Human Resource Management Models
Being the regional human resource director of the company, I have recently been informed that there is a restructuring taking place within the organization. This includes the retirement of the company president and his decision to relocate the current headquarters from Northeast to Texas. This will encompass the redeployment of approximately 1,000 personnel. Taking all these aspects into consideration, I have several concerns.
First, I am concerned that employees will not be receptive to the news that they will have to relocate to a new expanse after working there for several years. A major worry is that there will be a decline in employee performance, which will hamper the overall performance and productivity of the organization. Another problem is that the retention level of employees might significantly deteriorate. With turnover comes the need to hand out employee benefits. With respect to indirect as well as direct expenses, the total outlay of an exempted worker turnover happens to be at least a year’s benefits and compensation, or perhaps even two years (Ramlall, 2004). The relocation of the call center stands to have an impact on about 500 personnel. If even a handful of these workers opt not to relocate to the new center, the costs that the company will incur in paying out benefits will be immense. A major concern is that this might have a detrimental impact on the financial status of the company moving forward. My other concern is that owing to the substantial turnover and failure to retain personnel, the company will lose its critical employees. As pointed out by Ramlall (2004), human capital and knowledge management encompasses the fact that individuals have proficiencies, experience and knowledge, and as a result have economic value to organizations. Such loss might be substantial to the organization and this might lead to its failure because finding such knowledge and experience will be quite difficult. Another key concern is how to ensure that the employees continue being motivated all through the 60-day period before the relocation in the event they obtain other job offers. In particular, as the company relocates, other companies may seek to poach these employees, especially those with key competencies. In addition, personnel will be less motivated and might have a preference of accepting such offers. This is linked to the level of productivity of the employees. Knowing that there is a prospect of losing their jobs in about 2 months, there might be less productivity from the personnel.
Being a Positive Reinforcer
This communication plan will help me in establishing myself as a positive reinforcer. The communication plan will outline precisely what is going to be done. This implies not making any promises. It will aid in increasing the trust of the employees in me. Secondly, the communication plan will aid in making me understand the status of the personnel. A significant behavior of good leadership is monitoring. I will also regularly check on personnel to aid in accomplishing their tasks and answering any tasks (Daniels, 2014).
Mr. Davis’ Style of Leadership
The style of leadership exhibited by Mr. Davis is participative style of leadership. This style of leadership is also referred to as the democratic leadership. In particular, a participative leader values the input given by the team members and associates. However, the accountability of making the ultimate decision lies with the participative leader. This leadership style emboldens morale of the workforce for the reason that they make a great deal of contribution to the process of making decisions. It gives the employees a sense of importance and makes them feel that their perspectives matter. More so, this style facilitates workers to accept changes in an easier manner for the reason that their voice counts in the whole process (Johnson, 2016). This can be perceived through his various actions. It is imperative to note that Mr. Davis is the vice president of the company and therefore has considerable authority. To begin with, Mr. Davis seeks the counsel of the on the most ideal way to cope with the communication plan for declaring the news. Secondly, Mr. Davis shares information that has been conveyed to all personnel from the new president. In addition, Mr. Davis is a participative leader as he requests the regional HR director to report back to him with any challenges, issues, and difficulties experienced with personnel. In addition, Mr. Davis is concerned to ascertain what he can undertake to assist in answering employee questions and how he may be of assistance. In addition, he points out that he is available to answer any questions or worries at any given point in time.
Leadership Theories that could be applied
According to Daniels (2014), leadership can be delineated as the capability to motivate individuals to undertake things devoid of direct contingency. This implies that the leader is able to get individuals to undertake various aspects and tasks even in times when it does not appear to be in their best interest. There are other that could be applied in this particular situation.
1. Transactional Leadership
Superiors that utilize the transactional style of leadership obtain particular tasks to perform and provide rewards or reprimands to team members on the basis of their performance results. In particular, managers together with their team members institute preset objectives in tandem, and personnel consent to adhere to the direction and leadership of the manager to attain such objectives. In this case, both the regional human resource director and the vice president of human resource can sit down with the employees to determine how to conduct business in the same manner and maintain productivity levels in spite of the relocation to another expanse (Webb, 2007).
2. Transformational Leadership
This style of leadership takes into account where a leader works in tandem with subordinates to ascertain the change required, generating a vision to direct the change by means of inspiration, and implementing the change in partnership with dedicated members. This leadership style is reliant on high levels of communication from the mangers to attain objectives (Johnson, 2016). In this particular case, the two leaders can create a vision for the employees on how shifting to a new location center will be beneficial to them and to the company as a whole. This can be done through extensive communication for the personnel to comprehend and achieve the objectives.
3. Laissez-faire leadership
According to Webb (2007), in this style of leadership, the leaders do not offer any positive or negative feedback and therefore decline to provide personal interrelation or direction. In this case, this would imply that the HR and the administrative leaders will not offer the employees any information regarding the restructuring or relocation and offer any solutions for their difficulties. It implies that the leaders will not provide regular feedback to the subordinates. The downside to this is that it could lead to decreased productivity, lack of control and also increased expenses incurred by the organization.
Daniels, A. (2014). Semper Fidelis! A Recipe for Leading Others. Supervision, Vol. 75 Issue 9, p6
Johnson, R. (2016). 5 Different Types of Leadership Styles. Chron. Retrieved from: http://smallbusiness.chron..html
Ramlall, S. (2004). A review of employee motivation theories and their implications for employee retention within organizations. Journal of American Academy of Business, 5(1/2), 52-63.
Webb, K. (2007). Motivating peak performance: Leadership behaviors that stimulate employee motivation and performance. , 6(1), 53-71.