Introduction
The institutional theory provides a complex and rich view of the link between HRM and organizational performance. This relationship has been in debate for the last one decade, with bulk of research from different states in the world. Delery and Doty (1996) distinguish the dominant modes of approaching the theory: the universalic, the contingent and the configurationally. Hence the theory provides the context under which the manager provides and chooses a leadership style to be inculcated in the organisational structure in order to march a particular situation.
The universalistic mode is usually associated with ’best HRM practice’ and ‘high performance work practices’ with a number of underlying assumptions which includes: there is a linear relationship between HR practice and organizational performance, that the best practice are applicable and successful, that organizational success is best evaluated through terms of financial performance for instance, profits, sales levels and market share. Pfeffer (1994) and Huselid (1995) represent those who take the universalistic perspective. They argued ,that a greater use of defined practices , such as incentive pay, participation and empowerment, promotions, employment security, training and skill development and employment security, results to a higher productivity and profit in the organization.
The configurationally mode is more complex , Arthur’s (1994) committed and controlled HR is based on the idea that ‘the closer the HR the greater the performance gains’(Delery and Doty, 1996).the research finding by MacDuffie’s(1995) in the automobile industry ,represents the configuration perspective, the holistic factor of inquiry is a significant unique pattern of factors.
Delery and Doty’s (1996) contingency mode relies on the relationship between the relevant independent variables and the dependant variables; which vary according to the following influences such as; organizational age, size, technology ,industry, ownership ,location and degree of unionization. This mode implies complex interaction of HR variables and performance indicators.
The fact about the firm performance is based on the context employed in the human resources that are inculcated in the management process. In the context the organizational structure will be well documented in the overview that aims at increasing the performance in the organization. The various situations that does arise in the organization, that calls for the involvement of the various best styles to be inculcated in the management within the organization. The essential reinforcement of the situational leadership supposition is that there is consequently no single "best" style of leadership that should be employed in the structure of the organization in order to come up with the basic fixed objective within the organisation.
In this essence the various employed structures in the heart of the management of the organization brings in a certain link that helps to correlate the performance over the same in the section of the human resource sector. Hence in this overview the manager, should adopt the best practice in the context that helps elevate the organizational set up and consequently inculcates all the basic necessities of the working staff in the inner circle of the organization. This includes certain aspects such as setting the various goals in the capacity that is attainable. The management team should also be in a position that is willingness and capacity to take accountability for the duty, and pertinent education or rather the needed familiarity of an person and other groups for the required tasks that need to be performed.
The situational theory continues to elaborate the context under which effectual management varies, this is not merely with the individual or rather the group that is being influenced, but it also on the contrary depends on the undertaking, employment or utility that requests to be accomplished within the specified period. Hence in this essence the theory brings a clear illustration of how effectively it helps link the human resource management and rather on the organisational performance.
In the overview of the situational theory, it highlights that the management will be in best position to enhance communication within the organization. This is in which consequently the leader dictates the roles of the person or rather a group in the organization and produce the effective directives of what, how, why, when and consequently where the duty is to be performed in the most productive way. This also helps in the efficient performance of the organisation in the essence that helps elevate its management and the general scope of the planned duties. In addition, communication serves as a channel that brings the context that help elevate the social-economic overview in the management docket of the organization and in the same context serves as a supporting pivotal role in the general groups and the relevant individuals within the structure.
Hence the theory model help bring the various customers who are served by the organization in the general overview with the relevant good terms. These terms helps them co-join in the longer run of the service delivery charter. Hence in the process the clients get attracted to the organization’s way of management and this consequently markets it positively.
The theory also brings into the limelight the specific relationship between the manager decision making process and how it is related to the general achievement of the organization. This consequently means that all the parties will be involved in the making of crucial decisions within the organisation structure. Hence this thought will help incorporate the participation process of all parties concerned. Hence this is how collective administrative concerning aspects of how the mission is consummate and the manager is on condition that a reduced amount of assignment behaviors while keeping up high connection behavior.
The context of the overseen conditions and procedures that are put in place to help the organisation to succeed, delegating of the various duties is also key as far as the model, of the situational theory is inculcated. In this context, the manager still indulges oneself in the making of the decisions; however the various processes involved are passed to the individuals within the organization such as heads of departments. Also the individual groups within the organization are delegated various key duties in which they bring their overviews over the matter. In all this, the leader stays concerned to keep an eye on progress of the relevant decisions made.
The human resource management brings a keen focus on relevant qualities that the managers should engage themselves in order to make the whole plans of an organization successful. In this essence, effectual leaders require being flexible, and therefore must become accustomed to themselves regarding to the situations at hand. The Situational theoretical Model have a propensity to outlook progress as an evolutionary series detonating that when persons come within reach of a innovative charge effectively for the first time, they get going out with diminutive or rather no awareness, capability or skills. However, but with elevated fervour, motivation, dedication and commitment this is what pushes the organisational set up to accomplish the diverse achievements in the larger overview of the specific set goals and tasks that the organisation focuses to accomplish.
Hence the theory goes ahead to dictate the favourable link that can be accomplished in the essence of a joined correlation between the human resource management and the general successful performance of the organization. This illustrates that the individuals and the general organization goes from developing to effectively develop. Actually, in this point of view it is at a standstill current task upon the leader to make a diagnosis of the progress echelon and then effectively use the fitting management style.
In this context the theory proposes that an individual when is new in a certain task, or actually a role in which one is dedicated to perform, and on the same context one has a low competence over the same, one needs high skills and commitment in order to make it a success in the delivering of the specified duties. Hence as the person gains know-how and is properly supported it is supposed to be undeviating by their manager until they ultimately reach Developmental stage in which the performance of the organisation is enhanced.
Hence in conclusion the situational theory helps in the context of elevating relevant leadership within the organization and the human resource management which consequently helps in the performance of the organization to greater heights. This is because the individuals acquire mastery of their tasks effectively and the transferable skills that help them in the commitment to ensure the organisational success.
Works cited
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Blanchard, Kenneth H., Patricia Zigarmi, and Drea Zigarmi. Leadership and the One Minute Manager: Increasing Effectiveness through Situational Leadership. New York: Morrow, 1985. Print.
Hersey, P The situational leader. New York, NY: Warner Books . (1985).
Hersey, P. and Blanchard, K. H. Life cycle theory of leadership. Training and Development Journal, (1969). 23 (5), 26–34.
Grunig, J. E., & Hunt, T. Managing Public Relations. New York: Holt, Rinehart and Winston (1984).
