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Organisational Dynamism Has Reached Its Highest

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What are the implications for employees?

What are the HRM implications – how might HR have to operate differently?

What are implications for the leaders and Managers?




Organisational dynamism has reached its highest path with complexity in its every realm. Functional departments in a corporate setting always look for specialised knowledge and application for utmost growth possibility and methods for achieving it. Query crop in as to the viability of a departmental efficacy in goal accomplishment from organisational viewpoint and HR departments always score well in this respect. Strategic orientation and human resources’ contribution together create development of better organisational framework. With organisational complexities imbibed in the functional path of the HRM, a synergy among modern and most vital existing practices in HRM secure highest level of performance standards and application (Avey, Luthans and Jensen, 2009). Approaches of HRM towards employees and mission and vision of corporate have been always a overvalued criterion that measures how dynamic the firms are in line of challenging environment and competition in business. But this is worth it as the present business world is set to embrace challenges and to reach its goal by circumventing the odds in its way.  Thus truly HR has emerged and need of incorporating dynamic aspects keep this demanding profession   at the forefront of an organisation (Boxall and Purcell, 2011). As human resources cannot be underestimated in sense of their importance to organisational success, similarly HRM is also vital to drive human resources to perform in line of organisational vision and mission. Modern business needs more contemporary outlooks in business. HR practices prepare much valued human resources in consonance with performance requirement that adds to the change of HR approaches and employee management in more realistic and better way for ensuring higher possibility of success in competitive business world.


This paper has focused on human resource management which has opportunities as well as challenges in its evolution from being a perfect set of well defined practices. But in organisational working scope challenges and opportunities are always eternal and modern HRM can never be on denial about this. Therefore employees’ empowerment has become a priority which promotes employee participation and performance enhancement at a single go. Role of leadership has also emerged vital which set precedence before employees so that they are driven by example. If business comes across any challenges, the team effort and employee engagement comes at the rescue by their performance and HRM becomes more justified. The crux point of discussion of this paper is some challenges that are anticipated to arise in workplaces and how these can be mitigated in support of means like preparation of concepts regarding skills improvement, employee motivation and operational changes and leadership development (Chen and Huang, 2009). The selected topic in this discussion is employees will ‘elect’ their leaders adds a most contemporary sense in HRM approach and organisational work patterns.

1.It has become understandable that HR practices in coming days await more changes which lay focus on effective leadership approach undertaking employee empowerment as vital metric of determining organisational success and HR significance. Varied types of working can yield better results if diversity management is taken into thought (Chen and Huang, 2009). As diversified performance gets developed in presence of culture of diversity management, organisations are on the verge of implementing diversity and leadership together to support HR practices more. If any changes are underway in organisations then employees are the first who face the maximum implication. This requires strategy development by firms to cause them feel safe and secured and leadership plays vital function in his aspect. Not only employees who the implications are heavy on due to working change and change in  skills in jobs but also the managers and leaders feel the same way. They need more preparedness to tackle situation by balancing work and dynamism as well as manpower in the organisations (Chen and Huang, 2009). This paper has discussed that HR needs to undertake different approaches to handle the situation and also cooperation from management is sought. Leaders feel the situation tougher to restore amicable working environment by considering important employees in team. People are driven by example and this has become a catchphrase in every business and scope of working engaging employees (Wright and McMahan, 2011). Employee who adapts to changing atmosphere in working arena become successful leader in future and leaders who manage employees better become forerunner of successful corporate chief. This is discussed in this paper to share more relevant knowledge.


Since change is unavoidable as being required in complex business scenario, therefore HR management takes into thought the necessity of better planning and implementation of strategies thought of management. Leadership cannot be autocratic but participatory and collaborative nature of mentoring and leading people are easily accepted by many employees. Another dimension to the leadership from the view of HRM is employees, engagement. The new approach to this is a perfect blending of employee empowerment and employee engagement for the benefit of the organisations. This is vital layer of contemporary thought and always upholds the concept of employees’ viewpoint in choice of leadership and leaders among many eligible contenders of leadership position. The main spotlight of this paper is to discuss regarding employee perceptions and shift in HR paradigms which together make for choice availability for employees when it comes to selection of leaders in their organisation.

Leadership must encourage employee participation and their empowerment as elements of team work and collaborative working culture.  With growth and complexity both comes in way of business, need of balanced view concerning leadership and employee perspective stay relevant to the business objectives (Gagné, 2009). This paper has discussed the most vital facet of employee empowerment which materialises successfully with their opportunity and rights to elect their leaders with the required skills. This possibly is the most modern-day    approach available within HRM and employees’ performance elevating aspect for fulfilling organisational objectives. Employees are more conscious about the traits they look for in their leaders (Guest, 2011). Delegation of the right to elect their leaders produce better result for organisations as growth of organisations and motivations among employees stay within the reach of the management. This paper has discussed on this vital aspect while also focusing on implications of modern HR practices on employees and leaders.

2.If employees elect their leaders the approach to business operations will definitely change.  It is normally stated that employees do not leave companies but they ditch managers and hence it is important for the Human resource management of an organisation to strategise the approach to operations especially human resource. It is a common belief that HRM operation acts as the mainstay for an organisation to grow and develop effectively. If the employees are allowed to elect their leaders it might apparently seem the pressure on the HRM is reduced, but their work is definitely increased if employees start electing their leaders (Greenberg and Edwards, 2009).  It could be said that so far the HR managers focused on handling the recruitment and selection of employees but now it will have to start practically focusing on improving the overall organisational relationship. The HR department will have to understand that the key stakeholders it has to focus on are employer and employee. If teams start electing their leaders the HRM will have to be focused on making sure that the employees are doing the right thing (Gill, 2011). The employee should be influenced by the HRM which would help to make sure the employees take the right decisions.

If employees elect their leaders the HRM will be released of internal recruitment issues. The HRM will not be concerned with the operations and it can only recruits for operations and nothing else but with the increasing power of the employees the HRM will have higher stake in the business. It will be largely responsible for helping the employees choose the right leader for them. With the aspect of election coming into the picture the operations of the business organisations will largely become democratic in nature and hence the roles and responsibilities of the HRM will not remain confined in recruitment and selection (Charan, 2009). It is clear that with the increase in power of the employees workplace politics will definitely increase and hence this is where HR management will come into play. The HR management of the organisation will now try to curb down the workplace politics and make sure the elections taking place are not prejudiced in nature.  From one point of view it could be said that if people elect their leaders the employees will be satisfied with the workplace environment and hence is likely to contribute to the overall growth and development of the organisation (Davies and Chun, 2009).

The HRM will now have the role of organising the elections and will likely to play the role of the presiding officer in the elections making the employees understand the importance of elections and how it could be effectively handled. It could be said that HR departments so far worked on behalf of the company but represent employees but now the HR departments will have to work on behalf of the employees and will continue to operate for the employees so that the work environment of the organisation is content in nature (Wallace, de Chernatony and Buil, 2013).


The HR can now work with unambiguous motive of managing people in the organisations and could focus on keeping communal harmony. The HR will now assist the employees to work through the elections and elect the best possible leaders for the organisation. Hence, it could be said that the HR department will contribute to the development of the corporate feudalism into democracy. The HR will still play the role of injecting manpower in the organisation but now they will have to take more responsibilities in administrative as well as the practical work of understanding the employees and their previous work careers (Bennis, Bennis and Goldsmith, 2010). With employees electing their leaders HR departments will play an important role in the improvement of productivity in the organisation through effective training and development programs and will also help the employees to understand how to manoeuvre workplace politics to help them make the best possible decisions while electing their leaders. If the teams can’t perform often the HR department is blamed with the change in the rules and regulation if the employees elect their own leaders the HR would be able to work freely with effective vision to develop strong HR goals for the company which would contribute to the overall success of the organisation (Meister and Willyerd, 2010).

With the employees starting to elect their employees it could be said that the HR department will be responsible to develop a strong and intensive training and development approach as now if the leaders fail along with them the HR will also be blamed. The HR will be more extensively involved in the training and development approach and will definitely help organisations to gain their productivity and also compete in this highly competitive market environment. It is important for the HR department to make the leaders accountable for the people they lead and for that application of the different models of employee assessment will come into play like 360 Degree Feedback, open feedback sessions and counselling will be important (Fossum, 2014). The HR will have to become more active and will have to develop strategies which would combat the imminent issues in the operations which becomes extremely important in this case. Hence overall to conclude it could be said that the HR department will have a revised work of representing the employees and also helping them out with the election issues and provide them with effective insights regarding the elections of the leaders by the employees.

3.If the leaders and the managers are elected by the employees there will be strong stake of the employees to speak against the leaders and the managers in case the relations between them is not good (Martin and Schmidt, 2010). With this aspect coming into play the organisations rather to say the managers and the leaders will have to be extremely upfront about their roles and responsibilities in the organisation. The leaders and the managers cannot have laid back attitude at work since they bear the huge burden of expectation of the employees which will make them much more concerned about operating effectively for the personal and professional improvement of the employees through work (DeNisi and Smith, 2014). It could be said that the managers cannot be autocratic in nature as they are elected by the employees and hence they have to understand the grievances and issues of the employees or else they will be moved from their positions and may be the organisation loses interest on the manager which could mean losing of job for that employees. The leaders should not only think about the organisational goals and objectives but they should focus on understanding needs and wants of the employees more than ever due to the democratic environment of the organisation (Armstrong and Taylor,  2014). With the employees getting increased power to choose their leaders, the managers and leaders should be focused on understanding the workplace politics and try to reduce it as much as possible to make sure communal harmony is intact in the company and the business is moving towards achieving the long term goals and objectives. In a democratic scenario it will become important for the leaders and managers to involve the employees in almost every decision taken for the improvement of the organisational operations which would mean that the employees will be able to invest significant insights to organisational operation slowly becoming active in the organisational decision making (O'Reilly et al, 2010).



From the above discussion, the pertinent issues that comes to the fore states that although the election of the leader by the employees is perhaps the most contemporary and ambitious of the organisational choices, since when on one hand it can prove fruitful for the management of human resource within the organisation in an effective manner in the presence of a camaraderie amongst the workforce and its leader, resulting in increased productivity and growth of the enterprise, on the other hand, wrong selection of a leader can lead to perpetration of malicious conduct, unhealthy work atmosphere and ruinous downfall for the organisation. The management thus needs to formulate policies and adopt practices through which the election of the leader by the employees of the organisation is done in strict adherence to the culture and goal of the organisation and also in consideration of the realisation of the objectives of the stakeholders of the enterprise (Meister, Willyerd and Foss, 2010). It must be kept in mind that although the power of selection can be bestowed on the employees to choose their leader, the power to control, monitor and evaluate must remain at the hands of the management so that alterations and modifications in the interest of the organisational goals can be implemented whenever such circumstances arise



 Avey, J.B., Luthans, F. and Jensen, S.M., 2009. Psychological capital: A positive resource for combating employee stress and turnover. Human resource management, 48(5), pp.677-693.

Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Palgrave Macmillan.

Chen, C.J. and Huang, J.W., 2009. Strategic human resource practices and innovation performance—The mediating role of knowledge management capacity. Journal of business research, 62(1), pp.104-114.

Gagné, M., 2009. A model of knowledge?sharing motivation. Human Resource Management, 48(4), pp.571-589.

Guest, D.E., 2011. Human resource management and performance: still searching for some answers. Human resource management journal, 21(1), pp.3-13.

Meredith Belbin, R., 2011. Management teams: Why they succeed or fail. Human Resource Management International Digest, 19(3).

Wright, P.M. and McMahan, G.C., 2011. Exploring human capital: putting ‘human’back into strategic human resource management. Human resource management journal, 21(2), pp.93-104.

Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.

DeNisi, A. and Smith, C.E., 2014. Performance appraisal, performance management, and firm-level performance: a review, a proposed model, and new directions for future research. Academy of Management Annals, 8(1), pp.127-179.

Meister, J.C., Willyerd, K. and Foss, E., 2010. The 2020 workplace: How innovative companies attract, develop, and keep tomorrow's employees today (p. 5). New York, NY: Harper Business.

Fossum, J.A., 2014. Labor relations. Mcgraw Hill Higher Educat.

Meister, J.C. and Willyerd, K., 2010. The 2020 workplace. Harper Audio.

Bennis, W., Bennis, W.G. and Goldsmith, J., 2010. Learning to lead: A workbook on becoming a leader. Basic Books.

Wallace, E., de Chernatony, L. and Buil, I., 2013. Building bank brands: How leadership behavior influences employee commitment. Journal of Business Research, 66(2), pp.165-171.

Charan, R., 2009. Leadership in the era of economic uncertainty. The New Rules for Getting the Right.

Gill, R., 2011. Theory and practice of leadership. Sage.

Greenberg, J. and Edwards, M.S., 2009. Voice and silence in organizations. Emerald Group Publishing.

O'Reilly, C.A., Caldwell, D.F., Chatman, J.A., Lapiz, M. and Self, W., 2010. How leadership matters: The effects of leaders' alignment on strategy implementation. The Leadership Quarterly, 21(1), pp.104-113.

Davies, G. and Chun, R., 2009. The leader’s role in managing reputation. Reputation Capital, pp.311-323.

Martin, J. and Schmidt, C., 2010. How to keep your top talent. Harvard business review, 88(5), pp.54-61.


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