Human Resources Management Theories
A research paper that investigates how objectives for this author's human resource management (HRM) module were met through the application of various theories.
# 154302 | 3,045 words | 20 sources | 2015 |
Published on Nov 02, 2015
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From the Paper:"Leadership is a process where one (leader) influences others (group) in a way that enhances the group's contribution towards some predefined goals (Bolden et al., 2003). Following the positive impact of leadership on a group's behavior, the concept of leadership is well embraced in Strategic Human Resource Management, and this was my first objective that IO sought when I enrolled to the HRM module. It is common to see tradition Human Resource Management being demographically focused on employees' characteristics such as; age, gender, and their background. It is also common to find the upper management being primarily composed of elderly men while the lower production team being made of women. Additionally, the management teams in most cases do not draw attention in creating leadership teams in and among their subsidiaries. Throughout the module and in line with my objective of building leadership skills and development of a corporate culture, I came to learn that the dynamic external environment has posed new challenges thus shaping the nature of Human Resource Management styles. This realization came as a result of employing Kolb's learning theory, a proven learning style involving hands-on experience, reflection and observation, conceptualization and active experimentation (Kolb, 2004).
"According to Kolb, people prefer a distinct learning style; however, there are a number of factors that influence peoples' preferred learning styles and these factors are in line with person's development (Kolb, 2005). Following this, and as a way of fulfilling my objective, I came to realize that for me to successfully reconcile my propensity to integrate the four learning styles into building my leadership skills and to develop a corporate culture, I had to first mature through the three main developmental stages; acquisition, specialization and integration. To develop the necessary leadership skills, I had to develop the basic cognitive and ability structure at the acquisition stage. Additionally, as a leader, I had to specialize in particular learning styles that will shape my organization's socialization in the specialization stage. Finally, to develop a corporate culture, I had to learn how to express non-dominant learning styles in personal and work life under the integration stage. For example, following Kolb learning theory, I came to understand that technology has generated challenges when it comes to staff payment levels, as well as, information transfer between employees and their management teams. Additionally, globalization has created new demands on management when it comes to leading people from different backgrounds (Mullins, 2007). To counter this problem, and in line with Kolb's three stages of development, I came to realize that for organizations to take advantage of diversity and internationalization, it is essential for HR managers to adapt new leadership strategies and to employ diversity sensitive approaches in handling international matters. "
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