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Leadership in Human Resources Management

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 RIVERS STATE UNIVERSITY
POST GRADUATE SCHOOL
NKPOLU-OROWORUKWU
P. O BOX 5080

Leadership in Human Resources Management

By Amadi Richmond Chijioke

Lecturer: Miebaka D.Tamunomiebi PhD

Department: Management
Course: Human Resources Management/MGT726

[Major activities carried out in the organization are controlled and held by the contribution of
human resources. It plays important role in the development of organization beneficially.
Stressed that it has same value and important for any organization like marketing, finance,
production and organization management and cannot be avoided.]

23rd September, 2018

Introduction
In the global economy there is a competition especially in the retails sector. The
customer satisfaction is a major driver for the organizational performance. The
important determinant for customer satisfaction in the retail sector is about the
employee attitude (Heskette et al., 1991). In the retail industry there cannot be satisfied
customers when served by unhappy employers (Heskette et al., 1997). The
organizational commitment of employees results in lower attrition rates and improves
customer satisfaction (Marshall et al., 2001). One of the key determinants to employee
attitude is attitude and leadership style of the immediate supervisor. Some of the
leadership styles prevail upon the employees resulting job satisfaction and
organizational commitment.

Human Resource Management

Human Resource Management (HRM) plays a vital role in all organization’s

management. The importance of Human Resource Management is to increase the
productivity form manpower resources day by day and it became a factor in the
organizational strategic management. It gradually increases the human capital and
organizational performance by managing them effectively (Delaney et al., 1997). The
HRM must attract the well trained and skilful employees, training; provide guidelines to
improve the efficiency of the work force and organization.

The title “human resource management” has been generally known from the past ten or
fifteen years. Even, the term is commonly used as “personnel management”. Dessler
(1991) defined that there is no discrimination among “personnel management” and
Human Resource Management and found that final as current extended adaptation of
“traditional personnel management” because of the technological existence in work
place changed social values.

Torrington and Hall (1998) argued that the personnel management and the Human
Resource Management are different because he divided the personnel management
based on workforce center and HRM based on manpower resources.
Guest (1987) concept on HRM is that human resource management is the alter not an
alternative to the personnel management but it particularly concentrated on some
elements of workers such as employee flexibility, commitment, integration and quality.
But here is no any exact define for human resource management and so many
definitions are existed

Armstrong (1995) described HRM is a strategic and logical practice of the

organizational management and it’s a main valuable asset. And HRM is used as
employees participate as individual and also jointly to contribute their work to achieve
particular organizational goals.

The Importance of HR as a Source of Competitive Advantage

Today, organizations considered that the human resources are the most valuable
assets for competitive advantage and to sustain in a long time in the business. Many of
work force assets are theoretically reviewed as “resource based view” (RBV) by (Barney,
1986, 1991, 1995). The (RBV) theory realized instead of build up a competitive
advantage, they should shift to generate resource such an approach that the approach
no one can imitate their style, rare, and no one can be substitute. But Pfeffer (1994),
Barney (1986, 1991, 1995), Youndt and Wright (1996), Snell, Wright and McMahan (1992)
are disagreed with the above statements the reason is that the history proved that the
competitive advantage is frequently possible to imitate. And the organizational human
resources can effectively influence and existence of the competitive advantage.

The organization’s RBV theoretical process is followed by the strategic management

field. RBV revealed that the attributes and resources of an organization very essential
for effective competitive advantage than organizational formation and also competition
from rival firm (Barney, 1997). Resources are defined as “an organization search and
implement its strategies by using tangible as well intangible assets. (Barney, 2001). The
above definition consists of all the organizational, financial, physical, human resources.
Pisano and Shuen (1997) Barney (1991) and Teece have summarized that suppose a
resource might measured a source to continue competitive advantage. So this
assumption required some factors such as valuable resources, uncommon,
incomparable and non replaceable. Organizations can obtain value form, natural
resources economies and technologies, But RBV was not agreed because those
resources are easily available to everyone and everywhere so anyone can imitate from
anyone, whilst defined human resources are “the group of human resources under the
organization’s direction in straight employee relations” (Wright & McMahan, 1992) can
become competitive advantage to the organization from their competitors.

Initially this process adds value to the organization’s productivity. The result would be
positive by the contribution of the employees as a pool. Generally the inputs of the all
employee are not equal so the outputs in the market are limited. So these kinds of
resources cannot be easily imitated by the other organizations. But it’s very difficult for
firms to understand which is the correct source to adopt their competitive – advantage.
So, this resources are cannot be simply replaceable.

The management scientist Barney (1991) argued that firms cannot gain the highest
efficiency from the employees who are working in their firms due to their employee’s
commitment is less so they are not interested to put their maximum efficiency. It was
found organizations must motivate the employees by motivating them and develop their
knowledge, skill set, and abilities by adopting HRM practices.

Approaches of HRM

Examining the importance of HR practices in organizational performance, the major

activities of human resources implemented RBV method (Barney, 1991, Delery, 1998).
Adopting this technique the firm may obtain the competitive advantage. Although every
firm may not obtain this competitive advantage by adopt these human resource
practices. But the organization can minimize the rate of attrition (Delery, 1998). Anyhow
this theoretical frame work and practices can affect the organizational relations as well
as the practices.

HRM and Firm Performance

According to Huselid (1995) found the results of using the thirteen Human Resource
practice on organizational performance. He found tow types methods of HR practices.
The first method concerned with skills & firm’s structures. This was based on practices
to improve abilities, skills and performance of the job responsibilities of the employee.
The second method was to motivate the employee. For this they were approached to
understand the behavior of the employee. Therefore they focused on employee
satisfaction levels toward his job. However he found significantly the both methods
results effects were positive on organizational performance.

Therefore the number of researchers examined and revealed the relations between the
firm performance and HR practices and various approaches are adopted. Finally the HR
practices helps in organizational performance to enhance skills of the employees as
well as motivate them towards their role by using positive approaches (Delery & Doty,
1996).

Leadership
Defining Leadership

Hemphill’s (1994) defined leadership in his simple way and in a very appropriate way.
For this he summarized the classical definitions as leadership is to directing his group
this one sentence he summed up the basic definition and dynamics of all
leadership–the directing of group achievements. He stated that the leader is the
superior and the followers are subordinates even roles are concerned. Therefore the
efficient leader delivers the effective process. Though, definitely the effective leadership
administers the organizational achievement and performance positively.

The leadership is one of important aspect human behaviours and well studied subject in
the recent times. There are several forms definitions in the literatures for the leadership.
The more accepted form of definition is influence theme. The leaders who influence
people are to achieve the goals and increases organisational performance. It does not
translate to that leader having control over his followers to achieve the goals which
leader wants to achieve. The followers emulate the leader’s attitudes to achieving
desired goals. The leader is expected to leader the process of planning and execution of
activities to achieve the organisational goals. There is a difference between the
management and leadership, the management is concerned about the short-term
issues in a company, where as leaders adopt and look into broader prospective.

Most of the leadership theories are emerged in organizations to achieve their

organizational objectives as well as their goals. The theories are focused on behaviours,
traits, controlling and circumstances(Mintzberg, 1973). However the current theories
are correlation centered. Where as the co operation between the leader and followers.
The trait theory and behavioral theory could not clarify the effect of the leaders on
followers. , behavioural can not explain the influence of leaders on the followers not only
that there is no understanding among the definitions and measurement of effective
leadership.

The organizations realized that the effective leadership is required to lead and survive
their business in the market. The recent development in the leadership type is
transformational leadership which most suitable in the contemporary times. The
transformational leadership also integrates the trait, behavioral and situational
approaches (Figure 1). The transformational leadership recognizes that there are some
traits in the people and they can observe, developed and learnt. The leader influences
the followers behaving in certain ways. The relationship between the leader and follower
is dictated by various situational factors. The central them to transformational
leadership is that leader behavior is not solely based on the tangible inducements,
rather based on the development of followers in their interest in resulting group
productivity.

In specific areas like educational institutes, business, family, hospital and political
organization require an energetic leadership. The energetic and dynamic leadership is
ready to offer quality of service. These dynamic leaders find new ideas and creativity
get in to practice.

Leadership Styles

The types of leadership styles considered who is a leader, says and how he directs the
followers. This study used in approach of authority and decision making. However an
assessment on few selected leadership styles reveals a degree of leader’s
accountability with his employees.

Five Leadership Styles:

Five leadership styles as follow, according to Lall and Lall (1979):

1. Autocratic Leadership style: The current generation of employees is resistant to

autocratic leadership and hence received lot of criticism from academicians.
This type of leadership style is applicable in certain situations where the staff is
 not well trained. In some cases where staff does not respond to other forms of
leadership can be dealt with autocratic leadership. The autocratic leadership
should not be used in where are staff would like to contribute with their inputs
and knowledge based projects.The approach of autocratic leadership style
concerned with the decision making power. This leadership style doesn’t obtain
contribution of their followers and they always fix that the staff accept their
decisions. These leaders suggest only structured and inflexible rewards but they

concern of follower’s justifications even if they took wrong decisions. They often
punish their sub-ordinates and they have fixed behavior. Therefore the staff
cannot feel they are the part of the organization and there will not be any
correlation. So the employee cannot contribute his maximum effort.

The recent generation avoids this kind of leadership style. But this leadership
style work out in some critical situations when the employees are not trained well
and when the subordinates are not responding to other leadership styles.
However this leadership style must not use where the employees are contribute
with their skills, knowledge and willingness to work.

Benefit: This leadership style usually get work done.

Drawback: The sub ordinates just depend on the leader’s decisions and there is no
participation in making decisions. The follower’s personal growth put in risk.

2. Bureaucratic Leadership Style: This leadership style strictly follows the policies,
rules, procedures and regulations blindly. This leadership style success where
the repetitive work will be done frequently. In this style if the decision making is
not according to the policies and procedure then they will go for another level of
decision making. This kind of leadership well exist where dealing with accounting
and cash in each section. But the staff may disinterest towards their work. This
is well applicable to those who have minimum skills and the performance is not
up to the mark.

Benefits: Here every problem contains solution instantly without any practice.

Drawback: this is well organized and has a tendency to depersonalize their group.

3. Charismatic Leadership style: In this leadership style, the leader concentrates on

himself and try to be a charismatic. The subordinates transformed to champions
of the cause
Benefits: This kind of leadership needs many followers to support the leader’s views,
look after his origin.

Drawbacks: This leadership style has a tendency to bend towards bureaucratic

leadership style.

4. Laissez Faire Leadership style: This kind of leadership style doesn’t influence the
subordinate by guiding and directing. These leaders make their sub ordinate to
make decisions without restrictions and the followers or subordinates make their
decisions. This is the current leadership style where the organizations are
following. In this style the leader must aware of the knowledge of their
subordinates. Here the leader assumes, the staff is trained enough, intelligent
and qualified. In the organization where knowledge based for e.g. software
companies employees are enjoy working their own and solving problems.
However this style of leadership may not worked out where the job security is
low. The group members are competitive but tere is no any guidance and
direction for the group therefore it creates problems.

Benefits: each and every group member get the chance to make decisions.

Drawbacks: This kind of leadership makes confusion among the team members as well
as the leader.

5. Democratic Leadership styles: This kind of leadership style is a contribution

leadership. Here the leaders consider their subordinates efforts while decision
making. The leader educates their group regarding the activities in which they are
involving. Though the team participate form the beginning to execute it. It
supports the group members in any situation. This democratic leadership
performs as a coaching and motivating their group members in all areas.
Although the staff contribution as a role. Therefore the employee compensation
and reward will be based on his performance.

The democratic style of leadership is most useful if the sub-ordinates are active
and active participates in making decisions. However the multi type projects
need contribution from other divisions and other employees. The technology
based projects require the huge support form other divisions and also they are up
to date. But the problems are not appropriate for these leaders. This kind of
 leadership strategies are obtained from collection of group employees

Finally the democratic leadership is form of a participatory leadership where the

leader takes into consideration of sub-ordinates inputs while making the
decisions. The staff is well informed before hand regarding about the activities
they are involved and the matter concerned to them. The staff has participatory
role starting from planning, design and execution. This enables the staff to
effectively deal with any problems during the execution. The democratic leaders
act like a coach motivating the staff and instil the team culture in the
organisations. The team work results in the large volumes of work in the short
period of time. The democratic leaders receive support form staff and appreciate
the importance given to their inputs. The democratic leader place trust on their
staff allowing to them make decisions and develop their goals. These leaders
allow professional growth of their staff and encourage career growth based on
their performance. The employee reward and compensation is linked to the
individual performance.

Benefits: the growth of individuals developed through involvement in organizations

operations.

Drawbacks: the leader must support the decisions according the majority of the group.

Employee Job Satisfaction

The job satisfaction can defined as employee total attitude towards the work
organisation and working conditions. The academicians focussed on the job
satisfaction when the employment became significant part of the society. In the early
days academicians focussed on studying the job satisfaction in the industrial
environment and job satisfaction termed as work output. However over the period time
job satisfaction definition transformed to attitudes of employees towards various
situational factors in the work environment (Bullock, 2003).

There is a great interest in recent times about the job satisfaction of the employees.
The basic reason is that people deserved to be treated with respect and fairly and the
job satisfaction directly reflects the treatment. The job satisfaction shows that
emotional well-being and physiological health. Secondly the job satisfaction results in
the organisational commitment and performance. The management concern is about
the well-being of their workforce (Aryee 2009). The organisations like to measure the
job satisfaction of employees at regular intervals to gauge employees’ attitudes.

The aspects which effect the job satisfaction are:

Personal aspects: The personal aspects consist of the gender, culture, education, social,
economic situations, family etc.

Jon inherent Factors: These aspects consist of the supervisors, workers; skilled
workers frequently want to be directed by their convict on their daily job activities.

Organizational Factors: The management aspects consist of ‘supervision’, ‘job security’,

‘remuneration’, ‘career growth opportunities’ and ‘responsibilities’. Their existence
usually motivates the employees and gives them ‘job satisfaction’.

The organizations main motive is to concentrate on job design. It facilitates to improve

employee hob satisfaction and productivity. Therefore when the job satisfaction is
increase the attrition rate will be decreased (castor and spector, 1987). When the
organizations not satisfied the employee’s jobs then automatically the absenteeism
increases as well the productivity decreases.

The Causes of Employee Attitudes

The major factor in employee job satisfaction is the employee’s attitude, that depends
on the management practices, working conditions, wages, and other fringe benefits,
often employees are looking for extra benefits from the employer. Then the gasp exist
between the employee expectation and the employee’s satisfaction towards his job.
The culture is also one of the important factor influences the job satisfaction of the
employee.

Cultural Influences

Culture aspects such as beliefs, values, food habits, traditions, these are affecting the
employees. The globalization of companies faces so many problems to Human
Resource practitioners. Therefore the cross cultural studies could assist those
organizations. (Erez, 1994; house, 1995: Triandis, 1994) and the other social factors
such as individualism, collectivism, uncertainty avoidance versus risk taking, power
distance, masculinity/femininity are mostly play a major role in employee job
satisfaction.

The Results of Positive or Negative Job Satisfaction

The second factor is the positive or negative job satisfaction of the employee. Often the
organizations believe that the organizational productivity depends up on the
satisfaction of the employees. Human Resources practitioners always put their
maximum effort to reduce the cost incurring in employee job satisfaction and the
organizational out comes completely depends up on the employee satisfaction.

How To Measure and Influence Employee Attitudes

The 3rd Gap focuses on the measures of employee attitude and influence. But number
of methods existed attitudes of the employees such as conducting interviews, surveys.
Form the above methods the attitude survey method most popular and well constructed
method. This method is used to understand employee attitude whether it is positive or
negative. Form that, we able to understand the attitudes of the employees.

1. Authoritarian Style

2. Democratic Style

3. All policies are determined by leader

Strategies for goal relation determined by leader; no future direction.

1. Leader dictates work task to team

2. Leader is personal in his praise and critics without objective reasons.

Leader maintains distance from members

All policies are determined by the group

Explanation of overall processes give in the beginning; technical advice sought and
given

1. Members are free to choose work companion and division of tasks

2. Leader is objective and fact minded in praise and criticism.

3. Leader participate in the group. Source: Kurt Lewin (1943)

Autocratic versus Democratic Leadership

There is always a controversy between the leadership style which is effective, whether
the autocratic leadership style or democratic style of leadership. Daft (1999) said the
autocratic leaders are one who lean to centralize power and compel power from the
particular location, controlling the rewards. The system is initiated in responding to the
on going situation in some European countries in those days. A study conducted by
Lewin, White, & Lippitt (1939); Lippitt & White (1943) on autocratic, democratic and
laissez-faire a group of boys and girls under guidance various leadership styles. The
outcomes revealed that the group has imitated their leaders’ style of leadership. Under
autocratic leadership style the leaders controlled in all the situations. In this leadership
style they are very directive and scarcely appraising their group members and followed
by-book leadership. The authoritarian team members are did not get the opportunity to
make their own decisions and they always depend on their leaders in decision making.

The democratic leadership style of leaders provides their team a lot of opportunity to
express their views confidently. The team members exposed social, impulsive and
participative behavior in all the situations. The laissez-faire is measured as a ‘light-
weight’ leadership style. Leaders are very rarely influence their team. And there is no any
direction to their teams and there is no any encouragement as a democratic style. This
is like a captain less ship.

Shaw (1955) observed by his study that the authoritarian leadership style team
members are very speed, accuracy and efficient in their views. In the other hand the
satisfaction of the team leaders are high. Tannenbaum & Schmidt (1973) extended the
democratic vs. autocratic leadership style perception by bring out Leadership variety.
Leadership and Job Satisfaction

There is a relationship between the job satisfaction and leadership style of the
immediate supervisor (Bass, 1985). In another study Chionk (2001) established a
positive correlation between the leadership style, job satisfaction and employee
commitment. The manager should leadership qualities to produce the organisational
outcomes. The leadership style and vision can influence the employee job satisfaction
internally as well as externally (Gaziogly and Tansel, 2006). On the contrary Chang and
Lee (2005) showed that there is no significant relationship between the leadership style
and job satisfaction. In general transformational leadership results in the employee
willingness to organisations and desired organisational outcomes.

While viewing the job satisfaction in the context of leadership there are several
prediction can be derived (Bass, 1985). The transformational leadership can foster a
more job satisfaction due to sense of ownership and intellectual stimulation. The
transformational leader encourage in more freedom and responsibilities for their
employees. The work also provides a more accomplishments and job satisfaction. The
transformational leaders also encourage development of their employees, hence
employees feel that their needs are also cared and carried out. While the employees
who do not like the transformational leadership may feel that reward system is not good
enough for them. The people who believe in management by exception feel that
transformational leaders are searching for deviations and are not happy in their jobs
(Solomon, 2007)

The employees are more satisfied with the managers who are supportive compared
managers who are critical of employees. The employ undergo stress to work with
leaders who are unsupportive and show a hostile behaviour towards employees. The
employees expect guidance and directions in situations where they can’t make
decisions. The negative leadership style results in the reduced productivity, increased
turnover rate and absenteeism (Ribelin, 2003). The studies conducted by Robbins (2003)
it is revealed that employees retention is higher with transactional leadership as
compared transformational leadership. The transformational leadership helps
employees to improve their skills increasing the job satisfaction and organisational
commitment.
Job Satisfaction and Retail Leadership:

Hammer (1996) says that from the past two decades, the employee behaviors are
changing frequently. Because of the improved multiple job opportunities the employee
has the wide choices.

Therefore the retention of employee is a crucial thing for the organizations (Chowdhury,
2000). This study tells what the organizations are going to practice satisfy the employee
and what are the emerged theories on employee job satisfaction.

But in the current business environments the money is not very important for the
employees. Although the peer study revealed that the main reason for employee job
satisfaction is the behavior of the manager or managers’ behavior. There it review that
the leadership and the support or co operation of the leadership play a key role in
employee job satisfaction. Then the organization must support the employees through
the organizational cultures, policies that exist effective in the work place. But some
studies say that the satisfaction of the employee is linked with employee job
satisfaction. Where as the employee get motivated by customer satisfaction in certain
environments such as retail industry and direct marketing organizations. The study
explained that the job satisfaction will be resultant by five basic characteristics:

1. Task variety,

2. Task identity,

3. Task significance,

4. Autonomy

5. Feedback.

People want to have more control and meaning in their work-lives, and not just perks
and benefits.

Theories of Job Satisfaction:

Equity theory: Mostly this theory defined that the employees can be satisfy and get
motivated with their jobs when they have the healthy industrial relations among their
work group. Here they must feel that every employee is same and equal. The
satisfaction levels decrease when the recriminations rise among the employees.
Therefore the organizations must maintain the equality among their employee.

Two-Factor Theory of Job Satisfaction (Herzberg): Herzberg theory states that

dissatisfaction effect on the employee satisfaction it directly results on the employee
out put and productivity. Generally the employees satisfaction with their job and
perform a positive result on the organizational productivity. The motivational factors
that are influence on employees, such as rewards, promotions, achievements, by adding
responsibilities and recognition by his skills.

Value Theory: The modern theory (1997) defined that the job satisfaction is formed in
daily building up the positive attitude on the employees’ job. Where the employee gets
the opportunity and value to achieve a particular goal and also the job provides that
opportunity to accomplishment of such goal, then mostly the employee feel the job
satisfaction. When the employee finds the organization go against to the employee
regarding his role so the dissatisfaction of the employee may occur.

Social Information Procession Model: This model recommends that the co employee’s
attitudes and behaviors result on the job satisfaction of the employee. Therefore where
the employee surrounded the people who have positive attitudes and views regarding
the opportunities which the organization provides and never bother about job security
then automatically the employee satisfy with his current job. So the co – employee’s
attitudes and motivation affect the other employees.

Reference:

 M.D Tamunomiebi PhD (2017) Managing Human Resources: Basic Principles,(2nd

Edition), (D-Kings Press, Port-Harcourt)

 Essays, UK. (November 2013). Motivation in Human Resource Management.

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 Essays, UK. (November 2013). Human Resource Management: Leadership Styles.

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