Theories Of Educational Leadership And Management

Issue

Discuss about the Theories of Educational Leadership and Management.

The report is based on the case study of a mid- sized business, Omega, occupied in offering an assortment of technical support facilities to the engineering business. Being a part of service industry, Omega functions in a labour intensive business. On the background of exterior market demands and poor fiscal performance, the business doesn’t appear to be ready to face recessionary atmosphere owing to lesser worker contentment at job Rising absenteeism and rising staff turnover are the major staff concerns impacting business performance (Smith, 2012). On the analysis of the business circumstances and calculating effect of the employee review, the basic reasons appear to be low motivation (particularly salary, confidence and remuneration), inadequate communication (mainly feedback and sharing of information) and little feeling of belongingness (Bush, 2013). Diverse theoretical structures are assessed to know the theories and obtain valuable recommendations for Omega to deal with the issues.

There had been a grand restructuring plan laid by Omega which led to trading issues due to the rise in competition and drop in revenues. There were many cost-cutting strategies applied in this restructuring plan, like the layoffs, lessening of the budgets regarding training and development of employees etc. (Wimalasiri, 2013) Also the business faced informer staff motivation, and less satisfaction of staffs. Both of these led to high turnover and rise in absenteeism rate. This management had to carry out a survey of the staffs to know about the perspective of staffs. With this survey, the management could make better decisions regarding the business strategies with respect to its staff members (Lok and Crawford, 2014). 

The survey led to some helpful outcomes. After such surveys, the staffs generally feel competitive and like to get involved in new challenges thus boosting their morale. The perceptions of staffs regarding their roles and have led to the two aforementioned issues. As per the study by Boulter (2010),

• Just 38% have a secure feeling as the work for the business
• Just 38% get constant advice
• Just 24% believe that their managers kept them aware of business situations
• Just 34% believe they are remunerated moderately
• 61% believe that the organization doesn’t have a fair treatment for its staffs
• Just 23% have a sense of belonging
• 46% sense on the whole not happy with the work

This survey brought in fresh prospects in assessing the two major problems of rising absenteeism and rising turnover, which are discussed as below:

The major fundamental aspect at the back of these is job contentment. As per Leeves (2010), ‘job contentment is an outcome of staff’s perception of the way their occupation offers those stuff that are perceived as significant.’ It is a complicated theory and is usually linked with motivation. On the other hand, as per Dixon and Hart (2010), satisfaction is unlike motivation and is linked to an inner sense of accomplishment. The diverse theories have been based on job satisfaction under diverse perspectives, making it as one of the highly debateable employee mind-set.

Analysis of the Issue- Concepts/Models/Theories

Leeves (2010) also give details of 5 major aspects of the job satisfaction, the job, salary hikes, management and colleagues. At the business under study i.e. Omega, the key issues are the salaries and promotions. Regarding the results of such problematic areas, given by Drath (2010) are the absence from workplace, high turnover, low performance at workplace, involvement at workplace.

One more are which is closely linked with the job satisfaction is the dedication towards the job. As given by Sharma et al (2011), the job satisfaction model is applicable at particular level of the job, though the dedication for job is applicable at the organizational level. At Omega, there is a particular level of contentment at the jobs particularly for the job, administration and colleagues. But, workforce largely is discontented with the organisation as the staff members do not believe they are paid attention to.

The two concerns- High absenteeism and high turnover are described underneath with reference to the job contentment and organisational devotion.

As given by Turner (2010), there is connectivity among job contentment and absenteeism, yet this connectivity is not positive. The lesser the job satisfaction, higher are the chances of absenteeism. But it is vital to see that it is not necessary that the high satisfaction will cause less absenteeism. It is interesting to know, the link among job contentment and professed strain is powerful. Huge job satisfaction cause lessened tension which might then assist in lessening absenteeism. Leeves (2010) also debated that there are substantiations of link among absenteeism and organisational devotion. Organisational dedication causes devotion, which in succession is a cause for the low absence from work. Also, the management guidance, teambuilding and incentive plans can assist in reducing the absenteeism.

Moreover, as per Drath (2010), there is a reasonably contrary link among the job contentment and turnover. Job contentment, in itself, is not a cause for the low turnover. On the other hand, job discontent straightforwardly causes the huge turnover. This kind of relation appears to be same as contentment and the absence from job, yet the same is a bit stronger (Zimmerman and Darnold, 2009).

Apart from the job contentment, different factors like the age, term spent in particular job or particular organization, the extent of the capabilities, financial situation and the organizational devotion also has a key role. The more tenured, dedicated, operational staffs that have been with the organization even in the difficult times have more propensities to remain with the firm, even if they are not satisfied. Whenever there is employee turnover, there is an addition of expenses for the business. This cost is in terms of the training new recruits, loss of production and loss of the skilled staffs. Yet the turnovers are always harmful for the businesses (Yadollah and Zarha, 2010). For any organization, it is ideal to maintain the turnover to the minimum level, as much as possible. This isn’t the case of Omega and thus it has to look for the ways to resolve these two issues.

High Absenteeism

There are a lot of techniques to manage the absenteeism and rising staff turnover. As stated above, the fair remuneration and prospects of promotion are simply vital and can definitely be useful to control the issues in the short run. But the impacts may not continue for long time, because the other reasons are also attached to lead to the job dissatisfaction. As per Zheng, Yang and McLean (2010), the job satisfaction is mainly caused by the three causes like the inadequacy of motivation, bad communication and networking, absence of the feeling of commitment and belongingness. Thereof, the absence from work and turnover are caused by these three causes. It is vital to talk about these three aspects (mainly the most vital one, Motivation) in depth.

Problem to be resolved	OB model to be used	Actions to be taken and outcome achieved	By whom	By when
High absenteeism	Maslow theory of motivation	Motivating staffs	managers	Instantly
High absenteeism	Job satisfaction	Regular training	managers	weekly/monthly basis
High absenteeism	Fair remuneration	assessment of the pay slabs in industry and competition	Human resource department	Yearly review
High absenteeism	Proper communication and sharing of information with teams	Regular updates shared by the team managers	Team managers	weekly meetings
High turnover	Maslow theory of motivation	Motivating staffs	managers	Instantly
High turnover	Job satisfaction	regular training	managers	weekly/monthly basis
High turnover	Fair remuneration	assessment of the pay slabs in industry and competition	Human resource department	Yearly review
High turnover	Proper communication and sharing of information with teams	Regular updates shared by the team managers	Team managers	weekly meetings

According to (Drath, 2010), ‘motivation is the set of circumstances that invigorate, coordinate and support work conduct.’ In extremely simple way, motivation is the base for the staff’s activities.

There is no sole variable that drives motivation and it is an amazingly complicated idea to get it. Distinctive models, with their particular stipulation and obviously feedback, clarify how the organizations can boost motivation in the middle of workers.

Recognized further for its feedback, Maslow’s theory puts 6 wants in a progressive system going up from the most fundamental physiological requirements to self actualisation. According to Huczynski and Buchman (2010), the hierarchical idea is not that vital rather it recognizes that a few desires are of generally “high” rank. Dismissing any chain of command, Omega has to attempt further on fundamental (salaries), respect and self-actualisation than communal and protection.

Herzberg improved and stated (in the meantime) Maslow’s theory with two components; inspirations and hygiene elements. According to Leeves (2010), inspirations and cleanliness elements can be connected to Maslow’s requirements. Accomplishment, acknowledgment and promotions can meet the criteria of being motivators. Omega, with no evaluation framework and criticism system need sparks. The organizational management has to characterize a yearly review framework, execution estimation strategy, feedback instrument and the customs of acknowledging and compensating staffs. Acknowledging staffs is most likely the least expensive however powerful approach to boost morale.

Pay, working circumstances, supervision and organization strategy are fit in cleanliness variables. They would not rouse worker straightforwardly rather the absence of these elements can demotivate staff member. At Omega, pay, working situation and organization strategy turn out as major concerns for the organizations. These problems have to be given higher significance than motivators regarding execution of change.

High Employee Turnover

According to (Drath, 2010), the equity theory lays stress on the significance of connecting contribution with results. At Omega, there are confirmations that a few staffs make out a level of underpayment and excessive charge amongst various levels. This proposes that employee- review framework should be sufficiently vigorous to benchmark levels of pays amongst various levels and contenders (Northhouse, 2010).

Other than above, as the staff members at Omega prefer challenges and want to be trained, work augmentation and upgrade could be other probable territories to think about in term of driving motivation level.

The two most essential parts of communication important for Omega would be feedback and sharing of info amongst the staffs. These are the advancement fields for Omega. The significance of feedback is all around applied by scholars. Leeves (2010) accentuates the pertinence of purpose, specificity, portrayal, handiness, auspiciousness, availability, clarity and legitimacy of opinion with regards to conveyance. Additionally, sharing data in the middle of colleague and particularly all over various areas can assist staffs to feel occupied and learn about the successful areas of other divisions  He likewise recommend the worth of intuitive communication in data sharing, job coordination, critical thinking and strife decision.

Sense of being involved and to be a part of the group requires a blend of clear visualization, leadership and task allocation. These are different regions where Omega has been deficient. According to (Yogi, 2010), a lesser amount of the feeling of belongingness leads to high probability of getting distanced, self-vanquished and separated which additionally causes the low self-respect and work contentment.

Conclusion

Diverse models help in examining an idea and include distinctive dimension yet they don’t give readymade answer for an issue. Motivation, communication, feeling of belongingness should be tended to enhance work fulfilment and conceivably non-attendance and staff turnover (Zeffane and Al Zarooni, 2011). But, it is similarly critical to create vision, compelling leadership and an activity plan to change over the given thoughts into truth.

References

Boulter, J. (2010).  Recovery Leadership. Leadership Excellence, vol. 27, no. 1, pp. 13-13.

Bush, T. (2013), Theories of Educational Leadership and Management: Third Edition, London, Sage.

Dixon, M. L. & Hart, L. K. (2010). The impact of path-goal leadership styles on work group effectiveness and turnover intention. Journal of Managerial Issues, vol. 22, no. 1, pp. 52-69.

Drath, W. (2010). The deep blue sea: Rethinking the source of leadership. San Francisco: Jossey-Bass.

Huczynski, A. and Buchman, A. (2010). Organizational Behaviour, 7 th edition. Harlow: Pearson Education.

Leeves, G. (2010). Worker turnover: Hires, seperations and employement growth at the employer level. Australian Journal of Labour Economics 4(4), 280-295.

Lok, P., & Crawford, J. (2014). The effect of organisational culture and leadership style on job satisfaction and organisational commitment: A cross-national comparison. The Journal of Management Development, 23(4), 321.

Northhouse, G. (2010). Leadership, 5 th edition. California: Sage Publications.

Sharma, J., Bajpai, N., & Holani, U. (2011). Organizational citizenship behavior in public and private sector and its impact on job satisfaction: A comparative study in Indian perspective. International Journal of Business & Management, 6(1), 67-75.

Smith, I. (2012). ‘People management – be bold!’, Library Management Vol. 29 No. 1/2, pp. 18- 28.

Turner, C. (2010). Organisational Culture, Blagdon, Mendip Papers.

Wimalasiri, J. (2013). An examination of the influence of human resource practices, organization commitment, and job satisfaction on work performance. International Journal of Management, 12(3), 352-363.

Yadollah, H., & Zahra, E. (2010). The relationships among employees’ job stress, job satisfaction, and the organizational performance of Hamadan urban health centers. Social Behavior & Personality: An International Journal, 38(7), 936-968.

Zeffane, R., & Al Zarooni, H. (2013). The influence of empowerment, commitment, job satisfaction and trust on perceived managers’ performance. International Journal of Business Excellence 1(2), 193 – 209.

Zimmerman, R., & Darnold, T. (2009). The impact of job performance on employee turnover intentions and the voluntary turnover process: A meta-analysis and path model. Personnel Review 38(2), 142-158

Zheng W., Yang B. & McLean G.N. (2010). Linking Organizational Culture, Structure, Strategy, and Organizational Effectiveness: Mediating Role of Knowledge Management. Journal of Business Research, 63, pp.763–771.