Section One Strategic human resource management (SHRM) is a tactical method for the management of an organisation’s human resource function in line with organisational goals and objectives. SHRM enhances these functions by linking the traditional human resource practices to business strategy and the realization of organisational goals in order to enable the organisation to achieve a competitive advantage. Importance of SHRM in Organisations According to Wei (2006), properly designed and executed SHRM can facilitate the achievement of organisational goals. Clearly set goals of an organisation require the dedication of all the organisation’s employees. It is the duty of the human resource department of the organisation to identify the business sectors that require human resource expertise.
From this distinction, it is clear that while leadership is more transformational, management is more transactional. This thinking has been transplanted in such a way that former design managers focus on enhancing the relationships with the people under them, hence becoming design leaders. Above all, the modern concept of strategic management has engulfed all aspects of business. It requires that all activities and plans that officers in a company do must be aligned with the strategic direction of the company. In other words, strategic thinking has occupied a greater part of the design leadership process.
Leadership is a person or group of people who have taken on the position of assisting others through motivation, good decision making, and a strong commitment to promoting change. Leaders are considered as one of the key success of management of organizations and companies. An effective leader sets clear direction, establishes goals, empowers their team towards achievement, and leads by exemplar. Leadership and motivation styles vary from individual to individual, it is essential for managers to know and understand leadership, and particular how leadership affects countries and the workplace. However, followers are just as important, without followers there would be no leaders.
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Corporate culture and strategies empower the employees to participate in the shared process of transforming an organization (Burns, 1978). Transformational leadership has been proven effective within the organizational framework to accomplish the vision, values, skills, and beliefs through team goals and positive performance (Tebeian, 2012). Transformational leadership was initiated and developed by MacGregor Burns (1978) and Bernard M. Bass (1985) defined it in terms of the leader’s effect on followers. Wherein, they identified four behavioral dimensions: inspirational motivation, idealized influence, intellectual stimulation and individualized consideration. Inspirational motivation articulates a compelling and inspiring vision for the future.
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New York: Harper & Row. Naisbitt, J. (1986). Megatrends. New York: Warner.
Benchmarking is a fundamental business or investment skill that supports quality excellence (Bogan, Christopher and English, 1994) By their nature, best practices are dynamic and progressive. Best practice champions, thus regard benchmarking as an on-going business process that is fully integrated with continuous improvement in their organization. Bogan and English (1994) identified a rapid advancing revolution in performance measurements, known as benchmarking. Today, this revolution is creating a new paradigm for how organizations manage and measure ... ... middle of paper ... ...benchmarking process is a set of steps used to discover and incorporate best practices into day to day operations. vi.