Background of the Organisation
The organisation in focus is one of Hong Kong’s leading retailers of furniture and home improvement products, electrical appliances, maintenance tools, and other consumable accessories. It targets middle- to high-end markets as it offers value-for-money and innovative products. The company in focus aims to enhance the home environment of its consumers by providing good quality, competitively-priced home improvement products and services through its wide network, including its online store. In addition, the company in focus values its consumers through using both technology and people in terms of knowing their expectations, as well as either exploiting or lessening market trends in accordance to the needs of the company’s consumers. Moreover, in order for the organisation to obtain their goals and perform its many responsibilities, the company or organisation in question sustains productive and efficient workforce to be delegated with the various work in the organisation, thus, focusing on sustainable development in order to integrate the social, economic, and environmental aspects of the company, in its aim to build its reputation and attain sustained financial growth and development. In this regard, being one of the leading retailers in the city of Hong Kong, it can be perceived that all the aspects of its operations are successful and efficient, thus, making it highly reputable and established in the market and in its respective industry.
Current Situation/Problem of the Organisation
However, despite the claims of the organisation in terms of its successful performance in the industry, the organisation and its employees still face challenges, such as in its Human Resource Department. This particular problem arises from the leadership style of the department’s Executive Director, which contributes to the lack of effective and efficient communication, organisational politics, underdevelopment of teamwork, and lack of motivation of all of the employees of the Human Resource Department (Refer to organisational chart, Appendix A). A possible cause of such a problem is the difference in the preference of the Executive Director in terms of managing his department, as being trained in the Western style of management.
Being trained in the Western style of leadership and management, as being able to serve European and American companies for the last several years, the Executive Director of the Human Resource Department uses an autocratic leadership style, which makes him exercise rapid decisions, implement strict rules and policies, and use a perfectionist approach that instils fear in his subordinates, particularly in meeting deadlines. Moreover, he uses a coercive approach, making him force his policies and decisions on his subordinates, regardless of their opinions, thus, preventing his subordinates to participate in the decision-making process of their department and hindering them from developing teamwork and effective communication. This then also affects the turnover and absenteeism of the employees, increasing it annually (Refer to Table of Turnover and Absenteeism, Appendix B).
Theory
One of the relevant theories that can be used to explain the situation is Hackman’s and Oldham’s Job Characteristics Theory, which emphasizes that most jobs can be described according to a number of core dimensions, namely, autonomy, variety, significance, feedback, and identity. If such core dimensions are present, it has been indicated that people will tend to experience their jobs as psychologically meaningful, feels a sense of responsibility about their work, and have an understanding of how they are performing in their jobs (Jex 2002). The model or theory has been regarded as a widely studied model of motivational job design that has explained important work results for workers belonging to different types of organizations (Panzano et al 2004). Thus, the Job Characteristics model or theory would be essential in stating the changes that have to be made in the organisation in focus, as it emphasizes the different factors that must be given importance in an organisation, which contributes to the effective work and motivation of employees. Different core dimensions, such as autonomy, variety, significance, feedback, and identity may seem to be present in the organisation in focus. However, based on the leadership and management style being used and employed by the Human Resource Executive Director, facilitating, building, expressing, and developing such core dimensions are not appropriate. Therefore, because the needs of the employees in the department do not jive with the approach of the Executive Director of the Human Resource Department, negative consequences are being observed.
Another theory or model is the Path-Goal Leadership Theory, which indicates the use of four leadership styles can be employed in an organisation, namely, directive or authoritative, supportive or the approachable and friendly style, the participative for asking and using suggestions to make decisions, and the achievement-oriented for setting goals for subordinates, which in turn will help the organisation and its employees in their aim to achieve higher standards and confidence toward the achievement of goals (Barker 1992). However, it can be clearly seen from the situation presented above that the leadership style being used by the Executive Director of the Human Resource Department is focused only on the directive or authoritative style of leadership, which becomes a hindrance to the participation, growth, and motivation of his subordinates. In addition, the Executive Director did not also observe one of leadership’s important aspects, which is to inspire organisational members to want to achieve the visions of the company. This can be stated, as he tries to employ and enforce a leadership style that is characterized by coerciveness, authority, and force, and he fails to listen and to nurture the capabilities and skills of his subordinates. Thus, consequently, an increase in turnover and absenteeism can be observed among the employees of the Human Resource Department of the company, indicative of their lack of motivation, fear, and lack of initiative to grow and develop as an active part of the department.
The third model or theory that can be used to explain the situation at hand addresses the motivation of the employees in the department. This theory is the theory of Frederick Herzberg, which is the Two-Factor Hygiene and Motivation Theory, which emphasizes that salary, working conditions, policies, status, and security, and motivating factors, including achievement, recognition, responsibility, growth, and interest in work (Dudley and Lewis 2005) must be included and considered by employees in order to appreciate their job in an organisation. Using this theory as a reference, it can be perceived that motivational factors play a major role in the work status of the subordinates of the department’s Executive Director. Based on the situation presented, it can be seen that the Executive Director was not able to meet the motivating factors required by his subordinates, such as growth, responsibility, and interest in their work. Because he uses fear, distrust, and perfectionism, he restricts them from growth and to take in responsible actions in terms of handling their work professionally. As such, he drives them to develop lack of interest toward their work, which clearly presents disadvantages not only to the whole Human Resource Department, but also the organisation as a whole.
Task (Refer to Table, Appendix C)
Expect
Based on the three relevant theories provided above, namely, Job Characteristics Theory, Path-Goal Leadership Theory, and the Two-Factor Hygiene and Motivation Theory, it can be understood that its use effectively and appropriately directs, facilitates, propels, and develops the potential of the different members of an organisation to work efficiently and successfully. As expected, using the Job Characteristics Theory helps the organisation, particularly the Human Resource Department of the company to address all the aspects of work of its employees. Because it focuses on different core dimensions, such as autonomy, variety, significance, feedback, and identity, the employees of the department or the organisation would be able to take pride in their work and regard it as meaningful and helpful in terms of providing them the motivation they need in doing their job efficiently and appropriately. In addition, it will be expected that effective communication and variation in work can be achieved with the use of the theory or model, allowing each employee to maintain and sustain good relationships with their co-workers.
Using the Path-Goal Leadership Theory involves employing four leadership styles in the organisation or department, namely, directive, supportive, participative, and the achievement-oriented. It can be expected that with the use of this theory or model that the needs and motivation of the employees or subordinates of the Executive Director would be addressed effectively, thus, contributing to their growth and development. In addition, through using different styles of leadership, the subordinates of the Executive Director of Human Resources are expected to become inspired in also developing their leadership abilities, which will enable them to become trained for future applications and use. Lastly, using the Two-Factor Hygiene and Motivation Theory means addressing the factors that help motivate, inspire, and drive the employees to regard their work successfully and passionately. This then involves addressing the rewards and compensation of employees, which would motivate them effectively, provide recognition and communication, security, and growth. It can be expected that turnover rates and absenteeism would be lessened, communication and teamwork would be developed, and effective communication would be established.
Actual
As indicated, in relation to the Job Characteristics Theory, the leadership and management style being used and employed by the Human Resource Executive Director does not help facilitate, build, express, and develop core dimensions essential for the growth of the employees. Therefore, because the needs of the employees in the department do not jive with the approach of the Executive Director of the Human Resource Department, negative consequences are being observed. In relation to the Path-Goal Leadership Theory, the leadership style being used by the Executive Director of the Human Resource Department is focused only on the directive or authoritative style of leadership, which becomes a hindrance to the participation, growth, and motivation of his subordinates. He only tries to employ and enforce a leadership style that is characterized by coerciveness, authority, and force, and he fails to listen and to nurture the capabilities and skills of his subordinates. In relation to the Two-Factor Hygiene and Motivation Theory, the Executive Director was not able to meet the motivating factors required by his subordinates, such as growth, responsibility, and interest in their work. Because he uses fear, distrust, and perfectionism, he restricts them from growth and to take in responsible actions in terms of handling their work professionally.
Differences
It can be seen that the expected results using the three theories or models and the actual situation being focused upon in this assignment have significant differences, and are said to be opposite one another. As such, it can be clearly seen that the Executive Director of the Human Resource Department of the organisation violates and does not follow all the theories or models discussed in this particular assignment.
Recommendation
In terms of his leadership skills, it can be suggested that the Executive Director can come out of his autocratic jacket and wear the more effective team based management style. Teamwork has become something of a modern rallying cry in today’s high performing organizations and leaders must invoke the teamwork mantra whether or not the task calls for collaborative effort (Perkins 2000). To enable managers to function well in changing, uncertain and diverse workforce environments development intervention should focus on specific content of managerial task as well as structural components of managerial effectiveness like how managers think and function (Cooper and Robertson 1996). This could help him develop positive attitudes about his employees and help him to create an atmosphere of mutual trust in the organization.
In relation to motivation, several aspects can be addressed, including doing an interesting work, communicating firm mission, imparting job significance, knowing life interests, and developing values and interests, for these factors determine the overall motivation and in turn the satisfaction of employees. To address the problem with job design, the technical manager can implement an effective job design, which includes job rotation, job enlargement, and job enrichment. Butler and Waldroop (1997) states that with job rotation or the periodic shifting of a worker from one job to another, can put more variety and more knowledge to the job of the employees, and is very helpful in improving their performance and reducing turnover if the new job fits with their life interests.
References
Barker, A 1992, Transformational Nursing Leadership: A Vision for the Future, Jones & Bartlett Publishers, New York.
Butler, T and Waldroop, J 1997, Discovering Your Career in Business, Perseus Publishing.
Cooper, CL and Robertson, IT 1996, “Key Reviews in Managerial Psychology”, John Wiley and Sons, Singapore.
Dudley, R and Lewis, J 2005, The McGraw-Hill Guide to the PMP Exam, McGraw-Hill Professional, USA.
Jex, S 2002, Organizational Psychology: A Scientist-Practitioner Approach, John Wiley and Sons.
Panzano, P, Seffrin, B and Jones, S 2004, ‘Examining the Value of the Job Characteristics Model for Improving the Experience of Work and Work-Related Outcomes for Adults with Severe and Persistent Mental Illness’, viewed 10 May 2008, <http://www.dssincorporated.com/Research/JobDesign/062304%20Job%20Tax%20research%20findings%20update%20for%20NRMH%20v%2016.doc>.
Perkins, D 2000, Leading at the Edge, AMACOM, New York.
Appendices
Appendix A: Organisational Chart of Human Resource Department
Appendix B: Table showing the turnover and absenteeism in the company for the recent years
Turnover and Absenteeism in Human Resource Department
Areas of concern
Division
Company
2001-2004*
2005-2008
2001-2004
2005-2008
Turnover
5
11
9
15
Absenteeism
3
13
8
17
* Average for the period expressed in percentage
Appendix C: Table showing Expected, Actual, and Difference
EXPECTED
ACTUAL
DIFFERENCE
JOB CHARACTERISTICS
Jex (2002) indicates that autonomy, variety, significance, feedback, and identity are important for employees to take pride in their work and regard it as meaningful and helpful in terms of providing them the motivation they need in doing their job efficiently and appropriately
Human Resource Executive Director does not help facilitate, build, express, and develop core dimensions essential for the growth of the employees
Important job characteristics are neglected by HR Executive Director
LEADERSHIP
Barker (1992) suggests the use of the Path-Goal Leadership Theory employing four leadership styles in the organisation or department, namely, directive, supportive, participative, and the achievement-oriented
autocratic leadership style, exercise rapid decisions, implement strict rules and policies, perfectionist approach that instils fear; coercive approach, making him force his policies and decisions, preventing participation in decision-making process
Autocratic, coercive use of leadership, instead of relaxed leadership that fosters good communication
MOTIVATION
Dudley and Lewis (2005) introduces the Two-Factor Hygiene and Motivation Theory, emphasizing that salary, working conditions, policies, status, and security, and motivating factors, such as achievement, recognition, responsibility, growth, and interest in work are important
Executive Director was not able to meet the motivating factors required by his subordinates, such as growth, responsibility, and interest in their work
Use of fear, distrust, and perfectionism restricts subordinates to grow and to take in responsible actions in terms of handling work professionally
Credit:ivythesis.typepad.com
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