Improving School Leadership Practices

This assignment delves into the critical aspects of improving school leadership practices. It examines the development of organizational structures, clear role definitions, and effective leadership training for staff. The assignment also focuses on establishing rewarding systems to motivate employees and implementing performance evaluation mechanisms for continuous improvement in basic education schools.

HUMAN RESOURCE
PLANNING

TABLE OF CONTENTS
INTRODUCTION ..........................................................................................................................1
Proposing leadership development for the management team in the case.............................1
Analysing effective reward strategy for the given case..........................................................2
Evaluating effective measures to justify the success of the methods.....................................4
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................6
APPENDIX......................................................................................................................................8
Action plan.............................................................................................................................8

INTRODUCTION
Human resource management is the crucial aspect of business operations in the current
competitive era. Commercial operations have been changing its shape from industrial operations
to service operations which now have attained conceptual aspects. Employees have a wide
contribution in business activities (Dann, 2012). Policies regarding staffing, leadership and
reward help in shaping business operations and attaining valuable results for the company. This
help in enhancing trust, loyalty and commitment of the employees (Kaushal, 2010). The present
study will focus on analysing leadership theories for business units and its impact on talent
management and employee retention. Different models and theories will be applied to attain the
objective of the research. Strategies regarding reward management will also be discussed
attaining effective reflection about the same.
Proposing leadership development for the management team in the case
The given case in the study mentions that Dale Lodge, summer sports camp is
successfully providing its services in different sites. The leadership issues in the business have
developed wide challenges for business growth (Khan and Sheikh, 2012). The company has
presently adopted directive leadership style which has pressurised employees with high targets
and distinctive policies. Moreover, it has also trusted and loyalty with employees has also been
adversely affected with the same.
Eric Berne's transaction theory focuses on analysing the interpersonal measures with the
people and enriches your relations with them. The core focus of theory is on building positive
relations with the human resources. The application of the theory in modern business aspects
helps in encompassing communications, management, personality, relationships and behaviour.
This will help the business unit in enhancing the management and leadership aspects for the
company (Middlemiss, 2012). The theory also known as parent child adult theory analysis
different aspects of human behaviour and develop strategic analysis to deal with the same. As per
the given case the stated theory will help dale in analysing the individual personalities of the
individuals, enhance communication in the company and understand and implement repetitive
patterns of behaviour to attain effective business results. It will be favourable for analysing and
understating the human aspects for developing positive culture and employee competitiveness in
the market (Kehoe and Wright, 2013).
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The modern business aspects have denied the traditional views regarding application of
one theory. The current definition of contingency leadership analyses that an effective leader has
to adopt different leadership styles in different business situations to attain effective business
results. In order to evaluate a clear understating of the same Vroom expectancy theory will be
applied in the study. For the given case, mentioned leadership styles and its effective application
will help the management team in attaining favourable business results for the company (The
Vroom-Yetton-Jago Decision Model, 2013). Autocratic: Here the leaders have complete control over the decision making power. The
camp company has adopted this approach in regular business practice however it has
resulted in pressurising the employees and minimising trust and loyalty (Mathis and
Jackson, 2011). To overcome this situation the management must use the approach in
contingency of or situation of emergency. It will help in effective management and quick
results. Consultative: This is an approach where companies gather information from the team and
other and then make the decision. This is an effective approach to enhance trust and
loyalty in the business while enhancing leadership and management. The team may use
this approach for regular business practice as it will enhance trust and engagement of
employees in the company (Beckett and et.al., 2013).
 Collaborative: This approach is the one where team adopt a collaborative approach to
work and attain results. This is a well integrated measure for the business unit but may
result in developing chaos confusion if applied n large teams thus this strategy may be
applied by the business with small teams to enhance creativity and innovation working
environment.
Analysing effective reward strategy for the given case
The company is facing considerable competition in terms of consumers and employee
retention. The business operations of the company are well organized and managed however it is
facing subsequent challenges. In order to attain effective business results the organization must
develop its reward system. According to Colbert, Barrick and Bradley, (2014) concept of
psychological contract has effectively developed in the modern business practices. It helps in
analysing the mutual aspects of expectations and outcomes for the business. It helps the business
unit in defining and developing effective business relations for the employees thus attaining
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effective impact of understanding the employee need. For the given case this theory will help in
analysing the internal needs and demands of the employees and understand the expected
outcome as well (Hahm, Jung and Moon, 2013). The directive leadership and high targets for the
employees reduced the employee efficiency and brand loyalty for the company. Psychological
contract will help the business unit in attaining compassion, trust, empathy, fairness, objectivity.
This will help in developing an effective base for reward management strategy of the company.
The company can develop well defined objectives for the business expectations and possible
business outcomes expected out of the business as well (Lawler and Bilson, 2013).
In order to plan the reward strategy of the business Armstrong grid will should be
implemented by the company. This will relate the different aspects of reward and motivation
with strategic analysis of the business. It will enhance business operations and create a planned
measure to enhance business growth in the market (Kuusilehto-Awale, 2013). The total reward
management grid will help in developing effective business report for the business.
PAY
Now
 Basic salary
 Financial incentives on target
attainment
 Increment for repeaters Low salary than industry
Future
 Basic salary according to the latest
norms
 Financial incentives
 Increment on performance basis
BENEFITS
Now
 Weekly allowances
 Fringe benefits
 Training and development
Future
 Fringe benefits
 Cooperative environment
 Intrinsic rewards
 Growth opportunities
LEARNING
Now
 Low and limited On the job training
Future
ENVIRONMENT
Now
 Dynamic and competitive
 Challenging
 Demotivating and frustrating
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 Well structured training
 Industrial training
 Leadership and Mentoring
Future
 Positive working environment
 Flexible working conditions
 Achievable targets
The above analysis of company will help in effective analysing the gap between current
and future planning gap which will help the business in attaining effective business results. The
growth aspects of company will also be adhered for the same.
Evaluating effective measures to justify the success of the methods
The success of planning and development can be assessed by evaluating the success of
the program of plan for company. The current business unit has adopted a different means of
planning and development to enhance business growth in the market which has helped in
attaining favourable business results (Porter-O'Grady, 2014). The evolution of the leadership
may be assessed by applying equity theory. This will help in managing fair balance to ensure a
strong and productive relationship for the company and business as well. The theory undertakes
and motivation and psychological aspects of employees to reflect actual business growth in the
market (Vaccaro and et.al., 2012). Application of the theory in the present case will help in
managing a balance between employee input and outcome thus analysing the gap in performance
(Adams’ Equity Theory, 2013). It will help the company in evaluation the business results in
financial and non financial aspects (Davies, 2003). The inputs of the business will be employees
efforts, productivity, loyalty, skills and knowledge, flexibility, determination etc. on the basis of
the same rewards and recognition in terms of financial (salary, benefits, perks) and non financial
(recognition, growth, development. Leadership etc) will be analysed. De-motivation,
dissatisfaction or low retention will reflect ineffective results for the business thus on the basis of
the stated theory the business unit may develop and enhance the current business operation the
organization (Kelly, 2006).
In addition to this Dale can also apply the Kirkpatric model of evaluation to attain
effective business results for the employees. The four stages of the model will help in analysing
and understating the individual needs and demands of the employees hence attaining effective
business results the four levels in which performance evaluation will be done includes:
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 Reaction: The team must evaluate the gestures, expressions and reaction of the
employees to attain reflective idea about their performance. Learning:This method will focus on analysing the enhancement in employee knowledge
and n understating along with performance development (Freeman, 2010). Behaviour: This factor will focus on employee contribution, performance and
engagement in the team and business operation.
 Results: The evaluation on the basis of employee satisfaction, competitiveness and
employee relation and motivation will be analysed by the business unit (Kirkpatrick's
Four-Level Training Evaluation Model, 2015).
CONCLUSION
The core focus of the business unit in current scenario is on enhancing growth and
competitiveness in the market through integrated operations and effective service strategies. The
given case in the study mentions that leadership issues in the business has developed wide
challenges for business growth. It also analysed the aspects of reward management for the case
scenario. The overall analysis of the report helped in developing an extensive analysis of the
topic and revealed associated factors measures with the same. Hence, it can be analysed that well
developed leadership, reward and management help an organization in attaining high success
measures in the economy.
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REFERENCES
Books and Journals
Dann, R., 2012. Promoting Assessment as Learning: Improving the Learning Process.
Routledge.
Kaushal, Gr., 2010. Case Study Solutions - Human Resource Development. Macmillan.
Khan, M. and Sheikh, N., 2012. Human resource development, motivation and Islam. Journal of
Management Development. 31(10). pp.1021-1034.
Middlemiss, S., 2012. The legal impact on employers where there is a sham element in contracts
with their workers. International Journal of Law and Management. 54(3). pp.209–221.
Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource practices
on employees’ attitudes and behaviors. Journal of Management. 39(2). pp.366-391.
Mathis, R.L. and Jackson, J., 2011. Human resource management: Essential perspectives.
Cengage Learning.
Beckett, P. and et.al., 2013. Practice what you preach: developing person-centred culture in
inpatient mental health settings through strengths-based, transformational leadership.
Issues in mental health nursing. 34(8). pp. 595-601.
Colbert, A. E., Barrick, M. R. and Bradley, B. H., 2014. Personality and leadership composition
in top management teams: Implications for organizational effectiveness. Personnel
Psychology. 67(2). pp. 351-387.
Hahm, S. D., Jung, K. and Moon, M. J., 2013. Shaping public corporation leadership in a
turbulent environment. Public Administration Review. 73(1). pp. 178-187.
Lawler, J. and Bilson, A., 2013. Social work management and leadership: Managing complexity
with creativity. Routledge.
Porter-O'Grady, T., 2014. The future of leadership. Nursing Management.
Vaccaro, I. G. and et.al., 2012. Management innovation and leadership: The moderating role of
organizational size. Journal of Management Studies. 49(1). pp. 28-51.
Kelly, S., 2006. Leadership Refrains: Patterns of Leadership. Leadership. 2(2). pp.181-201.
Freeman, R., 2010. Strategic Management: A Stakeholder Approach. Cambridge University
Press.
Davies, B., 2003. Rethinking Strategy and Strategic Leadership in Schools. Educational
Management Administration & Leadership. 31(3). pp.295-312.
Kuusilehto-Awale, L., 2013. Realisation of strategic leadership in leadership teams' work as
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experienced by the leadership team members of basic education schools. School
Leadership & Management. 33(5). pp.457-472.
Online
Adams’ Equity Theory. 2013. [Online]. Available through:
<https://www.mindtools.com/pages/article/newLDR_96.htm>. [Accessed on 13th May
2016].
Kirkpatrick's Four-Level Training Evaluation Model. 2015 [Online]. Available through:
<https://www.mindtools.com/pages/article/kirkpatrick.htm>. [Accessed on 13th May
2016].
The Vroom-Yetton-Jago Decision Model. 2013 [Online]. Available through:
<https://www.mindtools.com/pages/article/newTED_91.html>. [Accessed on 13th May
2016].
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APPENDIX
Action plan
Actions By whom Goals Cost/ resources Deadline
Developing
organizational
structure
Camp manager To define and
develop control
and leadership
Investment in
terms of time
2 weeks
Defining and
communicating
roles and
responsibilities
Camp manager Enhance
functionality and
minimize
duplication of
roles
GBP 100 1 week
Employee
training (On the
job, coaching)
Respective
leaders/
supervisors
To train
workforce to deal
with the
contingent issues
GBP 150 2 weeks
Developing
reward system
(undertaking
reward
management grid)
Camp manager
and supervisors
To analyze
current flaws and
enhance future
reward
management
system
GBP 100 1 week
Implementing
new reward
system
Camp manager To enhance
employee
competitiveness
N/A N/A
Evaluation of
performance
Respective
supervisors
To seek the
loopholes in
system and to
analyze the
employee
GBP 80 1.5 week
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