CEO Leadership Styles And Implementation: Reflection And Analysis

SHRM and HRM

Discuss about the CEO Leadership Styles and Implementation.

The report discusses the concept of reflection and its use in the business context. Through self-learning, how an individual could reflect on the Society of Human resource management and human resource management. While reflecting on SHRM and HRM, I have used the lecture notes, tutorials and other ideas related to SHRM. The society of Human Resource Management was developed in 1948 and it remains as the largest human resource industry professional association. In addition, from the existing literature, I have also found that SHRM presents more than 275000 members in over 140 nations. I have the idea from tutor s about how the organizations work through, publication and legislative to promote the interest of HR profession. In the report, I would discuss about SHRM and HRM based on the knowledge I gathered from learning lessons lecture notes and other sources. I will represent the perspectives on employment relationship insisting on legislations. Likewise, I will relate my point views about the corporate HRM functions with the views of other authors and lecturers.

From the intensive theoretical underpinning, I have realized that Human resource management is the business function that is widely concerned about managing relation between the groups of people in their capacity as employee, employers and the leaders. Unavoidably, this technique could raise the questions regarding what the perspective responsibilities and rights of each party are in the leadership. My view on this context is, human resource is certainly the major resource of the company irrespective of finance, capital, technology and others. When people with different talents, skills, culture and traits work together, a possible chaos is often expected.  Thus, to control this entire large workforce, the organizations specify the department that takes care of each individual working in the company.

The major objective of human resource department should be about becoming a preeminent as well as globally recognized authority whose leadership, perspective and expertise are sought and used to identify the most pressing and emerging HRM issues.  I have also found an attainable goal of SHRM, which is about providing quality education, leadership thought, community and advocacy to improve the practice of HRM as well as the effectives of HR professional. The concept of human resource management appears to be a broad concept to me, as different organizations have different structure and culture. Thus, the functions of HRM differ based on the size and type of organization. However, from the theories, I have grabbed the understanding that major responsibility of human resource is to supervise the administrative tasks and employee relations within the organization. Irrespective of the size and type of organizations, this function of HRM remains as the same in all companies (Bai 2013). There are certain issues affecting the HRM functions in any ways. I have discussed about some external forces that have strong impact on HRM.

External and internal influences, managing people ethically

I have studied the journal of Jiang et al. (2012), where the authors have mentioned that when it comes to human resource management, there are several external factors, which have direct impact on the regular operation. I can relate this statement with my own idea if I consider the government regulations. With the implementation of new workforce compliance standards, the HR department of the organizations in any sector is constantly under pressure to follow and implement the law.  For example, the “Zero Hour Contract” in UK puts the pressure on the organizations as the individual at any age could gain the opportunity of work, while the companies may lack the new talents as the employees do not have follow the retirement policies (Pyper and McGuiness 2013). My opinion on this is, this sort of regulations could influence every success of HR department, including hiring, compensation, termination and others. Likewise, another external force in the form of economy, not only it affects the talent pool, but also it could influence the ability to hire anyone.  All organizations could make due in poor economy if they have a rainy day fund or strategy to deal with the harsh dynamic environment.

While managing people in the organization with ethics, it is wise to talk about the business ethics. Different journals and empirical studies refer business ethics to moral principles or values that usually govern the conduct of people or group. First, I would focus on the internal factor such as individual factor. The individual factor could affect ethical behavior of an individual at work as the knowledge, values, personal goals, morality as well as personal differ from person to person.  As mentioned by Cogin (2012), the values are an individual judgment or standards of behaviors. These influence the ethical behavior. For example, I could act in a different or improper way, which might be treated as the significant part of doing business. I could this behavior as ethical as I believe that lying for a business financial win is not unethical. Likewise, the morals are other individual characteristics that could affect the ethics of a person.  In a journal of Sears (2012), I have studied that the morals are the rules as the outcome of cultural norms and values. It is about what employees learn from their childhood, culture and education.

Unlike, the external forces, the internal force could be under control of the management. The internal force like organizational structure could influence the practice of managing people. The strategy to increase the effectiveness of human resource functions generally starts with determining the optimal employee needs (Buller and McEvoy 2012). Inappropriate and complex organizational structure could influence the employee performance, the flow of operation.

Perspective on the employment relationship and legislations

I have discussed my thoughts on external and internal forces of managing people, perspective on the employment relationship and legislations.

Description- My thought on different perspectives of employment relationship is, the employment relationship is the connection between employees and organizations through which individual sell their labor.  I mention that employment relationship consists of different aspects such as employee, employers, markets and contracts. I believe that employees are often conceptualized as an economic or behavior being. I have seen an economic or rational individual is often considered as making-self interested, utility-maximizing decisions in well-defined situations selecting actions from the whole set of available alternatives. On the other side, I consider employer as the buyer of employees. More specifically, I would mention that an employer is compromised of owners of non-profit, private organizations who control the whole operation. Likewise, the lecture notes and existing journals help me to grab the idea about the markets. I would mention that employers and employees are placed together by the labor market in capital societies. For some particular jobs, this could be a spot market in which employees tend to bid for work as well as the employers look for workers on a daily basis. In other sense, a long-term employee, the match of employee and employer labor market has probably been made years ago.

Feelings- The above-mentioned description makes me realize that the employment relationship could have been defined in a more easier way. With a little more sense, I would mention that employee relationship is referred to organization’s effort to manage relationship between the employees and organization. I believe that employee relationship could be developed if the organization treats the employees with fairness and equal opportunities. I think it is inappropriate to blame the external market for poor employment relationship. What I personally feel is, with certain plan such as communication, the employee recognition, appraisal system; the organization could develop effective relationship with the employees. On the other hand, when I look at the corporate functions, I realize how rapidly the global business sectors have evolved. I could form the concept of HRM development with perfect clarity.  A major corporate HRM function such as recruitment and selection, which I feel is, the process of captivating, screening and choosing the potential based on the objective and criteria for the specified job.

Evaluation- The HRM policies and corporate HRM functions that I have studied in the class, conducted studies and in other sources, hardly match with the contemporary issues of management.  The definitions and concepts of HRM policies, functions and legislations only talk about what should be an idea procedure of managing people, organizational growth and markets and other related factors. However, I do not agree with the concepts as the scenario in the present environment is quite different from the time when these concepts and ideas were formed. I believe that HRM policies, legislations and the functions are largely influenced by the external environment. As I discussed above, the policy of “Zero Contract” cannot be applied in other nation besides UK. Therefore, the functions, policies and other norms of the organizations are dependent on the external forces.

Analysis- I would mention that instead of making a universal definition of HRM policies, practices, and legislations, it is effective to focus on the country, market, industry first. These policies and functions could differ from industry to industry or country to country. Especially, the HRM planning often differ from the traditional perspective of HRM plan and strategies.  For instance, the organizations could develop the HRM policies just to deal with the government mandates, while others may do it for organizational or internal development.

Conclusion

While concluding, I must mention that I have learnt a lot about the external business world and its dynamics. Different studies have come out with different ideas. However, some studies have insisted on the traditional concept of business sector. Nevertheless, I think it is always wise to focus on the contemporary issues of business environment rather than theoretical underpinning. My self-learning has been evolved through different self-learning model, which helps me to understand the importance of each segment of learning.

Reference list

Alfes, K., Shantz, A.D., Truss, C. and Soane, E.C., 2013. The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), pp.330-351.

Bai, G., 2013. How do board size and occupational background of directors influence social performance in for-profit and non-profit organizations? Evidence from California hospitals. Journal of business ethics, 118(1), pp.171-187.

Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), pp.43-56.

Cogin, J., 2012. Are generational differences in work values fact or fiction? Multi-country evidence and implications. The International Journal of Human Resource Management, 23(11), pp.2268-2294.

Ford, R.C. and Richardson, W.D., 2013. Ethical decision making: A review of the empirical literature. In Citation classics from the Journal of Business Ethics (pp. 19-44). Springer Netherlands.

Husebø, S.E., O’Regan, S. and Nestel, D., 2015. Reflective practice and its role in simulation. Clinical Simulation in Nursing, 11(8), pp.368-375.

Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C., 2012. How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), pp.1264-1294.

Ng, E.S. and Sears, G.J., 2012. CEO leadership styles and the implementation of organizational diversity practices: Moderating effects of social values and age. Journal of Business Ethics, 105(1), pp.41-52.

Obeidat, B.Y., 2012. The relationship between human resource information system (HRIS) functions and human resource management (HRM) functionalities. Journal of Management Research, 4(4), pp.192-211.

Pyper, D. and McGuiness, F., 2013. Zero-hours contracts. London: UK Parliament.

Yidong, T. and Xinxin, L., 2013. How ethical leadership influence employees’ innovative work behavior: A perspective of intrinsic motivation. Journal of Business Ethics, 116(2), pp.441-455.