Reflect On The Application Of Course Knowledge And Theories

Reflect on the application of course knowledge and theories to your work environment

Required Reading chapters 9 10 In The Texturbonavičiūtė K Makn

Required Reading: Chapter’s 9 & 10 in the text URBONAVIÄČIŪTÄ–, K., & MAKNICKIENÄ–, N. (2019). Investigation of Digital Retail Companies Financial Performance Using Multiple Criteria Decision Analysis. Science: Future of Lithuania, 11, 1–9. Optional Resources: Chapter 9 & 10 Journal articles Journal Article 9.1: Crossman, B. and Crossman, J. (2011) ‘Conceptualising followership – a review of the literature’, Leadership, 7(4): 481–497. Journal Article 9.2: Agho, A.O. (2009) ‘Perspectives of senior-level executives on effective followership and leadership’, Journal of Leadership & Organizational Studies, 16(2): 159–166. Journal Article 9.3: Larsson, M. and Nielsen, M.F. (2017) ‘The risky path to a followership identity: from abstract concept to situated reality’, International Journal of Business Communication. DOI: 10.1177/, pp. 1–28. Journal Article 10.1: Cook, A. and Glass, C. (2015) ‘Do minority leaders affect corporate practice? Analyzing the effect of leadership composition on governance and product development’, Strategic Organization, 13(2): 117–140 Journal Article 10.2: Dreher, G.F. (2003) ‘Breaking the glass ceiling: the effects of sex ratios and work-life programs on female leadership at the top’, Human Relations, 56(5): 541–562.

Week 6 Discussion After completing the reading this week, we reflect on a few key concepts this week: Discuss the key components of human resource management. Pick at least four concepts from chapter nine and describe how these concepts interrelate to individual performance on a team. Review table 9.2 and select one of the dimensions listed, note why it was chosen and how you relate to this behavior. If you have a personal experience, please share. How do leaders select the best talent? What are some tools they can use to select the best-talent? Please be sure to answer all the questions above in the initial post. Please ensure the initial post and two response posts are substantive. Substantive posts will do at least TWO of the following: Ask an interesting, thoughtful question pertaining to the topic Expand on the topic, by adding additional thoughtful information Answer a question posted by another student in detail Share an applicable personal experience Provide an outside source Make an argument At least one scholarly (peer-reviewed) resource should be used in the initial discussion thread. Please ensure to use information from your readings and other sources from the UC Library.

Use APA references and in-text citations. Please be sure to engage by Wednesday at 11:59pm ET and then engage on two more days throughout the week (for a total of three days of engagement, before Sunday at 11:59pm, ET. Week 6 - Executive Practical Connection Assignment At UC, it is a priority that students are provided with strong educational programs and courses that allow them to be servant-leaders in their disciplines and communities, linking research with practice and knowledge with ethical decision-making. This assignment is a written assignment where students will demonstrate how this course research has connected and put into practice within their own career. Assignment: Provide a reflection of at least 500 words (or 2 pages double spaced) of how the knowledge, skills, or theories of this course have been applied, or could be applied, in a practical manner to your current work environment.

If you are not currently working, share times when you have or could observe these theories and knowledge could be applied to an employment opportunity in your field of study. Requirements: Provide a 500 word (or 2 pages double spaced) minimum reflection. Use of proper APA formatting and citations. If supporting evidence from outside resources is used those must be properly cited. Share a personal connection that identifies specific knowledge and theories from this course.

Demonstrate a connection to your current work environment. If you are not employed, demonstrate a connection to your desired work environment. You should not, provide an overview of the assignments assigned in the course. The assignment asks that you reflect how the knowledge and skills obtained through meeting course objectives were applied or could be applied in the workplace. Don’t forget that the grade also includes the quality of writing.

Paper For Above instruction

In today's rapidly evolving organizational landscape, understanding the fundamental concepts of human resource management (HRM) is essential for fostering effective team performance and organizational success. This paper reflects on the critical components of HRM learned from the course and explores how these concepts can be practically applied in my current work environment to enhance team dynamics and leadership qualities. Drawing from the course readings, particularly chapters 9 and 10, and integrating personal experiences and external scholarly insights, I aim to demonstrate the relevance of HRM principles in real-world settings.

Core Components of Human Resource Management

Human Resource Management encompasses various interconnected functions designed to attract, develop, motivate, and retain talented individuals within an organization. Key components include recruitment and selection, training and development, performance appraisal, and employee engagement. Effective recruitment and selection processes ensure the right fit for organizational roles, which is crucial for performance and retention (Ulrich et al., 2012). Training and development programs facilitate continuous skill enhancement, fostering innovation and adaptability. Performance appraisal systems provide feedback that guides employee growth and aligns individual goals with organizational objectives (Boxall & Purcell, 2016). Lastly, employee engagement initiatives foster a positive workplace culture, motivating employees to perform at their best (Kular et al., 2008).

Interrelation of HRM Concepts and Team Performance

In my experience, these components function synergistically to promote individual and team performance. For example, a well-designed recruitment process ensures that team members possess the necessary skills and cultural fit, leading to enhanced collaboration and productivity. Ongoing training fosters skill development, which boosts confidence and effectiveness within the team. Meanwhile, performance appraisals provide clarity on expectations and recognition, motivating employees to excel. Employee engagement strategies, such as involving team members in decision-making, foster a sense of ownership and loyalty. These interconnected HR practices create a positive feedback loop, wherein motivated, skilled, and aligned team members contribute to achieving organizational goals more efficiently (Armstrong & Taylor, 2020).

Analysis of Behavior and Personal Reflection

Referring to Table 9.2 from the course, I selected the dimension "Problem-Solving Orientation" because I value proactive approaches to overcoming challenges. I relate to this behavior because in my previous role, I often initiated problem-solving discussions during team meetings, encouraging collaborative approaches to address project obstacles. This behavior fosters not only individual growth but also enhances team cohesion and innovation. Personally, I have observed that when team members demonstrate strong problem-solving skills, it uplifts the overall team dynamic and improves project outcomes.

Leadership in Talent Selection and Utilization of Tools

Effective leaders employ systematic approaches when selecting talent. Behavioral interviews, psychometric assessments, and 360-degree feedback are among the tools I have seen used successfully. Behavioral interviews help assess past performance and predict future potential, while psychometric tests offer insights into personality traits that align with organizational culture (Schmidt & Hunter, 1994). Additionally, structured interviews and talent analytics assist leaders in making informed decisions. These tools complement each other by providing a comprehensive understanding of candidates’ capabilities and cultural fit, ultimately leading to better talent acquisition decisions.

Practical Application in My Work Environment

In my current role, I have observed how incorporating structured behavioral interviews improved our hiring process, resulting in hiring candidates who are better aligned with organizational values. Furthermore, I have been involved in developing onboarding programs that emphasize continuous development, addressing the training component of HRM. Recognizing the importance of employee engagement, I initiated team-building activities that foster a sense of community and shared purpose. These practical applications exemplify how course concepts can be operationalized to improve team performance and organizational success.

Conclusion

In conclusion, the course has provided valuable insights into the interconnected nature of HRM components and their impact on individual and team performance. By understanding and applying these principles, leaders can foster a motivated, skilled, and cohesive workforce capable of achieving organizational objectives. Continuing to refine these practices in my work environment will contribute to both personal growth and organizational effectiveness, embodying the principles of servant leadership and ethical decision-making emphasized throughout the course.

References

• Armstrong, M., & Taylor, S. (2020). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
• Boxall, P., & Purcell, J. (2016). Strategy and human resource management. Palgrave Macmillan.
• Kular, S., Giga, S., Soobaroyen, T., & Voorhis, T. V. (2008). Employee engagement: The role of psychological conditions. Journal of Business and Psychology, 23(2), 145-152.
• Schmidt, F. L., & Hunter, J. E. (1994). Implications of job analysis for personnel selection. Personnel Psychology, 47(3), 657-679.
• Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2012). HR competencies: Mastery at the intersection of people and business. Society for Human Resource Management.