Upon completion of this lesson, the successful participant will be able to: Transformational leadership (TL) perspective, a model of transformational leadership transformational leadership factors, full range of leadership model, the additive effects of Tl, other transformational leadership perspectives, how does the transformational approach work?
Art of Leadership & Motivation HRM – 760 Lecture 26 FACILITATOR Prof Dr Mohammad Majid Mahmood Leader`s Key Responsibility: Human Resource Retention Ethical Issue There are numerous negative organizational consequences to firing employees, including the discomfort of the supervisor who delivers the termination information, conflict or sabotage from the departing employee, and the potential for a lawsuit In response, many supervisors provide problem employees unpleasant work tasks, reduced working hours, or otherwise negatively modify their jobs in hopes that the problem employees will simply quit What are the ethical issues raised by this strategy? OUR ASSEST WALK OUT OF THE DOOR EACH EVENING. WE HAVE TO MAKE SURE THAT THEY COME BACK THE NEXT MORNING HR Critical Findings One Out of Every Three People Plan on Leaving in the Next Two Years Hay Group, USA It Costs Much More to Critical Finding Replace Employees Than to Keep Them Challenges Facing Organizations Challenges Facing Organizations Worker Shortage Worker Shortage Skill Shortage Skill Shortage Talent Management Talent Management Generational Generational Differences Differences Global Competition Global Competition Diversity Diversity Loyalty Loyalty What is Employee Retention? Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project. Employee retention is beneficial for the organization as well as for the employee. Defining HR Retention “ The extent to which an employee is committed to their work and their organization, and the extent to which this commitment impacts their performance and intent to stay with the organization.” “ A positive attitude held by the employee towards the organisation and its value. An engaged employee is aware of business contexts and works with colleagues to improve performance within the job.” So What is it? Based on these definitions, HR retention is the total of the behaviour employees espouse in the organisation which primarily should be characterised by: Belief in the organisation Drive to work and make things better Respect and support for others Desire to learn new skills 10 Emotional Commitment Driven By: Enjoyment of one’s job Role clarity Understanding the link between one’s job and organisational strategy Belief in organisational values Respect in direct manager, team and organisation Emotional commitment drives discretionary effort PERFORMANCE 14 Role Based Levels of Retention There are five work related roles that an employee can assume and these are: Job Holder Role: employees come to work and the job that is listed in their job description Team member role: employees go “above and beyond” to help members of their team work toward common goals Entrepreneur role: employees come up with new ideas and processes and try to get those ideas implemented Career role: employees things to enhance their career in the organisation; they learn, they adapt new skills, and more Organisation member role: employees things that promote and help the company even if it’s not part of their jobs or their team’s duties 15 Have you ever hired the wrong person? 16 Why Good People Quit? 17 Why Good People Quit Poor match between the person and the job Poor fit with the organizational climate and culture Poor alignment between pay and performance Poor connections between the individual, their coworkers, and the supervisor Poor opportunities for growth and advancement 18 Hire the Right People How Do You Know What the RIGHT Person Looks Like? 19 Typical Hiring Practices Failure to detect motivational fit with job Applicants "exaggerate" to get a job Most hiring decisions made by intuition during the first few minutes of the interview Two out of three hires prove to be a bad fit within the first year Most interviewers not properly trained Excellent employees placed in the wrong jobs grow frustrated when unable to utilize their strengths 20 Reasons why an employee leaves an organization Monetary factors Lack of good working condition No Flexible work schedules. 21 Reasons why an employee leaves an organization Lack of respect Very Few Supportive colleagues: Organization is more concern toward business Increase in favoritisms 22 Reasons why an employee leaves an organization Employee needs pride in where they work & what they do Lack of appreciation Lack of challenges in job The job or workplace was not as expected 23 Reasons why an employee leaves an organization The Mismatch Between Job and Person Too Little Coaching and Feedback Lack of support 24 Reasons why an employee leaves an organization Stress From Overwork and WorkLife imbalance Loss of Trust and Confidence in Senior Leaders Less frequency in giving rewards. 25 Key Finding Money may attract people to the front door but something else is needed to keep them from going out the back 26 Compensation Environment Growth Relationship Support 27 128 128 FACILITATOR Prof. Dr. Mohammad Majid Mahmood ... Because they can make a link between their role? ?and? ? organizational objectives? ?and? ?value system,? ?and? ?they enjoy or find fulfillment in the work 13 Emotional Commitment Driven By: Enjoyment? ?of? ?one’s job Role clarity Understanding the link between one’s job? ?and? ?... The Mismatch Between Job? ?and? ?Person Too Little Coaching? ?and? ?Feedback Lack? ?of? ?support 24 Reasons why an employee leaves an organization Stress From Overwork? ?and? ?WorkLife imbalance Loss? ?of? ?Trust? ?and? ?Confidence in Senior Leaders ... organisation; they learn, they adapt new skills, and more Organisation member role: employees things that promote and help the company even if it’s not part of their jobs or their team’s duties 15 Have you ever hired