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 7LMP Assignment Task 1: Understand the Principles of Leading and Managing People

1.1   Examine and evaluate the basic modern research and debates in HR management and HR development.

 Human Resource Management and Human Resource Development are two very important areas in modern organisational studies. The evolution of research as well as the debate in these areas depends much on the changing expectations of workforce, technology, and global competition. In the case of HRM, contemporary debates are based on the management of workforces that achieve both levels of employee well-being and performance, discussing flexible models of work, and incorporating issues of corporate diversity and inclusion. Research in HRD focuses on continuous learning and development of skills that adjust with the changes in technological speed and changing needs of the industry. A critical examination shows that, although such practices have aimed at efficiency and flexibility, implementation is a challenge in implementing such practices sustainably, equitably, and effectively in diverse organisations.

1.2   Review the main theories about motivation, commitment, and engagement at work and implemented in organisations and companies.

Motivation Theories

• Maslow: A hierarchy of needs motivating them (e.g., safety, growth). Companies provide salary, safety, and career opportunities.
• Herzberg: Hygiene factors inhibit dissatisfaction. Motivators make people happy. Pay as a hygiene factor-inhibits dissatisfaction and good pay is provided. Recognition as a motivator makes happy and companies ensure good recognition.
• Vroom: People believe that effort will give rewards. Companies clarify reward structures.

Commitment Theories

• Meyer & Allen: Commitment is emotional, based on costs, and obligation. Companies build bonds with employees through their culture.
• Becker: Employees make an investment in the job, and when they do, they tend to stay. Companies make investments in training as a way to build investment.

Theories of Engagement

• Kahn: Employees are engaged when they feel safe and valued. Companies build policies of inclusion and wellness programs.
• Social Exchange: Engagement is based on mutual exchange. Companies provide rewards to build relationships.
• Self-Determination: The higher the autonomy and competence, the higher the employees will engage. Companies are making an investment in flexible roles and team building.

1.3  Determine whether a company’s leadership practices are practical and assess the tools it uses to develop leaders.

Characteristics of Effective Leadership:

• Visionary: Inspirational with a well-articulated long-term vision
• Emotional Intelligence: Understands and works effectively with emotions and people
• Flexible: Resilient to adapt to different environments
• Communicative: Conveys expectations and feedback.
• Integrity: Builds trust through ethical behavior.
• Decisive: Makes quick, informed decisions.
• Empathetic: Connects with team members personally.
• Accountable: Takes responsibility for actions and results.

Techniques to Develop Leaders:

• Training Programs: Focused on essential leadership skills.
• Mentoring and Coaching: Senior leaders guide potential leaders.
• Job Rotation: Provides cross-functional experience.
• Feedback: Regular performance reviews for growth.
• Competency Frameworks: Sets standards for leadership skills.
• Simulations: Role-playing to practice decision-making.
• Succession Planning: Prepares future leaders for critical roles.
• Self-Learning: Encourages independent development.
• Leadership Challenges: Assign tough projects to foster growth.
• Networking: Facilitates peer learning and support.

7LMP Assignment Task 2: The Role of Human Resource Management and Development in Promoting Organizational Flexibility, Change, and Professionalism

2.1   Ensure that flexible working and effective management changes are implemented in an organisation

Promoting flexibility at work and effective change management enhances the culture of adaptability and employee satisfaction. Flexible working arrangements enable companies to strike a balance between personal life and professional life, which subsequently increases productivity and retention. Through strong change management practices, transition is managed smoothly, with complete communication, support, and continuous improvement. This combination results in competitive businesses that enable motivated and resilient workforces to thrive.

2.2  Describe the purpose, objective and aim of the Human Resource Management and HRD function in organisations and how they are met in practice.

The main purpose, objective, and aim of HRM and HRD functions in organisations center on bringing about maximum employee performance toward achieving organisational goals. At the heart of HRM lies recruiting, developing, and retaining talent and equipping employees with skills and motivation to do the job right. Objectives include employee relation, general compensation, and managing labor laws. HR practices should be aligned with organisational strategies. HRD is a part of HRM that focuses on continuous learning, career development, and a training program to develop their skills as well as their potential. In practice, these functions are met through strategic planning, performance management, leadership development, and creating an organisational culture that values not only their growth but also their well-being. Through implementing both HRM and HRD, organisations can construct a working force that generates innovation within the marketplace and protects a competitive edge the organisation may have.

2.3  Assess the contribution made by experts in Human Resource Management and Human Resource Development in different departments and organisations.

Human resource management and human resource development specialists contribute to nearly every department and organisation by successfully aligning human capital with organisational objectives. Human resource management concentrates its focus on talent acquisition, talent management, and employee relations; ensuring the right talent is hired and retained to create a productive work environment. HRD, however, focuses on continuous learning, skill development, and career advancement that boosts the employee’s potential as well as the adaptability of the organisation. These professionals contribute toward departmental efficiencies through designing a training program, leadership development, and overall organisational engagement as well as motivation culture. By strategic support towards the total organisational strategy, employees’ satisfaction, and business success, HRM and HRD professionals help an organisation move forward.

2.4  Enhance professionalism and ethical conduct in Human Resource Management and Human Resources Development.

Improvement in the professionalism of HRM and HRD would surely help improve the ethical issues, and they form the basic grounds for building a positive organisational culture and even for success in the long run. Through ethics, HR professionals instill fairness, transparency, and integrity in the decision-making process, which creates better trust among the employees with the company and improves its reputation. Professionalism in HRM and HRD further aids employees to enhance their skills and careers, making personal objectives align with those of the organisation. This helps in the development of a much more inclusive and respectful environment within the workplace while contributing towards being healthier through the reduction of risks associated with legal and ethical violations. Thus, by adopting these values, HRM practices are not only efficient but also responsible to society at large for improving employee satisfaction and organisational effectiveness.