which is aligned with the established companies.
Article 4: Employee Engagement, human resource's management practices and competitive
advantages: An integrated approach.
As per the findings of Albrecht and et.al., (2015) the role played by human resource
management in an organisation is very important and crucial at work place. Human resources
practices emphasize in the engagement of employees and influence the climate, job demands and
resources of the company. It is very important that workforce of the company should have
effective relationship between the employee and organisation management and it could only be
possible through effective human resource practices. Employee engagement at workplace is
designed to make that workers should be committed to the goals, values and objectives and boost
there motivation that they should contribute to the success of organisation success as well as
same time raise their own sense of well-being. Engagement is very essential for HR variable foe
the majority of company and it aids enable to company to deliver a superior performance as well
as gain competitive benefits. There are three different things like employee engagement, human
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resource management practices and competitive advantages and all of these are related to the
human resource's management techniques and strategies.
As per the views of Bailey and et.al., (2017) There is a direct relationship between these
as if employee engagement is not effective than it will lead to negative impact on organisational
performance and customer satisfaction but if these three elements of article is positive than the
organisational could lead to remarkable position in the economy. In addition to this,
communication also plays a key role in the as it aids valuable and worthy growth and
development of the organisation and it also boosts employee motivation. Human resource
management includes all the ethical issues which are related with management of people and
international differences in its practices. Hard and soft approaches of HRM are two variant
which are help to do high commitment and high performance of the company. In addition to this,
the main purpose of engagement of employees and conduct best HRM practices to attracting as
well as retaining skilled and valuable candidates.
As per the findings of Cohen, (2017) organisations build strategies for building a good
human resource practices such as a connecting staff to the vision and mission of the company so
that they feel valued and with working in the company. In addition to this, organisation also
provide safe environment and mechanism so that employees could provide the best efforts to the
company.
Article 5: the ABCE model of the volunteer motivation.
As per the opinion Butt and et.al., 2017 it is meet for the growing the social services
needs of the social services and societies and another volunteer. Organisation always required to
understand the needs and motivates their employees and volunteer for keep them required.
Although it had to understand the volunteers scale is tested and available for the various
companies which has amended by adding the volunteering for motivating to the best fit their
organisations. However, it is always available to volunteer organisations for identifying to
measure the motivation of the volunteer by raising the needs for unified models. ABCE model
define as the belief, affiliation, career development and egoistic. Through utilising the ABCE
model as the different approaches for volunteering the motivation and connect them into those
four affiliation of the organisation.
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Article 6: Effects of HR practices and knowledge sharing motivation and behaviour.
According to the Andreeva and Sergeeva, 2016 it also examines the level of the individuals
which share the motivation and ability for sharing the knowledge for mediating the relationships
between HR practices and knowledge sharing behaviours. The reveal of the contradictory which
affects the practices of HR and mediating the roles of intrinsic and extrinsic motivational for
sharing the knowledges and subsequent behaviours of the organisations. The intrinsic motivation
has been defined as the for originates the inside of the individuals and also the extrinsic
motivational term refers to the behaviours which drives the externals rewards such as grades,
money, fame and praise. This types of motivations arises for the outside of the individuals.
As per the opinion of the Foss, and et.al., 2015 Knowledge sharing behaviour is an
activity for exchanging the knowledge, skills, ability and information among the individuals in
the organisation. It one of the best positive motivation for the employees. It generally and
basically support the knowledge management systems. This study demonstrates the
opportunities which enhance the moderating conditions which activates the both motivational
knowledge which may completely offers the enhancing of the HR practices of motivations. The
main aim for enhancing the knowledge sharing might be sometimes costly solutions for the
company and it also so many mediating mechanism of the knowledge of the Human resource's
management of the employees at the workplace. It also has been argued that the HR practices has
been helped for achieving the goals and objectives of the organisations.
Article 7: Performance appraisals and Job Satisfaction.
According to the views of Kampkötter, (2017) performance appraisal is one of the most
essential elements of the company as well as very important human resource management
practice. Each and every employees want to be appraise by the organisation on a period of time.
This article evaluates the impact of performance of appraisals on the job satisfaction of
employees. There are two different types of appraisals which are monetary and non-monetary. In
this article, there survey has been conducted to analyse the impact of appraisals in job perforce
and the survey is conducted around 10500 employee's in German and it is found that there is a
close relationship between job appraisals and performance appraisals but appraisal must be
monetary. In addition to this, there were some employees who believes in more intangible
benefits such as position and recognition than compare to monetary rewards for job satisfaction.
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It is true that there is a direct relationship between the employee performance and job
satisfaction.
As per the findings of Lee and Steers, (2017) performance appraisal allows company to
provide positive feedback along with identifying the areas for further improvement in the
performance. T is fact that for all companies, skilled and talented employees are lifeblood as they
it directly raises the competitive advantages of the company. Performance appraisals is another
useful technique for employee engagement as each organisation needs those employees who stay
highly motivated and are connected with the success of the company. But in return that expect
same thing from employees as well as they want to be recognised and appraise so that their job
satisfaction could be enhanced. Performance appraisals is actually a formal process as the
performance of employees are evaluated on the behaviour of managers at workplace.
Furthermore, job satisfaction is not only the advantage of performance appraisal but it also
brings improvement and productivity at workplace which increases the competitive advantages
of the company. If the appraisal of company is not effective than it will lead to
underperformance of employees.
Article 8: Integrating strategic human capital and strategic human resource management
According to the view Noe and et.al., 2017 of It is of the important activity of the human
resource management where it negotiates the structure of grouping in the organisation and also
on the careful mode. It has been generally observed that HR always provide a positive
motivation, then the worker on the organisation. Further it also involves the perspective of the
disciplinary and this research focus on levels of the capital of the human within the firm slightly
different aspects of the which gives opportunities for integration and the main and current aim of
the human capital Is critically made a variety for the disciplinary fields for the spanning the
macro scholarship in the economics. The concepts which is originally developed to the micro
levels which generally focused on the individuals for analysing the difference of the knowledge,
talents and skills and abilities.
This group generally focused on the capital of the human within the organisation which
generally tends to the adopt the economic lens and strategic which understand the capital of the
human which always serve the valuable resources and it examines the issues which relates to the
mobility of knowledge, abilities, value captures and creations. It along the parallel path for the
where the areas of the company mainly focus on the motivation of the employees in order to
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ruining the organisation smoothly and it is one of the same reason where they have to motivate
employees for raising the performance of the employees. Moreover, the Cascio, 2015. Said that
the for the instance of the absence which needs further leads for the underperformance of the
employees and it also fights for the failure of the production beginning for the firms.
Article 9: Can leadership compensate for deficient inclusiveness in global virtual team?
As per the views of Jain and et.al., (2016) leadership is the essence of organization as it is
not possible to achieve the desire goals and objectives of the company without leaders. In the
pace of high technology, there is virtual team which exist in the companies. The group of people
who work together from different geographic location as well as rely on communication
technology like FAX, email, voice and video conferencing services is called as Virtual team.
With the increasing pace of technologies, virtual team are also growing very fast and it is still the
biggest challenge to achieve global collaboration across geographic, linguistic and cultural
obstacles. In this article, it is determined that there are two important components attitudes
leadership and team leaders. So, leadership is very important that organization should have right
leader to mange the team that have capability and strength to manage people at different
geographical areas.
As per the Hickman and Akdere, (2018) The best leadership style that is suited to manage
the virtual team is management by exception. There are some important skills that leader should
have to manage the people which strong interpersonal skills, flexibility and take initiative. If
these skills are not there in leader than it is not possible to manage virtual teams effectively. In
addition to this, leader have to manage the team as well as work life balance 24/7 because of
different time zone. It is also very essential that leads can establish as well as maintain trust in
diverse environment with the diverse culture.
As Hogg, (2015) argued that, leaders face many challenges like leading people living in
different areas and belongs to different culture and tome zone and all have different expectation
from leadership management. In addition to this, kit is also very difficult to manage the team
only through technology instead of any face ti face interactions. Furthermore, leader gain trust of
there team members but it is very challenging in virtual team because it is all difficult to fund the
right balance of trust and control with the people will don't know.
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Article 10: Social influence and political organisational research
According to the Kurtessis, And et.al., 2017 employment relationship can be consider the for the
ongoing human relationship liker other contracts.
Politics of the organisation is all about manipulating the power of the organisation in
order to build strong relationships and also motivates employees at organisation. Further, it also
been argued by the Allen, Porter and Angle, 2016 that who has been considered the political
views which has assigned the power to the individuals within the enterprise for gaining the
competitive advantages. From the various competitive advantages it also might consider the
access of the tangible assets and the status which has been utilising the process of influencing
others. Organisational politics also defined as the negotiate abilities with so many people and
individuals for always maintaining the interest of the peoples. Howe ever, it has been argued the
that politics for basically use the power of the social networking within the organisation for
bring the changes at workplace for the benefits of the company as well as the individuals. The
author said that it states the political review for defining the relationship between employees and
it also discussed that the demotivation of the employees is linked with the politics of the
workplace.
The motivation in the organisation has become the major aspects and issues for the
employees where it presents the organisational behaviour as it influence the by the politics and
power where individuals manipulates their relationship of working. It also states that workers
who involved the politics manipulated which ruin their relationship with other peoples and
organisations which consume time as well as the resources where it has to express for the
organisation. As per the view of the Kemeny, 2017 an individual always refers to the engaged in
the political influence for the motivation of the employees which impact the results of which it
can manipulate the relationship. However, it has been argued that the politics at workplace
increase the conflicts and problems between employees. According to the perception Bolander,
W. and et.al., 2015. motivation of the workers within the workplace revolves the politics for
creating the negative effects on the inter personnel relationships of the employees and workers.
Howe ever, it has been argued that the use of power by the individuals in positive manner gives
lots of positive vibes to the employees and also it can assist the individuals for increase the
strength of their relationships with other peoples and individuals art workplace.
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As per the opinion Kurtessis and et.al., 2017 it also shows the use of power in positive
manner always support the employees for developing the strong relationships with other
employees in the organisation. It also has been argued that both the groups and engagement of
the individuals at the workplace always destructive the politics, as an employee or individuals
have to concentrate on fulfilling the personnel interest and further it can be adverse the
relationships with other peoples. As per the social influence theory, it also shows that most of the
inter personnel relationships between employees and leaders should involves the types of the
social influence. Moreover, it has been argued by Kemeny, J., 2017 that the relationship
between employees as well as the leaders are highly influenced by the style of the leaderships
where styles has been adopted by the leaders in the organisation.
CONCLUSION
From the above report concluded that human resource management is very important for
the success of the organisation as it is not possible to achieve goals and objectives of the
company. Furthermore, human resources practices emphasize in the engagement of employees
and influence the climate, job demands and resources of the company. In addition to this,
leadership is the essence of organization as it is not possible to achieve the desire goals and
objectives of the company without leaders. Human resource management is basically and mainly
focused on the motivation of the employees and increasing the performance of the work. an
resource's management. Moreover, the absence which needs further leads for the
underperformance of the employees and it also fights for the failure of the production beginning
for the firms.
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REFERENCES
Books and Journals:
Albrecht, S.L and et.al., 2015. Employee engagement, human resource management practices
and competitive advantage: An integrated approach. Journal of Organizational
Effectiveness: People and Performance, 2(1), pp.7-35.
Allen, R.W., Porter, L.W. and Angle, H.L., 2016. Organizational influence processes.
Routledge.
Andreeva, T. and Sergeeva, A., 2016. The more the better… or is it? The contradictory effects of
HR practices on knowledge‐sharing motivation and behaviour. Human Resource
Management Journal.26(2). pp.151-171.
Bailey, C and et.al., 2017. The meaning, antecedents and outcomes of employee engagement: A
narrative synthesis. International Journal of Management Reviews, 19(1), pp.31-53.
Bolander, W. and et.al., 2015. Social networks within sales organizations: Their development
and importance for salesperson performance. Journal of Marketing.79(6).pp.1-16.
Butt, M.U. and et.al., 2017. The ABCE model of volunteer motivation. Journal of Social Service
Research.43(5). pp.593-608.
Cascio, W.F., 2015. Managing human resources. McGraw-Hill.
Cohen, E., 2017. Employee training and development. In CSR for HR (pp. 153-162). Routledge.
Fletcher-Watson, S. and et.al., 2016. A trial of an iPad™ intervention targeting social
communication skills in children with autism. Autism.20(7). pp.771-782.
Foss, N.J. and et.al., 2015. Why complementary HRM practices impact performance: The case
of rewards, job design, and work climate in a knowledge‐sharing context. Human Resource
Management.54(6). pp.955-976.
Gupta, V. and Singh, S., 2015. Leadership and creative performance behaviors in R&D
laboratories: examining the mediating role of justice perceptions. Journal of Leadership &
Organizational Studies, 22(1), pp.21-36.
Hickman, L. and Akdere, M., 2018. Effective leadership development in information
technology: building transformational and emergent leaders. Industrial and Commercial
Training, 50(1), pp.1-9.
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Hogg, M.A., 2015. Constructive leadership across groups: How leaders can combat prejudice
and conflict between subgroups. In Advances in Group Processes (pp. 177-207). Emerald
Group Publishing Limited.
Jain, A.K and et.al., 2016. Moving toward improved teamwork in cancer care: The role of
psychological safety in team communication. Journal of oncology practice, 12(11),
pp.1000-1011.
Kampkötter, P., 2017. Performance appraisals and job satisfaction. The International Journal of
Human Resource Management, 28(5), pp.750-774.
Kemeny, J., 2017. Social constructionism in housing research. Routledge.
Kurtessis, J.N. And et.al., 2017. Perceived organizational support: A meta-analytic evaluation of
organizational support theory. Journal of management.43(6). pp.1854-1884.
Lee, T.W. and Steers, R.M., 2017. Facilitating effective performance appraisals: The role of
employee commitment and organizational climate. In Performance measurement and
theory (pp. 75-93). Routledge.
Noe, R.A. And et.al., 2017. Human resource management: Gaining a competitive advantage.
New York, NY: McGraw-Hill Education.
O'Kane, J.C. and Goldbart, J., 2016. Communication before speech: Development and
assessment. David Fulton Publishers.
Van De Voorde, K. and Beijer, S., 2015. The role of employee HR attributions in the
relationship between high‐performance work systems and employee outcomes. Human
Resource Management Journal, 25(1), pp.62-78.
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