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Table of contentExecutive summary:..................................................................................................................31.0Introduction....................................................................................................................42.0Correlation between leadership style and employee motivation in G&K limited......53.0G&K Management approaches and related problems.................................................64.0Proposed human resource practices for G&K...............................................................75.0Strategies for employee motivation in G&K...............................................................106.0Conclusion.....................................................................................................................14References...............................................................................................................................16
Executive summary:Retail sector is one of the competitive industry across global and customer service is the keyfactor for organization development in the market place. According to Heskette et al., 1991employee attitude is the dynamic aspect for customer satisfaction. Marshall et al., 2001pointed out that the organizational commitment of employee’s results in lower attritionrates and improves customer satisfaction. Bass 1985 cited that the leadership style ofimmediate supervisor directly linked with employee job satisfaction. With these referenceswe can interpret that employee attitude can be improved in the organization by aptleadership style and implementing effective human resources strategies, policies.Motive of this assignment is to discuss and provide solution for the human resource issuesexperienced by G&K limited. Mainly on leadership style followed in the organization,management approaches, improvement needed in the HR strategies and policies and betterways to motivate employee to achieve desired objectives.By analysing it is clear that autocratic or command and control leadership style followed byG&K leads to employee dissatisfaction and further disconnect with leaders and notmotivated towards the goal achievement. Also management approaches practiced in G&Knegatively impact employee motivation and reason for employee short stay in theorganization. G&K HR strategies are not competitive in the current market situation andpeople and organization centric strategies proposed for better results. From G&K there isvery less or no motivational factors implement in the policies, on the other hand in thispaper intrinsic and extrinsic factors discussed for inclusion in the HR strategies and policies.
1.0IntroductionWhat is leadership? It can be defined in numerous ways. Stogdill (1974, p. 7) stated thatleadership is similar to the words love and democracy, even if we knows what we mean bysuch words, the words can have different meanings for different people. 1900 – 1929,Moore, 1927, p. 124 described leadership as, ability of leader to impress the followers andencourage them for better cooperation, respect and loyalty. Seeman (1960) definedleadership as act of a person which influence others in shared direction. In 1980’s leadershipexplained as transformational, trait, charismatic etc. by Burns, Peters & Waterman. In 21stcentury leadership further detailed out into authentic, spiritual, servant and adaptive. As thedisagreement continued for decades, it was commonly agreed by all that common definitionfor leadership may be challenging considering the facts of generation change and globalinfluences.G&K limited is into retail business throughout UK and mainly concentrating on outdoorsports and holiday wear items. Recent events indicates that G&K strategies and approachtowards customer is not up to the standard of other competitors. Considering the facts,executive board has decided to appoint a new CEO to improve the organization growth.After analysing the present status of the organization, CEO decided to appoint new HRdirector to streamline the process. In this paper we are going to discuss on the strategiesand approach which can help CEO and HR director has to demonstrate to manage theorganization in effective manner.In the upcoming sections, we will be discussing about the command and control leadershipstyle both pros and cons, management approach and improvement, proposed HR strategiesand policies for efficient outcome measured through goal accomplishment.
2.0Correlation between leadership style and employee motivation in G&K limitedIn line with initial studies by Louise, it was identified that the leadership style followed inG&K is command and control. It is a style of leadership, which is authoritative in nature andgo with top-down approach similar to autocratic style. Ardichvili, Kuchenke (2010) &Egwunyenga (2010) mentioned that autocratic leader take decisions independently andkeeping distance from staff. Although employee given chance to provide suggestions orinput, it is hardly considered for decision making process due to leadership style followed.Northouse (2015) argued that under autocratic leadership innovative thoughts of staff maysupressed as leader decision overrule others. These references clearly states that autocraticleader has power of decision making and exercise of authority. Reason for the sameexplained by Cherry (2018) as autocratic leaders believed that motivation environment canbe created by rewards and punishments.Hoyle (2012) mentioned that autocratic leadership is a structure of pyramid, where leaderat top of hierarchy and employee at the bottom. Hernon and Roister (2007) documentedthat autocratic leaders decide rules and policies without consulting staff. Considering thisAllner 2008; Azuh 2015, Egwenyenga 2010, Long 2008 stated that satisfied employee withthe set of policies determined by autocratic leaders will show positive attitude andunsatisfied employee will lead to unnecessary organisation problems.With this it is noticed that the command and control leadership practiced by G&K may givehigher productivity for certain period, however according to Judge et al., (2004) in long runthis leadership style may negatively impact the groups emotion and relationships. Also Bass,1990; Russell & Stone, 2002 mentioned that these leaders limit others power in decisionmaking. This may in turns lead to employee dissatisfaction and further disconnect withleaders and not motivated towards the goal achievement.
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