The success of that company continues to underscore the inherent value in synchronizing these three elements of an HRM framework, transformational leadership, and a continual supply of disruptive innovation for heavy investment in R&D.
The Practicality of Agile HRM Frameworks and Their Impact on Long-Term Financial Viability
The creation of an effective HRM framework, continual improvement of transformational leaders and their skill sets, and the infusion of innovation can transform a company much like these approaches worked at Apple. For the majority of companies however the practicality of how best to manage these three areas and attain profitability remains a challenge. The majority of companies struggle with creating an agile HRM framework that can balance the urgent need to get employees hired and accomplishing tasks quickly using transactional leadership vs. getting employees to buy into the vision of an organization (Schaubroeck, John, Simon, Sandra, 2007). For the majority of businesses, the need for managing a much greater focus on creating a more transformational mindset in its managers to ensure employees take ownership of their jobs is far more critical to profitability than merely moving quickly through tasks. The focus on how to ensure the culture is one that embraces transformational leadership over transactional mindsets is crucial for growth and profitability (Avolio, Walumbwa, Weber, 2009). The focus also needs to shift away from a task orientation to one more focused on the attainment of a shared vision that is compelling enough to transform a company. This is the most critical aspect of having an HRM framework. Having a transformational leader that can bring all these factors together at the same time in the context of an HRM framework driven by a compelling business model can often make the difference between a company succeeding or failing or not.
The practicality of HRM frameworks and their role in changing organizational cultures is evident in how successful the Indian outsourcing companies are in responding to market requirements as diverse as ERP installations to orchestrating compliance for Sarbanes-Oxley initiatives in publically-held companies. The HRM framework within Indian outsourcing companies looks to organize practice areas first and then bring sin transformational leadership expertise to lead client engagements. This approach unifies the HRM framework, levels of process innovation and implementation expertise these outsourcing providers have access to, and also serves as a strategy for creating practice leaders that over time become transformational in their leadership approach. This model works well for the Indian outsourcers as it provides them with the necessary framework for continually adding innovation to their approach of selling services and expertise.
A Strategic Approach to Leading HRM Framework Design
Ethical leadership is the foundation of any effective HRM framework and strategy. It is responsible for integrating the values and vision of a company into each process and strategy relied on for goal attainment RM (Brown, Trevino, Harrison, 2005). This approach to integrating ethical leadership into the functioning of any company must begin with a strong focus on transformational leadership supported by emotional intelligence (EI) (Kevin, Groves, Pat, Winny, 2008). Studies have shown that the greater the EI a leader has the greater is their ability to support both a transactional and transformational Approach to management. This is a strategic advantage to companies who are seeking to create greater synchronization across their HRM frameworks, leadership, and unique differentiators including product and services strategies.
Making these three elements stay in sync with each other over time however is challenging. Having an HRM framework stay coordinated to a leadership approach, all galvanized either around a process or strategy (including the strategy of innovation) takes strong transformational leadership skill sets in managers and the CEO. In these situations where HRM frameworks and management strategies need to stay in sync with one another, the ability of a leader to earn trust is crucial if the business is going to succeed over the long-term (Ceasar, Suzanne, 2008). Trust then becomes a very strong catalyst for ensuring the continued success of any HRM framework and is also the catalyst that ensures it will continue to evolve with the needs of the business. One of the most effective strategies for transformational leaders to use in keeping the HRM framework aligned with the needs of the company is for leaders to regularly illustrate through example how they are willing to make sacrifices of their time to help attain the vision or goal (Niti, Venkat, 2008). The defining of a transformational leader is more in their daily actions and less...
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