A Critical Understanding of the Theories and Principles of Resource Leadership and Management Practice Together with an Analysis of a Current Resource Dilemma Within the Setting.

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A critical understanding of the theories and principles of resource leadership and management practice together with an analysis of a current resource dilemma within the setting.

In today’s competitive and ever changing economy, the challenges of Human Resource Management (HRM) is becoming more demanding of strategic responses to its functions as the new era unfolds. The primary function of human resources is to use strategic goals and objectives in order to improve performance outcomes and develop organisational culture that foster innovation and flexibility. Staffing, training and performance management are important functions of human resources, if carried out effectively the success of a setting becomes imminent. This paper is going to explore the role that HRM plays in enhancing the recruitment process. This encompasses all aspects of recruitment and selection, development, reward, employee relations, health and safety and well-being of all staff. Therefore, making human resource management a tool used to promote employee development and employee satisfaction (Patrickson & Hartmann, 2001). A quick overview of the setting and the changes which have occurred including team building and leadership styles, along with key theoretical and conceptual ideas of HRM will be discussed. Particular attention will be given to the functions within recruitment and selection, employment laws and legislation along with standards that are expected to be adhered to, as these are the essential elements of strategic HMR. “HRM comprises of a set of policies designed to maximise organisational integration, employee commitment, flexibility and quality of work.” Guest 1987 (as cited in Armstrong 2006, pg 4) Recruitment and selection is a major HRM function as it covers all organisational practices and decisions. Recent technological advances, globalisation, social trends and changes within organisations have brought new challenges. Recruitment and



Bibliography: Adair. J, (1987) Effective Team Building. Pan MacMillan, London. Armstrong, M. (2006) Strategic Human Resource Management: A guide to Action. 3rd ed. London: Kogan Page Armstrong, M Armstrong, M. (2009) A Handbook of Human Resource Management Practice. 11th ed. London: Kogan Page Belbin, R Castagnoli, P. & Cook, N. (2004) Growing your own leaders: The impact of professional development on school improvement. Summary Practitioner Enquiry Report. Nottingham: National College for School Leadership. Delaney, J., & Huselid, M Department of Health (2004) Choosing Health: Making Healthier Choices Easier (Public Health White Paper). London: DH Gaunt, C Johnson, W. R., Morrow, P. C, & Johnson, G. J. (2002) An evaluation of perceived over qualification scale across settings. Journal of Applied Psychology, 136, 425-441. Luis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy (2001) Managing Human Resources, 3rd ed. Prentice Hall International Editions. Millmore, M., Lewis, P.,Saunders, M., Thornhill, A.., Morrow, T. (2007) Strategic Human Resource Management. Contemporary issues. Harlow: Pearson Education Limited. Moyles, J. (2006) Effective Leadership and Management in the Early Years Open University Press; 1st ed. Patrickson, M Plumbley, P.R.(1991) Recruitment and Selection IPM. London. Rodd, J. (2006) Leadership in Early Childhood. Allen & Unwin, Berkshire Srinivasan, T Torrington, D., Hall, L., Taylor, S. (2008) Human Resource Management 7th ed. Essex: Pearsons Education Limited. Tuckman, Bruce W. (1979) Evaluating Instructional Programs. Boston: Allyn & Bacon. Whalley, M.E. (2008) Leading Practice in Early Years Setting. Learning Matters Limited http://www.belbin.com/rte.asp?id=8 (accessed on 1/12/12)

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