M2A1

M2A1

[Name of the Writer]

[Name of the Institution]

M2A1

For any organization to become successful in this competitive market of opportunists, it is very important to manage the workforce effectively and use the skills of the human force in the right direction. Many organizations fail to compete because they do not apply the appropriate management style of leading their teams and their management approaches do not match their field of expertise. Human resource is the asset of any organization that helps to improve the process of production, quality of the products and suggesting new strategies to maximize the profits (Alnawafleh et al.,2018). Under responsible leadership, they can perform more effectively to boost the performance of the organization and meet the desired goals needed to secure a higher position in the market. Recently a research article was done written on managing the workforce in the organizations by integrating the human resource management and the leadership (Leroy et al.,2018).

The field of human resource management and leadership are very common when it comes to incorporating the needs of the employees and motivate them so that they could perform well for the organization. Human resource management and leadership both aims at achieving the objectives set for the organizations by improving the performance of the people working for the company. Despite having many resemblances, both the fields still remain significantly independent of each other. In the past, many leadership styles have emerged that played a positive role to influence the followers whether it be transformational style, transactional style, servant leadership, authentic or ethical style of leadership. But it is also seen that all of these management leadership styles have some shortcomings too related to the overlap in measurements and results received. Different kind of styles is based on a different variety of system in which people are encouraged and the leaders motivate them. To solve this organizational problem, many management approaches have been suggested by the researchers in response to those leadership styles. These management approaches are commitment-based HR, Productivity-based HR, Collaborative HR, High-performance work practices, Calculative HR, Compliance-based HR, High involvement HR, and traditional HR etc. All of these management approaches and leadership styles focus on motivating the workforce in the workplace. These different dimensions were plotted in the research article on the value framework diagram (Leroy et al.,2018). The combination of both leadership styles and Human resource management approaches suggested that some leadership styles and management approaches show more similarity than the other dimensions. For example, the attributes of transformational transactional leadership styles were also present in the commitment versus compliance management approaches (Para et al.,2018). Likewise, the elements of other leadership styles like inclusive leadership match the elements of diversity climate management approach in which climate focuses on inclusion. By interacting leadership with the human resource management approach, six ways were explored to manage the people in the organization to achieve the desired goals of the organizations. These seven ways are, independence, enactment, supplementary fit, synergistic fit, complementary fit, and perceptual filters and dynamic fit. The first way is of the opinion that both the HR approach and leadership can perform independently of each other and do not necessarily have to get along to manage the employees in the company. The second method of enactment emphasizes the essential role of leaders in enacting the policies suggested d by the HRM. The third alternative gives importance to the supplementary fit that says that the management approach of HR and leadership are although free from each other but their interaction helps in determining the employee behaviors. Another way is synergistic fit which is partially based on the previous way but emphasize more on their collaboration. The fourth way is that; the desired goals of the organization can be achieved by complementing each other by combining their opposite traits. The sixth alternative is the perceptual filter that is the interaction between the style of leadership and management approach for employees occurs through the process of attribution and d perceptual biases. Lastly, the final option available is the concept of the interaction of both viewed as dynamically rather than statically. This view is recently more recognized in the management literature and preferred over other options available. The structure of every organization is different and to understand the complexity of each structure, the dynamic fit is important to be adopted as it is more effective to use and enhance the performance of the organizations.

References

Alnawafleh, E. A. T., Halim, M. S. B. A., & Tambi, A. M. B. A. (2018). The Impact of Human Resource Management Practices, Organizational Culture, Motivation and Knowledge Management on Job Performance with Leadership Style as Moderating Variable in the Jordanian Commercial Banks Sector. Journal of Reviews on Global Economics, 6, 477-488.

Leroy, H., Segers, J., Van Dierendonck, D., & Den Hartog, D. (2018). Managing people in organizations: Integrating the study of HRM and leadership.

Para-González, L., Jiménez-Jiménez, D., & Martínez-Lorente, A. R. (2018). Exploring the mediating effects between transformational leadership and organizational performance. Employee Relations, 40(2), 412-432.