Leadership is a privilege, never a right

Leadership is a privilege, never a right 

Leadership is a privilege that should never be taken for granted, as it carries immense responsibility and the potential to positively impact others. It is not a right that automatically comes with a title or position, but rather a privilege earned through trust, competence, and character. Here are a few reasons why leadership should be seen as a privilege rather than a right

Leadership is built on trust and confidence. People look to their leaders for guidance, direction, and inspiration. It is the trust placed in a leader by their team or followers that grants them the privilege to lead. This trust must be earned through consistent actions, transparency, integrity, and a genuine concern for the well-being and growth of those being led.

True leaders understand that leadership comes with accountability and responsibility. They accept the weight of their decisions and actions, knowing that their choices can have a significant impact on the lives and success of others. This awareness drives them to make ethical decisions, take ownership of their mistakes, and work diligently to ensure the best outcomes for their team or organization.

Leadership is not about personal gain or entitlement but about serving others and acting as a steward of collective interests. Leaders should prioritize the needs, development, and success of their team members or followers. They should be committed to creating an environment that fosters growth, empowerment, and collaboration, where everyone can thrive and contribute their best.

Leadership is a continuous journey of learning, growth, and self-improvement. It requires humility to recognize that no one has all the answers and that leaders should constantly seek new knowledge, perspectives, and skills. The privilege of leadership should be met with a commitment to personal development, embracing feedback, and a willingness to adapt to changing circumstances and challenges.

The true measure of leadership lies in the positive impact it has on others and the legacy it leaves behind. Great leaders strive to create lasting positive change, not just within their immediate sphere of influence but also in society at large. They use their privilege of leadership to inspire, empower, and elevate others, leaving a legacy that transcends their time in the role.

Leadership is a privilege that should never be taken for granted. It is earned through trust, accountability, and a commitment to serving others. Leaders have the opportunity to make a meaningful difference, positively impacting the lives of those they lead. Recognizing leadership as a privilege keeps leaders humble, accountable, and focused on the greater good, fostering an environment where both the leader and their team can thrive and succeed.

Sewwandi Thalahitiyagala

Occupational Health and Safety

 Occupational Health and Safety

                                                        Figure 01: (Edet, 2021)

Human resources are regarded as an organization’s most significant asset. As a result, safeguarding workplace health and safety is a critical responsibility of the HR manager. A healthy workforce is a necessary condition for a productive and long-term industry. Many organizations continue to struggle with issues of safety and physical health. Workplace accidents could incur medical fees, hospitalization expenses, increased insurance premium costs, lower productivity, expenses required to acquire and train new personnel, management time, and compensation paid directly in connection with the accident. All of these could be incurred as a result of workplace accidents. Hence, it is the responsibility of the personnel who are managing people to ensure that the workforce is healthy-physically, mentally, socially, and spiritually.

Occupational Health and Safety

Occupational health refers to the physical, mental, social, and spiritual well-being of employees both in and out of the workplace. Employees working in an environment free of hazards and risks could lead to accidents and occupational diseases. An injury or accident can occur as a result of different job dangers and risks.

Factors that affect Health and Safety at Work

Every job comes with its own set of dangers and risks. To keep accidents, injuries, and work-related diseases to a bare minimum, it’s critical to recognize these health risks and reduce their risk.

· Physical: Heat, cold, light, noise, vibration, pressure, radiation

· Chemical: Gasses, fumes, solids or liquids, dusts

· Biological: Bacteria, virus, fungi parasites, insects

· Psycho-social: Work stress, dissatisfaction, unhappiness, frustration

· Ergonomics: Anatomical, anthropometrical, psychological mismatches

Personnel Protective Equipment

Personnel protective equipment is equipment that is used to reduce risk ad protect people from injury.

E.g. Goggles, gloves, face masks, safety helmets, safety belts, ear studs/mufflers, over coats

Figure 02: (Worker with Personal Protective Equipment and Safety Icons)

 

Causation of Accidents

Figure 03: Caution of Accidents

How to reduce Accidents?

· Check for and remove unsafe conditions.

· Try to screen out employees who might be accident-prone for the jb in question.

· Establish a safety policy.

· Set specific loss control goals.

· Encourage and train employees to be safety conscious.

· Enforce safety rules.

Conclusion

Human resource professionals are expected to make a significant contribution to improving employee health and safety. Employee health and safety are crucial issues that must be addressed in order for the organization and its people to thrive and develop effectively.

References

Edet, U. (2021, March 29). Health and Safety Articles. Retrieved from HSEWatch Website: http://www.hsewatch.com

Worker with Personal Protective Equipment and Safety Icons. (n.d.). Retrieved from ShutterStock Website: http://www.shutterstock.com

Management Development

 Management Development

Figure 01: (Executive Management Development)

We live in a world that is always evolving. Globalization, common markets, rising customer demands, and narrowing profit margins are all placing pressure on businesses to be more efficient in their decision-making. The fate of an organization is primarily determined by its managers and the decisions they make. As a result, it’s critical for managers to stay up to date on the latest advancements in their sectors.

What is important?

As these personnel direct and arrange the work of all of your other employees, organizations need a procedure for growing the talents of their managers. Furthermore, if you want to keep your top managers and potential managers, one of the most important things they desire from work is the ability to continue their personal and professional development as well as the advancement of their careers. When they think of management development, employees are likely to think of university classes and MBA programs, consultant-led external training, and attendance at conferences, trade exhibitions, workshops, and seminars. Employers frequently invest time and money in the development of their managers in these ways.

Management Development

Management development must include all managers in the organization, with the goal of challenging everyone to learn and develop. It must concentrate on results rather than promises, and on tomorrow’s needs rather than todays (Drucker, 1955).

Management Development Programs

There are three types of management development programs. They are in-house programs, professional organizations, and colleges and universities. In-house programs are frequently created and implemented by the company’s training and development department. Management learning and development programs are sponsored by professional organizations. Management education is provided by MBA programs, diplomas in management studies, and degree programs.

Methods of Management Development

Management development methods can be done by two methods namely, on-the-job method and off-the-job method. Managers learn various skills, information, and competency-building approaches while performing their day-to-day job tasks using the on-the-job method. Coaching, understudy assignments, work rotation, committee assignments, and internships are some of the strategies used to build job management skills. Managers that participate in off-the-job management development attend management development programs or seminars outside of their workplace. Off-the-job management development approaches include lectures and seminars, simulation exercises, behavior modeling, sensitivity training methods, transaction analysis, and action planning.

Management Development Process

Figure 02: (Management Development)

Conclusion

In today’s competitive world, management development has become critical. It is the overall concept that describes the many ways in which organizations help employees develop their personal and organizational skills.

References

Drucker, P. (1955). The Practice of Management. London: Heinemann.

Executive Management Development. (n.d.). Retrieved from TPMC Website: http://www.tpms.in

Management Development. (n.d.). Retrieved from SketchBubble Website: http://www.sketchbubble.com

Job Design

  Job Design

Figure 01: Job Design

When compared to other resources such as machines, materials, and land, human resources are very important. From an organizational point of view, the effectiveness of human resources is dependent on job design based on people’s abilities, capabilities, and traits. Human Resource Management’s job design function is very crucial. HR managers have recognized that job design has a significant impact on productivity and job satisfaction. Boredom, increased staff turnover, job discontent, low productivity, and an increase in the organization’s overall cost are all common outcomes of poorly designed employment. As a result, job design is an attempt to match work needs with available human resource attributes.

 

What is job design?

The process of organizing work into the tasks required to complete a specific job is known as job design. It entails making purposeful attempts to group tasks, duties, and responsibilities into work units in order to achieve specific goals. The design and specification of particular tasks within the firm should pique the interest of an HR manager.

The objective of job design is to organize work in such a way that the repetitive nature of the task reduces employee boredom and dissatisfaction.

Techniques of Job Design

Some of the most important job design techniques or methods are listed below.

Figure 02: (Job Design, 2021)

1. Job Simplification

Job simplification is a method of job design that is based on the complexity of the work. Identifying mechanical processes, repetitive labor, one-product development, tools, and talents necessary are all part of this process.

 

2. Job Rotation

Job rotation is a technique of job design in which employees are exposed to a variety of responsibilities and profiles throughout the organization. Employees are rotated through various job profiles to see which occupations are most suited to them.

3. Job Enlargement

Job enlargement is a method of job design that adds new tasks and value to an existing job profile. Job Enlargement gives the employee new responsibilities to perform in addition to the essential abilities and talents required to execute the basic work.

 

4. Job Enrichment

The job enrichment approach to job design aims to improve the employee’s work by giving them greater responsibilities, value, and decision-making authority.

Job rotation advantages and disadvantages

Figure 03: (Gray, 2017)

 Conclusion

Job design is a method for developing occupations that are both inspiring for people and beneficial to the organization. It is critical the function must fit inside the organizational framework and contribute to the organization’s objectives.

References

Gray, R. B. (2017). 5 advantages and disadvantages of a job rotaton program. Retrieved from Patriot Software: https://www.patriotsoftware.com

Job Design. (2021). Retrieved from Business Jargons: http://www.businessjargons.com

Rajguru, K. (n.d.). What is Job Design? Retrieved from ISACA: https:www.economicsdiscussion.net

Team, M. S. (2021, August 26). Job Design Meaning, Importance, Steps & Example. Retrieved from MBA SKOOL: http://www.mbaskool.com

Employee Voice

 Employee voice

Figure 01: Employee voice

The term “employee voice” refers to employees’ ability to have a say in things that affect them at work. It refers to a type of two-way communication that allows employees to have a say in how things happen at work, and it encompasses processes like involvement, participation, upward issue resolution, and upward communication. It may appear difficult to encourage your employees to speak up, but it may be more difficult than you realize. Employees will begin to remain silent if they sense they have no voice or are frequently disregarded. Employee voice can be expressed in a variety of ways, including direct or indirect, formal or informal communication, and communication focused on authority or function. This is a significant issue for businesses and organizations, as we frequently rely on our employees to raise issues that could otherwise be overlooked. (Russell, 2020).

Employee voice refers to how employees express themselves to their employers. It is the main means by which employees can have an impact on workplace issues. Employers benefit from having an effective voice because it helps them innovate, be more productive, and improve their business. As a result, employees generally express more job satisfaction, more power, and more prospects for advancement as a result. (CIPD, 2019). According to (Boxall & Purcell, 2003), employee voice is increasingly being used to cover a variety of activities and structures that directly and indirectly empower employees.

Purposes of Employee voice

The following is the purpose of the employee voice, according to (Marchington et al., 2001)

· Statement of personal dissatisfaction – to resolve a conflict with management or to avert a communication breakdown.

· A joint venture statement is utilized to provide management with a counter-power source.

· Assist management in making decisions that will improve work organization, quality, and productivity.

· Demonstrate shared and collaborative relationships in order to ensure the organization’s and employees’ long-term viability.

 

Strategies for utilizing employees’ voice

1. Ascertain that senior leaders set the appropriate tone and climate.

2. Encourage more leadership styles that are focused on the employees.

3. Encourage leaders to take part in trust-building dialogues and activities that reduce hierarchy.

4. Make psychological safety a top priority for your staff.

Conclusion

Employee voice is a term that is increasingly being used to describe a wide range of methods and structures that enable and sometimes empower employees to participate in corporate decision-making, both directly or indirectly. Employee voice provides a valuable framework for aligning management objectives with employee rights and duties.

References

Boxall, P., & Purcell, J. (2003). Strategy and Humsn Resource Management.

CIPD. (2019, Jan 31). What is an employee voice strategy? 

Marchington, M., Wikinson, A., Ackers, p., & Dundon, T. (2001). Management Choice and Employee Voice. Adrian Wilkinson.

Russell, R. S. (2020, 06 08). Employee Recognition & Employee Engagement. Retrieved from Cashort.com: https://www.cashort.com

Selection and Placement

 Selection and Placement

Figure 01: (Impact of Recruitment and Selection Strategy on Employees’ Performance: A Study of Three Selected Manufacturing Companies in Nigeria)

Getting the correct caliber of individuals for positions has become a concern in recent years, and these issues are classed as internal and external variables. As a result, recruitment, selection, and placement are all harmed, and skilled and experienced workers are unable to find work. This is a surefire way to lose qualified and productive workers. As a result, a significant HR role is selecting the proper personnel and placing them in the right places within the firm, which is critical to a company's success.

The next goal is to have subsequent selection to identify the best eligible candidates for the vacancies once the organization's recruitment process has succeeded in gathering the number of qualified applications from the market. The process of selecting the best candidate for a job from a pool of candidates is known as selection.

Selection Process

Figure 02: (Selection Process)

Placement

The process of connecting a selected person with an employer in order to develop a long-term job relationship is referred to as placement. The overall goal of placement is to match new hires to job requirements. When a new employee joins a company, he or she is ostensibly unknown to the company. As a result, they are initially subjected to a probationary term. At the end of this period, the employer evaluates the employee’s performance and determines whether the employee will be retained as a regular employee or terminated as an unsatisfactory probationer.

Induction

Induction training is a sort of training provided as part of the initial preparation for new employment. Its’ goal is to assist new employees in achieving the level of performance anticipated of an experienced employee. This type of training is critical for new employees. New hires are retained, established promptly, and enthusiastically engaged in productive jobs thanks to good and effective induction training.

 

Conclusion

Finding and hiring the proper workers for your company and then placing them in the jobs for which they are most equipped is what effective selection and placement entail. A vital stage in the selection process is to provide an accurate and detailed job description. A key factor to consider is whether the candidate's personality matches the company's culture. An interview is a frequent method of selection.

References

Impact of Recruitment and Selection Strategy on Employees’ Performance: A Study of Three Selected Manufacturing Companies in Nigeria. (n.d.). Retrieved from ResearchLeap: http://www.researchleap.com

Selection Process. (n.d.). Retrieved from iEduNote Website: http://www.iedunote.com

Reward Management

 Reward Management

                                                                Figure 01: ( Grewar, 2021)

Employee productivity and contribution are becoming increasingly important to every firm in today’s highly difficult work climate. Employees that lack motivation may be an issue for any firm, and poor employee performance can have far-reaching consequences. As a result, firms provide a variety of financial and non-financial rewards in order to get the most out of their employees, and these payments and other advantages inspire individuals to achieve higher levels of performance.

Employee remuneration refers to how employees are compensated in a company. It’s not just about the money when it comes to rewarding management. It also includes non-monetary incentives that generate inner or extrinsic motivation (Dessler, 2008).

Components of Total Reward

                                                        Figure 02: (Mendis, 2017)

Financial Rewards

Financial rewards are another name for monetary incentives. The most conventional and widely used type of incentive is monetary compensation. Financial incentives are any incentives that come in the form of money or riches. Base pay, bonuses, overtime payments, and commissions are some examples of financial incentives.

Non-financial Rewards

Non-financial rewards are another term for non-monetary benefits. Non-monetary incentives are related to the employee’s social and psychological requirements. Employees do not labor just for the purpose of earning, despite the fact that money is a fundamental requirement. Many incentives are available to meet the social and psychological needs of employees. Non-monetary incentives encompass all social and psychological entices that motivate employees to do their best and do extra labor. It includes any rewards which focus on the need people perceive to varying degrees for, recognition, praise, achievement, responsibility, and personal growth.

The importance of Reward Management

Having a reward management system in place has numerous benefits for a company, particularly in small to medium-sized businesses where managers must maintain positive relationships with their staff. Reward programs have proven to be quite effective at motivating employees and, as a result, improving the overall performance of the company.

Conclusion

The key to making a reward system successful is ensuring that employees understand the distinction between money and non-financial rewards, as well as the benefits and relevance of both. Financial rewards, such as cash bonuses, may briefly inspire an employee and may be useful in this situation, while non-financial rewards remain in the employee’s mind indefinitely. These types of gifts have not only helped people feel valued, but they have also increased their morale and motivation.

 

References

Grewar, C. (2021, April 30). Resources Blog. Retrieved from perkbox Website: http://www.perbox.com

Dessler, G. (2008). “Benefits and services”. In Human resource management (pp. 520-523).

Mendis, M. (2017, September 25). The Impact Of Reward System On Employee Turnover Intention: A Study On Logistics Industry Of Sri Lanka. Retrieved from Semantic Scholar Website: http://www.semanticscholar.org