Leadership of the managers and its impact on job performance
The problem can be placed within human resource management perspective as there maybe issues catering to research literature for instance, there maybe lack of support into leadership impact towards job performance and the problem that leadership is acted upon as a positive factor by the managers and never been a negative factor as for example, the presence of too much leadership authority can affect job performance not just in the lower levels but also in the higher ones, affecting how HR managers perform well and effectively into the work setting and how they possess proper quorum towards other staff in the organization they belong.
Aims/Objectives
- There is ample need to recognize leadership and job performance as put more into the human resource perspective
- Determining leadership of human resource managers
- Finding out leadership impact of human resource managers job performance
- Relating to several theories and applications (leadership; job performance)
Research Questions
- What is leadership? What comprise of leadership used by managers? Discuss
- What is meant by job performance? Discuss
- How is job performance manifested by human resource managers? How it is known in terms of leadership aspects and its underlying impact?
- What are some of leadership impacts towards job performance? Is there a positive impact? A negative impact?
- Are there any leadership styles involved? If so, what style of leadership is effective for HRM managers in order to achieve good job performance?
- What are several ways of measuring leadership? How it is measured for the purpose of recognizing job performance impact?
Hypothesis
- There is direct relationship of leadership towards job performance of HR managers
- There is no direct relationship of leadership towards job performance of HR managers
- There is positive impact of job performance due to the leadership of human resource managers
- There is negative impact of job performance due to the leadership of human resource managers
Sample Literature
HR managers know that people make the critical difference between success and failure, effectiveness with which organisations manage, develop, motivate, involve and engage the willing contribution of the people who work in them is a key determinant of how well they perform based on leadership styles they comply in their work, as there maybe little research demonstrating causal link between leadership and job performance of managers and several literature describes particular leadership aspects, practices and styles which are claimed to lead to a much motivated as well as productive HR managers and have the elements of leadership effectiveness and measuring contribution these HR managers make to incur positive job performance (1997; 1997). Thus, some of research literature has been dominated by questions as to whether HRM practices make ideal difference to HR managers relying their job performance. There is now a considerable body of work proposing that high quality leadership management can provide firms with a source of competitive advantage that it is difficult for competitors to imitate. It is the management of human capital, rather than physical capital that is seen as the most important determinant of company performance, some studies have demonstrated relationship between leadership impact, HRM as well as performance ( 1995; 1995). SMEs in Malaysia can make full use of a skilled and motivated workforce by promoting job designs which provide enriched jobs for employees whereby employees have responsibility for such activities as problem solving, scheduling and quality assurance.
Research Methodology
The research method will cater to comparative quantitative research method linking to survey questionnaires that are to be based on leadership of several HR managers upon recognizing as well as measuring leadership impact on their job performance, making in comparative study pertaining to the styles of leadership used by HR managers and how it impacts into job performance in a positive and negative manner. The questionnaires will be send to HR managers of certain SMEs in Malaysia as the methodology will have to be classified as either quantitative or qualitative as it can be that leadership impact towards job performance can be known by means of using primary as well as secondary data, as there implies to qualitative method which might be design to help the researcher understand leadership aspects, styles and other domains that can serve as a factor for noting in job performance of HR managers. The HR managers as participants of the study will comprise of about 15-20 managers coming from 4 to 5 SMEs operating in Malaysia, they can be the HR head, assistant, or any staff having in authority in the field of human resource, they can be the HR team that adheres to the managerial level of the area, the method can be utilizing in the case study approach, gathering in reliable, acceptable and reviewed journals and articles that integrates to leadership and job performance as this can be along with multiple source of qualitative and quantitative information in particular. The supporting information will be collected from leadership and job performance proponents and research in lieu to journals, articles, books that can assume case approach in an extensive approach, and have acceptable resource that relates to research questions to be found in the literature organization. For the method assessment, there needs to determine and recognize case analysis method, as there enables to transcribe certain leadership styles to have impeding impact on HR managers’ job performance and implying to qualitative and quantitative methods upon asking the SMEs HR managers to rank perceptions and or views in the survey questionnaire scaling ( 1999), being geared towards reliability and validity, the survey statements can range from the following: 1 = strongly disagree, 2 = disagree, 3 = neutral, 4 = agree and 5 = strongly agree.
Credit:ivythesis.typepad.com
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